Executive Dossier

“Star’s new RIO: The way forward for DAS”

Published

11 years ago

November 3, 2014

The industry, even after the digitisation in phase I and phase II areas has not yet moved to complete addressability. Channels today are still being offered as a single bundle and negotiations have happened on one aspect only, and that is price. There is differential treatment of small and big operators. The concept of packaging has not been implemented yet and as a result of which the true benefits of digitisation have remained unlocked.

In this scenario now, Star India has come up with a plan which has got everyone thinking. The new Star RIO promises flexibility to the operator to choose channels, and enables them to showcase channels as per consumer demand. The offer for the distribution fraternity nationwide, is a single, transparent, non-discriminatory one – a standard offer that is open to all cable operators.

The new RIO allows tiering of customers through a structure that does not push all channels in the base pack. Instead, it encourages operators to create packaging tiers based on consumer profile

The network in order to align both the operators’ goal and its own aim has now come up with incentives, which allows discounts on all Star channels. The multi system operator (MSO), if agrees to take the incentives can get extremely high discounts on the base price of the channel.

The incentive could also give benefits to the end-consumers. While currently, a consumer has to pay for all the channels, Star’s modified RIO enables the cable operator to offer his subscribers as per the customer profile / demand. This places the power in the hands of the consumers – they choose their required channel packages and pay only for those channel packages.

The incentives, which vary for each channel, are non-discriminatory, pre-stated and available to all DAS cable operators. Operators are free to opt for incentives as per their discretion.

The scenario now is that many MSOs have said they want to go with the old RIO and on an a la carte basis only.

Indiantelevision.com speaks to Star India EVP distribution Krishnan Kutty on the whole Star RIO deal, the incentives and the reaction from the MSOs and distribution community on the new RIO deal.

Excerpts:

What are the salient points of the TDSAT order for your new RIO and MSOs? Are you happy with the order? Will you disconnect any MSO if it does not sign the new RIO?

We are taking an unequivocal stand before the industry that we will behave in a completely transparent manner, which is why we filed the affidavit.

Going forward, we will sign only the new RIO with all MSOs.

We are attempting to create a structure which will lead to better choice for consumers, healthier overall industry economics and this a positive step towards the same.

We believe the true value of digitisation will get unlocked for stakeholders including consumers, with this structure.

In line with the TDSAT order, MSOs will have to sign the new RIO before 10 November, failing which we will be left with no choice but to switch them off.

Why do you think some MSOs are saying they will go with the old RIO?

With anything new there will be a time of adjustment. A lot of the issues that have been raised is I think driven by a worry about the change. The change will need all stakeholders to make adjustments and readjust their business models moving forward. We genuinely believe that this will lead to a far healthier digital ecosystem over a medium term.

What are the issues Star India is facing in making the MSOs understand the incentive scheme? Why do you think they are facing issues with implementing the RIO?

We have had positive discussions with a lot of operators and have been signing contracts at a steady pace. I think the discussions that we have had in the context of this model have been the richest ones we have had for the longest time. It has been a genuine discussion about what is the best consumer offering to be created, what do consumers value and what should be the business design moving forward. There are of course concerns about the transition. Which we should all work towards solving.

During a recent meeting of the MSOs, three crucial points were raised, that the incentives are unachievable and that there are technical challenges in meeting the RIO deal. What’s your reaction to all this?

The scheme has been modelled on basis of the consumer demand for various Star channels; consumer profiling for each of the channels and the current economics of the cable industry. We believe the scheme is extremely realistic and achievable.

As for the technical issues, one of the mandatory conditions of DAS implementation is that each individual consumer should be addressable – in essence, every MSO should be capable of administering changes in consumer account, including package/ channel addition or removal as required.

DAS has been implemented two years ago, and we see no reason why there should be technical problems in implementing something which was to be done at the on-set of DAS itself.

MSOs are saying that the viewer’s cable bill will go up as now the MSOs will have to pay 100 per cent more to the broadcaster. Is this correct?

We have already communicated to viewers that each of our entertainment channels are available like almost in the range of 30 paise per day, our sports channels are available like at around 50 – 60 paise per day. With the new incentives in place , these are likely to go down even lower. Compare this with the price that one has to pay for newspapers, or for a movie ticket or for attending a stadium for a live match.

Then, why would the MSOs have to pay 100 per cent more to Star? Why would the cable viewer’s cable bill go up?

Can you elaborate ways of creating packages, how your new RIO is platform-friendly, and how it will help MSOs to create viewer-needs-based offerings?

It all depends upon the kind of packaging that the operator chooses to do.

Typical Consumer Packaging Pyramid:

Also in all this, how does a LCO benefit from the incentives that are being given to the MSO? Will there be talks between the broadcaster, MSO and LCO to ensure that the discounts are being passed at the LCO level as well?

Star, as a broadcaster, has no direct role in the MSO- LCO deal/agreement. We believe that the key for both MSOs and LCOs is to establish the right value proposition for the consumers. This will be the key to the long term success of their business and we believe they will jointly drive towards the same.

As a key stakeholder of the industry, we would be more than happy to help partner with both for truly unlocking the value of digitisation for all the stakeholders, including the end consumer.

Do you think that if MSOs do not implement your new RIO fairly and do not inform their subscribers of the possibilities, it will cause viewers to move to DTH?

We truly believe that ‘Consumer is the Queen.’ If not offered an appropriate value proposition (content & relevant pricing in this case) the consumer will opt for other service providers .

We also feel that our new RIO will benefit all stakeholders, if implemented fairly and in the true spirit of the offering.

Why do you think are the MSOs opting for selling channels on a la carte basis only?

We believe that many of the concerns are driven by the worry about change and how does it impact them and how will they transition into a consumer oriented model. We are confident that platforms when they give themselves time will come around and understand that this is for the long term health of the industry.

While the leading MSOs have said that they would put all Star channels on a la carte, how have the independent MSOs and the newly formed cooperatives have reacted to the incentive scheme?

We are happy to share that the independent MSOs have applauded the new RIO for its transparent and non-discriminatory offering sign-ups have already begun.

How many deals have you signed from the time the TDSAT came up with its order? How many of these have opted for scheme?
We have signed almost 33 per cent of the operators. About 10 per cent had already signed prior to the TDSAT order and will continue on those deals. Of the balance, all have opted for the new RIO incentive offering as it provides them with level playing field as well as flexibility to address their consumer’s needs.

Star India CEO Uday Shankar had said that meetings will be held with MSOs in various cities to make them understand the whole system, is that happening? Which cities have you covered? Which is the next stop?

We have had meetings with almost all the MSOs in the DAS markets, except the city of Vizag where we have had telephonic discussions with our customers. We have had one-on-one meetings to explain the new RIO incentive offering and its workings to all our MSOs.

Star has said that the incentive system will be very transparent. But will the system be transparent to the extent of one MSO knowing the discounts the other MSO is getting by meeting all the criteria?

This indeed and truly is a transparent system and Yes, one MSO can find out the discount that the other MSO will get by meeting all the criteria – A point to be noted is that, it’s uniform and non-discriminatory and hence the same yardstick applies to all MSOs, making it easy for them to establish and leverage their advantages by meeting all the criterias.

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Executive Dossier

Game on, fame on as Good Game hunts India’s first global gaming star

Published

3 weeks ago

January 27, 2026

indiantelevision.com Team

MUMBAI: Game faces on, pressure high India’s gaming ambitions are levelling up. Good Game, billed as the world’s first as-live global gaming reality show, has officially launched in India with a bold mission: to crown the country’s first Global Gaming Superstar.

Blending esports with mainstream entertainment, the show brings together competitive gaming, creativity and on-camera performance in a format that tests more than just joystick skills. Contestants will be judged on gameplay, screen presence and their ability to perform under pressure, reflecting how gaming has evolved from pastime to profession and pop culture currency.

Fronting the show are three high-profile ambassadors: actor and entrepreneur Samantha Ruth Prabhu, Indian cricket star Rishabh Pant, and gaming creator Ujjwal Chaurasia. The winner will take home Rs 1 crore ($100,000) among the largest prize pools for any Indian reality show along with the chance to represent India on a global stage.

Backed by a planned annual investment of up to Rs 100 crore, Good Game is also courting brand partners, promising a minimum reach of 500 million among India’s core youth audience. The creators position the show as a bridge between entertainment and interactive culture, offering long-format content, community engagement and commercial scale.

Auditions are now open to Indian citizens aged 18 and above, inviting amateur and professional gamers, creators and performers alike. Shortlisted candidates will be called for in-person auditions in Mumbai on 14 and 15 February, and in Delhi on 28 February and 1 March 2026.

With big money, big names and even bigger ambition, Good Game signals a shift in how India views gaming not just as play, but as performance, profession and prime-time spectacle.

Digital

SpotDraft hires new CMO and CFO to fuel global push for its AI contract platform

Published

3 months ago

December 3, 2025

indiantelevision.com Team

INDIA: SpotDraft has strengthened its senior ranks as it gears up for faster global expansion, naming Alon Waks as chief marketing officer and Amit Sharma as chief financial officer. The appointments follow the firm’s $54 million Series B round earlier this year and mark a push to scale across the Americas, EMEA and India.

The AI-powered contract-lifecycle-management platform has posted 100 per cent year-on-year growth in customer acquisition, counting Apollo.io, IPSY, Mixpanel, Oyster and Panasonic among its global clients. The firm processes more than one million contracts annually, with volumes up 173 per cent and nearly 50,000 monthly active users.

Waks, a veteran of Kustomer, Bizzabo, CreatorIQ, LivePerson and ZoomInfo, will steer global marketing and category positioning as legal teams adopt AI-driven tools. Sharma, who has led finance across scaling tech firms since 2016, will guide financial strategy, investor relations and market expansion.

Both hires aim to sharpen SpotDraft’s bid for a larger slice of the fast-growing legal-tech market, expected to exceed $63 billion by 2032. Co-founder and chief executive Shashank Bijapur said the company is focused on scaling go-to-market operations in the Americas, deepening leadership in EMEA, and accelerating AI capabilities for general counsels and legal-operations leaders.

Clients report shorter deal cycles and better alignment between legal and business teams. “What used to take weeks now happens in days,” said Abnormal Security senior legal operations manager Susan Koenig. DeepL head of legal operations André Barrow, said SpotDraft has helped reframe legal “from a cost centre to a generator of revenue”.

Executive Dossier

Outdoor Ads Get Smarter as LOC8 Shifts OOH from Visibility to Attention

Published

3 months ago

November 28, 2025

indiantelevision.com Team

MUMBAI: Out-of-home ads were once the wallflowers of marketing seen by everyone, noticed by few. But in an age where attention has become the world’s most fought-over currency, even billboards are getting a brain upgrade. Enter LOC8, OSMO’s AI-powered attention engine, quietly reshaping the old OOH playbook by measuring not just who could have looked at an ad, but who actually did. The shift is subtle but seismic: impressions are out, impact is in and data, not gut instinct, is calling the shots.

In a landscape where marketers question every rupee spent outdoors, LOC8 is turning lampposts, flyovers and traffic islands into precision-mapped attention laboratories. By crunching dwell time, visibility zones, perceptual size and real-world obstructions, the platform is dragging OOH into a future where creativity meets computer vision and where the best ideas aren’t just eye-catching, but eye-measured. From automotive facelifts to FMCG novelty and real estate trust-building, the message is clear, outdoor has stopped shouting and started listening. Indian Television Dot Com explores more about it in an Interview interview with OSMO co-founder Nipun Arora.

On how OSMO is shifting outdoor advertising from a visibility-led medium to an attention-led one through LOC8.

Traditional OOH has long been measured by visibility and impressions i.e how many people could see an ad. OSMO, through its proprietary AI platform LOC8, is shifting that narrative more towards likelihood of being noticed. Using computer vision and machine learning, LOC8 analyzes real-world video data to measure visibility zones, obstructions, dwell time and perceptual size; bringing precision to how attention is quantified outdoors. It moves the focus from mere impressions to quality of impressions, making OOH a data-verified, attention-led medium comparable to digital in accountability.

On how marketers can use LOC8’s dwell-time, visibility and perception insights to craft more effective, emotionally resonant OOH campaigns.

LOC8 helps brands understand how people truly experience outdoor media how long they look, from what distance, and under what conditions. By quantifying dwell time, visibility duration, and perceptual size; marketers can plan campaigns that align with real human viewing behavior. This empowers creative and strategy teams to design emotionally resonant storytelling where messaging, visual hierarchy and placement are optimized for how people actually notice and process OOH creatives.

About what LOC8 has revealed through campaigns like Renault Triber and Namaste India on how categories such as auto, FMCG and real estate use attention metrics to drive outcomes.

Each category uses attention data differently but all share one common goal: to convert outdoor visibility into measurable engagement.

• Automotive | Renault Triber

For the new Renault Triber facelift, bold creative met data-led planning through LOC8. By analyzing on-ground video data, LOC8 measured real audience attention across placements factoring in visibility zones, obstructions, traffic speed and perceptual size. This enabled Renault to identify corridors that delivered maximum reach, saliency and engagement, optimizing media efficiency and ROI.

• FMCG | Namaste India

In OOH, innovation is the hook and assets are the bait. But bait often hides the hook. With Loc8’s attention metrics, we ensured the bait wasn’t a hurdle, rather it became the perfect stage for innovation to deliver its full impact! The insight proved that creative novelty, when validated by attention data, drives deeper engagement and measurable brand lift.

• Real Estate

For luxury and real estate campaigns targeting HNI/UHNI audiences, attention patterns differ especially between front and rear passengers, who are often the core audience segment for premium sites. LOC8’s ability to distinguish rear vs. front visibility plays a critical role here. It helps identify sites that offer longer viewing windows and stronger perceptual dominance from the rear seat where decision-makers are most likely seated making it a key differentiator for premium and trust-led categories. Together, these insights prove that auto optimizes for impact, FMCG for recall, and real estate for trust visibility showing how attention metrics adapt to category goals while ensuring measurable outcomes.

On how attention analytics will shape the future of brand storytelling and media planning as OOH becomes more digitised and data-driven.

As outdoor digitizes, attention analytics will inform not just where to advertise but how stories are told in public spaces. This evolution transforms OOH from a static broadcast channel into a dynamic attention ecosystem, where creativity is optimized through evidence-based insight.

On how LOC8’s data-led framework helps marketers quantify OOH impact and make outdoor a more accountable, ROI-driven medium.

LOC8 bridges the gap between intuition and evidence. By quantifying metrics like visibility duration, attention opportunity index, and visual saliency rank, it allows brands to benchmark site performance and justify investment. This data-led approach brings transparency, comparability and ROI measurement to a medium historically driven by perception.

On how OSMO ensures AI and computer vision enhance creativity rather than reduce it to numbers.

OSMO believes that technology should enhance creativity, not overshadow it. LOC8’s attention models reveal what naturally draws the human eye helping creative teams refine design cues, contrast, and visual hierarchy for greater impact. By merging art and science, LOC8 empowers creativity with intelligence.

About the creative best practices and design cues LOC8 has uncovered regarding what truly captures consumer attention outdoors.

LOC8’s visual cognition analysis has surfaced clear patterns across campaigns:

• High contrast and minimal messaging outperform cluttered designs.

• Motion cues draw significantly longer dwell times.

• The first two seconds are critical, creatives must establish focus instantly.

• Contextual alignment between the creative and its environment increases attention by over 30%.

These learnings offer a scientific foundation for creative effectiveness helping brands design OOH that’s visually magnetic and emotionally memorable.

On how attention metrics will integrate into omnichannel planning where OOH, digital and social work together for unified brand impact.

Attention can become the unifying KPI across OOH, digital and social to creates seamless storytelling continuity, where outdoor triggers digital engagement. The future of omnichannel planning lies in attention-led integration ensuring that campaigns don’t just reach audiences everywhere but truly capture and hold their focus.