MxMIndia

Category: MEDIA

  • Media analysts and experts don't think there's reason for worry as Star News, Ananda and Majha will replace 'Star' with 'ABP'

    Will the name change work for MCCS?

     

    By Johnson Napier

     

    The media has been agog with news of the two looking at options beyond the relationship, only for them to dodge the belief. But all doubts were put to rest on Monday when media giant Ananda Bazaar Patrika (ABP) finally announced it was shedding the Star branding from its slew of channels.

     

    Star India and ABP agreed to discontinue the Star brand affiliation with Media Content and Communications Services (MCCS). Of the many reasons that were doing the rounds, the one that was loud was discontent over editorial content, leading to the two calling it quits. Star had reportedly served notice in January 2012 (see Mediaah!).

     

    As a result of this decision, Hindi news channel, STAR News will now be rechristened ABP News, while Bengali news channel STAR Ananda will become ABP Ananda and Marathi news channel STAR Majha will be called ABP Majha. The three 24-hour news channels are owned by the Media Content and Communications Pvt Ltd (MCCS) – a joint venture between the Ananda Bazar Patrika Group and STAR India Pvt Ltd. MCCS, formed in March 2003, is a 74:26 joint venture between ABP TV and STAR News Broadcasting.

     

    While the move will enable ABP to venture out in the news broadcast space on its own as it wishes to promote and establish its own brands through its subsidiary company – MCCS, for Star the focus will be on building their brand on their core business, i.e. general entertainment. A release issued on behalf of Star Group read: Given the current regulatory environment and structural issues ailing the Indian cable and satellite television market and the news genre in particular, Star took this extremely difficult decision to withdraw its brand from the genre.”

     

    According to the release, the discontinuation will come in effect in phases from a period of 2-4 months and the partners will work together to ensure a smooth transition during this period.

     

    Speaking to MxMIndia Ashok Venkatramani, CEO, MCCS, said, “No, it’s not a set back at all. With the Marathi and Bengali channels, Majha and Ananda as suffixes are unique and have grown in popularity and acceptance. Of course, that’s not the case with Hindi where the suffix is ‘News’ and hence generic. So, yes, Hindi is a challenge on a relative scale, but not so with Marathi and Bengali. (see interview)”

     

    But while the three channels have identified a name for themselves in the respective markets and have been engraved in the minds of the viewers for a long time, it will be interesting to see how a name change exercise will impact the course for the network over a period of time.

    “The first 180 days of a brand name change are the most crucial and critical days. It is in these frenetic days of frenetic brand activity that a name change can be made successful or not,” writes note brank expert and consultant Harish Bijoor in an exclusive analysis on the name change for MxMIndia. “No wonder then that you see a flurry of advertising activity that goes in to establish a new name solidly in the mind of the consumer.”

    Drawing implications over the new announcement, Anita Nayyar, CEO India & SouthAsia, Havas Media said that the popularity of the channels may take a beating if they toy around with the content and if the change is not expressed loudly and clearly to the viewers. “One will have to assess the extent to which the two have called a split in partnership. But if you see the association, Star, as such is a name that has been engraved in the minds of the people for a long time, and therefore it will be tough for the viewers to overnight respond to the change in a positive way. If they announce the change in a big way and do tremendous activity and promotions around it and create awareness levels, then only will the audience respond to the change. Otherwise past examples have shown that no matter how big a brand or name, if the change in name is not relayed properly to the masses, it will see a decline in popularity and fortunes.”

     

    On the impact it would have on the advertisers, she said: “It will be a wait-and-watch game for the advertisers. I feel the current deals will go on as scheduled but new deals will depend on what the change will hold in store for the brand.”

     

    Mona Jain, CEO, Vivaki Exchange, said: “I don’t see the change having any impact on the popularity or the ratings as such. First, one will have to see what is the exact nature of the deal? If the team and other infrastructure related activity remains the same then there wouldn’t be an impact as such. Also, what is important is the quality of content that is played on these channels. If there is no change from the previous deal, then the viewer will continue to stick to the channels the way they used to earlier. We will have to see how it pans out over the course of time.”

     

    According to Tarun Nigam, Executive Director, India North, Starcom Worldwide, this could be an opportune time for ABP to make a name for itself in this arena. “I don’t see this development having any impact on what is currently being offered. If the content remains the same, if there is no breakdown in team and so on, then it shouldn’t matter at all. In fact I think this is a perfect opportunity for ABP to finally make a name for themselves in the news broadcast space, as they already are a big name in the print space. They, anyways, are a very strong and deep-rooted organization and have sustained themselves as a commendable force to reckon with.”

     

    According to Nigam, in a market like Kolkata where ABP are a dominant force, this deal will enable ABP to showcase more regional offerings that they specialize in, which will only catapult the interests of the viewers at large. “One will have to wait and see what will be effects of the change in other markets like Maharashtra,Delhiand others. For all you know, ABP might just emerge a stronger player in these markets as well.”

     

    The ball, for now, seems to be in ABP’s court as they finally get to pursue their dream of going solo and 360-degree in the news space. With healthy ratings and a roster of loyal advertisers willing to cling on to them, the priority for ABP is now to endorse an enduring message to one and all and go loud with their promotional activities announcing the new shift. Till then it is wait-and-watch.

     

     

  • Only a drop in quality can impact a news channel, says Ashok Venkatramani, CEO, MCCS

    A channel is vulnerable only if quality drops: Ashok Venkatramani, CEO, MCCS

    By A Correspondent

     

    A mechanical engineer from Mumbai and MBA from IIM, Ahmedabad, Mr Venkatramani started his career with Unilever, and was with the FMCG giant for 19 years. He held the position of Vice President and Business Head for Unilever inIndiatill February 2008, heading their largest and most profitable business – toilet soaps and skincare business.

     

    From Unilever, Mr Venkatramani moved to being appointed CEO of the Star-ABP JV which ran the news channels of Star India.

     

    While the buzz in MCCS that we are hearing is very positive, what we hear is that the end of the alliance will possibly see MCCS expanding into more channels… a Punjabi news channel, for instance?

    We are always on the look-out for growth and this development has nothing to do with it. I think we have the scope to grow organically and inorganically and we are constantly evaluating options.

     

    While it’s the content that should speak for a media entity and not its name, the fact is that Star is a household brand in the country. Do you see a setback for the Hindi and Marathi news channels since ABP may not necessarily strike a chord with viewers?

    No, not a set back at all. With the Marathi and Bengali channels, Majha and Ananda as suffixes are unique and have grown in popularity and acceptance. Of course, that’s not the case with Hindi where the suffix is ‘News’ and hence generic. So, yes, Hindi is a challenge on a relative scale, but not so with Marathi and Bengali.

     

    Would you expect more synergies with ABP print from now on?

    There will be no significant change on this front… it will be what it has always been.

     

    So will we now a see a blitz to communicate the name change?

    Yes, there will be an aggressive campaign to announce the change, especially in Hindi.

     

    Will the change impact MCCS… your key resources, and the way the business has been done?

    No change whatsoever.

     

    There have been many cases of brands changing in the past. In telecom in Mumbai, we’ve seen Max Touch becoming Hutch, Orange and finally Vodafone. But what is fine for telecom, may not be the case for media, right?

    Yes, there are several changes. UTI Bank to Axis Bank, L&T Cement to UltraTech Cement. When there is a name change, there’s no shift in consumer base. People don’t change their bank or telecom provider as long as the service quality is maintained.

     

    So you are vulnerable only if the quality drops, and that can happen even if the name doesn’t change!

     

  • What does a name transition mean to companies and brands? Plenty really, writes brand expert Harish Bijoor

    Harish Bijoor: What’s in a Name?

    By Harish Bijoor

     

    So STAR News is ABP News. STAR Ananda is ABP Ananda. And STAR Majha is ABP Majha.

     

    Here’s a brand name change once again, and the question is out in debate again: What’s in a name?

     

    What’s in a name? Plenty! Shakespeare-dada was wrong!

     

    For a start, the name is a brand. The brand is a name. And the name is a very important starting point in the voyage of discovery of a brand.

     

    Let me start with my definition of a brand. It is a simple one. I define the brand with the consumer simplicity it deserves. “The brand is a thought”! A thought that lives in people’s minds. A thought that thrives in the soft-space of the human mind.

     

    By this definition, everything that lives as a thought in your mind is a brand. Shantabai, the multi-tasking maid is one, Osama Bin Laden, the late terrorist is one and so is the young Akhilesh Yadav. Each of these brands possibly rub shoulders with other brands such as an Amul and Bata and Tata in your head. The brand is a thought. Nothing more. Nothing less.

     

    What does a name transition mean to companies and brands? Plenty really. Plenty in the initial six months for sure. The first 180 days of a brand name change are the most crucial and critical days. It is in these frenetic days of frenetic brand activity that a name change can be made successful or not. No wonder then that you see a flurry of advertising activity that goes in to establish a new name solidly in the mind of the consumer.

     

    There are brands that have done it well. Vodafone is a veteran of many changes. An Orange became a Hutch seamlessly, just as a Hutch became a Vodafone seamlessly. Every change was accompanied by a high decibel campaign that had transition elements of one collapsing seamlessly into another. The first 180-days are therefore the most critical. You can make a brand name transition happen or collapse. Both are possibilities. The period after just does not matter. This is really the Golden six months of a brand name transition.

     

    UTI Bank did it seamlessly as well, with a transition into an Axis Bank so seamlessly that today UTI is a non-important part of its total brand equity and recall altogether. That is the power of a powerful brand-name transition plan.

     

    In the case of this current transition from STAR to ABP, there are indeed two big brand names. One is a region-centric one (ABP) and the other (Star) is a world-brand for sure. Moving from one to the other will require some degree of panache and scientific brand action.

     

    There are really two sets of dynamics in this transition. One is a B2B dimension. Out here, MCCS is the back-end brand. It is the company that runs the show. It is the company that is the backbone. Employees, clients who advertise, distributors and vendors are all key participants here. These key actors are the easiest to communicate to. These key actors will buy into this name change without a whimper.

     

    The second set of dynamics is that of the viewer. This is B2C space. This is where there is bound to be ruffled feathers and ruffled sentiment. This is where there is bound to be confusion and lack of clarity. This is really the end that needs to be handled well and seamlessly through a process of cogent communication.

     

    STAR News is a thought. The thought of a channel can be a potent one. It starts with the name at hand, and goes on to attach to itself a host of other meta-tags that bring to mind the memory of a channel that is an intrinsic part of compelling and credible viewing experience.

     

    The brand to that extent is plenty. It is a name. A slogan. A symbol. A colour. A character. A personality. A charisma. An image. A reliability. An emotion. A passion. A perception. And lots more. ABP needs to handle each of these. With kid gloves, speed and scientific brand action.

     

    The author is a brand-expert and CEO, Harish Bijoor Consults Inc.

    Twitter.com @harishbijoor

     

  • Differences have been simmering between the ABP and Star India groups with the latter choosing to opt since it couldn’t exert control without majority shareholding

    Mediaah!: So what let to the Star-ABP split? Will Star start a new news channel?

    By Pradyuman Maheshwari

     

    In many ways, Mediaah! owes its existence to the controversies around Star. Many moons ago – in July 2003 to be precise – the network was facing rough weather from rival interests on the issue of foreign equity in some of its ventures – especially news and radio. Most pro-FDI media entities were muted in their response, and realising that it was necessary to have an independent and active media observatory, I set up Mediaah!.

     

    Given the pains that both parties went through to get together in their early days, it’s sad to learn of Star withdrawing its branding from its news channels managed by MCCS, an joint venture with the Ananda Bazar Patrika (ABP) group. No, Rupert Murdoch hasn’t exited the Indian news TV business. Star will continue to be a 26 percent partner in MCCS, but the only difference is that the channels will no longer be prefixed Star, but ABP. So: ABP News, ABP Ananda and ABP Majha.

     

    Before the Kolkata-based Ananda Bazar Patrika turned majority (74 percent) shareholder (in September 2003), there was a time when the Star News was part-owned by folks like Kumarmangalam Birla, Vir Sanghvi and Suhel Seth.

     

    So what led to this divorce? The reason that a Star India communiqué says is:

    “Given the current regulatory environment and structural issues ailing the Indian cable and satellite television market and the news genre in particular, Star took this extremely difficult decision to withdraw its brand from the genre. Star, ABP and MCCS sustained this affiliation for a lengthy period of 8 years and Star is grateful to its partners, ABP and MCCS for acting as guardians for the Star brand during this period.”

     

    The communiqué adds that this was “one of the steps proposed to be taken by Star in its endeavour to refocus and re-energize the core strength of its business viz. general entertainment channels”.  Note the choice of words in this carefully drafted statement. Announcements of this nature have been subjected to various checks, so you’ve got to read between the lines.

     

    Hence it’s possible that Star might withdraw entirely from the venture. But what’s this bit about re-energizing the core strength of its business – GECS… Star recently exited Hathway, a cable TV company where it had minority stake. Could it therefore also move out of Tata Sky?

     

    Meanwhile,  given the regulator environment cited for withdrawl, does it mean that Star will not return to the genre? Also, there has been no change in the regulatory framework in the last 8 years… why this shift in thinking now?

     

    My questions to Star India have not been answered, but from I understand, yes, the restriction on ownership is the real reason. Star, my sources tell me, wanted greater control of the network (which is impossible with minority control). Since it already handled distribution, it also wanted to look at other non-editorial operations – specifically sales. Star now leads the sales effort for NDTV.

     

    Even on content, Star wanted some say. As the channels bear the Star branding, there have reportedly been occasions when the GECs have lost business due to what’s aired on Star News. Since the Star brand is well-known, the network’s top brass would often be at the receiving end from governments and private corporations.

     

    The problems have been simmering for a bit. Star was apparently unhappy that ABP launched a Bengali GEC to counter its own Jalsha and ABP in turn was said to be upset when Star chose to handle sales for NDTV. MCCS insiders also tell me that these differences were cramping their work and impacting the company’s desire to grow.

     

    “It was an ego battle,” a senior manager told me adding that I shouldn’t be surprised if Star were to come up with a rival channel a year from now. There could be issues on that score though. There is apparently an 18-month cooling off, no-compete period. But, of course, the new channel needn’t be christened Star News. Also, Star India is said to have served the notice on ABP in January this year, so 18 months is just a year away.

     

    Remember, Star India CEO Uday Shankar was CEO of MCCS, a role that he took on after many years as a journalist and editor, and from he has told me in the past that he isn’t happy with the way Hindi news channels were doing (in content) and wouldn’t mind going in for a news channel if and when possible.

     

    So what next?

    MCCS staff is happy to be part of the ABP group, known for its progressive outlook and emphasis on quality deliveries. Not that Star isn’t that, but the ABP group is known to be a fair employer. What they are worried about is the immense challenge that Star News will face with the rechristening. In fact, given that it’s been doing rather well in the TAM ratings roster, this development is a blow. Even MCCS CEO Ashok Venkatramani, in his interview to MxMIndia, concedes that while Majha and Ananda were popular prefixes, the new identity for Star News will be a challenge.

     

    The ABP News logo is ready was unveiled to the staff, with an advisory that it should not be leaked out. Bossman Aveek Sarkar is said to be keen that the switchover happens even before May 31.

     

    My own sense is that Star India will eventually get out of the jv entirely. MCCS is now profit-making and it aggregated sales of around Rs 300 crore in the last fiscal. Private equity players may invest in the enterprise but will be a little wary of how much the Star exit from the brand will take away from the company’s shine?

     

    The brands may take some to regain their shine, but the one thing that is certain to grow at the all-new ABP News channels will be quality journalism. That much one has to grant the Sarkars.

    As for Star, remember Rupert Murdoch is essentially a newswallah. So’s Uday Shankar.

     

    Buzz me if you have a story to tell. Confidentiality assured. There are various ways you can reach me:

    pradyumanm[at]mxmindia.com, BBM 23050B5D, Gtalk pradyumanm@gmail.com, Twitter @pmahesh and of course the mobile: 98338 76278.

     

    Disclaimer: Although he is CEO and Editor-in-Chief of this site, Pradyuman Maheshwari’s views in Mediaah! are not necessarily those of the rest of the team and MxMIndia.com. And decidedly not those of the sales team 🙂

     

  • Yudhvir Singh has joined Mogae Digital as General Manager & Head of Mobile Activation from Videocon's Corporate VAS team

    Yudhvir Singh joins Mogae from Videocon

    By A Correspondent

     

    Yudhvir Singh has joined Mogae Digital as General Manager & Head of Mobile Activation from Videocon’s Corporate VAS team.

     

    “We are delighted to have Yudhvir on the Mogae team,” said Tanya Goyal, Executive director, Mogae Digital, adding: “Yudhvir has many years of telecom experience spread over the entire value chain of value added services and mobile application to brands. He has worked with VAS product-based companies, system integrators and with telecom operators… his kind of experience will enhance Mogae’s cutting edge in the market.”

     

    “My stay at Videocon corporate VAS team was a great learning experience. Videocon being a greenfield project, I was involved in conceptualization, creating requirement documents for IT solutions, carrying out UATs, product designing, vendor selection and laying out the go-to-market strategy initially. At Mogae, I see similar opportunities to grow new businesses,” said Mr Singh.

     

    After completing his B.E fromITMUniversityand an MBA from IBS Hyderabad, Mr Singh started his career with IMImobile at Hyderabadas a business analyst. After a short stint as analyst, he moved to the company’s international sales team and was based out ofKuwaitfor business development covering all of Middle East and Asia. His next project with IMImobile was as Country Head Sri Lanka where he incubated a completely new mobile activation & VAS business.

     

    After 3 years at IMImobile, Mr Singh moved to the telecom practice of TCS (Tata Consultancy Services) with assignments on SDP (service delivery platform). As a business consultant on SDP, he worked on multiple projects including the much acclaimed Tata Teleservices SDP.

     

    Mogae Digital is an emerging leader in VAS and mobile activation, with products on offer across Aircel, Airtel, Tata Docomo and more. The Mogae Group is co-owned by Sandeep & Tanya Goyal, former JV partners of Dentsu in India & the Middle East.

     

     

  • A second expanded edition of Paranjoy Guha Thakurta's book on 'Media Ethics: Truth, Fairness and Objectivity' was launched in the capital on April 27

    Paranjoy Guha Thakurta upgrades book on ethics

     

    By Shruti Pushkarna

     

    Veteran journalist, Paranjoy Guha Thakurta came out with a second expanded edition of his book, ‘Media Ethics: Truth, Fairness and Objectivity’. The revised edition of the book was launched in the capital on April 27 at the India International Centre.

     

    The first edition of this book had come out in 2009. When asked, why he decided to bring out a second edition, Mr Thakurta told MxMIndia, “After the book came out three years ago, a lot of people came up with suggestions on how this book could be improved. So this book is about 40 per cent bigger than the earlier edition and there are new chapters…there is an entirely new chapter on corruption in media. There’s also a new chapter on Reality television and some of the existing chapters have been drastically rewritten and revamped.”

     

    ‘Media Ethics’ discusses key ethical issues in media today, delving into issues like truth, objectivity, sensitivity and privacy. The expanded edition has new chapters on paid news and reality television. It has also has revised chapters on introduction to media ethics, media market, new media and ethics of advertising.

     

    Attending the event were senior journalists, academicians and students. The launch was followed by a discussion on media ethics by an eminent panel comprising Chief Election Commissioner, SY Quraishi, and senior journalists, Vinod Mehta and Rajdeep Sardesai.

     

    Media has to inform and educate…

    Addressing the gathering at the book launch, Chief Election Commissioner SY Quraishi said, “The title of this book, truth, fairness and objectivity is an acid test of media’s fairness. This book is a virtual encyclopaedia and Paranjoy is a crusader of media ethics.”

     

    Mr Quraishi, in his address, also touched upon issues like paid news, opinion polls, hate mails on social media and the whole debate around freedom of expression in the internet age. He said: “Media has a duty to inform and educate the citizens of this country. And, in the context of elections, media has assumed new proportions. There was a revolutionary 30 per cent increase in the voters turn out in UP this year because of the partnership between the CEC and the media.”

     

    Talking about freedom of expression, he said, “No one wants to encroach on freedom of expression but there are some things which are illegal. Anonymity of the internet media is disturbing and damaging.” Mr Quraishi concluded by saying that media is like the eyes and ears of the society and we should do everything possible to check malpractices in media.

     

    Editors are like ordinary people…

    Mr Vinod Mehta, Advisor, Outlook magazine started his address by saying that the custodian of any media organization is its Editor. If the Editor is corrupt, the organization is corrupt. He said: “The biggest myth about media is that editors are like gods, that they are independent, that they make no mistakes and they are on a social mission to tell the truth. While this might largely be true, it is highly exaggerated. Editors are like ordinary people, often most opinionated, and they have a view on everything. So they come with their own baggage. So what you get in media is various shades of opinions where the editor’s point of view is reflected. After this polarization of views, in the end you get something approximating the truth.”

     

    Mr Mehta added that one of the greatest assets of media, which is public trust, is declining and the uproar that used to be about the fourth estate has gone down significantly in the last few years.

     

    According to Mr Mehta, two reasons for the rise of unethical practices in media are: the reluctance on the part of media persons to admit their mistakes and secondly, intense competition, which has created its own problems. He also said that Editors often assume a larger than life role, thinking that they are setting the national agenda. He said: “We journalists are not players, we have the best ring side seats but we are not players, we can’t get involved in the game.”

     

    On self-regulation, Mr Mehta said: “We in the media are always telling the other guy what’s wrong, we never correct ourselves. Self-regulation is always for the other guy. So I believe we need a strict code of conduct.” Mr Mehta also suggested that all Editors like politicians should declare their assets on the Editors’ Guild website.

     

    Problem lies in the business model…

    Mr Rajdeep Sardesai, Editor-in-Chief, IBN18 Network confessed: “Media is more powerful than ever before, but it is also less respected than ever before. In this age of quantification we are facing a credibility crisis.” But he added that the viewer has almost a ‘schizophrenic’ attitude towards the media, so the messenger (media) who is expected to play ‘god’ is repeatedly shot at. Mr Sardesai indicated two main threats to the main stream media, internal and external. Talking of the external threat he said: “The business model is the main problem. The declining ethical standards are because of how the business model is, where 95 per cent dependency for revenues is on advertisements. The channels have to pay what is called a carriage fee, which is actually illegal and completely unethical.”

     

    Mr Sardesai offered ‘disclosure’ as a solution to paid news. He said: “If it is paid news, then it needs to be said that it is paid news. Disclosure is the only way out, tell the world it is paid news. If an advertiser or a political party is sponsoring a certain programme, then you need to mention outright that the show is sponsored by xyz. But the problem is, in this era of maddening competition and declining revenue, who will set the rules of disclosure?”

     

    Speaking of the internal threat, Mr Sardesai said that this is one area where you can’t blame the proprietor. He said: “Who asked us (journalists) to replace sense with sensationalism, to replace news with noise? The moral compass that makes journalism different from any other profession has gone.” Mr Sardesai cited the example of theNorwayissue where a domestic problem within a span of no time took the shape of a diplomatic battle.

     

    He also added that what has changed about media today is the fact that the public is turning against media, the public is willing to teach media a lesson. For ethical cleansing to happen, Mr Sardesai concluded, “We have to name and shame the transgressors and the naming and shaming has to happen by someone within the system.”

     

  • Lonely Planet is recognised as the traveller's best friend the world over, and as the flag-bearers of this brand in India

    Lonely Planet Magazine India announces Travel Awards 2012

    By A Correspondent

     

    Lonely Planet Magazine, India has announced its first Travel Awards, which celebrate the best travel experiences available to Indians, and anoint the best service providers, the preferred places to stay and the destinations Indians most love to visit.

     

    Lonely Planet is recognised as the traveller’s best friend the world over, and as the flag-bearers of this brand in India. The team felt that there wasn’t yet a credible benchmark in the country. There was nothing to measure the standards the increasingly sophisticated Indian traveller has come to expect.

     

    The aim of the awards is two-fold. One, to celebrate those who are giving the Indian traveller the experience he or she wants. Two, to spur non-winners to do better still, to provide a richer experience and please the Indian traveller; and in doing so, to aim for the trophy next year.

     

    The ethos is simple – if, and only if, the Indian traveller is satisfied and happy with what you have laid out, will you win the trophy.

     

    The team believes the Lonely Planet Magazine India Travel Awards 2012 will provide the benchmark Indian travellers are looking for. The winners will become part of an exclusive club of travel facilitators, hotels and destinations that Indians love and will return to.

     

    The winners were chosen by readers for the benefit of other readers. Voting was through a reader poll (online and in the magazine); there were 39 categories to choose a winner in, making these the most extensive and industry-wide awards yet seen.

     

  • The supplement will focus on luxury products and services including high-end automobiles, travel, jewellery, watches, living spaces and fashion

    The Hindu launches luxury supplement – Watches, Luxury & beyond

    By A Correspondent

     

    Followed by a successful launch in 2011, The Hindu Group of Publications, South India’s most read English daily, has launched Watches, Luxury & Beyond as a monthly glazed tabloid on April 28. The supplement will focus on luxury products and services including high-end automobiles, travel, jewellery, watches, living spaces and fashion.

     

    Targeted at high net worth individuals, corporate managers and discerning buyers, WL is a one-stop shop for information on the finer things in life.

     

    The format will be engaging and dynamic with a focus on collages, trend meters and snapshots on the most important moments in the world of luxury.

     

    This supplement will be published on the last Saturday of every month and will be circulated in 7 important markets along with The Hindu and Business Line: Chennai (with The Hindu) and in Delhi, Mumbai, Bangalore, Hyderabad, Coimbatore and Kochi (with Business Line) with a total circulation of 3,50,000 copies.

     

  • Positioned as the first action entertainment channel, the channel is slated to launch by end of Q1FY12-13

    Reliance Broadcast & RTL name JV channel ‘Thrill’

    By A Correspondent

     

    BIG RTL, the television joint venture between Reliance Broadcast Network and RTL Group, has named its soon-to-be-launched action channel Thrill.  The thematic action channel, positioned as the first action entertainment channel, is the result of a detailed audience mapping and insight mining among Indian audiences to determine entertainment need gaps. The joint venture channel will address this need gap and serve the very best of international content from across the globe, dubbed in Hindi. The channel is slated to launch by the end of the Q1FY12-13.

     

    With several options to choose from, the internal team set out to test names with the potential core target group: male audiences across metropolitan and non-metropolitan areas in the Hindi-speaking markets. With focus groups spread across the country and moderators mapping feedback closely, Thrill emerged as the hands-down winner for the name for the channel. The name is easily comprehensible across all social strata and encapsulates the core values of the channel – ‘daring’, ‘action-packed’, ‘electrifying’, ‘sporty’, ‘challenging’ and ‘adventurous’.

     

    The core viewers of the channel would be Thrill-seeking males in the age group of 15-44 years, who are action and adventure lovers.

     

    As part of the plan to offer a diverse programming mix, the channel has signed strategic deals with various leading international content providers for successful global formats and series across a variety of genres: action reality, action thrillers, fighting and wrestling championships, shocking, never seen before films, extreme sports, late night entertainment and a robust library of hit Hollywood action movies, all dubbed in Hindi.

     

    Speaking on the occasion, Mr. Tarun Katial, CEO, Reliance Broadcast Network Ltd. said, “We are excited to offer India its first action entertainment channel, Thrill which will showcase world-class international content, dubbed in Hindi. The channel fills a need gap that exist in the entertainment landscape and we are confident that our proposition, backed by consumer insights, will resonate excellently with viewers and marketers alike.”

     

    BIG RTL has already teamed up with Reliance Digital TV, India’s leading direct-to-home service provider, to distribute Thrill, giving the channel access to 30 lakh digital television homes across India and the channel is in the process of closing deals with other operators. This partnership marks the beginning of the quest to extend BIG RTL’s top-of-the-line content to maximum audiences across the country. Thrill will be distributed as part of a 7 Channel robust bouquet of Reliance Broadcast which includes BIG CBS Prime, BIG CBS Love, BIG CBS Spark, BIG CBS Spark Punjabi, BIG MAGIC and UTV Bloomberg.

     

    The present joint venture marks RTL Group’s entry into the burgeoning Asian television market and is Reliance Broadcast Network’s second international joint venture, following on the heels of its successful joint venture with CBS Studios International.

     

    Reliance Broadcast Network Limited is a multi-media entertainment conglomerate with play across radio, television, intellectual properties and out of home. It is part of the Reliance Group and specializes in creating and executing integrated media solutions for brands. It houses the following verticals: 92.7 BIG FM, BIG CBS- a joint venture with CBS Studios International which has launched four channels, BIG CBS Prime, BIG CBS Love, BIG CBS Spark and Spark Punjabi. Added to this robust bouquet, the Company also distributes Bloomberg UTV, India’s premier business news channel.

     

  • Young people are willing to be advocates of brands on social networking sites as long as they trust it was the key learning at MTV Power of One – Youth Marketing Forum 2012

    Authenticity and engagement is what brands must give consumers: MTV youth summit

    By A Correspondent

     

    Brands today need to listen, learn and begin to engage with the youth; they need to be authentic as young people today are willing to speak positively about the brand they trust. These were some of the points discussed at the ‘MTV Power of One’- Youth Marketing Forum 2012.

     

    Ms Angela Barkan, Senior Director, Marketing and Publicity, Sony Music Entertainment; Mr Chetan Bhagat, Author of five blockbuster novels; Mr Andrew Ridley, Executive Director and Co-Founder, Earth Hour; Mr Henri Holm, Senior Vice President, Rovio Entertainment, the creators of Angry Birds; Simon Smith, European Digital Director at Interbrand were some of the speakers at the Youth Marketing Forum which saw presentations and a panel discussion on ways to engage the youth in the digital media era.

     

    Aditya Swamy

    The MTV Youth Marketing Forum 2012 kick-started with Mr Aditya Swamy, EVP and Business Head, MTV India sharing some of the findings from the MTV’s study on the Indian youth. The study titled ‘Power of One’ was unveiled on Friday, April 27. Mr Swamy said that over 5,000 youth were interviewed across the Country and an overwhelming 76 per cent said that they are happy with their life. According to the findings, for today’s youth family is more important than their friends, as a lot of young people see their parents as their role model.

     

    The survey also says that 97 per cent of the youth believe that they can bring about change and that social media has given them a voice, thus making them feel empowered. “Single screen engagements are not going to work, today web and mobile are required to engage the youth. Today the youth do not need inspirations but engagement, so there needs to be a two way conversation. If brands learn to keep the promises they make to their consumers, it will see more people, particularly youngsters flocking towards their brands” Mr Swamy added.

     

    Andrew Ridley

    A good idea needs good platform:

    Mr Andrew Ridley, Executive Director and Co-Founder, Earth Hour spoke about how the movement first started in one city -Sydney, before it became a global movement. He spoke about how every individual has the power to change the world they live in and how social media strengthens that power and provides a vehicle to take action. Citing the example of how Earth Hour was designed to build reach and increase its reach to billions of people around the world, Mr Ridley was of the view that a good idea needs a good platform in order to reap rich benefits. “I believe that for the first time we have the power to connect. We are still at the initial stage of creating a big change, but if our core idea is relevant and connected to the young people in particular, it will lead to a huge change in the world” said Mr Ridley.

     

    Henri Holm

    It’s all about communication…

    Speaking on the success story of Angry Birds, Mr Henri Holm, Senior Vice President, Rovio Entertainment, said that it took the company nearly eight years to be where it is today. He also spoke about how to engage the younger generation with the powerful concept and the characters and also how the distribution channels were also chosen carefully to reach out to the millions and to be of service to the fans. Since youth is the core TG, Rovio Entertainment hopes to stay relevant, connected and constantly find new ways to engage the youth.

     

    Besides the online experience, Angry Birds also gave the audience offline experience of the game, thus not only engaging its TG but even getting newer audience. “One of the reasons for the success of Angry Birds is its simplicity. We put a lot of weight on communication and feedback from our audience, therefore for us it is all about building business with fans and not features. Angry Birds is a permanent part of the youth culture and our aim is to further service the youth efficiently in the years to come.”

     

    Chetan Bhagat

    Reaching out through social media

    Author of five blockbuster novels, Mr Chetan Bhagat, also known as the marketing guru gave his insights on marketing. He said that social media is a good way to execute the power of one: “Social media has become very popular today and one must know what a Facebook or a Twitter is. As far as I am concerned social media is a great platform, my goal is to reach out to maximum number of people and social media is one of the ways to reach out.”

     

    He said that one of the reasons why his books worked was because the plots were tight, they were unputdownable, the language was simple, and the characters were relatable. Mr Bhagat also gave some insights into the mind of the youth. He said that the youth today has the ‘hunger’ to do well in life, to gain respect and make money; that they want an education that could provide them skills that would help them make money. Besides the love for their careers and seeking out their love, youth today deeply care for their country and are willing to clean up the system.

     

    Simon Smith

    The power of one

    Mr Simon Smith, European Digital Director, Interbrand spoke about the power of conformity, and the willingness to conform publicly in order to attain social rewards. We need to understand the power of one and how powerful it is. The power of one, I believe, is simply about being human. One must not move with the crowd but, remain an individual he or she is supposed to be. “Fundamentally, as humans, we haven’t changed much, but our expressions to our needs have dramatically changed with technology, society and changing power structure. The relation between brand and consumer has fundamentally changed, so if a brand makes a promise to its consumers, it better deliver on those promises or the consumer will never trust the brand and influence others to rebuke the brand too.”

     

    Angela Barkan

    Authenticity and the art of listening to the youth

    Ms Angela Barkan of Sony Music International spoke about millennials, youngsters aged between 12 to 30 years. She was of the view that millenials are multi-taskers and optimists, that they expect brands to be authentic and have two way communications with them. She also said that this is a group which loves to share and that they define themselves by what they share. She also said that this unusual group is found mostly online. “Collaborations and interactions are very important when talking about music as it results in lifelong fans. However, there is a need for brands to be authentic because if a brand is authentic, then millenials are willing to speak positively about the brand they trust.”

     

    Reaching out to the youth

    A panel discussion which included eminent panelists like Mr Avinash Pant, Marketing Head, Nike India; Mr Sumeet Pahwa, DGM – Marketing, TATA Docomo; Mr Vikram Malhotra, COO Viacom 18 Motion Pictures; Mr Bejoy Nambiar, Director and Screen Writer; and Mr Ayushman Khurana, VJ turned Actor and was moderated by Mr Nikhil Chinappa, VJ and Founder, Summer Sunburn Festival spoke about the difficulties of marketing to the young generation and the possible ways of reaching out the youth. They also spoke on the role of social media marketing and whether social media is actually an effective tool to reach out to the youth.

     

    Mr Pahwa spoke about how the social media is a big platform to engage the youth citing the example of how it helped Tata Docomo successfully engage the youth by having a two way conversation with them.

     

    According to Mr Malhotra, “Brands need to listen a lot more, even to criticisms, and problems must be solved as and when brought by the consumers. The attitudes of the youth are fast changing, today they trust their family and friends more than the brands, hence brands need to listen, learn and begin to engage with the youth.”

     

    Mr Pant was of the view that the youth today are looking for innovation: “Things are moving so fast today that our conventional thought process itself needs to change drastically. We have to think a lot more digital.”

     

    Ayushman Khurana pointed out that the youth do not have the patience to listen, but they do have a strong opinion about films or any other product or brand. So one needs to understand its audience and find ways to connect with the audience and have a two way communication with them.

     

    Be authentic, have a two way communication, listen a lot more to your consumers, respond to criticisms and fix problems because young people are willing to be advocates of brands on social networking sites as long as they trust it otherwise brands must be ready for a backlash. These are some of the lessons to be learnt from the MTV Youth Marketing Forum 2012.

     

  • Design Stack will handle the entire gamut of off-air publicity and promotional campaigns for the network’s three channels

    Disney appoints Design Stack as creative agency

    By A Correspondent

     

    Mumbai based design and communication studio, Design Stack, has been appointed as the creative agency for the Disney Network. Design Stack will handle the entire gamut of off-air publicity and promotional campaigns for the network’s three channels – Disney Channel, Disney XD and Hungama TV.

     

    In early 2011, Design Stack had handled the creative duties for the immensely successful project – Disney Channel’s Shooting Stars: The country’s biggest nationwide, talent hunt by a kid’s channel.

     

    “The Disney Network’s continued success with kids and families is testament to how our stories and characters work at multiple levels and we are committed to further increasing the visibility of our brands and creating a deeper and richer connect with the viewers. We felt the time was right to appoint a creative agency that understands our brand values and can help bring them alive visually in our campaigns. The team at Design Stack brings an immense amount of enthusiasm and creative excellence to the table and we look forward to their contributions on our upcoming projects”, said Bikram Duggal, Director Marketing, Walt Disney Television International India.

     

    “We’ve all grown up with Disney as a part of our childhood and it’s a thrill to be associated with such an iconic brand, especially at a time when they are building a strong local presence in India,” said Priyanka Bhasin, Partner, Design Stack

     

    “The Disney Channel is very particular about maintaining consistency of their brand. It is exciting collaborating with their team of sharp marketing strategists and visual communication design specialists, who have high standards when it comes to messaging and design. In a sense, it’s a fitting partnership,” added Anoop Patnaik, Partner, Design Stack

     

    Design Stack, founded in 2004 by Priyanka Bhasin and Anoop Patnaik (graduates from the National Institute of Design), is a branding and strategic design studio located in Mumbai. Over the years, the firm has built up a diverse range of clients – from retailers like Westside and youthful, experimental brands like Chimp to corporate entities like Asian Paints, Cox & Kings, Standard Chartered Bank, Times of India, Sahara Housing & Infrastructure, to name a few. The studio was also awarded The International Design Award, LA,Californiafor Asian Paints Colour Spectra Pro – Packaging Design and Chimp Retail Branding.

     

  • Launches country-wide promotions through on-ground music concerts, live events and public-engagement activities

    beStylish.com ropes in ‘EKA’ as ambassadors

    By A Correspondent

     

    beStylish.com has roped in the upcoming music band ‘EKA’ as brand ambassadors for their online shoe store. With this association, beStylish has launched the first phase of its ‘Friends of beStylish’ program that encourages partners across various walks of life to connect with the online brand.

     

    As the ambassadors of beStylish, EKA will play a key role in creating a brand connect with beStylish.com’s customers and prospects with its highly energetic performances, in various concerts held in music festivals, college fests, corporate events, radio and television shows, clubs, pubs, and so on across the country. Specially composed beStylish jingles will be played as part of these concerts. The brand promotion would be further amplified in the online space through co-promotion on beStylish.com’s online store, online music channels, vignettes, and others.

     

    Speaking about the beStylish brand value and its association with EKA, Shailen Amin, Co-Founder and CEO, beStylish.com, said: “Given our strong marketing focus emphasizing on brand awareness and building a loyal consumer base, we have associated with EKA under our ‘Friends of beStylish program’. EKA’s eclectic, original and contemporary music syncs perfectly with our own approach towards our customers and fans. With this partnership, we are confident of creating real-time public engagement opportunities for the brand, moving beyond a virtual-only space”.

     

    Conferred with ArtistAloud Awards 2011 for the ‘Best Group’, the renowned band ‘EKA’ comprises of Benjamine ‘Benny’ Pinto on Keyboards, Hitesh ‘Rikki’ Madan on guitars and vocals and Lokesh Madan on vocals and bass. The seasoned musicians forming Eka and have performed at over 2,000 concerts in 15 countries and have recorded over 100 songs in various capacities.

     

    Commenting on the occasion, EKA said: “We are excited to be chosen as the face of this youthful brand. beStylish.com aptly reflects the attributes of today’s youth and we are proud to take the brand from the virtual space to their real audience. Through this association, we hope to take our music to new audiences and hope we can help our audiences put their best foot forward with beStylish.com’s ever-growing list of top of the line fashion products. We look forward to growing with the brand and hope that our association with the brand grows stronger in the years to come”.

     

    beStylish.com isIndia’s largest online shoe retailer with the largest range of international, high street and popular footwear brands. It offers its customers an exceptional online shopping experience with over 130 brands and 4,600 styles in shoes catering to men, women and children. beStylish.com was launched in May 2011 under the umbrella of the Smile Group, which has consistently created trusted digital and ecommerce assets, business ideas and entrepreneurs in the digital space.

     

    Eka has performed at prestigious events including The Times of India Earth Care Awards, United Nations Initiative for Women & Children’s Health, International Film Festival of India (Goa), Finale of Bengaluru Habba, Chivas Studio Spotlight & The Great Indian October Fest, among others. Eka calls its music genre ‘Swatantra Rock’ – music beyond music, time and boundaries. Eka delivers a unique experience by blending its originals with selected classic rock, sufi and popular Hindi / Bollywood music.