Executive Dossier

“There is no point in newspapers merely reproducing facts”

Published

22 years ago

August 1, 2004

The print media scene in the country is set for exciting times ahead. Recently the Financial Times of London announced that it picked up a 13.85 per cent of equity stake in Business Standard for Rs 140.1 million.

All editions of the Business Standard carry one page of Financial Times content from Monday to Saturday. FT’s content also appears on Business Standard‘s website.

Indiantelevision.com’s correspondent Ashwin Pinto caught up with Financial Times Asia editor and publisher John Ridding for a quick chat on the sidelines of a media briefing. Based in Hong Kong. he is also part-time chairman of Pearson, the group which owns the FT, in Asia.

John was the deputy editor of the FT from September 2001 to July 2003. Before taking up that position, he had been the managing editor for two years. Joining the FT in 1987, he held a series of reporting and editing posts, including Hong Kong bureau chief, Paris correspondent, deputy features editor, Korea correspondent, UK companies reporter and foreign desk correspondent. Between 1986 and 1987, John worked at Oxford Analytica on the Asia Pacific desk.

Could you provide an overview of the strategy of The Financial Times?
Broadly in a nutshell our strategy is to be the dominant global source of business news and analysis.
Last year we completed the final piece in the jigsaw puzzle which was the Asia expansion. We are very
strong in the UK, Europe and US. More than two thirds of our circulation comes outside our home market.

I think that this shows that we are thoroughly international. It also means that we have an independent balanced view of the world. We don’t have a US, UK or a European agenda. We are very international in our perspective. Our journalists including myself have worked in many countries. So we have a very balanced view of world politics and economics.

The second important strategy is that in all of our markets wherever we are our focus is the top end of the market. It is the decision makers, chief executives, the finance directors and the top
politicians. So we are not necessarily trying to sell millions of copies. However we do want to make sure that anyone who is influential and who is making significant decisions in business, finance, politics
and society read the FT. Our message is that if they are not reading the FT then they are losing out. They are not as well informed as they should be. So it is really about targeting that top end of the market.

What are you hoping to achieve through tying up with Business Standard?
Our relationship with The Business Standard is a symbol of our broad global strategy. This is to find
partners in markets that share the same vision as we do. We feel that the Indian business audience is
growing rapidly. It is becoming increasingly global in its perspective.

Therefore a combination of a newspaper that puts forth quality news and analysis on India along with quality news and analysis on the global economy seems to be very complimentary and very competitive. Our aim is for businessmen and senior politicians to read the Business Standard if they want to get the best information.

What is the kind of content that we can expect to appear from FT on Business Standard?
The branded page. The FT page will comprise of mainly international business, economics and finance. Apart from that we will provide a lot of comment and analysis. Sir Martin Woolf for example is one of our top commentators. He will appear regularly. So I think Indian readers will get the best of FT’s global news and analysis. There is also no fixed amount of Business Standard content that we would use for FT‘s Asia edition.

“We manage to get our global newsroom to work together much more effectively than any other organisation”

How do you view our regulations for the print media, which have been dogged with controversy?
We have always played by the rules. We go by the book. That is what we have done. We have been working with Business Standard for 11 years. We feel that you have to go by the rules of a particular society, which is what we are doing.

At the same time we would like for it to be possible for international news papers to be printed in India. We fly copies from Dubai into India. We cannot provide the best service to Indian business readers because we come later as we cannot print here. It also becomes more expensive. We feel that Indian business people should be on a level playing field with the rest of the world. That means getting the newspaper when they want to which is in the morning.

What would you say are the key factors that differentiate you from the competition?
I would say that they are reliability, quality and and independent global perspective. We don’t have a US, UK or a European agenda. We maintain our international perspective at all times. We constantly strive for balance in our views. We manage to get our global newsroom to work together much more effectively than any other organisation.

This is achieved by having a team of journalists who have worked together for quite some time. Therefore they know each other well. I know the team in New York, the team in London. They know me. We discuss stories. We don’t have first and second class editions across the world. The FT is a global organisation and every body has the same set of values, judgments and experiences. As a result of that we have a very similar vision about the work we are involved with.

Could you talk about the size of your newsroom?
We have about 25 correspondents and eight editors based in Asia. We did our expansion by setting up a presence in Asia last year. We are also further developing our presence in the US. We also hire journalists from a wide range of backgrounds.

What are the main challenges facing the global newspaper industry?
There are a lot of them. Global advertising is going through a difficult period. However we think that it
is coming back. The balance between electronic and print media has to be maintained.

People who say that electronic media will be the death of print media are wrong. I just think that it changes the nature of print journalism. Competition in our space is stiff but we are very confident of our strategy and how we are going about things.

Could you specify more on the change in print journalism you just mentioned?
What you find with new technologies is that they do not kill the previous technology. For newspapers that means focusing more on value added and in-depth reporting as well as exclusives. You can get commodity news online as well as all the facts, data.

So there is no point in newspapers merely reproducing facts. Newspapers have to set the agenda. They have to make complex choices as to what the most important stories are. They will increasingly need to reply on more in-depth and quality reporting analysis.

In common area you need to have perspective. That is how you differentiate yourself. Again you come back to our reason for teaming up with Business Standard. They have a similar vision as us about the differentiation. This is to provide the highest quality and the most reliable news analysis with the integrity intact over the long term. We are not in the business of shortcuts and neither are they.

“Newspapers have to set the agenda. They have to make complex choices as to what the most important stories are”

I read an article recently, which stated that news, which is slanted, sells more in the US. Is this a trend that is being seen elsewhere in the world?
I actually think that most people don’t want the news slanted in a certain direction. Most people would want the news told straight, balanced and objective.

Besides Business Standard which are the Asian publications in which FT has taken a stake in and what is the nature of the deal?
Business Standard is the only Asian publication in which we have a stake. The FT Group however has a number of joint ventures outside the region. FTSE International is a JV between us and the London Stock Exchange. We also have a 50 per cent stake in The Economist Group.

Recently the print media abroad was rocked by scandals. You had the Jayson Blair plagiarising case at the New York Times. Then there was Stephen Glass who made up stories and sold them off as fact for publications like Rollingstone. This damages reputation and credibility. Editorially what safeguards do you have in order to prevent stories being cooked up on account of a solid lead or being speculated upon?
We have a very clear code of conduct. More importantly, we devote a great deal of time to training and developing the right values and ethics among our journalists. We also have a rigorous editing process.

For FT Asia are you using tactics like more colour, photos and indexes to pull the readers inside?
We have always placed a lot of emphasis on design and accessability. I believe that the FT is one of the best organised and presented papers in the market.

As far as FT.com is concerned one of the problems is that there is so much great content on the internet for free. How are you able to meet this challenge?
We believe that our audience is willing to pay for online access to FT material. This is because our content is very diffgerent from free material. It is exclusive, value added news and analysis delivered by specialist reporters who are all experts in their field. FT.com has 3.7 million unique users a month. We get over 59.6 million page views. We have been ablke to attract over 76,000 subscribers.

You earlier mentioned the ad slump. In this scenario controlling and reducing costs becomes important. How has FT managed this in Asia and the US?
We have been very rigorous in our management of costs. We have phased our expansion and investment in line with the business environment and have developed a very efficient system for producing our various international editions.

This year The Olympics is expected to be a major factor in reviving ad revenue. To what extent will the print media in Asia benefit from this?
The Olympics always give a boost to advertising. However for Asia the impact is significantly greater if the event is held here. That will be the case in 2008 when the event goes to China.

Executive Dossier

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

Published

1 month 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.