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  • ‘Challenge is to convert local advertisers’ contribution to 50 per cent from 25 per cent’ : Abraham Thomas – Red FM COO

    ‘Challenge is to convert local advertisers’ contribution to 50 per cent from 25 per cent’ : Abraham Thomas – Red FM COO

     Red FM has gone through a sea change after the Living Media Group sold it to a consortium including Hyderabad-based Value Labs, NDTV and Malaysia-based Astro. Then Sun TV Ltd. acquired a 48.9 per cent stake to build a national footprint, synergising with its South India operations.

     

    Red FM has grown over the period, claiming to hold top spot in the lucrative market of Mumbai. It has also grown its base in Delhi and Kolkata.

     

    In an interview with Indiantelevision.com‘s Nasrin Sultana, Red FM COO Abraham Thomas throws light on some of the pertinent issues that plague the FM radio sector in a Bajate Raho style.

     

    Excerpts:

    What do advertisers identify with the Red FM ‘Baajate Raho’ brand?
    Advertisers associate Red FM as a young, energetic and pro-active brand. Any product or brand that targets between the 15-35-year-olds likes to get associated with Red FM. Even the local advertisers in each city where we operate – Delhi, Mumbai and Kolkata – are putting money on us as our content is wholly local.

    What about the listenership growth at Red FM in the recent past?
    The Red FM brand has been created with our innovative content and our ‘Bajate Raho’ attitude. We have moved from just being a radio brand to a FM station. Listeners identify Red FM as a station of expression. We have also ventured into TV. Our annual on-ground Bajaate Raho awards is going to air on Sony Entertainment Television.

     

    In terms of listenership, we have been consistently in the number one spot in Mumbai for the last seven to eight months. In Delhi we were a bit behind. Now we have climbed to the number two spot there. In Kolkata, we are the only station which play only Bollywood superhits unlike other FM stations which have Bengali music too.

    With Sun TV Ltd. picking up a stake in Red FM, what has this meant at the operational level?
    In the operational level, there has not been much change. In the ad sales front, the network is able to sell a national package to any advertiser.

    FM broadcasters are seen complaining about advertisers’ preference of TV and print over FM radio. Has it improved over the years?
    Advertisers have gradually started to realise the potential of the medium. The industry has seen a two-way expansion – growth from existing markets and new geographies with FM phase II expansion. In the last fiscal, the FM industry has expanded to deep pockets of the country. Definitely this attracts advertisers as FM radio is seen as an innovative mode of advertising in the smaller towns.

     

    In Red FM national advertisers pull 75 per cent revenue while the local advertisers constitute the rest. The big challenge is to convert the 25 per cent into 50 per cent. Only then can the FM radio sector expand its share in the overall ad pie which currently stands at 3.4 per cent.

    Has the launch of Ram (radio audience measurement) made any impact since advertisers can now have data to back up their spend?
    Unlike the TV industry, advertisers and FM broadcasters are not using Ram figures on a week-on-week basis. But a 4-6 week data provides a clear trend which we use to pitch to advertisers. Besides we use the trends which come out of time spend, cumulative and Tarp (target audience rating point) data to design and conceptualise our shows. They indicate content stickiness and the profile of the audience.

     

    The Ram figures have demystified a myth that we most often had. Pre-Ram, we neglected the weekend slot thinking that listenership is slender. Now we are concentrating on the weekend slot as well. The Ram figures clearly indicate that there is a strong listenership population even on weekends. Earlier when there was no data to refer to, most of the FM stations played back-to-back music with no jock talk.

    What are the other trends that the Ram figures indicate?
    Listeners start stepping in from 7:30-8:30 in the morning. This increases gradually, so much so that it beats TV viewing audience. But after 1:30-2 pm, listenership slides down. The 2-5 pm band faces a tough competition from the TV audience as during this time most of the general entertainment channels (GEC) have original content in the afternoon band. Radio listenership reaches its peak after 5:30 pm.

     

    There was another believe among us that highest listeners come in from the car listeners. However, Ram data proves this wrong as there are few listeners on the drive. Most of the listeners come in from mobile and personal set listening.

    Are you content with the Ram week-on-week data or you wish for some improvisation?
    Yes, it has been useful. At least something is better than nothing. We were not able to use the data of Indian Listenership Track (ILT) as it was out only on a quarterly basis. It was difficult to use the dated trends. The Ram figure is a good indicator. The best method in this connection is the electronic meter of mapping listeners. Only a few countries use that methodology as it is very expensive.

     

    The ideal thing to do in India is to have three different methodologies in three different types of market. The small markets can have Day-After-Recall (DAR) methodology, the big markets can use Daily Diary methodology while the metros can depend on Electronic methodology. But the Electronic methodology is not feasible in India as it is very expensive.

    The Indian Premier League (IPL) had its devastating effect on GECs and multiplexes. Has the FM industry felt the heat?
    IPL has been beneficial for us. Red FM is the official radio partner of Mumbai Indians IPL team. To cheer up the team, Red FM turned into Blue FM for one day. Red FM has woven both content and contest around cricket to promote the team. Vinod Kambli is our special cricket expert. He does a cricket review of the last day’s match in a humorous way.

     

    We also had a contest where the winners were taken to one of the matches when Mumbai Indians was involved. The winners were taken in an open bus to cheer the team with Red FM’s RJs.

     

    With innovation in content and different contests, there has been a spike in the listeners. But I can’t say for sure if this has been primarily because of IPL because school and colleges are closed for vacation. During this time of the year, we have spikes in listenerships. But we do not have corresponding figures as Ram was not available last year during this time.

    Is the Association of Radio Operators of India (AROI) pressurizing the government to take any decision on the issue of music content pricing?
    AROI is a new body. We have many an issue out of which pricing of music is one of them. I believe through AROI the matter will be sorted out.

    As one of the senior VPs of AROI, what do you think could be the possible solution?
    The FM industry needs a single leadership to sort out things. Large stations can pay more for music. The charge should vary according to category of the stations like A, B, C, D, E.

     

    The other could be if there is a revenue sharing model between the FM station and the music company.

    What are the other areas that AROI is concentrating on?
    Apart from the music rights issue, AROI is working upon methodology of listenership and finding new talent in the industry. With the expansion of the market, there is talent crunch which every station is finding difficult to address.

    How do you see Trai’s recommendation of allowing 49 per cent foreign equity in FM radio sector?
    It is a welcome move. The FM industry will see a growth with foreign players taking interest in the local medium.
    Do you think that the FM industry will see a change once news is allowed in the FM broadcasting as recommended by Trai?
    Yes, it will bring change to the industry but not to Red FM. Red FM is a total entertainment station for the masses. But there may be some operators who could position themselves as news FM stations to beat the cluttered market.
    How do you see Trai’s recommendation of multiple licensing in the same district?
    It would be a wonderful thing for the FM industry. Differentiation will come in after multiple license is allowed. It will pave way for niche stations. In the present situation very few stations dare to go the niche way as it fears losing a chunk of listeners. But with multiple licensing, stations can experiment a lot adding to the growth of the industry.
    Which are the different platforms you are experimenting with to build brand awareness?
    We have done good work in the brand activation front with our Red Activ team. We have expanded our footprint in the mobile vertical too by our exclusive tie-with Mobile2win. We syndicate our properties like Kamla Ka Hamla and Angry Ganeshan. Mobile2Win has a tie-up with the telcos by which subscribers can download our properties as ring tone, caller tone etc. But good revenue is yet to come from this activity.
  • ‘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.
  • 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.

  • Janmat to don new look as Live India

    MUMBAI: Donning a fresh look, Broadcast Initiative Limited’s Hindi ‘views’ channel Janmat is being re-christened as Live India with effect from 3 August. Shedding its old look which positioned it as a ‘views’ channel, Live India will now mainly focus on live news-bulletins. In tune with its new name, the channel’s tagline is ‘Khabar Hamari Faisla Aapka.’

    “With the shift in positioning the re-vamped channel will have live-bulletins all round the day. It will catch up with all the events and live happenings across the country,” says a source close to the development.

    As reported earlier by Indiantelevision.com, the channel will dedicate 70 per cent of its content to news, while 20 per cent will be based on analysis and 10 per cent on interviews. The upgradation will involve an investment of Rs 400 million.

    “We are re-launching the channel. We will be news rather than programme-driven. Analysis will supplement the news and not the other way round,” Janmat editor and CEO Sudhir Chaudhary had earlier told Indiantelevision earlier.

    As part of its expansion plan, Janmat has added bureaus in Srinagar, Chandigarh, Bhopal, Ahmedabad, Hyderabad, Bangalore, Chennai, Bhubaneswar, Kolkata and Guwahati to its existing ones in Mumbai and Delhi. The Marathi reporters of sister channel Mi Marathi will also pool in their resources.

  • MPA conducts anti piracy training seminar in Andhra Pradesh

    MPA conducts anti piracy training seminar in Andhra Pradesh

    MUMBAI: On 24 February 2007 the Motion Picture Association (MPA), in association with the Andhra Pradesh Film Producers’ Chambers held a movie piracy training seminar at the Andhra Pradesh Police Academy, Himayat Sagar, Hyderabad.

    The seminar had more than 400 attendees, including public prosecutors, magistrates, police officers, as well as industry representatives 

    The seminar, with Chief Guest Justice T.Ch. Surya Rao, Honorable Judge, Andhra Pradesh High Court, as its chief guest, saw enforcement authorities and rights holders sharing information on movie piracy and efforts to take action against pirates. The seminar also focussed on the need to raise public awareness of the damage caused to local industry by piracy.

    MPA senior VP and Regional Director, Asia-Pacific Mike Ellis says, “We are delighted to have joined with the Andhra Pradesh Film Producers’ Chambers and local enforcement authorities to take action against piracy in Andhra Pradesh.

    “It is clear that arrests, prosecutions and significant custodial sentences are necessary in order to create a real deterrent to this criminal activity that so badly damages local economies.”

    MPA head of operations Col. Anil Nayer says, “The Andhra Pradesh Police and the Film Producers’ Chambers are our partners in the battle against film piracy. The seminar aims to provide more insight to the enforcement authorities on film piracy and create a stronger team.”

    MPA says that piracy in India affects the Indian film industry more than American producers and distributors. It is estimated that only 20 per cent of pirated goods infringe the copyrights of foreign film titles. The remaining 80 per cent of pirated product infringes the copyrights of domestic films. According to Government estimates, the entertainment industry loses up to 1,700 crores annually on account of piracy.

    Since the beginning of 2004, the MPA has conducted close to 1,000 raids and seizure operations in India in cooperation with law enforcement authorities. Additionally, civil raids have been conducted through court-appointed Local Commissioners in civil suits initiated by MPA member companies.

    A comprehensive study aimed at producing a more accurate picture of the impact that piracy has on the film industry including, for the first time, losses due to internet piracy, recently calculated that the MPA studios lost $6.1 billion to worldwide piracy in 2005. About $2.4 billion was lost to bootlegging, $1.4 billion to illegal copying and US$2.3 billion to Internet piracy. Of the $6.1 billion in lost revenue to the studios, approximate $1.2 billion came from piracy across the Asia-Pacific region, while piracy in the US accounted for $1.3 billion.

    In 2005, the MPA’s operations in the Asia-Pacific region investigated more than 34,000 cases of piracy and assisted law enforcement officials in conducting more than 10,500 raids. These activities resulted in the seizure of more than 34 million illegal optical discs, 55 factory optical disc production lines and 3,362 optical disc burners, as well as the initiation of more than 8,000 legal actions.

  • Dopod launches in India with convergent mobiles

    Dopod launches in India with convergent mobiles

    NEW DELHI: Dopod International Corporation, a leading PDA phone and Smartphone provider, today opened their India operations, setting up office in New Delhi. The company is launching here with three models that has convergent technology powered by Microsoft.

    Dopod also announced the appointment of Ajay Sharma as the Regional Sales Manager, Dopod Communications (India) Private Limited, to oversee its Indian operations.

    Sharma told indiantelevision.com “Initially, we are introducing three handset models – C800, C720 and 818Pro in India. These devices are aimed at providing the combined power of telecom and IT through a unique, convergent solution with Microsoft.”

    Sharma will manage Dopod International’s new office, serving as India’s first Regional Sales Manager, India, overseeing all marketing and business development activities in the region.

    Asked about the company’s investment plans in India, Sharma said: “Presently, we are just setting up a distribution base here to cater to the Indian market. In due course we will be investing a substantial amount in marketing and sales related activities”.

    The models being introduced are 818Pro, a GSM Quad Band PDA phone that enables users to communicate by voice, any place around the world; the C720W, which supports Bluetooth v2.0 w/A2DP & AVRCP, and USB 1.1 for charging and data transfer and also provides GSM Quadband with GPRS & EDGE & hi-speed WLAN access 802.11g.; and C800, which has a sliding QWERTY keypad and 5-way navigation button that “makes messaging a breeze”.

    The last also offers the “ultimate connectivity”, with Bluetooth v2.0 w/A2DP & AVRCP, and a USB port for charging and data synchronisation, and provides GSM Quadband with GPRS & EDGE & hi-speed WLAN access 802.11g.

    Company executives explained that Dopod have entered the Indian market late, after it has seen the expansion phase into the B and C class cities, and the Class A cities have matured into creating a large demand for convergent mobile phones.

    “Dopod International would offer sophisticated and innovative converged solutions to the Indian consumers, which would be at par with the best designs and trends prevalent internationally. The distribution of its handsets models in India would start through a strategic tie-up with National Distributor, Jaina Marketing & Associates,” Sharma said.

    Asked about the roadmap for the company in India, Sharma said, “In the first phase Dopod plans to make its handsets available to Indian customers in 10 cities: Delhi, Mumbai, Kolkata, Chennai, Bangalore, Hyderabad, Pune, Ahmedabad, Surat and Chandigarh.

    Dopod International Corporation was founded in 2002, and has expanded rapidly, Sharma said.

    By the end of 2007, Dopod plans to set up operations in 25 cities in the country.Talking about the models on offer, Sharma said: “818Pro is designed simply to appeal to the no-fuss crowd. It is a light, small and futuristic device which comes in lifestyle design with incredibly enhanced features.”

    The machine packs a host of comprehensive connectivity options, including WiFi 802.11b/g, Bluetooth, Infrared, GPRS (on top of basic features like SMS and MMS), making it “an unparalleled choice for not only general consumers but also mobile business professionals”, Sharma claimed.

    Powered by the advanced Microsoft Windows Mobile Version 5.0, the 818Pro comes with a full suite of applications for viewing and editing files, like Pocket Word, Excel, Power Point, managing address book and e-mails like Pocket Outlook while allowing users full access to the Internet.

    In addition, the 818Pro also comes bundled with the WorldCard Mobile Business Card Capture Solution software. “This means users can now enjoy easy business card data input. All they need is to take a picture of a business card with the intelligent software and all their contacts are instantly captured, recognised, sorted and stored,” according to Sharma.

    Model C720W has a lean and mean design, Sharma said, adding that runs on user-friendly Windows Mobile 5.0 Smartphone operating system. “Windows Mobile 5.0 with DirectPush Technology allows you to instantly synchronise emails, calendars and schedules, and besides, you can access PDF, Word, Excel and PowerPoint documents allowing you to work even while on the go,” Sharma explained. It has a built-in 128 MB ROM, 64 MB RAM with persistent storage and a Micro-SD card slot, he added.

    Model C800 is the “slimmest PDA Phone with slide-out QWERTY keyboard”, but apart from that has all the features of C720W.

  • Color Chips to set up facility in Visakhapatnam, plans to invest Rs 350 million

    Color Chips to set up facility in Visakhapatnam, plans to invest Rs 350 million

    MUMBAI: Hyderabad-based Color Chips (India) Ltd is planning to invest Rs 350 million in setting up an animation production centre at Visakhapatnam in Andhra Pradesh as part of its expansion plans.

    The company has already acquired three acres of land and in the first phase will develop 40,000 sq. ft. of space which will house 350-450 people. An area of 100,000 sq. ft. will be finally developed with a 1,000-seater facility.

    “The first phase will require an investment of Rs 100 million and should be completed by 2007-end. We expect to set up the 100,000 sq. ft. facility by 2009 and plan to invest a further Rs 250 million for this,” Color Chips chairman and managing director Sudhish Rambhotla tells Indiantelevision.com. The centre will be mainly used to provide high-end graphic solutions, special effects, 2D and 3D animation production and also house an animation-training facility.

    The company has fresh orders worth $18.5 million which it will execute within three years. This is in addition to the $1.5 million contract it has recently announced with Australia-based Albert Tross Productions for providing animation and creative services for a series of 26 episodes.

    “We can’t reveal the name of the companies we have just signed up with. The $18.5 million contract will include our share in the global rights. We will be doing animation and graphics for the movies,” says Rambhotla.

    By setting up a new facility in Visakhapatnam, Color Chips will spread out geographically and tap talent from the neighbouring states of West Bengal and Orissa, adds Rambhotla. The company already has a facility in Hyderabad.

    Color Chips plans to raise up to $10 million through FCCBs (foreign currency convertible bonds). The company is getting into motion pictures business and has lined up two movies for production at an estimated cost of Rs 150 million. While Krishna will be an animation film, Mukhbiir is a live action film. “We expect to release Krishna in early 2007 and the second film later in the same year,” says Rambhotla.

  • Radio City moves to common frequency of 91.1 FM

    Radio City moves to common frequency of 91.1 FM

    MUMBAI: Music Broadcast Private Ltd promoted Radio City has adopted to a common frequency 91.1, which becomes effective from tomorrow (27 October).

    Among all the stations that Music Broadcast operates, it is only Radio City Jaipur that has been broadcasting on the 91.1 frequency since its launch. Besides Jaipur, Radio City operates in Mumbai, Delhi, Bangalore, Hyderabad, Chennai and Lucknow.

    Radio City, which launched its radio operations on different frequency in Mumbai 91 FM, Delhi 91 FM, Hyderabad 106.4 FM, Bangalore 91 FM, Lucknow 104.8 FM and Chennai 105.8 FM, will all shift on 91.1 FM, according to a press statement. 

    With its shift of frequency, Radio City will be unveiling some new shows, interviews, contests and prizes.

    As part of the big activation idea, Radio City 91.1 FM has planned a host of on-air and on-ground activities at happening malls across the city like Landmark and Lifestyle, across multiplexes like PVR and several hip hangouts. 

    Radio City will launch Get lucky contest from 27 October up till 29 October. The contest will see five lucky listeners winning a Philips DVD every day across all stations and 1 lucky listener will walk away with a Philips Home Theatre. The contest gala will continue through the week with listeners winning goodies in all shows.

    According to Radio City marketing head Rana Barua, “Even as we change our frequency to 91.1 FM, we will have a better offering for our listeners with more stars, more innovative shows more music, and more prizes. We will continue to redefine the programming limits in order to sustain our musical expertise and our leadership position.” 

  • Adlabs Films Q2 net profit up 224 per cent at Rs 204 million

    Adlabs Films Q2 net profit up 224 per cent at Rs 204 million

    MUMBAI: Anil Dhirubhai Ambani Group controlled Adlabs Films’ net profit stood at Rs 204 million for the quarter ended 30 September as against Rs 62.86 million for the same period last year.

    The second quarter total income recorded an increase of Rs 595.97 million from Rs 246.82 million for the July-September quarter 2005.

    Operating profit stood at Rs 309.51 million as against Rs 110.04 million for the corresponding period last year .

    The company’s expenditure for the quarter closed at Rs 286.45 million as compared to the previous fiscal period Rs 136.79 million.

    Recently, the company picked up 51 per cent stake in Siddharth Basu promoted Synergy Communications. The company also launched its radio stations in Delhi , Hyderabad , Chennai, Kolkata and Bangalore, under the brand name Big 92.7 FM.

  • Big 92.7 FM signs up Mohinder Amarnath for ICC updates

    Big 92.7 FM signs up Mohinder Amarnath for ICC updates

    MUMBAI: The cricket bee has stung the newly launched private FM player Big 92.7 FM! The brand has signed up with ‘Jimmy’ Mohinder Amarnath, the 1983 World Cup match winner, to provide updates on the ongoing ICC Champions Trophy.

    The ICC World Cup Champions Trophy kicked off 7 October and will continue till 5 November. Spout chewing gum has been roped in to sponsor the updates on Big 92.7FM.

    According to an official statement, Amaranth will be offering regular cricket updates on Big 92.7 FM four to five times a day to provide a ringside update on the matches and players performance and even a few interesting tid-bits on the player’s and team’s performance. 

    The show will be broadcast in Hindi on New Delhi station and in English on Hyderabad, Chennai and Bangalore stations. The brand is likely to launch in Mumbai, Kolkata and Bangalore in the coming weeks.

    Speaking on the occasion, Big 92.7 FM COO Tarun Katial said, “It is our endeavour to create an edge and provide our listeners with exclusive entertainment. Cricket is a sport which unites the nation and it is our way of offering Big entertainment on Big 92.7FM. The credibility of Mohinder Amarnath gels with the Station’s aim of providing credible and relevant information to our listeners.”