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Tag: Shemaroo

  • Shemaroo wins ‘creative marketing team of the year’ at Gema 2025

    Shemaroo wins ‘creative marketing team of the year’ at Gema 2025

    MUMBAI: Shemaroo has done it again, twenty times over. The entertainment pioneer was crowned “creative marketing team of the year” for the second straight year at the Gema India awards 2025, while also sweeping up an impressive 20 trophies across categories.

    The wins included eight golds and 12 silvers, with standout honours in sound design, music usage, editing, promos, campaign design, animation, and key art. Celebrated projects such as The Rings of Time, Vash, The Goat movies, Bhraanti – An Illusion, and applause-worthy movies stood out for originality, cultural resonance, and audience impact.

    Speaking on the recognition, Shemaroo Entertainment Ltd., chief operating officer, Arghya Chakravarty said, “Shemaroo Entertainment winning ‘Creative Marketing Team of the Year’ at Gema India awards for the second consecutive year, is a reflection of the consistency and creative leadership we have built over time. We have always believed in staying ahead of the curve, combining innovation with cultural relevance to engage audiences meaningfully. These wins are not isolated achievements but part of a sustained journey where year after year, our teams have set new benchmarks in creativity.”

    Now in its seventh decade, Shemaroo continues to cement its reputation as one of India’s most inventive entertainment brands, pioneering in storytelling, creative campaigns, and cultural engagement.

  • CX marks the spot as brands bet big on experience over everything else

    CX marks the spot as brands bet big on experience over everything else

    MUMBAI: What do movie remixes and customer experience (CX) have in common? Both, as it turns out, need staying power, emotional hooks, and the ability to get even the toughest crowd on their feet. That was the mood at the 3rd India Brand Summit 2025, where CX leaders gathered for a session titled CX-Led Growth: Why Experience is the Ultimate Differentiator and the conversation hit all the right notes.

    Session chair Deloitte India, partner Vivette D’Cruz set the tone by urging brands to design CX not just for today but for the decades to come: “Make it like a remix that still works 20 years later evergreen, adaptable and impossible to resist.”

    From there, the panellists spanning sectors from entertainment and holidays to manufacturing and consumer goods unpacked how experience has become the real battlefield for brand loyalty.

    Mahindra Holidays & Resorts India VP for customer operations Shweta Srivastava traced CX’s rise from a back-end support function to boardroom strategy. “Customer experience has evolved from reactive firefighting to being a core driver. Many companies now have Chief Customer Experience Officers at the table,” she said. Her advice: pick three metrics that matter most, whether CSAT, NPS, or retention, and make them part of leadership KRAs. That way, ownership spreads across functions finance, supply chain, marketing not just the service desk.

    She recalled an e-commerce fix designed through empathy: “We created a ‘green pass’ tag for loyal customers, flagged in the CRM. It allowed frontline agents to override rigid return policies and say ‘no questions asked’ because loyalty deserves flexibility.”

    Panasonic Electric Works India head of customer services Rakesh Gupta highlighted how embedding CX into culture requires mapping the entire customer journey. From browsing switches on a website to watching demo panels at a shop, installation, servicing, and even product disposal, every stage was considered. “We even run chai-samosa meetings with electricians, train dealers, and reward loyalty. Because one grumpy ‘Chotu’ at the store can undo months of marketing effort,” he quipped.

    Digital tools like AR/VR are now part of the mix. Customers can virtually test whether a fan matches their walls or a plate complements their curtains. Panasonic also recently piloted a “ballroom” model where its most skilled technicians guide local teams through AI-driven video support, saving costly travel and slashing resolution times.

    Hindalco Industries (Aditya Birla Group) head of customer centricity Namita Bohara stressed that in B2B, trust is built as much through billing details as through product quality. “We measure customer satisfaction through something we call the Fairness Index tracking not just value but whether customers feel they are treated fairly. Even small requests like a GST line item on an invoice matter hugely in cementing loyalty,” she explained.

    Her mantra: listen, learn, act, and close the loop by showing customers how their feedback drove change. Increasingly, Hindalco is co-creating solutions with clients, anticipating needs before they arise.

    For Shemaroo head of digital marketing Anvesha Poswalia CX boils down to emotional connect. “We’ve pivoted from B2B to B2C. Customers come to us not for discounts but for goosebumps,” she said. Citing the Gujarati film Umrooni Pen Paar, she described how Shemaroo turned its launch into a cultural moment by encouraging audiences to share their own ‘first threshold’ stories. “It wasn’t just about streaming a film, but sparking conversations people related to. That’s how you build loyalty,” she said, adding: “Our mission is to make Gujaratis fall in love again with Gujarati cinema.”

    Hamilton Housewares’ head of CX & Service, Uday Bhosale, argued that technology must augment, not replace, human connection. “Fifteen years ago, call centres were the only channel. Today, we have bots, Whatsapp, emails, even AI answering calls. But businesses must decide where to draw the line. Use bots for order status or FAQs, but when frustration and emotions enter, only a human should step in,” he warned.

    He noted that 70 per cent of companies deploying AI for cost-cutting miss their targets. The better approach: let AI assist agents by surfacing faster answers, while humans handle empathy-driven queries.

    Shweta added that transparency in personalisation is non-negotiable. “Customers should feel their data is enhancing their experience, not invading privacy. In our membership model, we use past holiday behaviour to design plans that fit their lives. When personalisation feels helpful, it works,” she said.

    The session ended with consensus: CX is less about one-off “wow” moments and more about remixing consistency with innovation. Whether through loyalty councils, AI-enhanced service, fairness indices, or goosebump-worthy cultural campaigns, the goal is to make CX the evergreen anthem of brand growth.

    As one speaker summed it up, “Technology and human connection must work hand in hand because in the end, customers don’t just remember the transaction, they remember the feeling.”

  • Anuja Trivedi named chief strategy and marketing officer as Shemaroo eyes next phase

    Anuja Trivedi named chief strategy and marketing officer as Shemaroo eyes next phase

    MUMBAI: Shemaroo Entertainment has expanded the remit of Anuja Trivedi, elevating her to chief strategy and marketing officer (CSMO). In addition to leading marketing, she will now head the central strategy team, cementing the company’s sharper focus on long-term growth, integrated brand positioning and closer consumer alignment.

    Since joining as chief marketing officer in 2023, Trivedi has driven brand growth and boosted visibility for Shemaroo’s TV, OTT and digital platforms. In her expanded role, she will spearhead strategic initiatives and work with cross-functional leaders to unlock synergies across the group’s diverse business verticals.

    She brings broad experience spanning strategy, revenue and content, with stints at Disney Star, World Gold Council (WGC), McKinsey & Company, Morgan Stanley and PwC. At Disney Star, she shaped content strategy for TV and digital, driving Disney+ Hotstar subscriptions and improving TV market share in key genres.

    “Anuja’s role expansion comes at a time when we are sharpening our strategic priorities to stay ahead in an evolving media and entertainment ecosystem,” said chief executive of Shemaroo, Hiren Gada. “Her deep understanding of consumer behavior, market dynamics, and business transformation will be instrumental as we move into our next phase of growth.”

    Chief operating officer of Shemaroo, Arghya Chakravarty added, “Over the last two years, Anuja has been instrumental in shaping Shemaroo’s brand story. Her expanded role reflects our belief in her ability to bridge strategy with execution, drive cross-functional alignment, and keep the consumer at the center of all decisions.”

    With Trivedi’s new mandate, the brand is amplifying its bet on strategy-led brand building and future-ready planning as it caters to the changing tastes of Indian and global audiences.

  • Shemaroo posts Rs 45.8 crore Q1 loss as revenue and margins dip sharply

    Shemaroo posts Rs 45.8 crore Q1 loss as revenue and margins dip sharply

    MUMBAI: Drama, but no dividends Shemaroo’s first quarter script writes itself into the red. The veteran media and entertainment company reported a consolidated net loss of Rs 45.8 crore for Q1 FY25, ballooning from Rs 17.2 crore in the same quarter last year. Even standalone losses were sharper, at Rs 46.9 crore versus Rs 17.5 crore year-on-year. Despite total income standing at Rs 143.2 crore, a steep rise in expenses especially operational and employee-related pushed the firm into deeper losses.

    Revenue from operations dropped 9.6 per cent year-on-year to Rs 139.5 crore (from Rs 154.4 crore), and sank over 31.7 per cent from Rs 204.3 crore in the previous quarter (Q4 FY24). Employee costs rose marginally to Rs 31.2 crore, while operational costs climbed significantly to Rs 152.3 crore, overtaking revenue altogether.

    Shemaroo’s loss before tax stood at Rs 60.9 crore for the quarter, compared to Rs 22.8 crore in Q1 FY24. The company’s total comprehensive loss now stands at Rs 45.8 crore for Q1 FY25, compared to Rs 17.2 crore a year earlier and Rs 5.1 crore last quarter.

    The board, however, remained busy beyond the balance sheet. It approved the reappointment of three top Shemaroo executives Raman Maroo as managing director, Atul Maroo as Joint MD, and Hiren Gada as CEO for another three-year term beginning January 2026. Additionally, Namrata Shinde was appointed compliance officer, effective immediately.

    But the real plot twist comes from the GST front. The company is entangled in a legal showdown after the GST department demanded recovery of inadmissible input tax credit (ITC) of Rs 70.3 crore, interest, and penalties totalling a staggering Rs 133.6 crore each on the Joint MD, CEO, and CFO. Shemaroo has challenged the order in the Bombay High Court and secured an interim stay on proceedings.

    In another strategic move, the company plans to transfer the broadcasting license of Mango TV to Mango Mass Media Pvt Ltd for at least Rs 25 lakh, subject to MIB approval.

    From VHS tapes to digital platforms, Shemaroo has seen the industry’s highs and lows. But if Q1 FY25 is any indicator, the road ahead might call for some tight editing and serious plot development both financial and regulatory.

  • Shemaroo strikes gold with a GEMA-packed show of creative power

    Shemaroo strikes gold with a GEMA-packed show of creative power

    MUMBAI: From devotional beats to thriller treats, Shemaroo has truly GEMA-fied its game. At the 2025 GEMA Awards – TV/Streaming India Regional, Shemaroo Entertainment walked away with a glittering haul of 17 trophies 11 Gold and 6 Silver proving that when it comes to regional and digital entertainment marketing, it’s anything but playing it safe.

    The wins weren’t just plenty, they were poetic. The Gujarati thriller Vash thrilled its way to double Gold for promos, plus a Silver encore for poster and visual art. Meanwhile, Live Bhakti Vibes turned divine inspiration into design domination, with multiple Golds for its Lalbaugcha Raja and Rath Yatra campaigns, covering everything from animation to festive promos.

    Even the in-house team got their moment in the spotlight, with their Congratulations campaign snagging Gold and Silver nods. Elsewhere, Hellaro, Baahubali (Marathi dubbed), and Super 13 showcased Shemaroo’s genre-spanning mastery from music and mythology to high-stakes drama.

    With a clean sweep in four key categories, Shemaroo isn’t just making content, it’s scripting success across formats, languages and fandoms.

    So while some chase virality, Shemaroo playing the long game: crafting campaigns with cultural weight, emotional charge, and visuals that pop harder than a Diwali firecracker. At this point, calling them ‘award-winning’ feels like an understatement, it’s more like award-collecting.

  • Nikhil Singh joins V360 as group executive director

    Nikhil Singh joins V360 as group executive director

    MUMBAI: Nikhil Singh has been appointed group executive director at PR and communications and comms-tech firm, the V360 group, leveraging his 21 years of experience in broadcast, digital, and mobile media. 

    Singh’s career spans roles at Shemaroo Entertainment, IndiaCast, Zee Entertainment, Times Group, Ten Sports, and Star India.

    At Shemaroo, Singh led IP monetisation, original content development, and global syndication, focusing on digital platforms and OTT partnerships. His track record includes content sales, digital partnerships with platforms like Netflix and Amazon, and international syndication.

    Singh’s expertise encompasses content licensing, co-production, and strategic change programs for digital transformation. He has experience in linear and on-demand media technology, content sales, and affiliate sales, with a network of contacts across consumer brands, TV channels, and telecom operators.

    V360 Group anticipates Singh’s leadership will drive digital strategy and revenue growth, capitalising on his extensive experience in content commercialisation and new media development.

  • Anil Kumar joins Skandha Media as director of growth & biz development

    Anil Kumar joins Skandha Media as director of growth & biz development

    MUMBAI:  Cloud-based playout, broadcast, and OTT solutions provider Skandha Media Services has appointed Anil Kumar as director of growth and business development.

    Kumar brings over seven years of industry experience, having previously served as director of SaaS, south Asia at TVU Networks and India sales head at Amagi. He has contributed to high-profile projects with leading brands including Warner Bros. Discovery, Viacom18, Samsung TV  Plus, IndiaTV, and Shemaroo.

    In his new role, Kumar will spearhead Skandha’s growth strategy by driving adoption of its cloud and AI-powered ad monetisation tools within general entertainment and news platforms, while expanding its live sports streaming customer base. He will focus on gathering client insights, forging new technology partnerships, and expanding the company’s reseller network.

    Skandha Media Services founder & CEO Yogesh Salian said: “Anil’s proven track record in sales, data-driven decision-making, and his extensive industry network will be invaluable as we strategically broaden our presence across south Asia and beyond.”

    Said Kumar: “Skandha’s culture of creativity, leadership, and its reputation for delivering first-class playout services for major events like those on Disney+ Hotstar and JioCinema were key factors in my decision. I look forward to contributing to its continued growth.”

    Kumar holds a bachelor of engineering from BIT Sindri Engineering College and an MBA from the Indian Institute of Management Lucknow, where he was recognised as “the most creative mind” on campus. He is also a published author, sketch artist, and mentor to young professionals.

  • Shemaroo’s Q3 revenue: Adapting to digital and facing legacy trials

    Shemaroo’s Q3 revenue: Adapting to digital and facing legacy trials

    MUMBAI: Shemaroo Entertainment Limited has rolled out its financial results for Q3 FY25 and the nine-month period ending 31 December 2024. Founded by the ever-visionary Raman Maroo in 1962 as a humble book library, Shemaroo has since performed an Indian cinema-style transformation into one of India’s foremost entertainment companies. With a current market valuation of approximately Rs 10,000 crore and a legacy spanning six decades, the company is proof that a great plot (and some brilliant foresight) can weather any twist. Maroo’s genius for spotting trends early—like assembling one of India’s largest content libraries—has cemented Shemaroo’s reputation as a box-office favourite in both traditional and digital media.

    Now, who says legacy brands can’t dance to a new tune?

    In today’s fiercely competitive market, where giants like Netflix, Amazon Prime Video, Sony and Zee vie for consumer attention, Shemaroo’s strategy is anything but passive. The company’s ability to repurpose its extensive Indian cinema and regional film library for streaming platforms, coupled with its focus on regional and niche content, is its secret sauce for staying relevant. Can a legacy brand like Shemaroo thrive in a world dominated by binge-worthy web series and blockbuster originals?

    Let’s dive deeper into the numbers and uncover the plot twists behind the balance sheet.

    Consolidated Performance

    For Q3 FY25, Shemaroo Entertainment reported consolidated revenue from operations at Rs 16,437.42 lakhs. Think of it as a steady performance—better than Rs 15,592.64 lakhs in the previous quarter but just a tad shy of Rs 16,206.08 lakhs in Q3 FY24. Adding Rs 296.45 lakhs in other income, the total income reached Rs 16,733.87 lakhs for the quarter. It’s not quite a standing ovation, but at least the audience has not walked out.

    Now, let’s talk about EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation)—the backstage crew of financial performance. For Q3 FY25, EBITDA stood at Rs 1,539.47 lakhs. Rising operational costs and tight advertising budgets played the villain here, but the show must go on! Meanwhile, Profit After Tax (PAT) took a dramatic dive, with a loss of Rs 3,652.75 lakhs, compared to a profit of Rs 1,228.94 lakhs in Q3 FY24. If this were a movie, we would call it a tragic second act.

    For the nine months ended 31 December 2024, consolidated revenue totalled Rs 48,082.93 lakhs. That’s down from Rs 50,834.08 lakhs in the previous year—not the kind of sequel numbers anyone hopes for. EBITDA came in at Rs 4,210.69 lakhs, while PAT posted a net loss of Rs 10,937.90 lakhs, compared to a loss of Rs 2,041.57 lakhs in FY24. It’s safe to say, the financial script could use a few rewrites.

    Despite these challenges, Shemaroo’s numbers reveal a company determined to stay in the game. With rising operational costs and shifting consumer preferences, the Q3 results underline the importance of resilience and adaptability in today’s cutthroat entertainment landscape. After all, every blockbuster needs a bit of suspense, doesn’t it?

    Standalone Results

    On a standalone basis, Shemaroo’s revenue from operations for Q3 FY25 was Rs 15,542.52 lakhs, edging up from Rs 15,226.01 lakhs in the previous quarter and Rs 14,773.76 lakhs in Q3 FY24. Total income, including Rs 253.41 lakhs from other sources, hit Rs 15,795.93 lakhs for the quarter. While it’s not quite a red-carpet moment, it’s certainly not a straight-to-DVD release either.

    EBITDA for Q3 FY25 clocked in at Rs 1,419.05 lakhs. Operational costs, which soared to Rs 14,792.44 lakhs, weren’t shy about stealing the spotlight. Meanwhile, PAT took a dramatic dive, delivering a loss of Rs 3,739.99 lakhs compared to Rs 2,732.39 lakhs in Q3 FY24. Let’s call this twist in the tale Shemaroo’s “Bollywood tragedy” phase.

    For the nine months ended 31 December 2024, standalone revenue reached Rs 45,506.20 lakhs, falling short of Rs 48,541.42 lakhs reported in the same period last year. Total income tallied up to Rs 46,058.52 lakhs, while EBITDA for the period stood at Rs 4,153.34 lakhs. PAT for the nine months delivered a loss of Rs 8,176.58 lakhs, more than doubling last year’s Rs 4,035.48 lakhs. These numbers suggest Shemaroo’s script might need some serious rewrites to avoid becoming a “box-office bomb.”

    Still, Shemaroo’s knack for juggling its legacy operations with a burgeoning digital portfolio shows promise. After all, every epic needs its moment of redemption—here’s hoping Shemaroo’s next act delivers the blockbuster twist we’ve all been waiting for!

    Shemaroo’s dual focus on traditional media and digital growth has been a defining aspect of its strategy. While revenue from legacy operations faces mounting challenges, the company’s investments in digital platforms are yielding promising results. Shemaroo’s partnerships with OTT players and its direct-to-consumer initiatives are driving audience engagement and revenue growth. The question remains: can Shemaroo go viral in the digital world while keeping its classic charm?

    The digital segment has shown significant traction, with increasing subscriber counts and higher engagement metrics. However, the competition in the OTT space is fierce, with new entrants vying for market share. Will Shemaroo’s robust content library and its reputation for delivering quality entertainment be enough to sustain long-term growth? Or will the digital world prove to be a tougher audience than expected?

    Shemaroo has long been a pioneer in India’s entertainment sector, leveraging its extensive content library to cater to diverse audience preferences. The company’s innovative marketing initiatives, such as regional-language content expansions and festival-centric campaigns, have strengthened its brand equity. However, the slight decline in revenue indicates that the path forward will require even greater innovation to compete in a market increasingly dominated by digital platforms.

    Can Shemaroo continue to build on its legacy while charting a new course in the digital age? The coming quarters will reveal whether this stalwart of Indian entertainment can transform challenges into opportunities and emerge stronger in a competitive landscape. For now, Shemaroo is writing its next chapter—and it promises to be an interesting read.

    After all, even legends need to adapt—no one wants to be a rerun.

  • “We envision entertainment and gaming industries complementing each other in the metaverse:” BharatBox’s Karan Keswani

    “We envision entertainment and gaming industries complementing each other in the metaverse:” BharatBox’s Karan Keswani

    Mumbai: The fusion of gaming, entertainment, and the metaverse is transforming how we engage with digital content. As virtual environments become more immersive and interactive, they offer unprecedented opportunities for users to interact with their favorite entertainment franchises and brands.

    Leading this evolution is BharatBox, which pioneers the integration of Bollywood IPs and digital experiences into the metaverse. Through innovative partnerships and groundbreaking initiatives, BharatBox is redefining entertainment and gaming in India, creating a vibrant ecosystem where virtual and physical realities converge seamlessly.

    Indiantelevision.com caught up with BharatBox CEO Karan Keswani to gain insights on their inception, their collaboration with Shemaroo and integration of Bollywood IPs into the metaverse, and much more…

    Edited Excerpts:

    On the inspiration behind the inception of BharatBox and the collaboration between Brinc and Sandbox

    The inspiration behind BharatBox stems from India’s unique cultural landscape and its potential as a vast market. As the managing director of Brinc India, I recognised the opportunity to bring blockchain to the forefront of mass adoption in India.

    This collaboration between Brinc and Sandbox leverages our shared vision. In fact, India is the only country where Sandbox has formed a joint venture, highlighting the immense scope and significance of the Indian market. We have already published 13 experiences from India, onboarded over 25 partners, and collaborated with five global IP brands, establishing ourselves as Sandbox’s largest market.

    On the collaboration with Shemaroo shaping BharatBox’s integration of Bollywood IPs into the metaverse, and the unique entertainment experiences that can fans expect as a result; How do you see it reshaping the entertainment landscape in India?

    Our collaboration with Shemaroo has been instrumental in integrating eminent Bollywood IPs into the metaverse and blockchain gaming. We’re starting with exciting games based on iconic films like “Jab We Met” featuring Geet, played by Kareena Kapoor, “The Great Gambler” with Amitabh Bachchan, and “Tango Charlie.”

    But then you ask what’s the point of all this, right? So, Bollywood IPs traditionally have a shelf life limited to their movie releases, but our immersive games and experiences will keep these IPs relevant and growing. We envision the entertainment and gaming industries complementing each other, with all entertainment IPs eventually having gaming experiences in the metaverse. This will reshape the Indian entertainment landscape by blending traditional media with interactive, immersive content.

    On the technology powering BharatBox’s NFT initiatives, especially regarding Ritviz’s concert and future events

    BharatBox is pioneering fan engagement solutions for live events, starting with Ritviz’s concert. We developed a fan engagement platform that enhances brand loyalty through digital collectibles, such as VIP and Fan pit passes. These included meet-and-greet opportunities, signed merchandise, and of course, a tokenized collectible of your tickets.

    This platform streamlines user touchpoints, delivering the best event experiences while helping brands achieve their KPIs and foster deeper connections with their audience.

    The response for the product is quite positive. We are already in discussions with big brands like Kingfisher, Conde Nast, Ironman 70.3, and Hungama for future events, aiming to provide tangible value and enhanced fan experiences through NFTs.

    On the partnership with KGeN contributing to building the Indian metaverse ecosystem, and the immediate goals for Hungama World and your insights into any future collaborations in this space

    Our partnership with KGeN is pivotal in community building and user onboarding for immersive experiences and blockchain gaming. KGeN, as a land partner, has driven community participation in our quests and experiences. For Hungama World, launched last December, we achieved impressive metrics: over 33,000 visits, 22,800 unique users, and 1,358 NFTs sold. IndiGG’s quest campaigns have further amplified our reach, rewarding users for engaging with our metaverse experiences. Following this, future collaborations aim to replicate and build on this success, bringing more Bollywood IPs and brands into the metaverse, enriching the Indian digital ecosystem.

    On the main goals and vision behind the Mahabharat project in the metaverse, and the collaboration with Mythoverse facilitating this vision

    Our collaboration with Mythoverse Studios aims to bring the epic Mahabharata to life in the metaverse. The goal is to create a voxel version of the saga, featuring digital collectibles and environments inspired by the epic. This project will introduce Indian mythology to a global audience through immersive experiences, making it accessible, engaging, and rewarding.

    Mythoverse is already developing IPs in games and comics, and the first experience will be launched in the Sandbox metaverse. This initiative will allow gamers worldwide to explore and learn about Mahabharata in an interactive, engaging, and most importantly – rewarding manner.

    On some of the unique challenges and opportunities you’ve encountered while introducing Web3 and metaverse concepts to the Indian market and BharatBox addressing these challenges

    India is a rapidly growing market for digital innovation, with the metaverse market expected to grow exponentially. However, transitioning users from Web2 to Web3 poses significant challenges, particularly in simplifying the onboarding process.

    We have addressed this by integrating social logins for wallet creation, i.e., using your email address to sign up, making the process seamless.

    Educating users about the value of digital collectibles and their utility is another hurdle. We run educational campaigns to highlight the tangible benefits and potential for user-generated content in The Sandbox.

    By attaching phygital utilities to our offerings, we ensure they have real-world and digital value, enhancing user engagement and adoption.

    On BharatBox measuring the success and impact of its metaverse projects and partnerships and are there specific metrics or indicators that are particularly meaningful to the company

    Success for BharatBox is measured by user engagement, the number of experiences published, and the growth of our user base. We track metrics such as the number of users participating in our experiences, the time they spend, and their interactions with digital assets.

    Additionally, we monitor how effectively these experiences help brands achieve their KPIs and foster community engagement. The completion rates of quests, the number of NFTs sold, and user feedback are also crucial indicators.

    Our goal is to create user-friendly, engaging experiences that educate and entertain, building brand loyalty and community trust in the metaverse.

    On your vision for the Indian metaverse ecosystem in the next five to ten years, and how does BharatBox plan to contribute to its growth and development

    Our vision for the Indian metaverse ecosystem is to create a vibrant, interconnected space where digital and physical experiences converge. Over the next five to ten years, we aim to onboard more Web2 clients, facilitating their transition to Web3. By working closely with brands and IPs, we plan to develop immersive experiences that resonate with a broad audience.

    BharatBox will continue to drive innovation, creating a robust infrastructure for the Indian metaverse. Our focus will be on enhancing user engagement, fostering community growth, and ensuring that digital experiences have tangible value.

  • Kaushal Nanavati and Sumeet Saigal announce the launch of Content Bridge

    Kaushal Nanavati and Sumeet Saigal announce the launch of Content Bridge

    Mumbai: Kaushal Nanavati, with over 24 years of experience in the Indian media landscape, has joined hands with industry veteran Sumeet Saigal launching their new venture, Content Bridge.

    Kaushal Nanavati boasts of a career spanning over two decades across respected media brands like Disney, UTV, Zee and Shemaroo.

    Sumeet Saigal is a renowned figure in the Indian media as a successful aggregator of content among other business interests.

    Both founders bring on board decades of experience in content aggregation, sales, launching TV channels & on-demand services across the globe.

    As the name suggests, Content Bridge will endeavour to bridge the gap – across content, technology and media-related services.