Author: mxmadmin

  • Ranjona Banerji: The Worst, The Best & The Middling

    By Ranjona Banerji

     

    Ranjona BanerjiSitting here in the UK, Indian news is far away. So I watched a little NDTV. I hope you feel a little shock and awe. I confess. I was curious. Had NDTV changed? Had India changed in the two weeks that I had been away?

    I know, I know. It’s not about me!

    But still. TV news and me. A true sacrifice.

    What I discovered was intriguing to say the least. The top story was about BJP MLAs in Tripura jumping ship. With assembly elections around the corner, in three states in the area, curious indeed.

    The second story was even curiouser than the first. Covid cases rising in India and not enough vaccines. In spite of government promises, no free vaccines in Delhi and hardly any vaccines at all paid or free. Government ads urging people to take booster shots but no booster shots to be had.

    The third story was about how the Bharat Jodo Yatra was not being given enough security cover by the Home Ministry, according to the Congress Party.

    Then a terribly gruesome murder and a case of abuse by a rich person against her domestic help.

    Here I stopped.

    But this much seemed clear. NDTV had not yet become worse than News18 and India Today – if such a thing was possible. And Indian news was the same as ever.

    This column however is my annual round-up. What did I find in 2022 that was different from the media’s consistently abysmal performance from 2014 onwards?

    I have wracked every bit of my memory to try and find happier moments, that did not come from some of the digital media or from a few print journals. Should it be obvious that I failed?

    The learning I got in fact was one of the saddest. That journalists within India acknowledge and accept that the most prominent and well-known media houses and TV anchors are unable to practise even a semblance of basic journalism. No one contests this any more. Some still make excuses – the basic one being that X cannot question the government because he’s worried about his job. I can understand if the said X was a junior subeditor earning a few thousand rupees. But no one cares about an unknown X. So when X is a multi-lakh if not crore earning minor celebrity, the fears for a job being lost are laughable. Almost as laughable as those poor members of the public who state with authority and insider knowledge that X is being “paid” and is thus useless at questioning the government.

    I hate to burst this bubble but all journalists are paid and should be paid. Journalists are not volunteer social workers. However, they are paid to do a certain job – journalism which includes questioning the government – and this is where they fail.

    The upshot however is that because journalists accept that most of the mainstream media rolls over and plays dead when it comes to the ruling government at the Centre, they hold other media outlets to a higher scrutiny. These now pay a high price for occasionally failing or making mistakes. It is as if they must bear the entire burden for the shortcomings of their peers.

    This game however will get us nowhere. If we do not stand against bad journalism together and attack its source, we all fail together. A few media houses struggling to keep their heads above the murk and gloom must be commended and encouraged, but they cannot be expected to bear this burden alone.

    Eventually, we will all fail together. The worst, the best and the middling. And we will know that we sat there and played tiddlywinks while it happened. What a legacy that will be.

    On which note, Happy New Year.

    What are the odds that 2023 will be more of the same?

     

    Ranjona Banerji is a senior journalist and columnist. She writes on MxMIndia on Tuesdays and Fridays. Her views here are personal.

     

  • Rajat Sharma set to reveal unheard-of stories from Aap Ki Adalat

    By Our Staff

    Rajat Sharma
    Rajat Sharma

    India TV Editor-in-Chief and Chairman Rajat Sharma will be back with new episodes of Aap Ki Adalat in the new year. Sharma, notes a communique, will reveal never-heard-before, behind-the-scene stories that happened during the three decades-long journey of  Aap Ki Adalat. In the special episode ‘Legends of Aap Ki Adalat’, Sharma will share anecdotes from his hugely popular show over the years.

    Beside, political dignitaries the show also has been seeing many celebs from across genres like entertainment and sport.

  • Shruti Pushkarna: Hear, Hear! Inclusion Advocates

    By Shruti Pushkarna

     

    Shruti PushkarnaThree days until we pull the curtains down on 2022. The atmosphere is rife with joyful celebrations, with lurking fear of a new Covid variant, inflation and taxation woes and of course, hope for better twelve months.

     

    Although I’m not agog about a date change magically altering the course of our lives, I have my yearnings. I don’t indulge in resolutions because those are just clichés avowed and disowned annually. I am more of a bucket list person, who likes to either tick things off or cross them out altogether. And inclusion for all is the highlight of my Wishlist for 2023. Emphasis on ‘all’.

     

    Let’s rewind a bit. Some years ago, I shifted gears to reroute my career path, transitioning from the media to the development sector. I learned to navigate through a new world, new subject, new people and new ways. However, one thing remained consistent. A personal and professional ambition of challenging and changing the status quo.

     

    The hustling-bustling newsroom chatter gave way to ardent articulations of inclusion advocates. Learning from and working closely with persons with disabilities, I became aligned to a collective call for accepting differences and acknowledging abilities.

     

    Today, my work entails voicing the stories, the needs and the dreams of 26.8 million disabled people who stand separated by physical and attitudinal barriers.

     

    I often find myself digging deeper into the history and psychology of ‘othering’, revisiting my literature and film theory classes, where I studied multitudinous accounts of discrimination on the basis of gender, colour, caste, sexual orientation and ethnicity. The discourse on disability seems missing. And different marginalized groups are waging parallel battles against exclusion.

     

    I have also realised that the agenda to include is controlled by diverse individuals and their distinct schools of thought. In drumming up support to integrate one community, are we erroneously creating new subsections? I’m beginning to wonder whether inclusion for one is possible without excluding another.

     

    Let me simplify this a bit. I am a woman, a person with low vision, a caregiver and a professional who advocates for equal rights of persons with disabilities. The definition of inclusion varies with the different aspects of my existence. Similarly, the inclusion needs of a gay blind woman cannot be seen through the lens of disability, gender or sexuality alone. One can draw up many permutations and combinations like that.

     

    There are 21 types of disabilities identified in the Rights of Persons with Disabilities Act, 2016 but I am yet to find a forum where the needs of all different types of disabilities are looked at equally. What’s worse is that various disability groups don’t understand or empathize with the access needs of one another.

     

    The challenge of inclusion is complicated by the intersectionality of people and issues.

     

    A universal approach to problem solving addresses the needs of a wider collective. Take the example of technological innovations built into a smartphone, a product designed for diverse set of users. A senior citizen uses the magnifying tool to read easily. A person with blindness sends out emails and messages using Speech to Text feature. A working mother reads (listens to) books on her drive home on the Audible app. Similarly, modern homes equipped with smart appliances simplify and enable access for people in varied ways, disabled and non-disabled alike.

     

    Is it time to align streams of thought and reduce the fissures within factions to strengthen the business case for inclusion? Do we need to redefine the parameters of inclusion based on intersectionality, irrespective of tags like disability, gender, colour et cetera?

     

    I wonder what that inclusive Wishlist will look like in 2023 and the years to come.

     

  • The Year of Moving On… from the Pandemic

     

     

     

    By Shailesh Kapoor

     

    Shailesh KapoorWe are nearing the end of 2022. It was a year when a lot seemed to be going on, in the Indian entertainment business, but not always towards any lasting impact. Mostly then, it was the year of recovery, which saw a semblance of normalcy for the first time since 2019, in audience behaviour and sales figures across domains. It was also a year of mergers and acquisitions, with some big-ticket agreements (Zee-Sony, PVR-INOX, Adani-NDTV, ShareChat-MX Takatak) making the headlines. Such deals can be seen as an indirect outcome of the pandemic, which has fundamentally altered business models of all shapes and forms.

     

    On the content front, there was less to speak about. Theatres reopened and 2022 will end up being the second-highest grossing year ever at the Indian box-office. But except the highly imaginative RRR and Kantara, the box-office came from the usual franchise-led cinema that’s driving theatrical footfalls globally now.

     

    The linear television industry has been devoid of surprises on the content front for a while, and 2022 was no different. Some of the better content, then, came in the streaming space, which entered a settled phase post the windfall gains from the pandemic. To begin with, there was more genre variety on offer, with many stories going beyond the staple action-suspense-thriller box. A list of some of the defining shows and direct-to-OTT films of 2022 deserves a piece of its own, in the coming week or two.

     

    But the streaming industry has its task cut out. Our recently-released OTT audience sizing report reveals that the bigger markets have reached saturation levels on OTT penetration and SVOD subscriptions. The average OTT penetration in the top 20 cities in India stands at a high 72%. While more than half of these are still watching only ‘free’ content, the finding that should set alarm bells ringing is: Among SVOD subscribers, the average number of subscriptions taken has remained exactly the same as last year (2.4 subscriptions per paying subscriber).

     

    Expecting the (relatively) early adopters to keep subscribing to more apps is, hence, a wishful proposition. The next level of growth for pay platforms can, therefore, come from converting free (AVOD) audiences into SVOD, especially outside the top 6 metros. And this is easier said than done, because neither the content being churned out, nor the audience’s willingness to pay for their entertainment, are aligned to this growth path.

     

    Streaming platforms have managed to bail out the Hindi film industry for much of 2020-22. As they face growth pressure themselves in 2023, ripples will be felt in the theatrical business too. Early signs of this could be felt this year, when we saw several small films release theatrically, only to legitimize their OTT licensing deals.

     

    With so much going on (and I haven’t even mentioned sports and news in this round-up), 2023 is unlikely to be short of excitement. Hope the quality of content measures up to all the action on the business front.

     

  • R K Swamy launches ‘jugalbandi’ with Shriram Finance

    By Our Staff

     

    Shriram Finance Ltd, retail Non-Banking Financial Company (NBFC), has joined hands with R K Swamy media agency to reinforce the company’s commitment to millions of customers. They have created five special jugalbandi videos, each for a few minutes, with top artistes.

     

    Sangeetha N, President and National Creative Director, R K Swamy, said: “Shriram is a special company with a unique philosophy. Their idea of brand building is driven by genuine customer connect on the ground. The jugalbandi idea springs from this understanding. Each video is originally composed and recorded live. There is nothing like this done before from a brand perspective.”

     

    Umesh Revankar, Vice Chairman, Shriram Finance added: “It is a special moment in our evolution as a group, originally formed with the idea of spreading credit to those who don’t normally get it. This is our way of telling customers that we march in sync with them. And to remind our people to stay close to the customers. With the jugalbandi videos we have created a special platform to reinforce the connection.”

     

  • DDB Mudra Group bolsters its India leadership

    By Our Staff

     

    Strengthening its senior leadership in creative and planning, DDB Mudra Group onboards Menaka Menon (National Strategy Head) and Nitin Pradhan (Creative Head – South). Cumulatively, they bring over 40 years of experience in creative thinking and strategic planning across brands and categories.

     

    Rahul Mathew
    Rahul Mathew

    Talking about the senior appointments Rahul Mathew, Chief Creative Officer, DDB Mudra Group said: “Bernbach had said that creativity is the most powerful force in business. And those words form the core of what we’re trying to build at the DDB Mudra Group. But how strong the force of creativity is, depends on the talent that wields it and leads it. In Menaka and Nitin, we found strong leaders and wielders of this force. I look forward to working with them and creating some really exciting work on some of our biggest brands.”

     

    Menaka Menon
    Menaka Menon

    Commenting on her new role, Menon added: “DDB Mudra Group is at an exciting juncture, having created beautiful and impactful work, with a clear focus on building on the same. I look forward to being part of a stellar team working towards a shared mission and bringing in a fresh perspective to work.”

     

    Pradhan said: “The vision of making DDB Mudra, the integrated agency of choice in the industry is something that inspired me to take up the South creative mandate. The Bengaluru office has recently proven its intent to push creative boundaries with mainline campaigns on BGMI and Indeed. And given the vast portfolio of brands that it has across categories, I’m quite excited to partner the team in its new phase of growth, where creativity will have a more central role to play.”

     

  • TTK Prestige rolls out brand film for New Year

    By Our Staff

     

    TTK Prestige, manufacturer of kitchen appliances and cookware, has launched a digital film in an effort to help address the pain point millennial couples experience – the hassles of organising house parties.

     

    Dinesh Garg, Executive Vice President-Sales & Marketing, TTK Prestige, said: “As an innovation-driven brand, we strive to provide our consumers with the best quality products, services, and experiences. Now, with the growing need for efficient and convenient home & kitchen appliances, we have released this new film showcasing how our innovative products can help you host a house party effortlessly. Our goal is to make things simpler for everyone, and that is exactly what the film proposes – Jab Prestige sambhale kitchen ka kaam, party host Karna Hoga aasan.”

     

     

     

  • Parle-G launches three-film campaign to enhance brand

    By Our Staff

     

    Parle-G biscuits launches a campaign to enhance the equity of the brand. The three-film campaign created by Thought Blurb Communications tells simple stories that show the protagonist child as empathetic, clever and decisive. All the qualities that come together to create the Parle-G ‘Genius’.

     

    Mayank Shah, Senior Category Head, Parle Products speaks about the brand’s core values and the need for the messaging to be consistent over time. “Parle-G has always spoken from the child’s perspective. A child creates social connections with siblings, family, friends and others they care about in very different ways. Empathy comes easily at an early age and in uncomplicated terms. Before they are lost to age and practicality, an understanding of others can be rather sincere and honest. Taking this into account, the messaging has to acknowledge the child’s feelings and give it voice.”

     

    Vinod Kunj, CCO & Managing Director at Thought Blurb added: “Following a campaign thought over years and growing the brand with it requires a firm hold on the steering wheel. From our previous outings on the brand in 2018 & 2020, we had to find a growth path. That was the challenge.  We knew that we needed to stay timeless with our thinking, while keeping the overall brand thought in our sights. We know the stories had to resonate with audience across age groups and geographies, since this being broadcast in 13 languages. One of the endearing aspects of the campaign is the song that paraphrases the idea, and to see it shining through in every language is rewarding.”

     

     

  • Ather Energy appoints Pranesh Urs as VP Marketing

    By Our Staff

     

    Pranesh Urs
    Pranesh Urs

    Ather Energy, electric two-wheeler manufacturer, has announced the appointment of Pranesh Urs as Vice President, Marketing to strengthen its leadership team. The appointment will play a crucial role as the company embarks on its next phase of growth.

     

    Commenting on the appointment, Ravneet Singh Phokela, Chief Business Officer, Ather Energy, said: “We are at an exciting phase of our journey, and I am delighted to welcome Pranesh to lead our marketing efforts into the next phase of growth. While we continue building on the solid brand foundation that we’ve set, Pranesh’s fresh perspective and experience gained across multiple categories will be very valuable in bringing our brand vision to life.”

     

    Added Urs: “I am delighted to join Ather during this exciting period of expansion and brand evolution. E2W is a growing sector in terms of consumer adoption, and opportunities are galore to delight our consumers.  Along with the incredibly amazing colleagues at Ather, I look forward to taking the brand to greater heights while creating exciting experiences for our consumers.”

     

  • Bata India launches 3D OOH Billboard

    By Our Staff

     

    Bata India launches 3D OOH Billboard, becoming the first footwear brand in India to disrupt the advertising space with the format. Bata has used this innovative technology to highlight the variety of sneakers it offers with the Sneaker Studios launched across 300+ stores across the country.

     

    Anand Narang, VP, Marketing & Customer Experience, Bata India Limited, said: “At Bata India, we are constantly looking for innovative ways to engage with our audience. We are elated to be one of the first few brands and especially, the first footwear brand in India to bring the disruptive format of 3D OOH advertising. As we offer over 300 sneakers styles from 9 international brands in our new Sneaker Studios, a shop-in-shop destination inside Bata stores, we thought of leveraging the new 3D emerging outdoor media to announce this launch. Consumers can experience Sneaker Studio in their neighbourhood Bata stores and get to shop their favourite styles instantly or even order them via home delivery service.”

     

  • Shashidhar Nanjundaiah: Machine learning, but are classes learning?

    Postcard from America

    By Shashidhar Nanjundaiah

     

    Shashidhar NanjundaiahMy big takeaway from 2022 is that social media and pandemic have launched a joint and effective assault on classroom learning.

     

    When I look at some social media content from younger folks, I see so much creativity and social  awareness, sensitivity and inclusion. The ability to connect dots is better than ever before, thanks to the enabling technology. So why do I see a tendency of disinterest in learning in the so-called new-normal environment?

     

    It’s nearly three years since the pandemic struck and lockdowns were clamped, and well over two since online-everything was presented as a quick fix. The quick fix may be exactly what the doctor ordered for the social media generation, born after 1995. Many people in this generation seem to be much more comfortable interacting with their smartphones than interacting with real people. In general, I have observed a decline in voluntary classroom participation.

     

    A second observation is a high level of comfort with not meeting face-to-face. I have observed this trend among the general public over the past couple of years, where clinical caution appeared to morph into a general lack of enthusiasm in meeting people face-to-face. A big litmus-test revelation came through pizza. I invited the class to the college for a pizza lunch, just so that everybody gets to know one another, mingles in a “f2f” environment, and in general, have some fun. The office manager organized the pizza delivery, the space, the napkins, all the paraphernalia was set. As it turned out, we received exactly two RSVPs out of a class of 27.

     

    My experience teaching an online asynchronous course—where students access assigned reading and videos at their own time over the week, rather than assemble in a class at the same time—revealed sometimes confusing, sometimes surprising, sometimes disappointing outcomes. The alarm bells, however, didn’t start ringing until assignments are missed, chapters remain unread, quiz output is only average. It eventually dawns on us that the learning has been anything but exemplary—raising many questions about the efficacy of our methodology. A seemingly low level of comprehension coupled with lack of the initiative to ask questions. Of course, I, self-critically, only refer to the majority. There were, of course, several sparkling exceptions, most of whom had joined college before the pandemic struck.

     

    So I repeatedly ask myself why youngsters don’t find it interesting enough to sit through classes, complete assignments, and harness their faculties in an academic environment. Is it because a class is not the real challenge and social media offers more real-life learning? Is it because they have grown skeptical of what we teach because they are learning from alternative channels that truth lies elsewhere—channels that have found enough legitimacy to be politically mainstreamed? Is it possible students are surrounded by online webinars that are more interesting than classes that seem to simulate the technology but not the interesting-ness?

     

    Or is it because the same technology is making them less fascinated by information and insight, since they have all the ready answers online, literally at their fingertips? Whether that is information or not, true or not, seems irrelevant. What seems more important is, they have answers. The challenge is not information. The challenge is to get new answers.

     

    One hypothesis I offer is that the social media accommodates the semblance of thought-provoking dialogue, debate and dialectic to younger folks who did not feel earlier that they participated enough in the society. When all the conversations are happening outside classrooms, they take away the fascination of intellectual discourse in classrooms. I’ve noticed a dramatic difference among students not just in the US, but in India, too, before and after the arrival of social media.

     

    It is hardly surprising that the quick fix is quickly becoming the new normal even after the health threat dissipates. It seems convenient for teachers, extremely comfortable for students, and of course a continued bonanza for ed-technocrats. The boxes are checked. What slips through the liminal spaces between seems to go unnoticed—for now. What began as an innovative solution in a crisis has become a continued exercise of lowered outcome expectations, and a flatter learning curve. And eventually, this crop of graduates will join the economy and the marketplace where the expectations haven’t changed.

     

    In late 2020, in a newspaper column, I had expressed scepticism about the idea. As Facebook, Twitter, Google, Salesforce, and Microsoft brought in an extended work-from-home policy that year, I had flagged the trend, pointed to the “human challenges,” and in general, was uneasy—even in the face of what was reported at that time to be an uptick in work productivity.

     

    While I hope that trend has continued, our experience with college students—before they become the workforce, that is—has been that the social media and the pandemic have worked in tandem. Finally, the younger generation understands something more than their teachers, outside the classroom environment. We need to ensure that this doesn’t lead to a widening trust deficit in academic learning. And that’s yet another reason higher education needs to see whether a new methodology of academic learning is needed.

     

    Happy New Year 2023!

     

  • Digital Kong bags communication mandate for MMI Diplomatic

    By Our Staff

     

    Delhi NCR based digital marketing agency Digital Kong has won the digital communication mandate for Dubai based MMI Diplomatic, beverage marketing, sales and distribution. A subsidiary of the Emirates Group, Maritime and Mercantile International (MMI) holds a 100 year long legacy in supplying premium and super premium spirits, the largest wine portfolio and quality beers in over 40 countries across 4 key geographical regions- the Gulf & Middle East, East Africa, Indian Ocean and SouthEast Asia.

     

    Digital Kong’s team will be taking the charge of MMI Diplomatics’ official communication across social media channels.

     

    Karan Dhingra, Key Account Manager, Maritime and Mercantile International, said: “I’d heard tremendously well about Sanjana and her team at Digital Kong through associates in the industry. The team is creative and adapts quickly to the tonality of brands. MMI has always had an innovative approach in retail and marketing and I am sure that the experts at Digital Kong will continue to reflect the same through their analytical and contemporary approach.”

     

    Sanjana Nischal, COO, Digital Kong, added: “I’m excited to once again serve the hospitality industry. My team and I equally share MMI’s vision and are elated with this partnership. Our focus will be on maintaining the legacy that MMI carries and further using our distinct marketing propositions in delivering an enhanced brand and consumer experience across funnels.”