Tag: Television

  • Nielsen says it has issued faulty ratings since March 2014

    Nielsen says it has issued faulty ratings since March 2014

    MUMBAI: Nielsen, which controls almost all of the television ratings measurement market in the US, has been issuing incorrect TV ratings for national broadcast networks due to a technical error. The error, introduced in March, was not discovered until 6 October, the company said in a statement.

     

    The error was ‘generally imperceptible until we saw high viewing levels associated with fall season premiere week,’ it added. “As a result, small amounts of viewing for some national broadcast networks and syndicators were misattributed. Cable networks and local TV ratings were not affected by this error.”

     

    The company fixed the error on 9 October and now plans to reprocess all of its ratings data going back to 18 August, when the first new broadcast program of the season aired. It will also conduct an analysis to determine if other weeks also need to be reprocessed.

     

    ABC appears to be the beneficiary of the glitch, with its programs getting credited for views that belonged to other networks.

     

    Nielsen’s ratings is the metric that advertisers and networks rely on to conduct their ad sales business and will be majorly affected due to this gaffe. It is not yet clear to what extent the ratings will change when the numbers are reprocessed. The changes are expected to be relatively minor.

     

    “We will undertake an exhaustive post-mortem-internally and with our clients-and we are asking Ernst & Young and the MRC to join us in these efforts,” the company added in its statement.

     

    Nielsen, along with Kantar, operates TAM in India, the current industry body for TV ratings.

     

    Read the full statement from Nielsen:

     

    In response to recent ratings irregularities, Nielsen conducted an extensive internal investigation of our systems and processes. On Oct. 6, 2014, we uncovered a technical error that impacts national network television ratings over several months.

     

    The technical error was introduced on March 2, 2014, and was generally imperceptible until we saw high viewing levels associated with fall season premiere week. As a result, small amounts of viewing for some national broadcast networks and syndicators were misattributed. Cable networks and local TV ratings were not affected by this error.

     

    A software fix to correct the problem was deployed on Oct. 9, 2014, meaning that all data being released today and going forward is correct.

     

    In addition,

     

    All of the commercial data-including C3-for the current TV season, which will begin releasing this weekend, will be correct. All previously released data since September 22nd will be reprocessed and reissued by Oct. 17, 2014. We will also reprocess all of the impacted data going back to Aug. 18, 2014, when the first new season broadcast network program aired. This data will be reissued by Oct. 31, 2014. Nielsen is also conducting an impact analysis to determine whether additional weeks should be reprocessed. We will work closely with our clients and the industry to provide updates as soon as possible. This issue has to do with difficult-to-attribute content called “all other tuning with code” (AOT with code). This data represents between 0.1% and 0.25% of all viewing minutes that we credit nationally. In the vast majority of cases, the impact is small; in a handful of cases, the impact is more significant.

     

    As part of our investigation, we have also determined that there are no issues with the National People Meter, our data collection process, our panel, our TV audience measurement methodology or the total TV viewership data produced during this affected period.

     

    We are working closely with our clients to manage this situation and will continue to be transparent with the industry and the media about our plans. In addition, we will undertake an exhaustive post-mortem-internally and with our clients-and we are asking Ernst & Young and the MRC to join us in these efforts.

     

    Nielsen is committed to upholding the highest standards of television audience measurement and data processing, in order to provide the most effective audience measurement solutions to meet client needs.

  • Snapdeal, now bringing shopping to the small screen

    Snapdeal, now bringing shopping to the small screen

    MUMBAI: Looking at the growth of e-commerce sector in India, shopping at a click of a button seems to be the favourite pastime of the millions in the country.

     

    To make the most of it, e-retailer Snapdeal has gone a step further and formed a 50:50 joint venture with Den Networks to extend its reach to television home shopping audiences.

     

    The entities are together setting up a TV channel, which will be used as a marketplace platform for facilitating the sale of branded and unbranded merchandise and services, including vouchers offered by third-party sellers on Snapdeal.

     

    A source from Snapdeal says, “Snapdeal is not only trying to provide for consumers in the metros but also for people in tier II tier III cities and beyond. The current retail environment doesn’t cater to the smaller cities.”

     

    “Digital marketing can really bring a lot of depth in our plans and communications when it comes to top few tier cities but when you really want to go deep down in community, to the next round of cities, television is a medium to choose. Digital is definitely going up and providing great reserves, but television still remains one of the primary mediums,” the source adds.

     

    Snapdeal, which currently has over 30,000 vendors on its platform, will get direct access to millions of households in one go through this collaboration.

     

    Based out of Delhi, Den Networks reaches an estimated 13 million households in over 200 cities across 13 states in the country.

     

    Speaking about the reason behind its association with Den Networks, the source states, “They are the best partners for us in terms of ideation, speed of moving ahead and also the kind of household that they had, so all of that fell in place perfectly for us.”

     

    A separate team is taking care of the channel, which will be headquartered in Delhi. The channel will have full-fledged distribution across the country in the coming six to seven months, adds the source.

     

    After raising $12 million in its first round of funding in January 2011, the company has so far raised $340 million from PE firms. Started in February 2010 by Kunal Bahl along with Rohit Bansal, the company witnessed phenomenal growth in 2013-14, growing 600 per cent, making it one of the fastest growing e-commerce companies in India.

     

    Snapdeal’s rival HomeShop18.com, part owned by media major Network18, has a combined reach of over 250 million consumers coming through its integrated television, internet and mobile device channels.

     

    HomeShop18 recently filed its prospectus to raise a total of $75 million through a listing on the New York Stock Exchange including an offer for sale by some shareholders such as its CEO and parent Network18.

  • GoQuest Media Ventures readies for MIPCOM

    GoQuest Media Ventures readies for MIPCOM

    MUMBAI: The stage is set for the world’s biggest market for content, MIPCOM 2014, which will see distributors and broadcasters meet and exchange ideas/concepts.

     

    Though participating companies (both buyers and exhibitors) all over the world are still busy with their last minute preparations, GoQuest Media Ventures managing director Vivek Lath has packed all his bags and ready to leave.

     

    The company, which tags itself as the content distributors for the new age, will be attending the exhibition for the third year in a row.

     

    So what is the company looking at buying at this year’s MIPCOM? Its main focus will be to buy foreign content like Turkish dramas and Hollywood content to sell in India and sell Indian content like Iss Pyaar Ko Kya Naam Du from Star Plus, Kesariya Balam Aavo Hamare Des on Sahara One and many more to the international markets.

     

    The company has already sold more than 2000 hours of Indian television soaps in Africa, Middle East, South East Asia and Europe. Concentrating not only on television, it also helps the content reach across the world and makes most amount of money from video platforms through digital distribution.

     

    The company acts more like distributor as it has partnered with broadcasters like Sahara One, Sony Entertainment Television (SET), Zoom, NDTV Lifestyle and many more.

     

    Lath reveals that this year it is planning to once again tap into markets like Eastern Europe, Africa, South East Asia, Middle East and Russia.

     

    The firm will concentrate on electronic media, specifically television, IPTV and VOD platforms. “We are very focused on selling in these areas. That is our strength,” states Lath. Lath believes that the MIPCOM this year for the company will be all about 50 per cent of re-connecting and 50 per cent of making connections with the new markets and platforms and digital is one of them.

     

    “This year we do expect to meet some interesting VOD players. MIPCOM has always been like a yearly pilgrimage where you have to go and meet people from the industry,” signs off Lath.

  • B4U Music to ‘Play Ahead’

    B4U Music to ‘Play Ahead’

    MUMBAI: When things are going well, it’s time to take them to the next level, especially when the market is highly competitive with a host of music channels and each one trying to outdo the other with newer and better offerings.

     

    And so, the 15-year-old music channel, B4U Music, has reinvented itself once again with a fresh new look coupled with refreshed content and a punchy tagline, ‘Play Ahead’.

     

    It had gone under the knife many times over the past few years, because such is the requirement of the audience which is its core viewer – the youth, believes B4U Network editorial head Kalyan Sundaram. He further goes on to say that viewers have been exposed to a lot of new concepts and in many cases it is developed to meet the socio-economic paradigm of the country that has changed over a period of time.

     

    “Times have changed and viewers we had a couple of years back have changed too completely. Now, the new generation wants everything very fast and want to watch more exciting things,” he says.

     

    In order to keep it to the likes of its TG i.e. 15-24 year olds, it has conceptualized a new logo and also introduced a line-up of new shows with a twist. The channel has defined its key components in the right direction. The new tagline -‘Play Ahead’ is the inspiration behind the new logo, which is synonymous with music and youth. Correspondingly, the ‘play’ symbol is universally recognised and associated with music. “We promise to deliver what the viewers would want to look forward to,” says Sundaram.

     

    The new logo, decked with the combination of purple and pink shades, has an arrow in the shape of ‘4’ which is moving towards the upward direction. “It’s anonymous with prosperity, progress, looking forward, optimism and that is how we locked on to this look.”

     

    The channel undergoes a rigorous research every quarter and it revealed that change is a must and dynamism is a key to growth. It took 60 days for the channel to conceptualise and bring it to execution. The new look has been designed by the in-house creative team.

     

    “The ideas keep generating every second day. The minute we think that we need to come up with a light switch, we pull out the existing programs and see what the research has actually revealed and sink the research with the existing properties that we have created,” points out Sundaram.

     

    With a music library of 3,000 songs, the channel which reaches out to 80 million households, recently, extended its viewership bracket by being available on DD Direct and Tata Sky marking a big leap.

     

    It has also introduced new shows like – Insider, a weekly show which brings to the audience an insider’s perspective on the brewing controversies of tinsel town. B4U Music in association with a noted Bollywood journalist will bring the latest scoops of the B-Town directly to the audience.

     

    In the Pink, will showcase fashion updates of Bollywood celebrities. From their current fashion statements, faux pas and grooming tips to their earlier fashion avatars.

     

    Viewers will get to know the fitness and diet mantra of favourite Bollywood stars as they talk about what is the secret of their great shape on Caught Being Healthy. The show is an off shoot of Star Stop and we will have stars talking about their diet preferences and work out routines themselves.

     

    But the main highlight of the channel revamp is Naanism. The snippet revolves around Edith Taylor, an old lady on the wrong side of 60 yet full of hyper energy and an acidic tongue that has earned her the moniker of “Crazy Naani”.  It is a collection of Crazy Naani’s wordly wise sayings, which are laced with sharp humour and intelligent wit. 

     

    Other shows include, Co Star, Star vs Star, I’m a Star, Cover Story, YOU – Have It, Flaunt It, Celeb Fix.

     

    “Gone are the days when they had to come to the television and watch television unless you really arrest them with good programming. You have to be on-ground with them and reflect their likes,” reasons Sundaram.

     

    On the marketing front, the channel has promoted heavily on the digital medium like Facebook where most of the young audience exist. It delivers good amount of 1,11,427 likes on Facebook (at the time of penning the article.)

     

    Going forward, to further promote the development, it plans to tie up with college festivals to reach out and connect more with the youth.

     

    Though Sundaram refused to divulge any financial details, media planners believe that the music channel has grown significantly in terms of revenues and clients as well. On the revenue front, the topline of the company is profitable. 

  • Entertainment and media industry to double in five years

    Entertainment and media industry to double in five years

    MUMBAI: India’s entertainment and media industry is expected to double and grow to over Rs 2,27,000 crore by 2018 from Rs 1,12,044 crore in 2013, according to a report by industry body Confederation of Indian Industry (CII) and professional services firm PwC.

     

    “The industry growth is expected on account of healthy growth in areas like advertisement and television industry,” the report – India Entertainment & Media Outlook 2014 predicted.

     

    In 2013, the broad entertainment and media industry, anticipated to be Rs 1,12,044 crore rose 19 per cent over the preceding year. The film segment was estimated at Rs 12,600 crore in 2013 and is projected to grow steadily at a CAGR of 12 per cent, on the back of higher domestic and overseas box-office collections as well as cable and satellite rights.

     

    Internet access and internet advertising were the fastest growing segments in 2013, clocking growth rates of 47 per cent and 26 per cent respectively over the previous year. The report added that the companies in the sector will need a business strategy fit for the digital age. The industry needs to get even closer to the consumer and adopt more flexible business models.

     

    “The revenue from advertising is expected to grow at a CAGR of 13 per cent and will exceed Rs 60,000 crore in 2018 from Rs 35,000 crore in 2013. Internet access has overtaken the print segment as the second-largest segment contributing to the overall pie of entertainment and media sector revenues,” it said. 

     

    Television and print are expected to remain the largest contributors to the advertising pie in 2018 as well. Internet advertising will emerge as the third-largest segment, with a share of about 16 per cent in the total entertainment and media advertising pie, as per the estimates.

     

    PwC India Entertainment and Media practice leader Smita Jha said, “Digital success does not just necessarily mean better, improved technology. It means applying a digital mindset to build the right behaviours among industry stakeholders. This includes getting ever closer to the customer–across the entire organisation, and in everything it does.”

     

    With the rapidly increasing mobile usage, the gaming sector is also emerging as a promising source of revenue for the industry. Efforts by industry players as well as support from the government are expected to provide a major boost to the gaming sector, which is still in its infancy.

     

    Out-of-home advertising is gradually expected to slide to the last position in terms of revenue contribution to the sector, with its share declining to 1 per cent in 2018, while music remains constant at 1 per cent revenue share between 2013 and 2018.

  • 95% of the world’s online public conversation about TV is on Twitter: Rishi Jaitly

    95% of the world’s online public conversation about TV is on Twitter: Rishi Jaitly

    MUMBAI: The new trend that is creating waves in India these days is the usage of social media while watching television and specifically writing about television content on the platforms. Speaking about this growing trend was Twitter India market director Rishi Jaitly at the TV.Nxt conference in Mumbai.

     

    Jaitly said that Twitter believes that it is a realisation of the dream of the inventor of the printing press, Johan Guttenberg and today it has become a platform that has truly frictionless content consumption capability and frictionless content expression and publishing. This has led to it producing nearly 500 million tweets a day with 76 per cent users from mobile phones.

     

    He stresses that Twitter encourages people to think of it not as a website but as a mobile microphone which has led to 40 per cent people only consuming content but 60 per cent users consuming as well as contributing. “When you go on YouTube or Wikipedia, you don’t feel ‘oh I must upload a video’ or ‘oh I must edit this page’ but on Twitter people feel this need to tweet, which is fantastic!” says Jaitly.

     

    Recently, Twitter launched its analytics for everyone to track. This, because it has become important to know not just the reach but the ‘live reach’ of tweets as well. Jaitly highlights that 75 per cent of impressions are created within an hour of publishing a tweet.

     

    Talking about the relationship between television and Twitter he shared some statistics that during the Indian Premiere League, 75 per cent of tweets had been sent during the match. In the UK, 40 per cent of Twitter traffic in the evening is about TV and globally 95 per cent of the world’s online public conversation about TV is happening on Twitter.

     

    Research agency Nielsen found that shows that rate high, drive conversation on Twitter but a third of the time, buzz on Twitter can drive ratings. Two years ago, Nielsen came to the social media company saying that advertisers wanted to know how alive its audience was. So, Twitter offered its data set to create Nielsen Twitter TV ratings for shows in real time, every night.

     

    An added bonus to advertisers is that when viewers are engaged on Twitter while watching content, they are less likely to tune away during ads and more likely to recall them. Jaitly points out that the non-fiction entertainment genre is most conducive to public buzz due to its high engagement tactics such as voting or reaction to eliminations, led by sports and news and increasingly by drama and fiction.

     

    Jaitly compares his platform to a sofa, where everyone is watching TV together including the talent, anchor, brand and friends. “This 3D holistic experience is where we think the world is moving and when you optimise on that experience, you optimise for the success of your business,” he says. However, success on Twitter is about personifying oneself by having executives, talent, mascot and machines on the platform. This is why businessman Anand Mahindra is so popular and so is Homer Simpson, the character from the popular series The Simpsons, who tweets during off season and extends the life of the show. Says he, “You win on Twitter when you bring a collection of voices together and when you get your viewer to tweet, you convert him into a marketer.”

     

    According to him, even brands today are engaged in telling stories. “We believe media is moving to where audiences crave content that is personal, mobile and interactive,” he says.

     

    In India, its top priority is to drive growth. This is supported by advertisers and brands who want to be a part of Twitter conversations through its product ‘promoted tweets’. But it ensures that it doesn’t interfere in a user’s newsfeed. Meanwhile, adapting to the multiple languages of the country, it allows tweets in all Indian languages including translation.

  • Date extended for co-production proposals at Film Bazaar in Goa

    Date extended for co-production proposals at Film Bazaar in Goa

    NEW DELHI: The Film Bazaar that will be held to coincide with the International Film Festival of India has extended the date for receiving projects for co-productions by another fortnight to 15 September.

     

    This year’s Bazaar will feature a Romance Screenwriters’ Lab with six scripts in the romance genre mentored by leading Indian filmmakers and writers.

     

    A new feature at the Bazaar this year is Film Offices for various states of the country for their film promotion and tourism boards, and film commissions for them to introduce their delegates to the visiting delegates, said National Film Development Corporation (NFDC) managing director Neena Lath Gupta.

     

    In addition, the Bazaar will have networking events where discussions are held informally, Work-in-Progress Labs for films that are in rough-cut stage, NFDC Knowledge Series Lectures by renowned film personalities, and a branding opportunity for those getting themselves associated with the Bazaar which gets delegates from all over the globe.    

     

    Other sections include exhibition stalls for showcasing products and meetings with other delegates, Screenwriters’ Lab which will also have six scripts; and a Producers’ Lab for producers to learn the facets of production from leading Indian and international producers.

      

    Aspiring film delegates include buyers and exhibitors, those looking for co-production opportunities, heads or representatives of International Film Festivals, film producers, and members of film distribution bodies. 

     

    The Film Bazaar has listed a large number of co-productions that have helped young filmmakers make a name for themselves in the international market, including Lunch Box by Ritesh Batra, Titli by Kanu Behl, Ship of Theseus by Anand Gandhi, Television by Mostofa Farooki, The Girl in Yellow Boots by Anurag Kashyap, Miss Lovely by Ashim Ahluwalia, Shanghai by Dibakar Banerjee; Monsoon Shootout by Amit Kumar, Karma by Prasanna Jayakody, Mumbai cha Raja by Manjeet Singh, and Paltadacho Munis by Laxmikant Shetgaonkar which have all won awards overseas and in India.

      

    The Bazaar will be held from 20 to 24 November at the Marriott Resort in Panaji. The Festival itself is being held from 20 to 30 November.

  • Sudhir Sharma’s journey: From facts to fiction

    Sudhir Sharma’s journey: From facts to fiction

    MUMBAI: A fearless producer, who has brought a change in the television industry with his out-of-the-box thinking. He is someone, who doesn’t believe in following the herd which is busy minting four-five shows at a time, but is satisfied doing one at a time. A firm believer of hard work and determination towards his art, he is one of those producers who strive to bring about a change in society through the powerful medium – television.

    We are talking about the owner of Sunshine Productions, Sudhir Sharma who has seen a meteoric rise in the television industry. The husband-wife duo of Sudhir and Seema Sharma have come a long way in providing viewers with niche shows on television like Miley Jab Hum Tum and 12/24 Karol Bagh. The two have dabbled in direction and scripting, apart from production as well.

    From news to fiction

    It was at a very young age (standard six to be precise) that Sharma became certain of making his career in either television or films. He started his career with Rajat Sharma in the news and current affairs section of Zee TV, which was the first private channel to produce news pieces, in 1992. He also directed the famous show, Janta Ki Aadalat and many other projects on Star Plus.

    After spending almost six years in directing news programmes, he then shifted to Mumbai in 1997. This was the time when he decided to work on fiction series. It was this drive which gave birth to Sunshine Productions in 1998.

    Starting a production house poses challenges, and Sharma too had his share. Surprisingly, the biggest challenge came from his news and current affairs background, as people got a little wary about his capability to handle fiction series.

    Sharma recalls the time he has spent with Ebrahim Alkazi, a famous theatre personality, in the national capital while he was working on news related projects. He believes the time he spent with him, gave him the exposure and the understanding of what is needed to create a fiction!

    Under his banner, Sunshine Productions, he began with directing ad films and music videos. From 1999 to 2005, the production house was known for creating packaging and promos.

    Initially, he focused mainly on making TV promos for all the top shows of Hindi general entertainment channels (GECs) Star Plus, Zee TV and Sony. Right from Jassi Jaisi Koi Nai to KBC, the production house was known for creating launch campaigns.

    It was in 2005, that the company finally got into producing shows. Flooded with offers to direct shows, Sharma was somewhere not comfortable in only directing a TV daily. He was confident that he could have a better hold on a project rather than just direct it. “The offers that came in, was a sign that we were doing something right. It was from 2005 that I seriously started thinking about fiction content,” says Sharma.

    The production house is always cautious of not falling into the category of someone who is rolling out shows simultaneously. “I mean this. There are no pretences and I am not being diplomatic about it. We are very sure that we want to do selective work. We do not want to do four-five shows at a time,” states Sharma.

    He is not apprehensive about the P&L of the company. “I am just conscious about the quality of work that we do because we love making and watching our each and every project. We do not do anything which is focused purely from the business perspective. I feel business will grow automatically, if I am confident and happy in what I am doing. That is the only challenge we have taken for ourselves,” explains Sharma.

    For him restraining from doing many shows is a difficult task, considering the high demand for good content, directors and producers.  Also, with the advent of new channels, the greed for doing more soaps is very tough to resist, at times.

    When he started the production house, he was never short of good resources. He had a mini creative team – right from the DOPs to assistants, writers and creative directors – that had directed projects for the company during its initial years. “Then, they used to write promos and design logos for various programmes. So in that case, the mini creative team was already in place,” informs Sharma, who considers himself lucky to have found them.

    One area, which posed challenge, was having a dedicated casting department. “Initially, I used to do the casting on my own, until three years back when Reema came on-board as casting agent and started doing a fabulous job.”

    Behind the scenes

    Sharma believes in working with the same writers again. Apart from the permanent employees, many professionals are also hired, as and when required for a project.

    The husband and wife duo have different qualities but work as a team. Seema, who is a graphic designer, is completely engrossed in content while he takes care of the strategy.

    Ideas come from either the core team or members. “Many a times, it also happens that, broadcasters give us a rough sketch. For 12/24 Karol Bagh, producer Sukesh Motwani called me and said he wanted to make a show on the Delhi middle class. Just one thought/peg is required.”

    Once a basic outline is created, a lot of writers come-in and pitch their ideas, out of which one is selected. Casting, he says, is the trickiest job and 50 per cent of a show’s success depends on it.

    He believes that ideas can float from anywhere; from a newspaper article to a poster at railway platform. He shares that at times, writers come up with their own ideas which is quite laudable. For example, the idea for Na Bole Tum Na Maine Kuch Kaha, which ran for two seasons, came from the writer, Venita Coelho, herself. Sharmas took the lead and gave it a specific direction.

    He goes on to say that the research on how to tap the viewer, (mostly) provided by broadcaster is not on his priority list. Sharma believes in doing his own research. So for Bawre, which is currently on-air on Life OK and is based in Lucknow, he went to the city and stayed there for a month to understand the culture, taste and behaviour of the people. “There I met a lot of people, did my research, shot a number of short videos and read a lot of material,” he informs. For him creative product comes from the gut and from his own conviction.

    Sunshine has clicked with the youth as well through shows like Paanch, It’s Complicated, The Buddy Project on Channel V. While every genre excites him, there are certain areas which are his strengths like youth, love etc.

    Dailies are here to stay!

    He believes that though bi-weeklies have an advantage, the importance of dailies, which cost Rs 6-8 lakh per episode, and Indian soaps will never die. “For makers, the main concern is how to attract the audience and understand what they like and don’t like. In terms of format, daily soaps will never die in India because of the different viewing pattern here. It will not turn into a UK or a US market overnight.”

    He goes on to say that earlier even mediocre shows would run for two to three years but not anymore. “This doesn’t mean that everyone will get into bi-weeklies or mini-short series. It involves a completely different science,” he opines. Finite series is a different grammar of content. “Bi-weeklies are a different type of genre which Indian audience is not exposed to so frequently. Worldwide it is a big phenomena and a big hit.”

    It was 15-16 years ago, when fiction content had just started to develop. “In these 15 years, whatever content one got was put on television and viewers watched it happily without complaining. Those days are gone now. People have become choosy and demanding. They have more channels to watch and hence better quality content is needed. They will go to anyone who offers better content.”

    The next step for Sharma is trying more bi-weeklies and mini-series. So is that the new trend the industry is moving towards? He quickly says, “It is very pre-mature to comment on this. But, from a content perspective, what a bi-weekly or a mini-series does is, it gives you better content and a tight script. Paanch was appreciated because of the kind of budget it had and the kind of quality it delivered.”

    “Feedback should not turn into a screenplay”

    Sharma has always found support from the broadcasters. For him, creative freedom is a must, and he has never faced any issues in that area.  “But at the same time, producers also have to understand that the channels are investing a lot of money and time into it. If we understand that part then things are easy,” opines Sharma.

    He further goes on to say that broadcasters have a lot of research and data which producers may not have. “Problem is when broadcasters start dictating the script and the feedback ends up turning into a screenplay. I hate that. Yes, strategy is their forte. It is always a collaborative effort between the makers and the broadcasters.”

    Sharma agrees that there is pressure always to deliver numbers, but that for him is justified. “I feel there is nothing wrong in it. This is no charity that anyone is doing. We are in a professional environment and I don’t feel anything is wrong if the channel is putting pressure,” laughs Sharma.

    But just because the efforts don’t translate into good ratings, changing the storyline doesn’t work. “One needs to be patient with the medium.” Sharma is of the view that the storyline should be changed only if the audience is unable to relate to the story.

    Surprisingly, apart from the main office, the company has a 16-20 edit set up where all the post-production and edit work happens.

    He broadly defines his three different set-ups. One is the back office where all the meetings take place between the writers and the casting happens. Second, is the post production set-up where one entire set of editors sit 24X7 in various shifts. These include editors, junior editors, post production operations team and creative team. Third, is where the shoot happens. Apart from the set, an office is located at Filmcity. On a daily or weekly basis, all of them meet to decide how to take things to the next level. At Sunshine, the core team consists of 50-60 people.

    He recalls the moment when for his first project he needed huge funding. After that, Sharma says he hasn’t faced many issues. The initial hiccup was also because he came from a different background than other existing professionals.

    By the end of this year, the company plans to delve into producing feature films.

    Sunshine won the prestigious Indian Telly Awards (2010), for being The Most Promising Producers/ Production House and in 2012 won The Best Youth Show Award for ‘The Buddy Project’.

  • Nielsen to track TV viewership on mobile devices through FB

    Nielsen to track TV viewership on mobile devices through FB

    MUMBAI: With changing times, researchers want to know more than what people are watching on their TV screens. They now want to know what people are viewing, on the go.

     

    Nielsen, a research company, has announced a partnership with social media giant Facebook to know what TV viewers are watching on their tablets and other mobile devices. The agency currently tracks TV viewing habits through peoplemeters.

     

    By the end of this year, Facebook will send aggregated data on the age and gender of users watching TV shows on their smartphones and tablets to the research agency. Facebook is said to have been working with Nielsen under strong privacy principles.

     

    In the past, Facebook had came under much criticism for a research activity it had conducted in 2012 on anonymous users by modulating the user feed to elicit certain types of emotions from them.

     

    “The world is shifting radically, and so we had to evolve our measurement so that we could capture all of this fragmented viewing,” said Nielsen EVP Cheryl Idell to LA Times.

     

    When device users will watch TV shows on apps that have Nielsen ‘software meter’ embedded, they will be notified about their views being counted unless they wish to opt out. However, Facebook insists that this will be an anonymously collected data that will be shared with Nielsen.

     

    The double-blind study involves Nielsen assigning numbers to names of TV shows and giving it to Facebook which will then aggregate the age and gender of the users that have seen a specific show. Nielsen claims that Facebook won’t be aware of which numbers relate to which shows while the social networking site claims that the study will not influence any type of online advertising displayed in users’ feeds.

     

    However, the data will be used by advertisers to better target majority of mobile watchers for ads that are inserted within shows.

  • By imposing digitisation, government is giving away the market to DTH: BP Rath

    By imposing digitisation, government is giving away the market to DTH: BP Rath

    When he is not actively focused on growing the business of the company, he is a family man.  He spent eight years at his current group’s parent company– Indian Metals and Ferro Alloys and then driving the group’s venture into cable and television in 1998. Currently the president and CEO of Ortel Communications, Bibhu Prasad Rath has ensured that the company not just grows, but becomes one of the big players in the country.

     

    From finance to marketing and then to the cable business, he has seen it all for the company headed by Jay Panda and Jagi Mangat Panda. By taking a cue from the US cable TV  biz, he and his team at Ortel looked at consolidating the fragmented mom-and-pop Indian cable TV industry.

     

    Rath took out some time to talk to indiantelevision.com’s Vishaka Chakrapani about Ortel’s future business plans, rollout of digitisation and the key areas of growth and development in the coming few years. Excerpts:

     

    What is the philosophy at Ortel?

     

    The core philosophy of Ortel is to have access to the consumers’ homes. We want to be a communication pipe to consumers’ homes which is capable of delivering a wide range of related services in future. To achieve this we decided right from the beginning that we would have last mile ownership, because in cable TV, video services are one way, and data is two way. Two way services are extremely sensitive to network parameters.

     

    In the traditional B2B model where the MSO reaches out to the LCO and then to the consumer, close to 80 per cent of the work is done by the LCO. The MSO does very little and so there is no quality uniformity and many times the LCO lacks the right equipment. Workmanship matters a lot in any communication network. It is a choice that we made from the beginning that we wouldn’t deal with any LCOs. Our business is B2C.

     

    Many people tell us that our model is unique. We, at Ortel, follow the international model by having a network that is capable of delivering both the services- cable and data.

     

    The biggest advantage of this model is that we can build a network and also provide data services.  The disadvantage is that because you are doing last mile, it is capex heavy. So you can’t do the kind of large spread operation that an MSO-LCO model can do.

     

    What is your reach?

     

    We are now operating in four states- Odisha, Chattisgarh, West Bengal and Andhra Pradesh. On an overall basis we have a network capacity of 800,000 homes but the subscriber base is 520,000 of which 80 per cent is concentrated in Odisha and the rest in the other states.

     

    We want to expand a lot more in other states but we haven’t been able to raise money. We look forward to raising capital in the next one year. Then our focus will be to expand in our existing and other neighbouring states such as Madhya Pradesh. Our focus is also to expand geographically to other states and more in Chattisgarh and Andhra Pradesh. Our idea is to build a regional last mile play. We do not intend to go national now.

     

    What is the status of your IPO?

     

    Right now, though the markets are improving and we hope that they continue to do so for next three to four years, we are not actively looking at it. We are looking at other means of fund raising such as private equity as well as international strategic options. The likelihood of opting for private equity is definitely higher.

     

    What has been your progress in digitisation?

     

    We have been digitising for nearly five years now, much before the mandate came in. We don’t have an under-declaration issue. We have to digitise because it enhances the capacity by getting more number of channels so that we can effectively compete with DTH operators.

     

    Odisha comes mostly in phase III and IV. Kolkata came in phase I and Vishakhapatnam (Vizag) in phase II. Our digital base is 15 per cent of our total subscribers. Analogue has always been a fixed price model. In every city you have different sections of consumers with different needs for content and different paying abilities. In digital you can offer customised products to customers. Digital is an important tool to tier the service. There are four markets in Odisha where we have been digitising- Bhubaneswar, Cuttack, Rourkela and Jharsuguda, apart from Kolkata and Raipur.

     

    Which are your key investment areas for digitisation?

     

    We are doing three kinds of investments. One is backend. We have five headends in Bhubaneswar, Jharsuguda, Rourkela, Kolkata and Raipur. We don’t intend to set up any more headends. What we are looking at now is intercity connect through infrastructure providers (IPs), mainly RailTel. Wherever we do digital we will take the feed from Bhubaneswar. At present, we give the feed to Vizag through RailTel.

     

    The next area for investment is the network. We have a fully digital network which is broadband ready so that isn’t an issue.

     

    The third cost is the set top boxes (STB). Currently we get a STB for Rs 1700. The box vendor asks for only half the amount and we pay the rest in installments, while we charge consumer only Rs 500 per box. We are looking at raising money for geographical expansion.

     

    What is your current ARPU?

     

    Our analogue ARPU is Rs 150 plus taxes, digital is about Rs 185 plus taxes and broadband is about Rs 375 plus taxes.

     

    Then we also get 15 per cent to 20 per cent incremental customers.

     

    How digitisation ready are you?

     

    In our case, SMS, encryption, billing, tiering and CAF for every digital customer and encryption, billing, and CAF for analogue customers is already in place since the past 15 years. We have a billing database where every customer’s data is entered. A collection team of nearly 700 people on contract basis go to all the neighbourhoods at the beginning of the month and collect money by providing a bill and receipt. We have a call centre where customers can lodge complaints and the locally situated service centres take care of their complaints. So the entire B2C backend is already in place.

     

    Our main challenge now is to seed the STBs. It isn’t possible to complete that by 31 December at the pace at which it’s happening right now. Our current focus is not on spread but on depth. Our biggest market is Bhubaneswar which is already 65 per cent digital. By 31 December about half of our entire subscribers should be digital.

     

    What do you have to say about TRAI’s digitisation mandate?

     

    We don’t believe digitisation is mandatory, it needs to be voluntary. When you go to smaller markets, digitisation becomes unviable. The main issue is how do you take the signal to homes? It’s either by setting up a headend or RailTel.

     

    In smaller markets the number of people is less, so the cost per person increases and becomes unviable. We have spoken to regulators that going forward, smaller markets are going to be difficult and by imposing digitisation, they are giving away the market to DTH which isn’t fair to the cable industry.

     

    We also intend to explain this to the government. They need to do a further cut off for phase III and IV, say half or quarter million population. Below these population numbers, we require either an exemption from mandatory digitisation or even longer time until the market situation stabilises and costs come down and people start getting returns to invest for digitising the less populated areas.

     

    What is your subscriber churn?

     

    We are facing around 1 per cent churn every month but on net basis it is positive. Churn happens because people shift their house to another city or maybe in the same city, some due to timings such as exam time, and I’m sure some due to bad service. On an average we also get around 500 DTH converts per month.

     

    What is the status of your broadband offering and what are your plans for the same?

     

    Broadband has been a key focus area at least at a mental level. 10 years ago, TV was the only thing in life. Now people are slowly moving to browsing and watching videos on smartphones. The TV set as a device at home is going to see a reduced utility over a period of time and internet is going to be used more. Ultimately we see this business as a broadband business and not just as a TV business. Whether this will happen in 10 or 20 years, I don’t know but it’s going to be business of broadband, not so much of analogue or digital.

     

    Out of our entire network capacity, we can give broadband to 400,000 homes. But our actual subscriber base for broadband is 11 per cent of total TV subscribers, that’s about 55,000. This 11 per cent gives 20 per cent to 22 per cent of overall revenue.

     

    Our focus is to increase broadband penetration from 11 per cent to 25 per cent.

     

    What broadband services do you offer?

     

    We are currently operating on DOCSIS 2.0. The same cable that goes to a consumer’s house is split inside for TV and for PC. We also have wired and wireless modem services for using many devices. In retail we provide speeds ranging from 512 kbps to 2 mpbs.

     

    What is your main focus now for Ortel Communications?

     

    Our main focus for the next few years will be digital and broadband. Any other service rides on broadband or digital. The only other service we have been trying to get in the past also, but it isn’t working out due to regulatory issue, is the voice service.

     

    Our aim is to go from the current subscriber base to 30,00,000 in the next three to five years.

     

    How has your growth come? Organically or through LCO acquisitions?

     

    We have acquired about 1000 LCOs since 2008. Half of our growth is organic and half is inorganic.

     

    Initially our growth was only organic and in competition with LCOs. Subsequently, since 2008, we switched to the LCO acquisition model. We acquire the LCO, dismantle the network and lay our own network.

     

    The LCO exits the business with a revenue share. We buy out the LCO with a structured payment where part of money is paid at the time of buying and the rest is given over a longer period of time ranging from 5 to 7 years. So the LCO owner gets more than what was originally committed because he gets a revenue share. The LCO’s owner does not go back and start competing with us.

     

    The key difference is that in the organic model when you are competing, you need a longer time to reach critical mass. If you are acquiring then it happens right at time of acquisition. Depending upon what works best for a situation, we follow either model.

     

    How has your revenue grown?

     

    Last year our revenue was Rs 132 crore, while this year we expect it to reach Rs 155 crore. The EBIDTA margins are usually 32 per cent to 33 per cent.