MxMIndia

Category: MEDIA

  • The retailers represent a wide range of categories including electronics, books, apparel, accessories, footwear, jewellery

    A million retailers sell online, notes IAMAI

    By a correspondent

     

    IAMAI has estimated that nearly 1 million large and small retailers make use of online marketplaces to reach out to their customers. These online retailers represent a wide range of categories including electronics, books, apparel, accessories, footwear, jewellery. The presence of such a large number of online sellers testifies to the efficiencies, disintermediation, lower capital costs and deep outreach that online marketplaces provide to the retailers.

     

    In fact, the association contends that for millions of small sellers who can neither afford an expensive shop front nor has a brand to sell, online marketplaces have come as a boon by giving them a low cost business model, wider market access and as well the support of a well-known brand.

     

    It is for these reasons that many of the “original equipment manufacturers” [OEMs], apparel, jewellery and other brand owners sell their products exclusively through the online channel. In recent months quite a few OEMs have even launched their products exclusively through online marketplaces.

     

    Online marketplace have helped the retailers with a physical store to sell across the country creating an employment opportunities for thousands of educated and uneducated Indians. It also gives buyers even in remote areas of the country a wide choice of products to choose from and facility to do comparison shopping at the click of a button.

     

    Therefore, the future lies in an integrated channel strategy to best benefit the remote consumer and the manufacturer which is a combination of both offline and online retail sales. These two channels do not conflict with each other but complement and amplify each other.

     

  • The sport needs to find its coolness back, writes Shailesh Kapoor. An overhaul may be required sooner than later

    Shailesh Kapoor: Cricket under threat from the Digital Generation?

    By Shailesh Kapoor

     

    There was a time, not too long ago, when India-Pakistan cricket would bring life to a standstill across the country. When India played Pakistan in the World Cup semi-final on March 30, 2011, the country was unofficially shut on a middle-of-the-week working day. A rivalry that started in real measure with the Australasia Cup final in Sharjah in 1986, when Javed Miandad hit that famous last-ball six off Chetan Sharma, has seen many highs over 28 years.

     

    But there are signs that the battle is losing its edge. The recent Asia Cup ODI between the two countries (Sunday, March 2) rated less than what a moderately successful Hindi GEC serial does night after night. The World Cup T20 contest last week, scheduled well into the primetime on a Friday, rated about the level of a regular Diya Aur Baati Hum episode only.

     

    When you begin to look at the ratings of other India matches, like India-Sri Lanka or India-New Zealand, the real reason is exposed. Cricket is not growing. There seems to be an audience that is moving away from the sport completely, irrespective of the format. This audience is the younger lot (12-24 years) in the big cities. This shift may have started happening over the last 4-5 years only, and is now resulting in real impact.

     

    I have written several pieces in this column about the power of cricket in India. Lest I should be misunderstood, it is important to clarify that cricket’s de-growth does not make the sport irrelevant any time in the near future. We are still a one-sport nation, with football being a distant second. Cricket has a huge plus in the patriotic element it brings to the table. That is unlikely to be challenged by any mass sport for a long time.

     

    But when you are the only one, your competition is with yourself. So cricket has to find ways of maintaining its viewer base. The big idea of 2008, IPL, is now under some real threat of disintegrating, because of power-hungry officials who care little about the future of the sport. As the audience that was brought up on cricket in the 1980s and ’90s grows older, they will begin to matter less and less in size. The new generation needs to be coaxed into watching the sport.

     

    Star Sports seems to have understood this better than BCCI. Their online presence has been given the stature of a TV channel, no less. With quality Hindi commentary, they have changed the elitist mindset with which cricket coverage was handled for decades in India. They have the best platforms to market the sport, and the ability to create persuasive messaging to achieve the desired impact.

     

    But when your target audience is a generation that is visibly high on distraction, and perpetually so, the task is a mammoth one. Cricket needs to find its cool-ness back. An overhaul may be required sooner than later. But do those who are running the sport have the will to do it?

     

    TV Trails is a weekly column written by Shailesh Kapoor, founder and CEO of media insights firm Ormax Media. He spent nine years in the television industry before turning entrepreneur. The views expressed here are his own. He can be reached at his Twitter handle @shaileshkapoor

     

  • JWT makes its 2nd digital acquisition after Hungama. Interviews with Colvyn Harris, CEO, JWT S Asia & Sanjay Mehta, co-founder and Joint CEO, Social Wavelength

    JWT acquires majority stake in Social Wavelength

     

    By A Correspondent

     

    Leading marketing communications agency network JWT has agreed to acquire a majority stake in leading social media agency Social Wavelength.

     

    Social Wavelength is a Mumbai-headquartered full-service social media agency specialising in social media offerings right from strategy to execution that includes social media marketing, online reputation management, social CRM and social media for HR.

     

    “JWT’s acquisition of Social Wavelength is a logical confluence of social media and mainline expertise, coming together to create integrated communication for brands. The rich experience of five years that we have, in this young industry of social and digital media, will find the next leap of growth, through this partnership,” said Hareesh Tibrewala and Sanjay Mehta, Joint CEOs and promoters of Social Wavelength.

     

    Established in 2009, the agency now has over 170 professionals servicing over 50 brands across their offices in Mumbai, Delhi and Chennai.

     

    “We want to be a critical resource partner across the many solutions we provide to our clients. As we continue to relentlessly transform our offerings, Social Wavelength adds a huge dimension to our existing clients and the brands we steward,” said Colvyn Harris, CEO, JWT South Asia. This is JWT’s second digital agency acquisition in India, the first being Hungama in June 2012.

     

    Acquisition part of JWT plan to be future-ready: Colvyn Harris 

    A quick chat with Colvyn Harris, CEO, JWT South Asia on the Social Wavelength acquisition and whether he is looking at any more buys in the future.

     

    01. This is the second digital agency that JWT has acquired in India. Would you be looking at acquiring any more soon? Or is this it?

    We are transforming the JWT group of companies to be future-ready. And digital is an important part of the mix. We have a definite roadmap on digital and while Hungama has been doing well, when it came to social media, we were looking at a good agency and Social Wavelength was the answer. So, in future, if something good comes along and if we find that we are unable to develop skills and build capabilities and if we think it’s better to acquire, we will do that.

     

    02. Social Wavelength is known more for work on the implementation and execution than strategising for brands and corporates. Will it stay that way?

    If you look at a specialised space like social media, the strategy that you develop is what you need to execute. Typically, the creative agency will look at the brand and its personality, while Social Wavelength will look at the social media implementation. Now that it is part of JWT, if we identify opportunities for our clients, Social Wavelength will definitely be able to deliver on that proposition. Also, they have their own clients for which they have been doing work and will continue to do so.

     

    03. Would you see India becoming a hub for servicing digital deliveries for other JWT offices?

    Across the globe, JWT has many digital offerings. In fact there’s a major global push that we have on digital. On being a hub, it all depends on what are the skills we can offer and if there is a requirement for then from within the JWT or WPP fold…

     

    04. With digital in most agency set-ups being a full-service activity, we now have creative agencies doing media work and vice versa. As an advertising industry veteran, do you think we are headed in the direction where all agencies will turn full-service?

    That may not happen. Media agencies have gone far ahead of the curve. Both media and digital agencies have developed and invested a fair deal expertise. But the client is central to our work so if it means working within the JWT or within the WPP fold, we work very seamlessly.

     

    05. You acquired Mindset in Hyderabad two years back, Hungama after that and now Social Wavelength. Would JWT be looking at any other acquisition? Any other business – new or old – that you would like to be looking at growing inorganically?

    In JWT, we believe in planning and we have considerable depth in that. Encompass is part of JWT which takes care of activation and big events. But yes, there are areas like mobile and analytics which are growing. We put the client’s business at the centre of what we do and where we identify a gap, we will definitely try and close that gap.

     

    		 ‘The JWT structure enables us to continue to be entrepreneurial and reasonably independent: Sanjay Mehta
     

    Q&A with Sanjay Mehta, co-founder and Joint CEO, Social Wavelength

     

    01. One more homegrown digital firm gets gobbled up. Wouldn’t it have been nicer for you to have stayed independent rather than become a part of a large global advertising network?

    Well, that’s always a dilemma for any entrepreneur. We weighed the pros and cons of the two options, and found it more exciting to join hands with a global major and grow faster.

     

    The WPP / JWT structure enables us to continue to be entrepreneurial and reasonably independent, and yet derive the benefits of a larger agency network. That looked like a good option for us.

     

    02. Is this (getting acquired by an international biggie) the only way to go for digital independents?

    Certainly not. One can remain independent and grow. Will there not be a Madison in the digital world? Why not? There would be one (or more) and it could be maturing even as I write this.

     

    03. From when did you start looking towards getting acquired? And how did the entire process start and how much time did it take?

    We were not consciously looking to get acquired. In the sense that we never mandated someone to find us an acquiring prospect, etc. We did have a few conversations which were all proactive and direct. We were prepared to look at opportunities that came our way, without being in any rush of any kind, as we were growing well, on our own steam. But we were open to strike a deal, if we found the proposal interesting. This one turned out to be that type.

     

    As for the process, it has taken several months, and we believe it was worth the time. As any relationship involves the getting-to-know-each-other phase, and the time was well utilised for the same.

     

    04. Is the choice of JWT a case of whoever gave the best price or is there also a fitment of cultures?

    We were genuinely very happy with the chemistry we saw with the folks at JWT. And that was the driving force. There are many other factors, including what the association can create together, and how it can yield benefit to us, over time. And sure, there was a factor of the right price too.

     

    05. What happens now with Social Wavelength being part of JWT?

    First of all, Social Wavelength remains an independent unit and continues to run its business completely independently. Operationally, some processes of WPP / JWT do get into place, but for most parts, we run the business like we have been doing. Quite independently.

     

    What we do get is the benefit of JWT’s local and global reach of clients, the best practices, the knowledge resources, etc. Which we reckon, will propel us to higher levels of growth, rapidly.

     

    06. Will there be synergies with the Hungama part of the business?

    Yes, there are plans to have a great working set up between JWT, Hungama and Social Wavelength. Details will be figured out as we run the course over the next few weeks.

     

     

  • The information and broadcasting ministry has asked six DTH operators, including market leaders Tata Sky and Dish TV, to pay over Rs 2,000 crore

    I&B ministry asks DTH operators to pay Rs 2,000 crore

    By Vijaya Rathore

     

    The information and broadcasting ministry has asked six DTH operators, including market leaders Tata Sky and Dish TV, to pay over Rs 2,000 crore, which the ministry said they collectively owe to the government in lieu of the licence fee.

     

    The ministry sent demand notices on Friday to Tata Sky, Dish TV, Sun Direct, Airtel Digital TV, Reliance Digital TV and Videocon D2H, asking them to pay up the sum within 15 days. This followed a ministry-ordered independent audit of the accounts of the six operators.

     

    “The ministry has given 15 days to all the operators to make the payment,” a person familiar with the development said. The calculation has been made on the basis of the gross revenue of each operator.

     

    The time period for calculating the arrears is from the day the licences were issued to each of them. “The I&B ministry sought the opinion of the law ministry before sending out the notices,” this person said.

     

    The issue relating to licence fee payment has been going on between the ministry and the operators for a few years now. The Telecom Disputes Settlement and Appellate Tribunal (TDSAT) had in an 2010 order said that DTH operators should pay 10% of their adjusted gross revenue as licence fee.

     

    The ministry had taken the matter to the Supreme Court where the case is pending.

     

    Source:The Economic Times

    Copyright © 2014, Bennett, Coleman & Co. Ltd. All Rights Reserved

    Licensed to republish

     

  • The Star India CEO may be the next I&B minister if a non-Congress dispensation assumes power, writes our special correspondent

    Uday Shankar to be next I&B minister?

    By A Special Conespondent

     

    New Delhi, April 1, 2014: With a new government imminent at the Centre, there have been murmurs in Shastri Bhavan on who the new information and broadcasting ministry will be.

    There is of course a concern on who will be the new Prime Minister, especially if the BJP doesn’t cross the 200 seat mark and has to compromise on a PM other than Narendra Modi.

     

    Uday Shankar

    Be that as it may, there’s one name that’s turning out to be a consensus if the NDA or Third Front dispensations come to power. And that’s the name of Uday Shankar, CEO, Star India. In fact it is learnt that even the UPA returns to power, he will be the candidate.

    A former journalist and Editor, Mr Shankar was head of news at Aaj Tak and later CEO of Star News. Even now, he’s often invited to panel discussions and seminars discussing issues concerning journalism.

    Given that he’s fully aware of issues concerning I&B as CEO of Star India and very active on various industry bodies, Mr Shankar may well be the new I&B minister, sources say. For more details on the story, please click here.

     

     

     

  • It's All Fool's Day and we present you a link to Pradyuman Maheshwari's column in mid-day on the 10 stories he hopes would happen to the world of news television in India

    10 April Fool stories I wish were true: Noose Night @ mid-day

    It’s All Fool’s Day and we present you a link to Pradyuman Maheshwari’s column in mid-day on the 10 stories he hopes would happen to the world of news television in India.

     

    Some of these are headlined:

    More meaningful talk on Arnab’s show.

    Majority foreign stake allowed in news

    NewsX gets more relevant

    The Minister of I&B ensures a free news media

     

    Suggest you visit the column at: http://www.mid-day.com/articles/10-april-fool-stories-i-wish-were-true/15197059

     

    Links to earlier columns: http://www.mid-day.com/news/pradyuman-maheshwari

     

  • CNBC-TV18 and Mint have entered into a strategic content alliance enabling the two media entities to share content with each other on a daily basis and work together on various editorial initiatives through the year

    CNBC-TV18 and Mint into content alliance

    By A Correspondent

     

    CNBC-TV18 and Mint have entered into a strategic content alliance enabling the two media entities to share content with each other on a daily basis and work together on various editorial initiatives through the year. Starting today (April 1, 2014), every issue of Mint will carry exclusive content from CNBC-TV18 while Mint’s news and analysis will be available on CNBC-TV18 regularly. The partnership will also allow regular content exchange between the two digital assets, livemint.com and moneycontrol.com.

     

    Speaking about this development, R. Sukumar, Editor, Mint said, “At Mint, we have always focused on delivering clarity in business news and reaching our readers wherever they are. Our partnership with CNBC-TV18 will enhance our ability to do so.”

     

    Commenting on the alliance, Shereen Bhan, Managing Editor, CNBC-TV18, said: “At CNBC-TV18 we have always been committed to creating compelling content, and bringing to our viewers credible news and analyses, presented incisively and consistently. We believe Mint will be a great partner for us in furthering this objective.”

     

     

  • The start-up has acquired the music of films like Holiday, Humshakals, Bang Bang and Bombay Velvet

    Zee launches music co, acquires blockbuster content

    By A Correspondent

     

    Zee Entertainment Enterprises Limited (ZEEL) has announced its foray into the music label space with its latest venture, ‘Zee Music Company’ (ZMC). The ZMC has plans to acquire the music rights of over 20 major motion pictures in the financial year 2014-15.

     

    Punit Goenka

    Introducing the label, Punit Goenka, MD and CEO, Zee Entertainment Enterprises Limited stated “The music industry is a large playing field and there is scope for us to explore the opportunity in this market. Technology has also emerged as a key transformer of the music industry and digital revenues are driving growth in the market. Since we are a content company, it is essential to own intellectual property as content is the king.”

     

    Said Anurag Bedi, Business Head and EVP, Zee Music Company (ZMC): It’s a great space to be in, as music is something that is consumed universally. The Hindi film industry is currently in its best phase musically and there is a plethora of talent. We had been toying with this idea and finally we have entered this space.”

     

    Anurag Bedi

    Talking about the acquisitions, Mr Bedia said: “We are thrilled at having acquired the rights to the music of the Akshay Kumar-Sonakshi Sinha starrer ‘Holiday’ which is jointly produced by Reliance Big Entertainment, Sunshine Pictures and Hari Om Entertainment Company.”

     

    “We have also partnered with Fox Star Studios and signed the latter for the music of 5 of its Hindi releases for the year, including the Saif Ali Khan and Riteish Deshmukh starrer ‘Humshakals’, Hrithik Roshan and Katrina Kaif starrer ‘Bang Bang’ and one of the most anticipated releases of the year ‘Bombay Velvet’ starring Ranbir Kapoor and Anushka Sharma”; Mr Bedi added.

     

    The music industry in India currently stands at a staggering figure of Rs 960 crore and projected figures for 2014 are Rs 1010 crore. The industry is expected to only grow over the years and reach Rs 1780 crore in 2018. Zee Music Company intends partnering with big players like Dharma Productions, Excel Entertainment and other top studios, a communiqué added.

     

  • The initiative will seek to create an instant connect for brands, celebrities and audiences.

    Viacom18 ties up with Colosceum to float ‘Spotlight’

    By A Correspondent

     

    Integrated Network Solutions (INS), a division of Viacom18 Pvt. Ltd announced the launch of its new vertical – Spotlight. The initiative will seek to create an instant connect for brands, celebrities and audiences. With an array of 30 plus celebrities on board; brands will now have an opportunity to leverage the glamour quotient, to seed customized branded content.

    After launching LIVE Viacom18 and BE Viacom18 last year, INS completes the circle of offering brands a 3600 multi-dimensional marketing solution with Spotlight creating endless opportunities for brands to connect with millions of consumers.

    Spotlight, in collaboration with Colosceum Media & One Digital Entertainment, has announced an interesting concept in the form of a 16 part web series called ‘Jack&Jones Hitched’. A first of its kind show, it will give audiences an opportunity to be a part of the celebrations as MTV VJ Rannvijay gears up for his big fat Punjabi wedding.

    Commenting on this concept, Jaideep Singh, Sr. Vice President and Business Head – INS, Viacom18 Pvt. Ltd. said, “We’re living in a digital era, and to stay relevant to a constantly evolving audience it is essential for brands to innovate how they communicate and reach out to their consumers. Paying attention to this urgent need, the time was right for us to launch Spotlight. The initiative provides that platform for brands to harness the power of the glamour world through celebrity associations and takes their message further to the audience in a much more engaging manner.”

    Said Gurpreet Singh, COO of OneDigital Entertainment Pvt. Ltd. on the alliance: “Being the largest MCN for YouTube in India operating in the original content space for more than a year now, we have developed the skills and capability to understand the digital engagement and user needs. We know the pulse of the user to a large extent and also realize that the viewership behavior is shifting and changing fast. Our promise is to create, innovate and engage users and brands and bring value for both the sides. Colosceum is the market leader in creative content and we feel we have struck a great partnership with them and Viacom 18 for this initiative.”

     

  • IndiaPost Live, a live Web TV News Conversation channel, has been launched recently with interactive video journalism on a variety of topics

    Live Web TV News Conversation channel launched

    By A Correspondent

     

    IndiaPost Live, a live Web TV News Conversation channel has been launched recently. This media initiative opens a new chapter of interactive video journalism through news conversations on a variety of topics.

    In the first phase, IndiaPost Live, livestreams four hours of original programming – 5 days a week – with highlights of past and popular shows during the period live streaming is off.

    IndiaPost Live brings together diverse and multidimensional editorial resources ranging from professional editors and reporters to bloggers and social communities to individuals expressing their opinions through live video as well as through other modes of contribution and interaction such as recorded video, audio, pictures and text. Each of the topics being presented through live streaming will be open to participants across the globe who can join the conversations via webcams, smart phones and tablets using Skype, Google+ Hangouts and other means.

    “IndiaPost Live will be integrating live, one-on-one and group dialogues and debates from the community. The news conversations are built around segments spotlighting happenings and ideas that generate maximum attention and involvement, especially from and in social media,” said B C Jojo, founder and CEO of IndiaPost Live.

     

  • The decision to hold off the IRS 2013 results until the audit and revalidation process is done in four to six weeks doesn't speak too well about the future of the print sector in India

    IRS 2013 in indefinite abeyance. Comment: Win-win for no one. Print will lose big sans measurement

    By A Correspondent

     

    The choice of the word indefinite may indicate that it could months or years, but if you read the statement from the MRUC director-general Shaswati Saradar and juxtapose it with the way things actually work, the end to the controversy is decidedly not near.

     

    First the statement:

    Headlined: RSCI MRUC decision on IRS 2013

     

    Main copy: RSCI Managing Committee and MRUC Board met yesterday and considered the preliminary report of the sub-committee appointed by them to critically assess the Indian Readershsip Study 2013.

     

    RSCI and MRUC accepted the finding of the sub-committee that the methodology and process adopted were robust. They approved the recommendation of the sub-committee that the revalidation and audit of field work by a third party commence immediately and be completed within four to six weeks.

     

    The IRS 2013 report will remain in abeyance until this process is completed.

     

    The document is signed by Ms Saradar.

     

    What we read from this:

    1, As reported by MxMIndia earlier, the IRS report is abeyance is still on. It’s not March 31, it now appears to be May 15 or 31.

     

    2. The RSCI and MRUC feel that the methodology and process followed is robust. Of course this doesn’t mean that the sub-committee felt the same, but we think a strong affirmation could influence the third party appointed. It also ensures that Nielsen can’t be fired for a wrongdoing because it can always come back and say that the process and methodology had the MRUC/RSCI sign-off.

     

    3. If the RSCI and MRUC indeed feel that its methodology and process are robust, so why then not go ahead with the status quo of a published report. Or is the field work not in order? Why take so much time for the review?

     

    4. Who is the third party entrusted with the job of revalidation and audit of field work? A consulting firm like EY or KPMG, another research firm… the identity has not been revealed, but we can be sure it’s a ‘robust’ entity.

     

    5. Four to six weeks is as vague as it can get. The February 19 statement said March 31 is the end-of-abeyance date. Assuming the R&A will take four to six weeks from March 31, that gets us to mid-May. Remember this is also a period when there are some chhuttis: Good Friday, Voting Day in Delhi, Voting Day in Mumbai, Labour Day/Maharashtra-Gujarat Day. Counting day is not a holiday thankfully, but don’t expect much/any work to be done that day. Last heard a well-known media company had already large screens and popcorn machines for the day.

     

    6. We don’t know if Nielsen is continuing with the field work for the next round, but mid/end-May is the time when the next round will be published.

     

    7. The legal tangles involving the MRUC are still on, and the final word from there could spin things around

     

    8. The views of the Indian Newspaper Society (INS) are not known on this.

     

    End-point:

    The scrapping (okay, abeyance) isn’t good for publishing in India. It only gives a handle to advertisers and media buyers to shift monies from print to other media (esp digital).  It’s also very unfair on the players who have been performing very well over the last year. The laggards will prosper and the agile will lose out. The industry and some of its representatives have failed themselves and the rest of us. It’s a win-win for no one.

     

    The industry seniors need to get together to hammer out a solution. Advertisers are already of the belief that digital reaches out better to the youth and urban set than newspapers, and wouldn’t mind playing around with cheaper buys.  Social media is most effective with a call-for-action and its virtues for brand-building are being noticed. Radio as a medium may not come very cheap but is indeed very effective for the retail trade. Once news happens, radio will get a lot more engaging.  And television’s virtues are well-known.

     

    Bottomline:  Let’s stop the ullu-banoing.  Kill IRS and you kill yourself. The industry needs to understand this.  It’s time the INS or the publishers get together and arrive at a consensus and a way out of the mess.

     

     

     

  • Business daily Economic Times has announced the launch of ET Panache, a three-times-a-week lifestyle and leisure accompaniment to the main newspaper

    Eco Times unveils ‘ET Panache’

    By A Correspondent

    Business daily The Economic Times has launched ET Panache, a thrice-a-week lifestyle and leisure accompaniment to the main newspaper. ET Panache is ET’s stylish nod to bigwigs, honchos, top guns – be it in India Inc, sports, politics, Bollywood, et al.

    “ET Panache is a reflection of the lives of today’s young readers – busy, driven, ambitious and forever pursuing new dreams,” said Ravi Dhariwal, CEO, BCCL.

    As a reading experience, ET Panache will comprise lists, recommendations, reviews, opinions, DIYs, great finds and more, constitute the staple, even as it delves in-depth into the rarefied universe of upscale travel, dining, wellness and style, notes a communique.

    The first issue of ET Panache appeared with the paper today. The supplement will be published on Wednesdays, Thursdays and Fridays.