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By A Correspondent
Radio stations and brands planning to commercially exploit the T20 World Cup that starts in Sri Lanka next week (Sept 18-Oct 7) need to beware.
According to an official communication sent by the International Cricket Council (ICC) to the Association of Radio Operators for India, the exclusive rights holders for radio/audio stream services across all mediums, including the internet in India are BIG FM and All India Radio (AIR).
The biggest rider is that “member agencies (of Association of Radio Operators) may not undertake any unlicensed commercial exploitation or selective commercialization of ICC Proprietary Content through third party sponsorship and presentation of the same”.
A point in the statement reads, “Other than International Management Group (IMG) and its licensees, BIG FM and AIR, no entity operating or making available radio/audio stream services is entitled to use ICC Names, ICC Marks and ICC Proprietary Content, claim official association or commercially associate in any other way, either expressly or impliedly, including through marketing promotions, contests, advertising, score updates or other commercial activity (including by monetizing any of the ICC Proprietary Content), with the ICC or the ICC World Twenty20 Sri Lanka 2012.’
It further states, ‘Should your member agencies fail to adhere to the above, the ICC will engage with them to bring to their attention the permissible parameters of activity and work with them to resolve the matter. However, should such activities persist, your member agencies will be deemed to have knowingly breached the exclusive rights granted by the ICC to IMG and its licensees, BIG FM and AIR, and the ICC will have no other option but to initiate further action, including legal recourse.’
Lauding the initiative, Tarun Katial, CEO, Reliance Broadcast Network said, “In an extremely encouraging move, ICC has decided to come down on anyone misusing content to offer packages to advertisers. As radio partners, we look forward to offer consumers the best possible entertainment package with exclusive and highly engaging content, while offering marketers an approved and ethical platform by which they can reach out to their audiences.”
Strict action against channels which do not adhere to the stipulations laid down by the governing body will be taken this year.
A source close to the development said that the ICC diktat doesn’t mind score updates interspersed in the programming, but radio stations can’t get these get sponsored.
(Experience: 7 years)
Shilpi Tibrewal is Media Director – Planning at Dentsu Media. With nearly a decade’s experience in the business, Shilpi has strong expertise in managing full-spectrum media responsibilities including media strategy, planning and buying. Over the years, Shilpi has worked with leading media organizations like Mindshare Fulcrum, Carat Media and Mudra Connext. Having worked with brands such as Emami and The Times of India, she also has experience managing the media mandate on the client side. Her brand experience includes brands such as Aircel, Honda Bikes, Unicharm, Hitachi, ICI Dulux, Amway, Yatra, HBO, Adidas, BMW and Ray Ban to name a few. An M.A. in Political Science from the University of Calcutta, Shilpi also completed an MBA in Marketing and M.A in International Relations from the University of Sussex, UK.
As to why she chose media planning & buying, she states, “The media – be it print or television is something that we as consumers, grow with. We had television going colour in my time. I remember suddenly having access to sudden burst of choices when it came to newspapers and magazines. In my earlier years as a student, these choices and variety fascinated me. I was very curious about the background of these ‘information vehicles’ and how they may operate. So it was an inherent curiosity that got me started on the road to discovering media and it has been a fascinating journey of great learning!”
(Experience: 8 years)
After completing her BA in Mathematics from Lady Shri Ram College, Nilakshi Shukla started her career in marketing with Virgin Atlantic. After taking a break to complete her post-graduation from Times School of Marketing, she worked with the Times of India. She has now been working for 8 years, out of which 6 years have been spent as a media planner and buyer in the digital space: “Joining Web Chutney in 2006 kick-started her career in this space.” After a period of two years, she moved to Tribal DDB.
Elaborating on her career, Nilakshi said: “I joined GroupM in the end of 2009 and worked as a specialist in Mobile Media Planning, which allowed me to deep-dive into and get a better understanding of one vertical of the digital space. In January this year, I transferred to MEC Interaction as the Delhi Head; looking after all digital platforms including display, mobile, search, social and creative.”
Nilakshi’s entry into media planning was not a calculated one. She joined WebChutney as a media planning executive, excited about the Internet, but not being entirely sure what it was about and without any prior experience in the space or media planning. But a few days into it, she was convinced that this is what she wanted to do in terms of a career. Nilakshi said that as an avid Internet user and with an inherent curiosity for the medium, being a planner fit right in: “Add to that the explosive growth which Internet usage was poised for and the fact that it was constantly evolving, ensured that this would be a fun and dynamic industry to work in.”
(Experience: 8 years)
Bhumika Shajwani has nearly eight years of experience in Media Planning & Buying, Key Account Management & Brand Management. She feels that she is a highly motivated and result-oriented professional with the ability to visualise the big picture and lead a motivated and high powered team to implement brand promotion campaigns, launch new products and enhance customer experience.
Talking about her experience, Bhumika said: “I have experience in leading activities involving liaison with key accounts and sustaining strong business relations with key accounts of strategic importance. I am proficient in heading business operations encompassing customer relationship management, finalisation of strategic alliances leading to brand enhancement & consumer market analysis.”
Dexterity in steering development of products based on market/customer specifications with a strong understanding of marketing issues is one of her core strengths. She said that she is an impressive communicator with honed interpersonal, team building, negotiation, presentation, convincing and analytical skills.
(Experience: 9 years)
Ronak Parekh has been a part of Madison Media since the past nine years as a media planner. She has worked on varied set of businesses including Zee Network, Dish TV, Pidilite, Times Television and currently handles the media duties for Marico.
Sharing her passion for the domain, she says: “It is a very dynamic industry wherein one has to constantly evolve and keep up with the client’s business requirements. Also the nature of work is challenging and has to constantly learn and adapt to the ever-changing environment. That’s what I found stimulating in the initial stages, and it still keeps me charged up, excited and looking for new solutions.”
By Paritosh Joshi
Look at the infinite appetite the entire world shows for syndicating American content. Hollywood cinema kick started what has often been derisively labled Cocacolonization well nigh a century back. The flickering images of American silent films left millions around the planet dumbfounded with amazement from the very beginning of the 20th century. Decades later, as my generation was growing up with India’s limited TV choice in the 70s and 80s, we shared the world’s sentiment in acknowledging ‘I love Lucy‘ and still later, kids in the late 80s proudly held up toy plastic swords as they defended imaginary CastleGrayskulls shouting “I HAVE THE POWER” while ‘He Man and the Masters of the Universe‘ played on the box before them.
Now while we have fair nostalgia about ‘Hum Log’ and the Sutradhar cameo that the venerable Ashok Kumar signed each episode off with, does anyone seriously believe that somewhere in some remote corner of the planet, a Creole family is settling down to watch the dipsomaniac Basesar Ram and anguished Bhagwanti go through their schmaltzy half an hour a day?
This is not a rhetorical question but a very serious one. American TV executives know that the shelf life and ability to travel of a show make a huge difference to its economics. Indeed, that syndication is where the real money is. What do they do, guided by this simple but crucial insight? Are their any other TV markets that have learnt this lesson? Can we?
Super size me
These three weeks spent in various parts of the US was a reminder of the American obsession with BIG. It isn’t hard to see why. No matter where you travel into that country from, you will have been accustomed to life and landscape on a smaller scale than the immensity that is America. Grow up there and you have bigness hardwired into your DNA. American content producers have always erred on the side of big is beautiful, never mind Mr Schumacher. Think of the characters that the American content industry has immortalized. Tarzan, bringing to mind the massively muscled Johnny Weissmuller, showed a path that led fairly directly to a massively muscled Christian Bale as the Dark Knight over seven decades later. At the other end of the scale, only the American mind could super-size a rodent into a lovable character of animation and comic books. I mean if that hero of Steamboat Willie that we all grew up loving was real, we would have to imagine an animal about 4 feet tall. More Mickey Capybara, less Mickey Mouse.
Now try if you will, to find a Jagya or Arnav or Om Agarwal, to fill those really big shoes.
Too Big to Fail
American creative minds wrap themselves around scales of production that would leave everyone else gasping for breath. A TV series such as Prison Break will have a 3 or 4 million dollar budget per episode. Let me put that into context for you. A big primetime fiction show on a Hindi GEC probably costs no more than Rs. 25 lakh, ~40 thousand dollars, or about 1% of that. Even the fantastically expensive versions of KBC probably cost no more than Rs. 2-3 crores per episode, ~ 0.7 million dollars, and the bulk of that goes to the star anchoring the show. Prison Break has no stars. Bulk of the cost is resides in the production values. And it is those production values exactly: sets, stunts, action sequences, special effects, CGI, cameras on giant jimmyjibs and airborne on helicopters; that the world can’t get enough of. Look at a more recent example of the American gift for razzmatazz. Did you see the Republican National Convention? Or the Democratic one? You were scarcely alone. Yes, those were not merely political rallies but designed to be global television extravaganzas attracting a billion strong audience.
Here’s looking at you, kid
Contrast the trials and tribulations of the apocryphal joint family that provides the stock in trade of an Indian daily soap with those faced by the protagonist of, say, Burn Notice, that has now gone six seasons with Michael Westen (Jeffrey Donovan) and just four or five other significant characters. Not only does this give the content makers the opportunity to etch out strong and credible characterisations, it ensures that audiences build enduring relationships and loyalties for them. Now while you might remember Prerna, Anurag and Komolika from Kasauti Zindagi Kay (sic!), can you name any of the 50 others who played big parts over its 1400 episodes?
There is, however, a crucial ‘condition precedent’ that enables this to happen. A fiction idea won’t fly unless the story arc can be firmly anchored around a protagonist of epic proportions. Hey, they have complete theories on how to achieve this!
Seasonal not perennial
American television has a wonderful deciduousness to it. At the end of 13 weeks, more or less, the show sheds its leaves and comes back renewed and efflorescent a year later. Everyone gets a break. The actors go away to other roles. The directors pursue different projects. And the audience is free to build up its appetite for characters it misses on the screen until, when it is about to drift from ‘absence makes the heart grow fonder’ to ‘out of sight, out of mind’, they are back to woo them again.
There’s a common thread that runs through doing TV the American way. The Hispanics in the beautiful city I recently visited have a term for it.
They call it Cojones.
p.s. Sorry for the missed episode last week, not that anyone missed it.
Paritosh Joshi was until recently CEO, Star CJ. He has been a marketer, a mediaperson and on the Board/committees of various industry bodies. He can reached via his Twitter handle @paritoshZero

Design often drives content. Every morning (or the previous evening), we set ourselves thinking on the Big Story image. It isn’t easy. An Amitabh Bachchan or Yuvraj Singh pic that you saw last week is a luxury we don’t have every day, One needs to think up ideas for themes like jobs, slowdown or how agencies have fared at the Cannes Lions.
Our trusted lieutenant Rafiq who works on the Big Story images faces another handicap. MxM rules clearly disallow what’s a common practice amongst many publications – Google an image, right-click and copy! If there’s a watermark, it’s Photoshopped. Sad. This policy to be legit also has an impact on our bottomline… recently when we did a special booklet on the Hindi hinterland, all the photographs were legally sourced and paid for.
On Friday, when we were sure to have an emblem as our main image, we set ourselves thinking on what should be our credo to be inscribed within the media or plaque.
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Journalism with integrity & credibility? MxMIndia will eventually be more of an information repository than just journalism, so that was out. Image, Integrity, Innovation was a suggestion. We cover and uncover all, a third. Or a flip Hinglish: Hum Honest Hain.
It’s sad that we need to underscore the fact that we are honest, credible and do whatever we do with integrity. Shouldn’t all of this be par for the course? A given that if you are in the business of news, you need to do so ethically.
This is an argument which I have kind-of figured is soon going to be as outdated as M K Gandhi’s call for non-violence. Okay, the comparison to Bapu’s ahimsa is a bit of a stretch, but you know what I mean. The fact is that some of Indian media’s best brains turn a blind eye to some regressive (and reprehensible) acts.
But we aren’t here to change the world. We can’t do it, though we keep trying.
What we have done though is ensure that we don’t indulge in the same. Trade or B2B media has got a bad name for cash-for-content deals. Before we set out to build MxMIndia, we formulated a Code of Ethics which each of us have resolved to follow.
I am not going to go on and on about the MxM philosophy – you need to track it for over a week or so to know what it’s like, and I have also written about it in the past: here and here.
~~
By around June last year, we were sure we wanted to build MxMIndia. Once we had a core team in place, we set out with the task of getting a web developer and an office. Work started in right earnest around July, and while the list of people who I would like to thank is rather long, there are some without who MxMIndia wouldn’t have been around: above all: my friend Prashant Basrur and the Deadline team in Mumbai and Bengaluru and all his friends who I have leaned on – Shree, Pandian, Radha and more.
Thanks to: our web partners – Mediology with Manish Dhingra, Gaurav Bhatnagar plus Arun Nair and his team. Our landlord in Mumbai – Turakhiabhai, our CA – Deepak A Joshi and his team, our legal advisor – Nandita Saikia (Saikrishna & Associates). Our printing and email co-partners – Spenta, Advantedge and Netcore. Our syndicate partners: Times Syndication and Fotocorp. A variety of friends – very many of them who have guided and helped us – that list is endless.
Huge thanks to all those who reposed the faith in us by way of revenues. To the various people whom we are speaking to for our funding process. To all our columnists – thank you for accepting our invitation to be part of the MxM family.
And, last but not the least: to all my colleagues – present and past, their families and my own family: eternal gratitude. Yes, MxMIndia couldn’t have attained these heights without your active contribution. Often long hours, hardships, sacrifices… Salute!
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So where do we go from here? Those who have tracked us closely would be aware that we have missed out on a few self-promoted projects: the print edition being the foremost. Well, we did produce six fully sponsored magazines, but a regular print edition requires surer revenues and/or deeper pockets. We’re in the process of licking this with some benefactors on board, but it’s taking its time. Suffice to say we’ll be there in print soon.
To start with, we are looking at beefing up our sales team. Build a marketing team. On the content front, we are trying to expand our coverage, be even more on the ball, and have more commentary.
What will stay unchanged, I can assure you, is our commitment to the cause and our ethical standards. Our allegiance is essentially to you as a reader.
Best wishes,
Pradyuman Maheshwari
Email pradyumanm@mxmindia.com
Gtalk pradyumanm@gmail.com
BBM 29FEA79C
Twitter @pmahesh
By Kushal Sanghvi
#1 Treatment – The digital agency should be treated on par with traditional media. In today’s age, digital is as important as any other media and is a must. The client should realize that digital should be part of their media plan.
#2 Not a mere lead-generator – Digital today should not be a medium to just generate leads or a sales channel. It’s not a channel to get databases. You can get those from various CRM channels. The medium is a necessity today and should be looked at in a different light.
#3 Creativity in digital – It is not about putting a print ad or a TV ad on the digital medium. The digital agency should have the capability to come out with solutions that is unique to the medium and perhaps can be adapted and amplified to traditional medium as well. It is about co-creating creative messages especially on the digital which can then be taken forward.
#4 Respect – The clients should be open to see the changes that the medium is doing in other parts of the world. There has to be a wider view of the medium and the willingness to explore the medium to its maximum. This also would mean that they should have respect for the digital agency and their capability.
#5 Budget allocation – Clients should make budget allocations for the digital medium at the very outset when doing their media plan. Digital is a part of the 360-degree communication offering and should not be seen as an afterthought.
Kushal Sanghvi is the CEO of Span Digital
By Meghna Sharma
With numerous English movie channels trying their best to catch as many eyeballs as possible, merely showing the best and the latest movies won’t fulfil the agenda.
Sony Pix which will showcase Tintin – The Secret of the Unicorn on the 16th of this month is going all out to make sure the audiences don’t miss out on the opportunity. The channel has planned a 360 degree – marketing and advertising – campaign around it.
Speaking about the importance of a 360 degree campaign, Himmat Butalia, marketing head of the channel says, “In today’s day and age message ‘muddling’ can often prove to be a challenge for marketers. There are many similarities between rival brands and even channels, which can often lead to confusion in the minds of consumers. Our endeavour has always been to create a clear distinction between us and competition through interesting and unique touch points. A 360 degree campaign aids in escalating a campaign’s scale and spreading one message through many mediums such as print, television, radio, outdoor, BTL, on ground activation or digital.”
The channel is using a number of mediums to create the right balance for the campaign around the film. It will focus not only on quantity but also quality of messages through the mediums like print, digital, television, radio, BTL or OOH. The outdoor creatives have been kept simple with key messages such as adventure, courage & mystery to connect with the audiences. Apart from hoardings, bus panels & bus shelters in key markets and Metro Station branding in Delhi. In terms of Below The Line activations, the channel has tied up with major malls as well as upped their presence in retail stores such as Spencers and Crossword across the country.
In addition to this, Pix has also initiated two unique on ground activities for this film – Comic Con 2012 in Bangalore & an inter-college treasure hunt in tune with the theme of the film. “Comic Con has been a great success in directly creating touch points with fans of TINTIN as well as young movie buffs. The inter college treasure hunt held in Mumbai with over a dozen colleges participating. This initiative is a first of its kind in not just connecting with younger audiences but also in creating an extension of the premise of The Adventures of Tintin – The Secret of the Unicorn,” explains Mr Butalia.
The digital space is also being utilized by the channel – through various social media engagements like Tintin games and advertising on sites like Yahoo, Google, YouTube. The channel believes that the new media is clearly the most potent weapon in every marketer’s arsenal today. “We recognized the scope of the digital space a couple of years back. And since then our digital presence and social media groups have grown by leaps and bounds. India has witnessed a significant traction towards social networking in the past to start conversations but today it has also become as significant tool for people to run their businesses. Unlike other mediums the digital space requires minimal investment. The number of connections and viewers reached through the online medium is the highest compared to all mediums since you can reach millions of people through one single post or advertisement. Another important attribute of using this medium is its quick turnover time. Websites and social media has minimized time lapse between a brand’s communication and its consumer’s response. At the moment, I would place digital mediums right on top of the marketing pecking order,” adds Mr Butalia.
According to Mr Butalia, in his career so far, he has learnt one major lesson through various marketing activities – power of simplicity. “It’s something I learnt, that a simple yet effective touch point can do wonders for a brand.”

By A Correspondent
The Advertising Standards Council of India (ASCI) has appointed Arvind Sharma, Chairman of India Sub Continent, Leo Burnett, as Chairman of the Board. Partha Rakshit, Proprietor, Partha Rakshit Associates, was elected Vice-Chairman; and Vikram Sakhuja, CEO-South Asia – Group M Media India was re-appointed the Honorary Treasurer.
I Venkat, Director – Eenadu, and the outgoing Chairman of ASCIÂ said, “The last year has seen ASCI take various initiatives to strengthen the self-regulatory system. These included increasing the frequency of Consumer Complaints Council to twice a month, introduction of the Fast Track Service, having a National Conference on Strengthening Self-Regulation of Advertising Content, engaging with young creatives through a Mobile Film Contest at the Goafest, interacting with the Department of Consumer Affairs and participating in their conferences on misleading advertisements. ASCI has taken a giant leap forward in introducing the National Advertising Monitoring Service (NAMS) which monitors 1,500 TV and 45,000 newspaper ads per month. All in all a very satisfying year for ASCI. ASCI is the first self-regulatory body in the world to initiate monitoring of almost all newly released ads in print and TV nationally with NAMS.”
Arvind Sharma said, “It is indeed an honour to be elected as Chairman of ASCI which has progressively contributed to effective self-regulation in advertising content. We are confident that the ad sector, industry body’s regulators, consumer activists and the general public will actively seek ASCI’s services and take self-regulation forward.”
As a member of the Board of Governors for seven years, Mr Sharma has provided active support to self-regulation in the advertising movement.
During the year 2011-12, the Consumer Complaints Council (CCC) met 16 times and considered 2,986 complaints against 176 advertisements. Of these, complaints against 103 ads were upheld, while 69 were not upheld and 4 were considered non-issues. In 89 cases, the complaint upheld ads have been voluntarily withdrawn or modified as per the CCC’s decisions resulting in over 86% compliance rate.
The other members of the new Board of Governors include: Advertisers: Narendra Ambwani (Agro Tech Foods), Hemant Bakshi (Hindustan Unilever), Rajiv Dube (Aditya Birla Management Corporation), Shantanu Khosla (Procter & Gamble Hygiene & Health Care), Media: Rajan Anandan (Google India), Sunil Lulla (Times Global Broadcasting Co.), Benoy Roychowdhury (HT Media), I. Venkat (Eenadu); Advertising Agencies: Subhash Kamath (BBH Comms India), Srinivasan Swamy (R.K. Swamy BBDO). Allied Professions: Dilip Cherian (Perfect Relations), Dhananjay Keskar (IBS), Pranesh Misra (Brandscapes Consultancy P. Ltd.).