Tag: MTV

  • Brands to explore youth power at MTV’s Youth Marketing Forum

    MUMBAI: The 2012 edition of Youth Marketing Forum, MTV‘s flagship youth insights event on 27 April, will explore the power exuded by the youth and the strategies deployed by the marketing gurus across the world to harness this youth power.

    This year‘s prominent speakers include Henri Holm from Rovio Entertainment, the makers of Angry Bird, author Chetan Bhagat, Interbrand European Digital Director Simon Smith, Earth Hour co-founder Andy Ridley – and Sony Music Entertainment senior director of marketing and publicity Angela Barkan among others. The speakers will share their insight and ideas on marketing to youth and leveraging their power to create revolutions.

    The day will also include prominent brand bosses including brand and business heads from Tata Docomo, Nike, Viacom18 Motion Pictures and more who will discuss how brand need to engage in a dialogue with the audience in this world where one is the majority and the audience are the dictators.

    The forum will be anchored by MTV‘s Cyrus Broacha, while stand-up comedian Sorabh Pant will do a stand up act.

    In addition the day will see the release of the MTV‘s annual youth study, a comprehensive study with 5000+ youth across 30+ cities in India that probes into their need to stay connect 24X7 and desire to express.

    The Youth Marketing Forum 2012 is scheduled at ‘The Hangar‘ – Intercontinental The Lalit, in Mumbai. The event has Tata Docomo as presenting sponsor while Bookmyshow is the online ticketing partner.

  • MTV ropes in Tata Docomo as presenting sponsor for Youth Marketing Forum

    MTV ropes in Tata Docomo as presenting sponsor for Youth Marketing Forum

    Mumbai: MTV is bringing back the ‘Youth Marketing Forum’, which is to be held in Mumbai on 27 April. The youth brand has roped in Tata Docomo as the presenting sponsor for the 2012 edition.

    The forum is targeted at the brand curators, marketers, media experts and everyone who sells, markets and creates for the Youth. It will discuss MTV’s comprehensive research of youth voices, their sphere of influence, relevant youth causes and their creative side on digital media. The sessions will explore the manifestation of youth power and how brands can leverage the power to create brand movements.

    MTV India EVP and business head Aditya Swamy said, “The key change we have witnessed is the power young people are feeling. Armed with information and strength in the collective, they believe they can make a difference. Comfortable in their skins, and devoid of conflict, they know exactly what they want and how to get it. It is this constant reinvention that makes the Youth Marketing Forum a thought provoking experience.”

    Tata Docomo head brand marketing Ritesh Ghosal added, “Youth is not just a life-stage, it’s almost a distinct tribe. In the wired world of today, the Youth pick up, adopt as their own and disseminate trends from across the world. YMF is a forum where Marketers can dip into the rich world of youth stimuli and get a chance to catch up or lead the trends of tomorrow.”

    MTV has been doing research in order to know its target better. In 2011, the MTV focused on their attitude towards money, career, relationships and changing ethics through ‘Age of Sinnocence’ study. Prior to that, it had also published studies like MTV Recreation Redefined and MTV State of Cool to explore the relevant youth trends and themes that can be actively deployed in marketing to the youth.

  • Viacom launches service to connect clients with specific audiences

    Viacom launches service to connect clients with specific audiences

    MUMBAI: Viacom has launched ‘Surround Sound‘, a new sales capability enabling advertisers to reach specific audiences with pinpoint accuracy on every digital platform of the company‘s media networks including MTV, Nickelodeon and Comedy Central.

    Available from today, this service offers advertisers highly targeted, scaled media buys across nearly 100 million homes on-air, and more than 80 million unique visitors online as well as mobile and email users.

    The capability utilises Adobe® AudienceManager.

    Viacom Media Networks head of sales music and entertainment Jeff Lucas said, “Our brands excel at delivering highly targeted demos for advertisers, but ‘Surround Sound‘ takes that ability a big step further, by empowering us to connect clients with specific audiences wherever they are across our digital portfolio.”

    Viacom Media Networks head of sales Nickelodeon Group Jim Perry said, “With ‘Surround Sound,‘ we‘re offering advertisers the sustainable, scalable ability to reach very specific consumers across every screen we program, from television to online video, premium display, mobile and even email advertising inventory.”

    ‘Surround sound‘ utilises data management platform to help identify and reach key audience segments. It leverages proprietary anonymous first-party data from Viacom as well as anonymous data from trusted industry partners and providers around demographics, behaviour, geography, and purchase propensities.

  • 2011: The defining year for the music genre

    2011: The defining year for the music genre

    Year 2011 was special for the youth and music channels in more than one way. For starters, the genre grew with the advent of focused new players, and also came of age as channels clearly selected the model they want to follow.

    If 2010 was the year of uncertainty for the genre, 2011 was the Buddha moment, when the players found the light, the path and, most importantly, the business model.

    So far the category was suffering with the biggest limitation – no scope for differentiation as every channel had access to the same pool of music. But 2010 end was a watershed moment, after which viewers started witnessing an urge amongst the players to be, for the lack of a better word, different.

    Finally, in 2011, the two clear categories emerged within the genre – one was pure play music and other was youth centric channels.

    The clear distinction or segregation happened with the launch of pure play music channels like Mix and MTunes. This channel brigade was led-by 9XM with other players including B4U Music, Music India and, up to some extent, Mastiii. Meanwhile, the youth genre found stability on the tri-pad of MTV, Channel [V] and UTV Bindass.

    Though executives of all of these channels differ on their content strategies and business models, they all agree that this genre is extremely competitive and in order to reach their target audience, they need to be far more than a mere TV channel.

    The biggest challenge is that the genre is highly fragmented and is marred with low viewership. As it is, music is no longer the mainstay of music channels. So experimentation by the youth channels continued in 2011. While Channel [V] found solace in fiction properties, MTV went for a mix of reality along with non-film music. UTV Bindass targeted youth from campuses and also focused on relationships.

    Similarly, among the pure play channels, while 9XM continued serving latest Bollywood music with the animated characters, Mastiii had comedy gags to retain audiences. Mix, the four-month-old channel, opted for mood mapping and is working on improving its distribution.

    The genre now has 19 players and they are fighting for an ad pie between Rs 3.5-4 billion yearly and a share of 200-240 GRPs (gross rating points)on a per week basis. Thankfully, the music space has undergone transformation and today they have some differentiated content and not the same generic content – be it music or reality shows.

    UTV Bindass business head Keith Alphonso says, “Finally, after 14 years, the genre has matured in 2011. We have taken the positioning of a youth channel and it is a three-horse race – MTV, UTV Bindass and Channel [V]. Though every channel is creating its niche, we have decided that we want to own the three verticals which are close to heart of the youth – campus, relations and music. For us, it is important to emerge as a brand.”

    But the question remains: How will the music and youth channels survive with such competition? Answers MTV India EVP and business head Aditya Swamy, “Unlike general entertainment channels, youth genre is not sold on GRPs. In any case, the difference between the top and the eighth player will be less than 10 GRPs. Advertisers and clients look at what more we are putting on the table; its always GRP++. And so, we give them much beyond TV. We give social media, digital etc as we are engaging our consumers on multiple platforms.”

    Agrees Channel [V] EVP and GM Prem Kamath, “First I think calling this genre niche is a big oxymoron. Youth constitutes 60 per cent of total population. Everyone is targeting them, so definitely its not niche. But, having said that, the problem with the genre is that with only music, there is a certain level you can grow. Best chances are you can get up to 30-35 GRPs. Yes, you can make some money if you are on top, but there is no growth.”

    About Channel [V]‘s decision of entering into fiction, he says, “Our offerings are customised for the youth. The two fiction properties are top rated shows and in certain markets, they rate even higher than shows on the GECs.”

    Among the three youth channels, Channel [V] plays least amount of music. It has only two bands — 8-11 am and 4-6 pm – reserved for music.

    Kamath explains, “Today the maximum consumption of music is happening over the phone or music players. Secondly, it is same everywhere and exclusive music is not working as it is not monetiseable. Plus we do
    not want just a visual radio.”

    Interestingly, the genre suffers from a very low time spent of around 25 minutes per week. Even FM radio stations become a competition for the channels, given the passive listening that is happening with pure music channels.

    “The biggest challenge is to increase the time spent on the channel. The average time spent on our channel is 28-30 minutes per week, but that needs to grow. Secondly, the whole genre is struggling to get the due respect from viewers as well as advertisers,” Max EVP and business head Neeraj Vyas says.

    Vyas adds that in order to increase the stickiness and to get appointment viewing, the channel will have more format shows, and Mix will be a platform for the singers and other musicians.

  • Pix’s ‘Big Break’ initiative ahead of digitisation

    Pix’s ‘Big Break’ initiative ahead of digitisation

    MUMBAI: In a bid to further engage with its viewers and build brand affinity, English movie channel Pix has announced a new marketing initiative – ‘Big Break’.

    The initiative will give a winner the chance to be part of a promo for the channel which will air in March. The winner will also be used for other channels in the MSM stable like Sony and Sab.

    Interested parties can submit a one-minute video of themselves online enacting a scene from one of their favourite films. The last date for submission of entries is 18 February.

    Ten people will be chosen and flown down to Mumbai. One winner will be chosen and will get the Red Carpet treatment.

    “With digitisation going to happen, it is important to remind people that Pix is a ‘must have‘ channel. We want viewers to feel committed towards us and to engage with us,” said Pix business head Sunder Aaron.

    A few years back, Pix had launched a short film festival initiative. Inspired by the response to that, the channel has gone ahead with this initiative.

    Pix marketing head Himmat Bhutalia noted that channels in the English movie genre are not doing enough at building brands. “While titles are important, brand recall needs to be created. It will be important for viewers to know what a brand stands for as we move into a digital arena where viewers will choose to carry a channel or drop it. Pix has a larger variety in content. We are also more into engaging in a dialogue with viewers,” he said.

    In terms of marketing, digital will be a greater focus area for Pix this year. “We took our local initiative chicks On Flicks online. We are also looking at extending our Pix movie Club initiative to the web. Traditional media is a one-way dialogue. With digital you can change your communication faster based on feedback,” averred Bhutalia.

    To market ‘Big Break’ the channel is using print, radio and television spots on MTV and Bindass.

    Bhutalia expects most respondents to be in the 15-30 year age group. On the ground, the channel is using an event management company to go to select schools and colleges in Mumbai and Delhi. There fans can make a one-minute video.

  • MTV launches co-branded adventure bikes with Firefox

    MTV launches co-branded adventure bikes with Firefox

    MUMBAI: MTV India, the youth brand, and leisure biking company Firefox Bikes, have partnered to launch co-branded adventure bikes.

    The new range of product line-up will be unveiled at the upcoming 11th Auto Expo.

    Viacom18 Sr VP – Consumer Products Sandeep Dahiya said, “Adventure biking is surely becoming a regular feature of more and more people‘s lives – both as a healthy commute as well as a lifestyle statement. We‘re delighted to partner with
    Firefox, to launch MTV range of adventure bikes in India.”

    “The launch of MTV adventure bikes also marks the beginning of extending MTV licensed products in unconventional categories and 2012 is going to see more and more of that,” Dahiya added.

    Firefox Bikes MD Shiv Inder Singh said, “Worldwide cycling revolution is catching up as an alternative system of transport, and now more and more people are realising the benefits of cycling as a form to shed obesity and weight. We at Firefox have been providing newer versions and variations for the Indians to enjoy the ride and be a part of an environment friendly drive.”

    With the latest deal, MTV consumer products are now available in over 10 categories with eye-wear, bags, stationery & paper, debit cards, mobile phones, bed-linen and helmets, amongst others. Its key licensees include Citibank, Aureole-Inspecs, BILT, Portico, Micromax, Steelbird, Wildcraft, Lava Mobiles and ‘Mochi – The Shoe Shoppe‘.

  • ‘We have grown without showing gruesome reality shows’ : Zoom Entertainment Television CEO Avinash Kaul

    ‘We have grown without showing gruesome reality shows’ : Zoom Entertainment Television CEO Avinash Kaul

    Zoom, the youth channel with a lazar sharp focus on Bollywood, has found its space in a competitive genre that is waiting to see the launch of UTV Stars in mid-August.

    The channel has consciously stayed away from gruesome reality shows, protecting it from the volatile curve that its rivals like MTV and UTV Bindass are subject to.

    In an interview with Indiantelevision.com‘s Gaurav Laghate, Zoom Entertainment Television CEO Avinash Kaul talks about how this positioning has made the channel a safe proposition for advertisers and ensured its growth across the content pillars that it has built after reinventing twice.

    Excerpts:

    It‘s over a one and a half year now that you have taken charge at Zoom. What changes have you brought?
    There has been a lot of positive momentum that we have built at Zoom. For example, we have more than doubled our GRPs (gross rating points). We are now almost the genre leader.

    There were quite a bit of pieces that we have ironed out across the business. This includes content, distribution, marketing, and ad sales pillar… all the components of the business, as the dynamics of the business change every day. And it needs re-orientation of how to work things out.

    So that‘s what we were focussing on. And we have been successful in all the ventures that we have been in, so far. This is reflecting in the results (ratings) today. And the remarkable thing is that these results are without any reality shows, unlike other channels.

    Zoom is about wholesome inclusive family viewing entertainment, and we do not cater to any gruesome reality show. There are no beepers, no pixilation, and no grungy outlook towards life. We believe in the positive outlook.

    Define your market?
    We specifically target the 1 million + towns in the HSM, 15-24 SEC AB. If you look at the content mix of anybody else in this genre, more than 50 per cent of content comes from the reality shows. And they keep going up and down. A Roadies, for instance, will take them (MTV) to a high and once it is over, they will come back to right at the base.

    So basically, for 13 weeks in a year, you will see a high on some channels or the other. You have to look at consistency, which we offer, because we don‘t have such dramatic crests and dramatic troughs. So for an advertiser it‘s a safe proposition, technically.

    But for such shows, do advertisers pay a premium?
    Advertisers look at the cost-benefit ratio – the cost of making the content versus the returns that you are likely to get from the content. And not all of this is enviable to all of the advertisers. Because with a lot of content, many advertisers might want to associate, many might not to. So it‘s about the environment you create. We have not created any negative dissonances on the content front on the channel and we do not expect anything to change dramatically in the future to go into that zone.

    We have very carefully navigated ourselves out, staying away from that temptation. Demographically, we are aimed at youth but our focus has been Bollywood and we will keep that focus. Which is why today we see that you would see us as India‘s No.1 Bollywood channel, right because that‘s a statement we can obviously make.

    There is not too much competition also ?
    Well the way we look at the competition, we have various content pillars- we have Bollywood news, we have music, we have movies, we have countdowns and we have features. These are the kind of programming we do at Zoom today. So when I look at my review show, it performs better than any other on other channels including Hindi news. So as long as I am the best in every pillar that I am present in, I am in safe hands. Today my Bollywood news performs better than any other mainstream Hindi news channel‘s news flash.

    As far as standalone 15-24 HSM, 1 millionn+ is concerned in Bollywood news dissemination, Zoom is ahead. Of course, I do far more of it because I am a dedicated channel as opposed to say one bulletin on Aaj Tak or any other news channel.

    When I am playing music, I am the No. 1 in the music band. As long as you are successful in all the pillars, your proposition is entirely secured.
    ‘We have various content pillars- Bollywood news, music, movies, countdowns and features. As long as I am the best in every pillar that I am present in, I am in safe hands‘

    So how do you see Zoom poised today?
    Today, Zoom is India‘s No. 1 Bollywood channel, and technically, I would rather go to the extent of saying that we are the world‘s No. 1 Bollywood destination. Because as a network (Times Television Network), we are available in 18 countries, out of which Zoom is in over 15 countries. Now that is again the Bollywood connect spreading out.

    So we reach out and fulfil their daily dose of Bollywood. If I give you some statistics, we are today the No. 2 channel on YouTube in India and 18th in entertainment in the world. Today, as we talk, we have over 420 million views on YouTube and every week, we get 5 million hits on an average. Now that‘s massive consumption.

    Our Facebook page has around 700,000 followers. And as per tracking sites are concerned, we are No. 2 or No. 3 page in India on Facebook among the media channels‘ pages. As far as interactivity is concerned, we get around 20 million impressions every week on Facebook. This is because the interactivity element that we have built is far more superior. Every post of ours gets over 5000 responses in terms of likes and comments.

    We also syndicate our content internationally to various channels, and locally to regional channels here. As a result, the cumulative exposure to the content created by Zoom gets magnified at every level.

    So what all are your revenue streams?
    Digital is a very important component for us. As we have specialised content, our realisation from digital is very healthy. Branded content is another significant part and we also have got syndication as a model.

    So these are the three big chunks. Then we are a pay channel, so we get international and domestic subscription revenues. That balances our portfolio pretty decently; it‘s a well diversified, well matured business.

    Coming to your programming mix, how do you justify having movies on your channels?
    Our choice of movies is something very contemporary, very youth. We will stretch the envelop to go for those kinds of movies that may not be top grossers but give you ratings.

    We are looking at contemporary Bollywood movies which are aimed at youth so that there is a better opportunity to weave it…Fashion for example, would find a way on our channel.

    So how is your content mix at present?
    If you consider the 18 hours cycle of Zoom, you will get 40-45 per cent of music, which is all contemporary; 15-18 per cent is movies, 20 per cent is from news fillers and the balance is from features and countdown shows.

    So far there was no competition for Zoom in a true sense. Now UTV is launching UTV Stars, which will be in similar space. How do you see competition brewing?
    So we hear, but honestly, very little to comment till we see the actual product on air. Anything else can be a ‘me too‘.

    We have had competition; E24 launched, but hasn‘t really been able to cut much ice. There are so many channel launches every day.

    But don‘t you think that UTV Stars will have an advantage as it is also into production of movies?
    Well I would argue that not having a studio is beneficial for us because we are agnostic. We have no vested interest in Bollywood.

    Today, our business is well diversified. It is not just a TV channel; it‘s a Bollywood ecosystem that we have created over the years. So honestly, we do not see any immediate threat.

    A party which is neutral, which has consistency of business, consistency of investing in the business and which is serious about the business, will only succeed.

    As a group, whatever we stand by, we commit; we invest, we build, we grow…and that too profitably. So that‘s the key operating word for us. We are not in business for the sake of business, we are in business for profitability.

    How many new clients do you have advertising on your channel?
    Technically, the highest client count on the genre is with us. It is around 230-240 clients active in a year. In terms of volumes, we are right among the top, if not the top.

    We have a better value proposition for the advertisers in the sense that we, for example, have not been able to crack the HUL business for a while now. Until and unless the client sees the value proposition, we are not going out of the way to seek their business.

    As far as the business is concerned, I have no reason to believe that we are any less than the top in the particular segment. Yes, certain tent pole properties might give an edge, only to say a channel like MTV, but not to anybody else.

    So as far as the pure vanilla advertising business coming from advertisers is concerned, I would probably put up as a strong competitor. Purely talking about the advertiser lead business.

    So what all new shows are coming?
    We are looking at a healthy mix of new shows. There will be shows related to Bollywood and fashion. We are looking at properties which could probably like a Style-cop. We are also looking at a show which will bring in the advent of Bollywood stars on television, Telly Talk. The view primarily is to look at the cross-border pollination that has happened and focus on that angle on what‘s happening in the Bollywood space.

    We have just launched Big Story and, yes, there will be some shows which will be built for appointment viewing, but not with beeps and pixels. We will be unveiling them shortly.

    We will also be shortly announcing Bollywood Summit.

    Your comments on the genre you are in?
    The genre is very dynamic; audience is fickle, every year 10 per cent of audience moves out and a new set of audience comes in. It is just 9 years old and the attention span is small. So we go all out to tap that audience.

  • ‘Like Latin America, Indian fiction can be sold around the world’ : The WIT MD Virginia Mouseler

    ‘Like Latin America, Indian fiction can be sold around the world’ : The WIT MD Virginia Mouseler

    As format shows have become globalised, India offers an interesting opportunity. The consumption of reality shows has gone up even as channels like MTV have changed their positioning.

    In fiction, India is also emerging as a powerful production force and has the potential to sell its products around the world.

    The Wit (World Information Tracking), an agency specialised in research and information on TV programmes worldwide, is looking at expanding in India.

    In an interview with Indiantelevision.com’s Ashwin Pinto, The Wit’s managing director Virginia Mouseler talks about the company’s plans and the kind of content that works globally.

    Excerpts:

    When you founded The Wit 15 years ago, what did you set out to achieve?
    We wanted to explore creativity around the world and explore new ideas. We realised that other countries had good ideas and in France nobody knew about it.

    Now formats have become globalised. They travel around the world. Earlier only game shows like Wheel of Fortune travelled. Now it is a world of formats. The same good idea that works in one country can go to another and be adapted to the local culture.

    How have you expanded?
    In the beginning, we started with eight countries like UK, the US and Germany. These are the big markets in the Western world. Now we cover 40 countries, including some smaller countries like Belgium, as they are dynamic and creative. We observe every day the new shows and
    programmes that are being launched.

    We have correspondents around the world that send us a weekly report about the new shows that are launching in that country with ratings. You can track our database if you are a subscriber. Television channels subscribe to us. They get to know about interesting ideas.

    What are the major trends that we are seeing globally?
    The most successful show is the music talent contest. Music is everywhere. You cannot have just a singer in front of an audience. There has to be a competition element. Last year the number of formats adapted globally was 10 times compared to five years back.

    People are buying more and more formats. The top formats adapted globally include Dancing With The Stars, Idol, Got Talent, X-Factor and who Wants to Be A Millionaire. Another trend is reality TV. This is everywhere. Another growing trend is factual entertainment.

    TV channels want to address serious social topics without being boring. They find a way to tackle important social issues like homelessness or being jobless or being overweight in an entertaining way. Instead of doing a documentary, they will create experimental shows where people can change their lives and change another life.

    Could you give me an example of this?
    Teenagers in the UK are difficult to handle. They do what they want. They do not go to school nor do they obey their parents. They are unruly. They are sent to another part of the world. In one example on a show called ‘World’s Strictest Parents’, two UK kids were sent to an Indian family in Rajasthan. They had to adapt to discipline. The father showed them what education means to him.

    Is the kind of content that works here different from what works abroad?
    I don’t think so. Of course, there are cultural differences. At the same time in India Big Boss has been a success as it has been everywhere. A good idea will work anywhere if it is not shocking or provocative. It should have universal and positive values.
    ‘The economic downturn has led to consolidation. Spain launched two new national channels and smaller thematic channels two years back; this year they merged. Consolidation has also taken place on the production front.‘

    How are drama and comedy faring?
    They are popular. The problem is that drama and comedy are more expensive than reality TV. Everywhere local fiction is the most popular. But some channels in the UK wanted to reduce costs due to the financial crisis. They are good at fiction and drama but it is expensive. They did more reality TV. It was not a matter of success but of cost.

    So the economic downturn impacted programme expenditure?
    Yes! The UK was hit. A lot of people lost jobs. Producers made less content due to less ad revenue. Channels decided not to buy big budget fiction. I hope that they will do it again. The crisis impacted budgets of channels. They couldn’t pay for big historical fiction.

    In Germany they decided to buy more American shows rather than produce quality local shows due to costs. Now the situation is getting better. Spain is producing good fiction but with less expensive budgets. We are also seeing more co-productions happen in Europe between countries. This allows for expensive historical series to be made. For one country to do it would be difficult. The budgets are less than what is available in the US. When there are only 50 million viewers, it is difficult to produce an expensive show.

    The other impact of the downturn is that it led to consolidation. Spain launched two new national channels and smaller thematic channels two years back. This year they merged. Economically they could not attract enough ad revenue.

    How has the production sector been affected?
    Consolidation has also taken place on the production front. Earlier there were 10 independent production houses in a country. Now most have been acquired. It is tough for independent producers as there are few independent formats. They cannot buy a format as the big production houses have the major formats. It is difficult for a new
    idea to go on air now if it was not a success elsewhere.

    Channels are afraid of making mistakes. They don’t want to take the risk of buying a new idea from an independent producer.

    Across Asia what has the scene been like?
    Fiction in Korea and Japan is a big success in terms of soaps and dramas. After that, you have music and dance. We cover those two markets in Asia. Now we are focusing on India.

    What are the plans for India?
    Until now we followed formats which were adapted from abroad to see how it was done and if it had different cultural values. We did not follow fiction as there was a lot of it. Now we see channels like MTV have interesting local reality formats developed here like Roadies.

    We will focus on this kind of creativity. We will also cover fiction shows on channels like Colors. We want to touch base with the people in these channels to understand what is important for them and their style of production. India is such a powerful production force in fiction. I think that Indian fiction can be sold around the world as has been the case with Latin America. Their telenovelas are sold globally.

    Are you setting up an office here?
    No! We have one office in Geneva. We have correspondents globally sending us reports. It could be a housewife who loves television and will tell us everyday what is going on. Local correspondents also tell us why a fiction show is successful. It could be that the host is popular or that nobody wanted to see competition. You could have a
    show that runs for three hours and which delivers good ratings.

    Only a local person can tell you why it is a success. You need background and gossip. Someone who loves television and is not judgmental makes for a good correspondent. Correspondents should be able to work with our schedule and way. They have to be people that I can trust. I have to count on them every week. In India at the moment the PR agencies of channels send us data.

    Why didn’t you focus more on India earlier?
    We focus on countries that want to export their formats. Japan and Korea are looking increasingly at exporting formats. India so far has imported formats. They did not export anything. Now local concepts are being created here that are worth exporting. Important people in television and media read the Wit. It is an advertising platform for channels.
    We are seeing many foreign companies like CBS and RTL in Germany coming in now and tying up with Indian media companies. How do you see this impacting the content landscape?
    They will try to widen their own sales catalogue and adapt it to the local market. It is good for viewers as they have more choice. RTL and CBS want to have more space to sell but they have to be an Indian channel first of all if they hope to succeed. RTL has been in Greece recently and they have to adapt to the Greek market. They have to develop local fiction with local producers.
    What challenges are content producers and distributors facing as they try to hold on to audiences?
    The most threatened are the bigger channels. In the US for instance, the big networks have lost their audiences a lot over the past five years due to newer cable channels that drew young viewers. Specialty channels came in that targeted young women.

    What they have to do is create new channels themselves that are niche. The needs of people are becoming more specific. If you like golf, you want a channel for it.
    What impact is new media having on time spent on traditional television?
    Statistics show that people watch more television. New media is another platform. It is a new possibility to watch television. The challenge is to do good stories, ideas. Young people can connect to Twitter and Facebook. This is why the industry is developing connected television. They can attract young viewers on the TV and use what they like on their computer. Channels are working with technology companies.

    Is research more important today in an increasingly fragmented television environment?
    Television is a cultural product. When you see a TV show, you want to see something that reflects your society. You want to find yourself or your neighbour. Television is an image of society. You have to look at social and cultural influences to do a good TV show.
     

    But did the downturn impact channel budgets on research?
    We are a research tool. We did not lose any subscribers. We are a necessary luxury as channels need to know what is happening in other markets. We do social research to watch the social images of other countries through television. Television teaches you about the social worlds in other countries.

    The youth is probably the most difficult demographic to capture. They also migrate across platforms. What can media companies do to hold their attention better?
    Channels spoke about multiplatform formats last year. I think though that just going multiplatform does not make a show. It has to be an interesting story, a good topic something that touches the life of a youth.

    The youth might want to interact with and control content. However this is only an additional tool. The core is to have a show that meets the youth’s issues in an innovative way. It could be in fiction, reality. One show that has worked is Young Dumb and Living Off Mum. It airs in the UK on the BBC and focuses on making youngsters who have been lazy more responsible. But it is done in an entertaining way.

    The series follows a group of youth who‘ve waited on hand and foot their whole lives. The series sees them living together in a house and fending for themselves. Each week they must compete against each other in tough work challenges set by their parents, designed to encourage them to become more independent. After each assignment, their parents meet to watch the footage of the task and decide who, based on behaviour and performance, should be eliminated from the competition.At the end of the series, the winner will receive a round-the-world trip for two people.

    In what way has the youth perception and expectations from television changed over the past five years in India and globally?
    The youth want to watch television everywhere. Earlier the family gathered at a certain time. That has changed. The youth want to watch it anytime and anywhere and enter it anytime. You cannot tell them that a show starts at 8 pm. They want to control television and not be in control of it.

    What are the mistakes that television channels catering to the youth should avoid?
    It should avoid giving them lessons. It should not talk down to them. Television is not a tool of power. Broadcasters should realise this. Television is a consumption good. Television should understand that it has to be attractive and at the same time offer flexibility. It should not be a big brother. The youth want information in an entertaining way.

    What lessons have come from shows that have worked for youth?
    Youth needs guidance and coaching. This is why there are so many coaching shows for the youth. Guidance can be given but not through lessons. It should be done through experiments like involving somebody’s life being changed for the better.

    The youth also want avenues that allow them the possibility show their talents. That is why talent shows are popular. However everything does not have to be about being a star. There are talent shows for ordinary jobs like a butcher, nurse. Television has to offer experiments on different worlds.

    What about content targeted towards women?
    There is an interesting show in the US that has been adapted in many European countries called ‘The Real Housewives of’. They follow real housewives from a neighbourhood. You can enjoy watching the life of a real housewife. It is not necessarily about the successful woman professionally. She can be middle class or upper class. You can see her daily life. The ideas came from the fiction show Desperate Housewives.

    Another interesting thing is that shows that only targeted women earlier are also hooking on men. For instance, cooking shows are very successful. Here you have Masterchef India. This genre also targets men. Men and women compete to cook the best meal and welcome guests. Japan loves this genre. But what is interesting is that countries like France and Italy which are famous for food have less cooking shows.

    In terms of television consumption patterns, what differences are there globally?
    What we have seen is that it is often linked to when people have dinner. So in the UK the news is at 7 pm, in Germany it is at 8 pm and in Spain it is at 10 pm. In the UK the average length of a show is half an hour. In Italy it is three hours.

    In the first 20 minutes, the host is greeting the audience and saying nice things. In the UK it would be over. In Turkey, a fiction show is four hours. Turkish people like watching TV, going to eat and going back to watch the show.

    Are any genres becoming more popular?
    Hidden camera shows are making a comeback on television globally. This would work well in India. These shows have a lot of comedy. Big global events are becoming stronger drivers for channels like a world cup.
     

    In India we are seeing a trend where music channels to capture youth have moved away from music and doing different shows. Is this something being seen globally as well?
    Yes! They realised that they needed an identity. Music video clips can be found in many places. MTV realised that they had to be something else than just a music channel. When MTV started, it was the only place where you could find music clips. That is not the case now. They needed a clear personality. The music channels realised that they need to have a face, a real identity.

  • MTV revives youth marketing forum, launches youth research study

    MTV revives youth marketing forum, launches youth research study

    MUMBAI: MTV India, the youth destination, is reviving its iconic property – the Youth Marketing Forum. The company has also got Virgin Mobiles as the presenting sponsor for the forum – Age of Sinnocence.

    The day-long forum will kick start on 29 April in Mumbai. The theme for the forum is “Welcome to the new Generation where conventional virtues are replaced by delicious Vices.”
     
    MTV, which is also launching its yearly research report, noted from the research findings that the traditional vices that were frowned upon are now the driving forces in youth life. It also said that today’s youth is the “most connected” and “loudest generation” ever.

    It said that the youth poke, tweet, ping, chat and broadcast every minute through status messages and it is also the most “voyeuristic and narcissistic breed of youth”.

    The forum will discuss MTV’s research of Youth Vices and Virtues conducted across India. Different sessions during the forum will explore the relationship and attitude of Indian youth towards money, aspirations, career, ambition, romance, sex life all bundled into the‘Age of Sinnocence’.
     
    MTV India channel head Aditya Swamy said, “The signposts of youth culture are changing every couple of years. And the time in between sees lots of trends come and go within individual spaces. The only way to stay on top of this generation is to live their lives and here’s where our non- traditional insight techniques work. Age of Sinnocence is a chance for all of us to open our minds to the world of young
    people.”

    Swamy said the study was conducted across 22 towns in the 18-24 years demographic with over 2000 respondents.

    Over the years, MTV’s youth researches have thrown up some interesting insights on Indian youth. In 2002 the study focused on ‘Sources of Cool’ where cult branding took centre stage. In 2004, the study focused on ‘Tuning into the Youth’, which highlighted youth belief such as ‘live-and-let-live’ and more.
     
    On its association with the forum, Virgin Mobile India CEO Madhusudan Mandyam said, “At Virgin Mobile India, we are delighted to be partnering with MTV for this forum, which will further cement our presence and the strong relationship we enjoy in the youth segment.

    Virgin Mobile has always believed in reaching out to our target audience, get insights into their likes and dislikes, and then fashion our products and services to suit the requirements and needs of our customers.”

     

  • Grey appoints Kaizad Pardiwalla as branch head for Mumbai

    Grey appoints Kaizad Pardiwalla as branch head for Mumbai

    MUMBAI: Grey India has appointed Kaizad Pardiwalla as branch head for its Mumbai office. He will commence his operations from 11 April.

    Hari Krishnan, the former branch head will head the South operations as vice president and head.

    Both, Pardiwalla and Krishnan will report to Grey India COO Jishnu Sen.

    Prior to Joining Grey, Pardiwalla was working with Bates 141 and was heading there Mumbai office.

    At Bates, Pardiwalla worked on brands such as Virgin Mobile, Colgate Palmolive, Tang, Fiat, TVS, Tata AIG, MTV, Pfizer, ICICI Cards etc. His main mandate was to launch the digital marketing. Also, to run the advertising business with an objective to make digital, advertising and activation work in sync, to provide single idea led solutions to brands.

    On his appointment, Pardiwalla said, “I am absolutely delighted to be joining Grey as this agency has a strong motivation; winning some key accounts in the recent past. I am particularly looking forward to working with Jishnu and rest of the team to do even better work in the coming years.”

    Sen adds, “It‘s great to have Kaizad join us. Grey Mumbai is our flagship office, with a fabulous roster of clients and some really fabulous people. I expect Kaizad to bring his considerable talent and experience to lead the office to the next level of growth and fabulous ideas.”

    Pardiwalla started his career with Lowe Lintas in 1995 and moved to Ogilvy in 1997. After spending seven years at Ogilvy advertising, in 2004, he was appointed as business director, OgilvyOne Worldwide, the digital and direct marketing division of Ogilvy, where he headed the operations in the western region.

    After three years, he took on the reins as the national head of OgilvyOne India. Under his leadership, OgilvyOne Worldwide serviced clients such as American Express, Cadbury, CISCO, IBM, ICICI Lombard, ITC, The Economist and Vodafone.