Tag: production

  • ‘The discerning Hindi viewer has moved away to English news channels’ : Anurradha Prasad – B.A.G Films & Media Ltd managing director

    ‘The discerning Hindi viewer has moved away to English news channels’ : Anurradha Prasad – B.A.G Films & Media Ltd managing director

     When she started Bhagwan Allah God Films, a television content production company, many thought she was out of her mind. The company (known better by the acronym B.A.G Films) has moved far above what it had initially stepped out to achieve. Today, it is a full-blown media house and a public limited company, with stakes in content production, TV broadcasting, radio channels and mobile content development.

     

    In an interview with Sujit Chakraborty, B.A.G Films & Media Ltd managing director Anurradha Prasad talks about the steps the company is taking to emerge as an integrated media company.

     

    Excerpts:

    Now that you have got FDI (foreign direct investment) clearance, how much does it ease your investment plans?
    We had already raised substantial money earlier for our broadcasting venture. Now what we are getting is Rs 600 million from Fidelity. We are also going in for FCCBs (foreign currency convertible bonds) in two tranches.

    With the funding in place, what are your launch plans?
    We are launching E24 in the first week of March. It is not a GEC (general entertainment channel). It has snacky entertainment content – like glamour, lifestyle, Bollywood. We shall not have fiction and soaps. No saas bahus for us, though my content division is doing saas bahus for others (laughs). Moreover, there are already three new GECs and others coming in. My TG is different even within the entertainment genre.

     

    Our next launch will be Bliss24, a wellness channel, after 4-5 months. Life24, the fourth channel, will come up after a similar time lag, and we are firming up the content for that.

     

    Once we are over with the channel launches, we will look at the film production business more seriously as it is an area of expansion.

    What has been the progress of the Hindi news channel which was launched over a month back?
    As far as market position goes, News24 is behind NDTV India but we have a long way to go. We have to sort out distribution problems and go far beyond the channel’s 19 per cent reach. As connectivity grows, we will also grow.

     

    The encouraging thing, though, is that audience stickiness to the channel is high when big news like the Narendra Modi (Gujarat chief minister ) issue breaks. Our stickiness has been as high as the top three Hindi news channels. This strengthens our belief that credibility is valued. Even as one realises that we are operating in a cluttered market, we are also convinced that our stance towards news coverage pays. Otherwise, the credibility of Hindi TV news has eroded.

    Trends show that you might get lower ratings than the rival news channels that have a preponderance of sex, violence and the supernatural. Would you say people in the Hindi belt prefer nonsense to news?
    That is a misnomer. The discerning Hindi viewer has moved away to English news channels. There is definite demand for proper news in Hindi.

    The government has a problem with repetitive shots of violence and abuse – the mainstay of Hindi news. Are you doing the same?
    No we are not. But if it is news, it will be on my channel. Two years back, you could not have thought of one Indian Test win in a series getting an eight-column banner headline in newspapers. But this is happening. So the way people are viewing news is changing. It is a young, vibrant India, and if we do not reinvent at every stage, we shall be out. But it is not that people want only bhoot-pret and sex. If that is so, why should NDTV, CNN IBN or IBN 7 work? And they are working.

    There has been a demand that such channels be termed ‘tabloid channels’ and not news channels. But if people want to see these things, they will. Does any change in definition make any difference?
    Let them. It is for the government to decide what goes on air – whether people are becoming more superstitious or not. I am saying that I shall not go for that kind of news content. Besides, there is a span of time that certain things sell. The same old thing does not last long. Proper news has lasted and will last.

    You created the Hindi news crime show Sansani but are now doing away with sensationalism in your own news channel?
    People have missed the point about Sansani, as it was much more than a show where people with problems would come to us rather than go to a police station. It was a socially important show. We stopped doing Sansani last July because we were coming up with our own news channel.

    Are you planning something on those lines for News24?
    We are going to do something. Crime against women is a big issue for me. We are working on that, after launching the campus programme in which students from across the country report for us.

    Good method of increasing penetration?
    Yes, of course. It works very well.

    Which economic or social segments does your news channel target?
    A and B category viewers. But as I see it, the real problem is with the ratings system. The economic definitions of A and B are not correct. If the criterion is the ownership of a fridge and a TV, then in the last five years a whole lot of lower strata people have moved up in economic terms but not in cultural terms. The system by which weightage is given is flawed. Some channels are taking advantage of that because it is their business model. As a strategist, I would rather trace out the need gap, which I have, and put things that way.

     

    Ultimately as a content person, I must do what I believe is the need and that has to be based on scientific studies. My analysis shows that news was losing credibility. Secondly, a whole lot of channels were not reinventing themselves. There was a strong need for a young, vibrant and credible brand… that’s why News24.

    There is a concern that with tabloid news channels getting more TRPs, advertisers might swing their way. Does that worry you?
    Going forward, it can’t be like that. Any good advertiser will check out whether he is reaching only the masses, or hitting the target consumer or not. As an advertiser, I would be asking my media buying department, Boss, jismey dalaa hai uska return kya hai? (what is the return from the channel where you have placed my ad)? Right now, the returns are all hedged because they are all enmeshed in the whole issue of TRP and GRP.

    E24 shall not have fiction and soaps. No saas bahus for us, though my content division is doing saas bahus for other channels
    In the FM radio business, you were talking of leading a consortium of smaller operators. Since that has not taken place, how has it affected your revenue flows?
    Our revenues are not affected as it was not based on consortium selling. Besides, we now have a network to sell across TV channels and radio.

    Does it make better business sense going to the smaller towns?
    Definitely, because that is where new buying power is coming from. We are now in places like Hissar, Karnal and Patiala, and these stations can be looped. We have still to launch in Simla, Jalgaon and Jabalpur out of the 10 FM stations we have won the bid for.

    Don’t you think metros offer bigger opportunities?
    Metros will be there, but they are saturated markets. The psyche is different in the smaller towns and the push is happening from there. We are not afraid of competing in the bigger cities. But we saw the saturation coming, so it was a conscious business decision to go the small-town way. This will give us better penetration and better revenues.

    How are you differentiating your content from the others?
    Firstly, in most of these cities, we have the first mover advantage. Then interactivity is a huge thing for those towns, and we have fully interactive studios. Besides, we are a content company from the beginning and our content is different. The songs may be the same, but in our case interactivity is huge. And we are geared towards the youth.

    But isn’t every radio operator doing that?
    Yes, I am sure they are, but in these small B and C class cities, the youth is massively aspirational.

    What are the regulatory issues that concern radio operators?
    The government has opened up radio licences but not done those other things that need to make radio a successful industry. They are not allowing news. They have irrationally capped the FDI in radio at 20 per cent. These are crucial issues. In advertising and films, you have 100 per cent FDI.

    When you first forayed into the Film City and started your venture, a lot of newspaper circuit people said it was crazy to shift to media production. So, what was the idea then?
    I did not change. I was just working for someone else. A newsperson in the television arena, I decided to do it for myself instead of doing it for others. I was just quitting the Observer Channel. True, since there was hardly anyone else there, people might have thought “she is crazy.” Television business was not like what it is today. But by the time I started in 1994, Zee TV had launched, and satellite TV had come in. So I could see that things were changing. I felt that if one has to learn about it, why not do so by being with oneself?

    What would you say were some of the landmarks in that phase?
    Every show had been a landmark in its own genre, whether it was Zaikay Ka Safar which was a food and travel show that went on for eight years, or Chitrahaar, in which we radically changed the format and many others. They all were landmarks.

    What, according to you, had been the most important step from the government to boost the industry over the years?
    Actually the best thing is that the government did not do anything for a long time, which ensured that we grow on our own. But the government ought to have done something on the distribution area in the initial stages. Of course, now they have started doing certain things.

    You mean Cas (conditional access system) as one of them?
    Cas is one, and then there are various DTH (direct-to-home) players coming in. But there seems to be no desire to push digitisation forward in a big way.
  • Broadcast Initiatives fixes IPO price band at Rs 100-120, issue opens on 9 February

    Broadcast Initiatives fixes IPO price band at Rs 100-120, issue opens on 9 February

    MUMBAI: Broadcast Initiatives Limited, which holds Hindi news and views channel Janmat, has set the price band of its initial public offering (IPO) between Rs 100 and Rs 120 per share. to raise funds in the range of Rs 855 to Rs 1,026 million for expansion.

    The company will be raising Rs 1.02 billion at the top end of the price band. The proceeds of the issue will be used for the purchase of land and construction of studio, purchase of production, post production and broadcasting equipments and prepayment of loans.

    The issue will open on 9 February and close on 14 February. The company is offering 8.55 million equity shares of Rs 10 each which includes employee reservation of 1,00,000 equity shares at a premium.

    The net issue to the public will constitute 44.27 per cent of the fully diluted post issue paid-up capital of the Company. The promoters will continue to own 55.73 per cent of the equity shares on a fully diluted basis.

    Allianz Securities Ltd. is the book running lead manager (BRLM). Allianz Securities Limited, Enam Securities Private Limited and Almondz Capital Markets Private Limited are the syndicate members to the issue. The shares are proposed to be listed on BSE and the NSE.

    Janmat was commercially launched on 30 April 2006. A wholly owned subsidiary of Broadcast Initiatives Ltd., Sri Adhikari Brothers Media Limited (SABML) is in the process of launching a Marathi language channel, Mi Marathi. SABML has entered into an exclusive ad sales representation agreement with NDTV Media Limited for the sale of airtime on Mi Marathi channel.

  • Eyeing B.A.G-ful of opportunities in media

    In the 1990s when a rookie TV producer called Anurradha Prasad started B.A.G. Films — (some old hands in the company say the strange acronym stands for Bhagwan, Allah, God) — skeptics sneered that it was another flight of fancy of a young girl from a well connected political family of Bihar, a state that can easily be dubbed the Wild East of the Indian political theatre.

    But over a decade later, critics have been more or less silenced. B.A.G. Films is today a listed company and showing decent financial results to investors, if not exactly setting the Arabian Sea on fire. It has a media training institute up and running, is doing several shows on TV channels, including Doordarshan’s terrestrial network, and has two feature films ready for release. Add to all that are its recent forays into FM radio.

     

    B.A.G. Films Ltd MD Anurradha Prasad

    “After the initial public offer in 2003, we were in a phase of consolidation as we realised we needed to move into a different league where more established players were operating. That’s the reason why we didn’t get into new businesses,” B.A.G. Films LTD MD Anurradha Prasad told Indiantelevision.com, sitting in her plush office in the company’s swanky corporate headquarters in Noida’s Film City on the outskirts of Delhi.

     

    There are also talks about B.A.G. turning into a broadcaster with the launch of at least one TV news channel (crime to be specific), if not two. But Prasad hushes away queries on this subject saying such reports are “purely speculative at the moment.” Rather, she counter-punches by asking, “Do people realize that starting a TV channel is not child’s play? And news channels are costly affairs.”

     

    Such assertions notwithstanding, rumours are still doing the rounds that B.A.G. is quietly preparing to launch a TV channel relating to crime news and shows as it has gained some expertise in this field by producing crime shows for Star News.

     

    ‘Red Alert‘ on Star News strengthened the channel‘s crime slot

    Incidentally, two such shows, Sansani and Red Alert, might not still be figuring in the Top 50 list, but do get ratings, which Prasad points out, are “heartening and encouraging.”

     

    After the consolidation, comes the expansion. According to B.A.G. Films vice-president (systems and planning) Amit Jain, middle of 2005 the company decided to make forays into FM radio segment, animation and creating content for mobile phones and other hand-held devises.

     

    Value-added services like content syndication and tailoring content for various delivery platforms for different technologies is going to become a big business, Jain explains.

     

    “At the moment, almost 90 per cent of the revenue is coming from TV programmes. But over the medium to long term, we expect each of the new segments to contribute significantly to the overall kitty,” Jain avers, pinning his hopes on the business activities taken up by B.A.G. in recent months.

     

    However, equity fund managers are still skeptical of the media company, promoted by Prasad and her Member of Parliament husband Rajiv Shukla.

     

    Said an equity analyst who tracks several media company stocks, “In terms of business, B.A.G. is doing well, but the programming strategy is flawed, which leaves the company with little scope to scale up operations. In media, the whole game hinges on the scalability factor.”

     

    ‘Siddhanth‘ on Star One gave Indiantelevision a star in Pavan Malhotra

    Another capital market analyst adds that B.A.G. Films might be doing almost 20 hours of programming per week for various TV channels, but it needs shows to break into the Top 20 and Top 50 list of programmes.

     

    “As a fund manager, I’d say B.A.G. needs to build up a sizeable market capitalization and show better earnings per share, which would come only when the company’s growth is good,” the analyst adds.

     

    For the year ending 31 March 2006, B.A.G.’s net income from sales / operations were up 16.4 per cent to Rs 423.7 million from Rs 364.1 million the previous year. Net profit after tax stood at Rs 30.5 million compared to Rs 33.8 million in the year ago period. The company said that lower net profit after tax was mainly due to significantly higher depreciation charge due to capitalization of new building at Noida. The earnings per share (EPS) was Rs 0.51 for FY’06.

     

    Woh Hue Na Hamare on DD

    Apart from launching two movies, the company’s average programming hours per month during the quarter ended 31 March 2006 were 46 for Q4 as compared to 73 in the corresponding quarter last year. Over 95 per cent of the company’s programmes continue to be commissioned. A new launch during Q4 ended March 2006 was Woh Hue Na Hamare, a half hour twice-a-week soap on DD1.

     

    Though B.A.G.’s Jain might not entirely concur with market and equity analysts, he does admit that the company is looking for both top line and bottomline growth. “Our balance sheet is very important and more important is the fact that it should reflect growth as we have to live up to our investors’ expectations.”

     

    B.A.G. Films Ltd was incorporated in 1993. The company has six separate business units (SBUs) which are TV software, ISOMES- International School of Media and Entertainment Studies, film production, animation, FM Radio and new media & convergence

     

     

    Here is a brief lowdown on each of the segments that B.A.G. operates in.

     

    TV PROGRAMMING

     

     

     

    The biggest revenue earner for the company presently, content generation naturally gets prime attention from the B.A.G management.

     

    ‘Poll Koll‘ strengthened the political satire genre on TV

    Out of the 90 per cent revenue being raked in by B.A.G.-produced shows, a bulk of it comes from the Star Group, followed by Doordarshan (DD) and regional language channel Tara, which is promoted by former director-general of DD and ex-CEO of Star India, Rathikant Basu.

     

    On Star News alone, B.A.G. has a number of shows like Sansani, Red Alert, Poll Khol and a programme on super-natural elements, Kaun Hai. On top of this, the company also does part news gathering for Star News as part of business process outsourcing (BPO).

     

    “Between 10-20 per cent of the revenue coming from Star News is through the news gathering BPO,” Prasad admits. Work from Star News contributed Rs 136 million or 32 per cent of the company’s overall revenue in FY06.

     

    The company has already produced more than 5,000 hours of on-air software and has a rich footage library of more than 50,000 hours. Star Group (Star News, Star Plus, Star One), Sony Entertainment Television, Sahara Network, DD News are some of the channels that B.A.G. is associated with.

     

    The darker side of life: Haqeeqat on Sahara One

    B.A.G. has been associated with popular programmes like Poll Khol, a political satire on Star News, Kumkum- Ek Pyara Sa Bandhan soap on Star Plus, news magazines Rozana and Khabrein Bollywood Ki on DD News and multi-award winning Haqeekat on Sahara One.

     

    “We are presently in talks with Sony Entertainment TV India for some shows, “Prasad said, adding that the company is also looking at exploiting other Indian language channels by producing or dubbing programmes in Tamil, Telugu and Bengali.

     

    According to her, the revenues are not high in regional language television, but they are avenues of expansion and future growth.

     

    MEDIA TRAINING

     

    After settling down in the media education space, ISOMES now targets an expansion

     

    ISOMES or the International School of Media and Entertainment Studies has collaborated with the Missouri School of Journalism, USA, the oldest journalism school of the world.

     

    ISOMES offers post-graduate diploma in broadcast journalism, TV production and direction and media management. The school also has six months diploma courses in acting and television direction & production, besides short-term courses like radio jockey, air time sales and TV editing.

     

    According to Prasad, the media training institute is now ready for expansion.

     

    FILM PRODUCTION

    B.A.G. is producing two films in 2006. One of the films Zindaggi Rocks stars Sushmita Sen and Shiney Ahuja. The film is scripted and directed by Tanuja Chandra and Anu Malik has composed the music.

     

    Sushmita Sen rocks in ‘Zindaggi Rocks‘

    The second film in Punjabi language called Mannat starring youngsters like Jimmy Sheirgill and TV star-turned –film actress Kulraj Randhawa. The film is directed by Gurbir S Grewal.

     

    Made on modest budgets, the B.A.G.-produced films can be called small budget films if compared to the latest box-office hit Krrish (Rs 600 million) or some earlier films in recent times in Bollywood.

     

    “We need to be watchful on the financial side as we are a stand alone company making forays into film making unlike established players who have corporatised a lot in recent times,” Jain says.

     

    While Zindaggi Rocks cost Rs 60 million, Mannat’s budget was Rs. 17.5 million. But an aggressive marketing strategy like selling various rights judiciously makes B.A.G. hopeful that part of the cost involved in film making could be recovered before the release of the movies.

     

    According to Prasad, “Almost 90 per cent of investment is recovered through selling rights and small budgets films can do this successfully.”

     

     

    The company has plans to release five films by 2007.

     

     

     

    ANIMATION

     

    B.A.G. Films has entered into a joint venture with Sieundesign Co Ltd, a leading Korean firm that has presence in production, distribution and licensing of animation films and TV series.

     

    This initiative of B.A.G. is to tap the growing animation segment and also strengthen presence in the mobile telephony content business. The JV is proposed to be named Sieun & B.A.G. Animation Pvt. Ltd.

     

    At present, talks are on with some American companies for creating content.

     

     

    FM RADIO

     

    Entering the FM Radio business for B.A.G. Films was a natural stride towards forward integration, Prasad says.

     

    With the government proposing to limit such cross holdings in different segments of broadcasting business via a legislation that is being hotly debated these days, such integration process may have to be reviewed by the company at a later stage.

     

    The company has bagged the FM Radio licences for Haryana, Himachal Pradesh, and certain parts of Punjab, Bihar, Jharkhand, Maharashtra and Madhya Pradesh. For this purpose B.A.G. Infotainment Pvt. Ltd has been formed.

     

    While the top management at B.A.G. is very bullish on the radio FM business, market analysts say as radio is a long gestation business activity, a lot of this enthusiasm might evaporate once operations start and a clearer picture emerges on revenues.

     

    “The company has a long way to go in radio business, though an announced move to form a consortium with other smaller radio operators for airtime sales is a good move,” a fund manager with a Mumbai-based company says.

     

    NEW MEDIA

    The world of media, entertainment, telecom, infotech and broadcasting is undergoing a change towards convergence. The benefits of technological advancement, convergence, digital broadcasting, high definition programming, streaming and compression and the challenges of an increasingly competitive market place, demand synergy and optimum utilization of resources to develop multi-purpose software for all media windows, B.A.G claims.

     

    With an eye on tomorrow, new media initiative includes video streaming, animation and gaming, interactive content for broadband and mobi-sodes specially developed for mobile phones and handheld devices.

     

    The company already provides voice content including news, cricket and sports, jokes, astro forecasts, celebrity interviews, Bollywood reviews and music album reviews in four languages, Hindi, English, Tamil and Malayalam.

     

    “Value added services are becoming popular in India and content would be the greatest pusher for such initiatives,” explains Prasad on why the company is flirting with activities for which there are specialized outfits already operating.

     

    “Presently, the revenue is not big as telecom companies take away the maximum share (80 pr cent), but over a period of time we see the content provider’s share too increasing significantly,” Jain adds.

     

     

    CONVERGENCE

     

    A group of professionals are working closely to explore opportunities, which are coming through 3G.

     

     

    (Rs 47 = 1US$)

  • Synergy Communications director Anita Kaul Basu

    Synergy Communications director Anita Kaul Basu

    Anita Kaul Basu is all about energy, gutsy individualism and great ideas. Anita’s determination has made her who she is now: the director of Synergy, a company that specialises in large studio based programmes, national participation, interactive shows, and is a leader in non-fiction programming.

    A multi talented woman, Anita has acted in theatre, worked in the print media, styled the who’s who in society and even modeled, but, managed all only by letting her family be top priority. She has chosen to let her husband Siddhartha Basu hog the limelight.

    Listing her strengths as team building, production, management and financial investments, she is known for creating an environment that puts pressure on delivering results but also gives time for “establishing relationships and having a very open communication style and systems.”

    The Basus floated Synergy with a view to enhancing knowledge with fun amongst all and transcending all age barriers. They have defined their roles in the workings of the company on the basis of their individual strengths. While Anita veers towards management and production, Siddhartha handles the creative aspects of programming.

    Synergy’s formats in quizzing have carved a niche for themselves amongst quiz aficionados all over the world. It has produced 30 series in 17 years, which means over 2,000 hours of programming. Synergy’s productions have also bagged 14 National level awards.

    Carrying the hallmark of quality and credibility, Anita has worked with the team at Synergy to deliver many critically and commercially acclaimed quiz formats. Both, Anita and Siddhartha have a communications background. She was in the print media, and Siddhartha was actively into theatre. Quizzing happened quite by chance. “Looking back, I have not lost out on the important aspects of work. I feel I could do that only because I was working with my husband and not for another organization,” says Anita.

    FAMILY BACKGROUND / EDUCATION

    Anita says, “My parents and my two brothers were all born in Srinagar, Kashmir. We are thorough bred Kashmiri Brahmins who have very strong links to the valley. We all speak the language, despite having been brought up in England. My father went to England in the early ’60s and has lived there ever since. A retired public health engineer, he is still living in Surrey along with my mother. Both my brothers are abroad; my elder brother Anup is in Montreal, Canada and my younger brother Arvind, a doctor, is in London.”

    Says she, “My father introduced a sound aesthetic sense in us, he sensitized us to what quality is all about. My mother gave us the capacity to love and give, without any expectations. It is your childhood that usually determines the person you eventually become.”

    She came back to India in 1975 to do her BA (Hons) in English Literature from Miranda House, Delhi University. Called ‘Fresher London’, she recalls how she bore the brunt of fierce ragging in college. “Snide remarks, catty comments and stolen clothes became part of my daily existence.”

    Not one to give up, she battled the assaults and completed her graduation. In July 1978, she did a course in Mass Communications from the Indian Institute of Mass Communications. Anita was very clear that she wanted to be in the media – more precisely in the electronic media. While studying for the Mass Communications course, she did an internship with Doordarshan (DD).

    “I found DD to be a moribund, dysfunctional and bureaucratic organization! It was a come downer! I was traumatized as I imagined quite something else. I had applied to be a news reader but, couldn’t envision myself in that chaotic scenario. Fortunately, this precipitated my decision to switch channels and move to the print media. We had senior journalists giving lectures in our institute. I did have writing skills and could think clearly. With the guidance of the institute’s director H. Y. Sharda Prasad and other senior editors, I chose to enter the print media.”

    She first joined ‘The Fortnight’ (a magazine which subsequently closed down). In 1980, Anita applied to India Today and was called by the then managing editor Suman Dubey for an interview, which she came through successfully.

    EARLY CAREER IN MEDIA

    It was a great break for Anita as India Today was the most challenging workspace. “Aroon Purie was dynamic, hands on and bubbling with fresh ideas. It was terrific to work with him as well as the close-knit team of young journalists who were there. They were the bold new breed that defied antiquated ways of approaching stories and created a fresh and bold writing style, which became a trademark of a kind. It was a very rich experience for me. I did the ‘Eye-catchers’ column and bookend stories on the arts, media, theatre and film.”

    Anita had met Siddhartha in 1975 when Mira Nair (her senior in college) asked her to audition for a part in a play directed by Siddhartha. She got the lead part. Anita was struck by his strong sense of Indian-ness, despite being very modern in all respects.

    “Siddhartha and I got married in 1983. I went to London taking a three month maternity leave when I had my first child. Spending time with my new born, I decided that I did not want my child to be reared by someone else. Our parents lived in different cities, and I decided to invest myself completely in taking care of my kids. Most often, I think we go wrong by not understanding what it takes to be a parent. I was determined to raise my kids in a particular way with value systems.”

    Things had begun to happen even as she was raising her kids at home. Just around that time, Siddhartha’s career took off with Quiz Time. That brought a lot of media attention. “Kids were, and till date are, priority number one. I went through all the frustrations and depressions of taking a backseat, but seeing my kids as well grounded as they are today, it feels right! I’d take my kids everywhere and did all I could, but worked it around my children’s schedule.”

    Speaking of how she ended up styling television personalities, Anita says, “I always had an interest in clothes. I feel that often people go wrong in the way they dress as compared to their personalities, body types and fabrics used. Styling was not given any importance and there was no sensitization to the fact that one is visible on a medium where first impact counts. It is by accident, I got recognition in styling Siddhartha’s clothes and all the hostesses on Quiz Time.”

    The second version of the popular quiz programme, launched in 1986, was also produced by the couple. It marked, in a way, Anita’s return to work, apart from initiating her into the art of TV production.

    SYNERGY COMMUNICATIONS

    In 1989, along with husband Siddhartha she set up Synergy Communications, a television production company. “Once we started our own company, I began working as a project co-coordinator, but on flexi time, so that I could spend time with my kids.”

    Anita has worked in different roles–as the project coordinator and later executive producer on shows like the Quiz Time series, the India Quiz series and the award winning show, Kaun Banega Crorepati. She was also the executive producer on the debate programme for Star Plus —A Question of Answers, and Style Today, a lifestyle programme produced for TV Today. And, she has been the producer on Mastermind India and University Challenge, telecast on BBC World. Having set new standards on TV in a restrictive era with Quiz Time, there was no dearth of work.

    The early 90s saw the satellite TV boom in the country. Though many channels tried to bite a chunk of the quizzing pie, it was a cakewalk all the way for Synergy. In television terms, Synergy has worked on varied formats and genres. Other than quiz and game shows, they have produced teleplays, a lifestyle series, a poll driven debate series anchored by Vir Sanghvi, a science driven series, series based on theatre games and a large number of corporate and promotional films.

    1996 was a tough year for her as she was struck with Hepatitis B that left her totally incapacitated. “Even turning on the bed or breathing was an impossible task. There was no medication and I had a severe arthritic attack before the Hepatitis virus manifested itself. Siddhartha handled both work and home remarkably well. With complete support from my in laws, my family and god’s magnanimity, as if by magic, a year and a half later, I was back on my feet and realized I could move without any pain at all. The same determination that made me stay back in India pulled me out of bed too,” says Anita.

    MASTERMIND INDIA

    Then in 1998, Mastermind India with Synergy at its helm went on BBC. And it opened up Indian quizzing to an international audience. Anita kept herself busy in the wings to ensure that everything went according to plan.

    Having had no formal training in production, Mastermind India was a priceless lesson. Anita did all the backend work and learnt a lot. Shooting this series involved starting from scratch, sending across 1,500 kilos of equipment – lights, generators, the works – and even couriering the famous black chair from Delhi. Here, Anita admits to being superstitious about certain things.

    “All of a sudden, we were trying to make locations out of old buildings in every corner of the country. And, with only one day to achieve that task it only made things worse. It was a programme that really tested our potential,” says Anita. The show had five successful seasons on TV.

    “We have terrific relations with BBC. Once they decide on something, they never batted an eyelid in the way we wanted things done. They are very professional in terms of payments and ideas. Channel support is so crucial to doing anything creative.”

    She has also project managed the Mastermind India book publications, Hindi and English quiz columns for various Indian newspapers and multimedia live quiz shows across the country. All the young contestants on the quiz shows have spoken about the entire team at Synergy, especially Anita, sparing no efforts to make each child feel comfortable. “My strength lies is knowing the psychology of children, so I relate to kids well and am on par with them. Our future is in our kids and we should invest in them.”

    KAUN BANGEGA CROREPATI

    In 2000, Star TV came knocking with a mega-project. Apart from redefining weekend viewing, Synergy’s Hindi remake ‘Kaun Banega Crorepati‘ (KBC) of the hugely popular “Who Wants To Be A Millionaire” was a program that single-handedly changed the fortunes of a flagging channel and an individual in financial gloom into a star in demand again.

    KBC, hosted by film legend Amitabh Bachchan, tapped the nation’s raging get-rich-quick spirit with a basic formula of a mixture of lottery, greed and the glamour of appearing with Bachchan. Anita says, “It’s about human drama, hope and disappointment.”

    The Rupert Murdoch-owned network was reportedly spending Rs 750 million over 130 episodes – nearly half the year’s programming budget. Bachchan’s fee alone was estimated at Rs 140 million. But the money paid off in entertainment value, a 41% viewership rating and unforgettable memory linked with KBC.

    “He is a director’s actor and working with him was an absolute eye opener. He is very disciplined, professional, does not encourage a coterie on the sets and lets it be known that he is not there to interact with people. He values time,” says Anita on working with Bachchan.

    Convincing Bachchan was a task, she remembers. “At the start, he was apprehensive about television per se and would say, ‘Mere se nahin hoga’. It is only after seeing the sets in London that he returned and told Siddhartha that he was game, provided we could create the very same atmosphere here. In a span of 2-3 months we got everything ready and only after seeing it, did he commit that he was on.”

    Talking of her fantabulous relations with Star, she speaks of her interaction with Sameer Nair. “He has been very supportive. He is very sharp, takes risks and is a gambler. He was 100 per cent involved in the making of KBC.” KBC 2 was put on hold after Bachchan was asked to take it easy on health grounds. Will KBC be back? She laughs, “It cannot be got rid of, it will definitely be back.”

    Synergy conducts live quizzes regularly for Tata Steel, Birlas, Limca Book Of Records, Delhi Police, Nestle, Taj Group of Hotels, HRD Network, Ranbaxy, XlRI, Maruti, Kerala Tourism, Tihar Jail, Cry, Microsoft, IIT, IIMs, Khaleej Times, amongst many others.

    Synergy counts amongst its clients, leading Indian and international media houses and corporates like Star, BBC World, Doordarshan, Zee TV, Hindustan Times, Aaj Tak, Microsoft, Maruti, CII and Tata. Over the years, their effort in helping build their client’s businesses has led to strong and durable relationships.

    Their other productions include India’s Child Genius, University Challenge, Bluffmaster and Mum Tum Aur Hum, 3…2..1., A Question Of Answers, Akshar Mela, India Quiz On Freedom, Jaane Kya Toone Kahi, India Quiz, spectrum- A Saarc Quiz, Aao Guess Karen, Eureka, Style Today, Kamzor Kadii Kaun, Russian Roulette, Beanstalk Quiz Summit, Kissa Kursi Ka, IQ- The new Age, Manch Masala and Saiyyan Bhaye Kotwal.

    That their television productions have huge audiences is undeniable, but the collective participation and infectious spirit of their live events have to be experienced to be believed.

    “Quiz as a mind sport has become synonymous with us. In Delhi, our live shows at the Talkatora Stadium have over 6000 children creating an amazing buzz. It is entertaining and educational in a land where knowledge is premium. It is no longer just a question and answer thing. KBC proved that we are pioneers in changing the nature of what a quiz can be. We have made it interactive and entertaining by finding the formula of just engaging people.”

    Siddhartha and Anita share an evolving relationship and are colleagues at work. Realizing they are working towards common goals, they don’t allow egos to take over. On this Anita says, “I think over the years, maturity has set in and we have finally achieved equanimity. Disagreements are inevitable. Given a particular situation, I guess there are only two ways out – being miserable or accepting and turning things to your advantage, subtly.”

    VIEWS

    On exploring other mediums, she says, “We have done a huge number of live, multimedia shows in the country and abroad. We have produced a series of books, provided content for many organizations and hope to broaden our strength bases to go into other areas under the media umbrella.

    On whether she fights male dominance in the industry, Anita says, “I don’t think there’s been a very obvious bias. There are probably more women working in this industry than there are men. And, fortunately they are all doing extremely well. A certain amount of gender bias is inevitable in every sphere and the media is no different. Eventually it’s all about proving your worth and being sincere. Women, I find have the capacity and the skills to work harder and not buckle under pressure.”

    “I have a marvelous team who are dedicated, sharp and very hard working, and they are mostly women. Personally, I find the male ego a huge dampener and prefer to circumvent that and fight it at the subconscious and subterranean level rather than attack it full on in an aggressive and vocal manner,” adds Anita.

    In these times of more viewer choices and greater audience fragmentation, she gives her take on the future of the medium saying it is exciting times ahead and the dawn of new frontiers.

    “Television is here to stay. The numbers are daunting. Television is the medium of now and the future- more than films, more than newspapers, and much more than radio or any other medium. The pie will become bigger and spread evenly. People are going to settle down to a viewership pattern that becomes habitual. Therefore, whether its niche or mass, there’ll be something for everyone to watch and view. It’s already sectored – income groups, age groups, gender, cities, small towns and even underprivileged section. Advertisers are having a field day – they have a lot to choose from and evenly spread over their revenues accordingly.”

    Her formula for success is “Work your butt off and never be hierarchical about that. Chase the right work and not always the money. Never ever step off the learning curve. Learn time and money management, these are two very crucial ingredients to success and always carry your sense of humour with you. It always works.”

    CURRENT ISSUES ON HER AGENDA

    “We have been in the business for 20 years now and are one of the first independent producers and have stayed small, primarily to have creative and production control. We have never done any show for the sake of doing work. Our strength is content. We have to believe in the projects that we choose and put in a hundred per cent into them, often at the cost of our own revenues. It’s a tough curve to take.”

    “We have to keep evolving, contemporizing and have to be here and now by developing new formats. There is always a rip off, but creating new formats is a challenge. We are looking at areas we are strong in and coming from a theatre background, we hope to develop formats that are not regressive soaps but dramas. It about creating a buffet of formats to give the viewers the much needed choice they desire. In a medium where nothing is sacrosanct, ideas and implementation hold sway – but only for a while. Constant innovation and big ideas hold the key for the future,” says Anita.

    Anita strikes you as one who has all the skills of a good communicator- clarity, brevity, diction and audibility…but, has strangely kept away from facing the camera.

    “The camera just frightens me. Prannoy Roy always asks, like many others, as to what I am doing behind the camera. The truth is, I get tongue tied in front of the camera. As confident as I am talking to a roomful of people I become a piece of jelly when I see the eye of the camera on me. One needs different set of skills and I don’t have them,” says Anita.

    What are the major challenges in the near future? Says she, “The growth will happen not just with the induction of state-of-the-art equipment, but investing in the right people and ideas. People are all important. It is not just a financial investment, it is also an emotional investment. At Synergy, we work like a family. All here treat it as their home. We need to love, motivate and appreciate people who work for us and that is the edifice of Synergy.”

    And for Synergy, she says, “We’re positioned for growth and – in an increasingly tough world – to use the power of our ideas to make a real difference.”

    On the ideal job, Anita says, “Really, where does this dream world exist! All of us are on a constant quest. I have yet to meet anyone who loves in totality, their work. I would like to be a gardener, a teacher maybe, teaching kids who have no access to education, a story teller or maybe a monk who sold her Santro!!!”

    Philanthropist efforts/ special interests I have been associated with the Cancer Patients Aids Association for the last few years. I spend time with cancer patients who are kids and come from underprivileged backgrounds. It’s a very humbling experience and at the same time gives me an adrenalin rush. They go through their pain ever so cheerfully and I feel we have it all and are still so miserable! It’s a paradox! It takes a very spiritual mind to realize that and be grateful for what we have.
    Stress buster My pet Golden Retriever Sheroo, who is great fun and ever so loving; pottering around and talking to my plants in the garden; my children Aditya, 21 and Medha, 17; sessions of reiki and daily meditation. However, I love music and dancing – an instant stress busters for me.
    Best trait Organised, loving, giving, seldom judgmental, sense of humour and very hardworking.
    Pet Peeve Dishonesty, insincerity, uptight and disorganized people.
    Dream Gizmo My Ipod and in the future, a robotic cook!!
    Favourite Holiday spot Glass House on the Ganges, Rishikesh, England and Paris.
    Worst nightmare If anything should happen to my loved ones, especially my children. And, drowning in a sea of muck!!!!
    Two guests she would love to dine with Robert De Niro (a complete actor) and Bill Gates (for building a revolution out of virtually nothing).
    What makes her laugh Anything and everything. Currently, I am absolutely hooked on to a Canadian, Indian stand up comic called Russell Peters. He is hilariously cruel, witty and absolutely brilliant.
    On her children Aditya wants to be a filmmaker. He just made a film 125 years of St Stephen’s College, which has been aired on Doordarshan. He is currently working with film director Shaad Ali in Mumbai and plans to do his masters in filmmaking next year. My daughter Medha has just finished her 12th and is headed to study sociology in London.