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  • June 30 is the sunset date for digitization in the four metros and there are question marks on the readiness. Dinyar Contractor lists the reasons why he thinks delivering before the deadline for the four metros is such a challenge

    The Anchor: Dinyar Contractor on 10 reasons why the digitization deadline is a mighty challenge

    By Dinyar Contractor

     

    1. At the FICCI- I&B ministry meet that was held a week ago in Mumbai, barely 40 days before the analogue sunset date, the I&B officials said that they had reviewed digitization in Mumbai the previous day so their report was immediate and current and they confirmed that 33 per cent of the homes in Mumbai already have set-top boxes. I would like to turn that around factually and say that 67 per cent of the homes did not have digital boxes even 40 days before the sunset. So it is pretty much an impossible task that 67 per cent will get it within 40 days.

     

    2. Let’s look at Chennai. Arasu Cable has confirmed that they don’t have set-top boxes. In fact, a day after the FICCI meet, Arasu had asked its cable operators to log in to the Arasu site and send in their estimates of how many boxes will be required. Arasu will then put together these estimates and float a tender which means they would then start asking for people to give prices for boxes. So for the boxes coming in is way over the horizon for Chennai.

     

    3. Incidentally, there is a lead time just for a component of a set-top box in the world market today of four months. That means if you order your box today and the manufacturer orders the component, it will be four months before the manufacturer gets the component. What that means is that the box will not be manufactured and it will definitely not reach you before five months. Therefore, if at all there is a postponement, it doesn’t make sense to have any postponement which is earlier than Jan 1, even six months is really cutting it fine.

     

    4. There is a major national level MSO who candidly admitted to me that their HD boxes have landed but they don’t have the funds to clear them. The government had promised 74 per cent FDI as part of the digitization effort but the government has not implemented this and therefore, MSOs have not been able to tap foreign investors. So without enabling funds, the government has put this clause out which does not make any sense.

     

    5. We are talking of a sunset date 30 days from now. So for instance, I as a cable operator go to somebody’s home and I say please take the set-top box. And they say, sure I’ll take it but what is it going to cost me? And I say I don’t know what it is going to cost you because the government hasn’t declared the rate. Now as a customer I would not accept the box.

     

    6. On May 28, the TRAI put up all the analog pay channel tariffs. There is a Supreme Court judgment which says that broadcasters cannot charge more than 42 per cent of the analog pay channel rates for digital. So 42 per cent is the ceiling, however that 42 per cent is completely irrelevant since broadcasters are providing pay channels to DTH platforms at something between 10 to 15 per cent. So from May 28, the ball has started rolling where negotiations have been opened between broadcasters and MSOs to work out some figure for their pay channels that will be somewhere between 10 and 42 per cent. So there is a huge spread in the rates between 10 and 42 per cent, these negotiations are obviously not going to quick and easy. I don’t see these negotiations culminating in three weeks or a month.

     

    7. There was a Parliamentary Committee report which was released and tabled in the Lok Sabha a few days ago where the Committee says that this entire thing should be delayed by at least six months. I see this as the first stone thrown by the government to ripple the waters and start talking of a delay.

     

    8. The TRAI suddenly declared that every digital headend must deliver 500 channels. Incidentally, a major portion of the set-top boxes already deployed are incapable of doing 500 channels. This is again a fact that is not adequately ventilated. They can typically do 350 channels, less than 400 channels. It means that they have to take out may be 2 million of the boxes that have already been seeded and throw them away. Where is the money going to come from? We are not even realistic about what is going on.

     

    9. In Kolkata, don’t forget there is Mamata Banerjee who might rake up the issue against digitization depending on the political capital it might have.

     

    10. Here you have a sunset clause where the government has not enabled anything, they have only been talking of a sunset but they have not done anything to facilitate and to enable the sunset. The delay has nothing to do with the MSOs or the cable industry, it is simply completely chaotic unplanned deputation of the law or total lack of enabling a systematic process in which digitization could have been introduced.

     

    Dinyar Contractor is Editor and Executive Publisher, Satellite and Cable TV Magazine (www.scatmag.com)

     

  • In comparison with 72 million page views in 2011, 113 million page views were generated during this year

    IPL 5 online traffic rises by 55%

    By A Correspondent

     

    Season 2012 of IPL concluded on May 27 with the Kolkata Knight Riders beating Chennai Super Kings to clinch the title for the first time in IPL history. The matches were streamed online by IPL official partner, Times Internet Limited (TIL) in partnership with YouTube. During this season, there was a 55 per cent increase in online viewership. In comparison with 72 million page views in 2011, 113 million page views were generated during this year’s action packed season.

     

    Showing a strong growth of over 87 per cent from the previous year, the page views for Indiastood at 80 million as compared to 43 million last year. The final match of the tournament generated 7.5 million page views, making it the highest single day viewership during the entire season.

    This year the IPL website offered a slew of features including interactive scorecards, high-definition streaming of IPL matches, DVR features (to rewind during a match), video-on-demand facility, and a ‘Battleground’ section.

     

    Rishi Khiani, CEO, Times Internet Limited, added, “Premium video content is a key focus area for us at Indiatimes and IPL is the key property as part of this vision. We promised IPL 2012 viewers a highly interactive and engaging cricket viewing experience. The record breaking online viewership numbers and advertiser traction across the season validate our delivery of this promise”.

     

    Gautam Anand, Director Content Partnership, Google APAC, said: “It’s heartening to see the continuous growth in the viewership of this exciting tournament online from across the globe. This season was extra special with lots of close matches and last ball finishes and we are really glad that we were able to bring all the action live to our audience on YouTube for the third consecutive year.”

     

  • He will be responsible for Network Development for India TV and upcoming group channels in domestic and international markets

    Rajmohan Nair joins IndiaTV as Prez-Network Devpt

    By A Correspondent

     

    India TV announced the appointment of Rajmohan Nair as President, Network Development. Prior to this he was VP-Distribution with TV Today. He has been fourth key appointee joining India TV from TV Today in less than three months.

     

    He will be responsible for Network Development for India TV and upcoming group channels in domestic and international markets. Mr Nair will be reporting to MD & CEO, Ritu Dhawan.

     

    Mr Nair has a career spanning around two decades, out of which 15 years have been in broadcast distribution space. As a member of the core strategy team of TVTN, he has been instrumental in encryption of the three TVTN channels & its launch in One Alliance Bouquet as a pay service.

     

    Welcoming Mr Nair on Board India TV MD & CEO, Ritu Dhawan said: “Digitalization is round the corner which will have an impact on the TV landscape in a big way. With Rajmohan coming on board at this juncture, we really feel optimistic that this will further boost the aggressive growth track we are set to follow”

     

    On his appointment, Mr Nair said, “It is a great opportunity for me to contribute towards further consolidating & cementing India TV’s leadership position in the news genre. What’s also exciting is the changing dynamics in the distribution space that shall also provide with a huge potential to develop pay business revenues for the channel.”

     

  • Come midnight, the 3 MCCS channels will switch the Star prefix to ABP. Nothing else will change, promises the ABP-Star jv CEO Ashok Venkatramani

    Only the logo will change: Venkatramani

     

    As the clock strikes 12 midnight, the logo on popular Hindi, Bengali and Marathi news channels Star News, Star Ananda and Star Majha will change. In fact as the communication from the channels has been emphasizing, save the brandname, nothing else will. Following the announcement of the discontinuation of the Star brand affiliation with MCCS (Media Content and Communications Pvt Ltd), the the Ananda Bazar Patrika and Star India jv, the three 24-hour channels will be rechristened. Star News to ABP News, Star Ananda to ABP Ananda and Star Majha to ABP Majha.

     

    MCCS unveiled its new logos for the three channels and kicked off its communication campaign around the rebranding on May 7. The creative communication campaign was developed by Lowe Mumbai and the media buying plan was formulated by Mindshare. The aggressive communication campaign based on the theme, “Our Stars don’t change, our News does not change, only our Name changes”, was launched across media, on TV, Print, Radio, Outdoor and Internet to familiarize viewers and stakeholders about the new name and logo.

     

    Just hours ahead of the rebranding, MxMIndia spoke to Mr Ashok Venkatramani, CEO, MCCS on the acceptability levels of the new name, measures being undertaken to retain viewership and the road ahead for MCCS.

     

    What time will the change happen?

    Tonight. 12 midnight.

     

    Since you spoke to us the day the announcement was made to now, what are the reports that your front-facing sales and editorial forces bring you – in terms of acceptability of the name… especially for Star News to ABP News?

    So far the feedback has been positive and encouraging. If I were to divide the stakeholders into three parts – the viewers, the newsmakers and the media buyers and the trade, for the first segment which comprises viewers, the change has not happened. It’s going to happen from tomorrow. But since the time we announced, there has been no change in our ratings. We report daily news, and as long as it is the same set of people doing the same set of news in the same manner, I don’t expect much change there. The second constituent which is the newsmaker, there is absolutely no issue there because ABP is a very strong name in the newspaper and magazine industry. It’s been there for long and ABP has very strong news credentials. The third segment which is the trade and media buyers, feedback has been positive… virtually no problem with the large houses. There again, ABP is not a new name, everyone buys print so they know. So it has been positive, and it’s best manifested in the sales that have happened in the last couple of months. I am fairly confident that we will be able to pull this through comfortably.

     

    But the biggest component is the viewer, which is untested yet and that’s where the ratings come in.

    Frankly, unlike the entertainment media where your ratings are linked to some big property and the fate of the channel is linked to that property, in a news channel, where even before the name change there is a fair degree of clutter and poor differentiation. Over a period of time, each channel has established rating levels based on consistency of its content. And that consistency is driven by the way we report, the speed of reporting, the honesty, the faces or the anchors who come on our channel, the kind of programmes we have. Now those things don’t change, the reporting and the people are the same. To my mind, just a logo change in the corner doesn’t dramatically change impact of the news channel. And if you take the two regional channels, Ananda and Majha, they are clear market leaders, and there again nothing changes- the anchors are the same, reporting is the same, and the position of the channel in the EPG is the same.

     

    Any attempts to retain viewership… like contests et al? And any specific measures to retain advertisers? And for the distribution trade?

    No, we are not resorting to any short-term activity to garner quick eyeballs because our genre doesn’t subscribe to that. What we can potentially do is break big stories but there is already so much action happening. What we are doing is engaging with our trade, media buyers and distributors. We are having a series of meetings with them, small personalized interactions where we can chat and exchange views with them. It’s more of a personalized engagement with the constituents rather than any on-air activity for the viewer.

     

    Given that there is a change, are there any specific areas that you are changing in the new channels?

    It would be exactly the same and deliberately so. We just want to do one measure at a time, so at this point there is no change other than the name change. But as we progress into the new name and once the new name gets fully established, people start recognizing it, and then we will look at other measures like relaunching the channel, changing the look and feel etc.

     

    When is that likely to happen?

    Too early to say.

     

    Our columnists Anil Thakraney had commented that this is possibly a good occasion for changing some of the typical things that are common on Hindi channels, like over-sensationalizing etc. Are you thinking of doing that now?

    No, actually if you watch the channel, we have done that for the last one-and-a-half years now. This is a common misconception most people have because they don’t see Hindi news channels on a regular basis. This is a genre problem where we have a lingering perception. For example, I have got out of astrology for a year now, I don’t have a single programme on the channel which talks about astrology. It’s been more than a year-and-a-half since we got out of religion. Now we have not gone out on the rooftops and shouted about it but all these things we’ve already done. We have only hard-hitting news on our channel from 5pm to 10pm. And we’ve done this because we felt this is the right thing to do for a genre not because our name is changing. To my mind, in a news channel, these changes take time to notice.

     

    A programme like ‘Asar’ with Aamir Khan would’ve obviously started on Star News because it was a Star Plus show. Will the preferred partner status continue to exist even after June 1?

    Yes, in fact they are still our shareholders. Secondly, all such deals are purely on a commercial basis but obviously relationships were strong. In fact not many people know that Satyamev Jayate used to be a programme on Star News started by Uday Shankar when he used to be here. And we didn’t have a problem in them doing Satyamev Jayate, so the relationship continues. They continue to be our distribution partners, they continue to distribute our channels internationally.

     

    There is this news that Star might also exit the JV because they say it is not really worth their while to have a stake when they don’t have any say. Is that something that you have factored in?

    Actually I don’t want to comment on it because it’s a JV issue which only the JV partners can address. And I think it is best addressed by Star and ABP. But I guess any commercial investment by any investor has to be based on commercial returns. Now how an investor evaluates investment in the news business depends entirely on the investor.

     

    Have you done any brand studies or surveys on the acceptability levels of the new names?

    Yes, we have done research. A name change always has to be a combination of some research and some amount of strategy. One can’t entirely depend on research, it’s like naming a baby, where you look at the ‘granth sahib’ and pick up the alphabet and choose your name. So I think for us, given the fact that ABP is a serious player in the news business and they have long-term ambitions to be in news, including broadcast news, it did make sense to have a master brand which can be built going forward. So it was a combination of strategy and research.

     

    How active will ABP be, or will it be the same with you running the enterprise and ABP being on the board level?

    Nothing changes even on that front. Even now both the shareholders, Star and ABP continue to be the parents allowing MCCS to do its own thing. They were always available to be tapped, whenever we needed inputs. Any dealing with them is also at commercial terms. I don’t see any change in that.

     

    The campaign of the name change kicked off rather early, from the time you made the announcement… was it part of the original design or was it something which changed later?

    Obviously we saw it coming and we had a headstart of a month or so. A couple of months were good enough for us to churn out a campaign, so that’s how it was.

     

    Will see a more robust online presence of the MCCS channels now, including an English news website?

    If you look at our entire strategy, not just online, it is driven by a simple definition of who we are and what we are. We believe that we are not a television news company, we are a news content company. If we are a news content company, we should be platform-agnostic and we should be available on all platforms where a viewer might like to consume news. So we developed all these websites and developed 3G platforms, mobile downloads etc. so that we are available in all platforms. For us the allied platforms were not like profit centres, we were happy to get the revenue but at the same time we wanted to be present in all the platforms. The problem is that the online rights of Star News were international, which is why we didn’t get .in at that point of time. So we had to go with another name. Now going forward, our strategy remains the same.

     

    Any new channels coming up in the immediate future?

    We are working on newer options… frankly, it’s a question of the right timing. It is not related to this name change or the JV, it is an independent aspect which we in MCCS have been exploring and continue to explore. I would probably wait and watch because next six months are going to be a huge turning point. For example, if the entire digitization process goes on well as planned, it has a big impact on news channels and also our own company in terms of how we project the next five years. If the digitization process gets postponed or deferred then I will be a little more cautious. We do have plans but whether I press the button or not, I’ll probably wait and watch.

     

    Will it be organic or inorganic or both?

    It could be both, it’s a question of a right opportunity.

     

    Say, for instance, if a NewsX is available, would that be an option?

    I wouldn’t rule out anything but I would evaluate everything for the value it brings and how much it costs. If it makes business sense, why not. But it’s not as if we would be chasing any particular company or a set of channels or anything like that.

     

  • The size of the account is pegged at Rs25 crores. The client will be handled out of the DDB MudraMax office in Bangalore

    DDB MudraMax wins media mandate for Kalyan Silks

    By A Correspondent

     

    Kalyan Silks, one of Kerala’s biggest brands, has aligned its media mandate with DDB MudraMax. The coveted pitch saw multiple agencies participating. The size of the account is pegged at Rs25 crores. The client will be handled out of the DDB MudraMax office inBangalore.

     

    Commenting on aligning the media duties with DDB MudraMax, TS Pattabhiraman (aka Swami), Chairman & Managing Director, Kalyan Silks, said: “We are very happy to associate with DDB MudraMax as they are a well reputed agency and extremely trustworthy. Their client relationship is commendable. Most of the clients they are associated with have been so for a long time, which acts as a clear indication of their efficiency.  We hope to have a mutual and fruitful association.”

     

    On winning the account, Gopi Nair, AVP & Head, DDB MudraMax said: “We are immensely pleased to work with Kalyan Silks, who are one of the top players in the fast growing retail industry. Our team is committed to show the same consistency and results that has kept most of our clients delighted.”

     

     

  • Following its new mandate, the Executive Committee of AFAA has planned out a slew of initiatives that would be rolled out in the months ahead

    AFAA plans new initiatives in the region

     

    By A Correspondent

     

    The Asian Federation of Advertising Associations (AFAA) held their first executive committee meeting atKuala Lumpuron May 22. The newly elected chairman of AFAA Pradeep Guha said: “There was a sense of purpose and urgency at the meeting.” Following its new mandate, the Executive Committee of AFAA has planned out a slew of initiatives that would be rolled out in the months ahead.

     

    The first one is a skills re-orientation initiative that would be held in September inKuala Lumpurwhere young professionals would be exposed to a program that has been carefully crafted keeping in mind the needs of the profession. The Advertising Council of India (ACI) which representsIndiaon the AFAA International Council would be setting in motion a process to send three young professionals representing advertising, media and marketing respectively to attend this program.

     

    There would be a master class conducted by senior professionals with 30 students from countries all overAsia. This would provide a unique cross-cultural flavour to the program which would benefit the participants enormously.

     

  • Xavi Bech De Careda from Barcelona joins DDB Mudra Delhi as the new planner

    DDB Mudra gets Xavi Bech De Careda as VP Planning

    By Amit Bapna

     

    DDB Mudra Delhi has a new planner and this one is straight from Barcelona who has joined the agency as Vice President, Planning. Xavi Bech De Careda has worked with BBH and McCann Healthcare in London as also BBDO Tiempo, Rapp Collins and DDB Barcelona as a Brand & Communication Strategist.

     

    He has worked on varied brands like Audi, Bayer, Fujitsu Italy, Marcilla Coffe, Natura Bisse, Panasonic and Volkswagen and others. In this role, he would be reporting to Vandana Das, President, DDB Mudra Group, Delhi and Aditya Kanthy, Senior VP, Panning, DDB Mudra, Delhi & Mumbai.

     

    Commenting on this new appointment, Madhukar Kamath, Group CEO & Managing Director, DDB Mudra Group, said: “Delhi is the growth market for the DDBMudra Group. We have a large presence already. Xavi, with his rich and diverse experience will add to the talent base that we have in the DDB Mudra Group in Delhi.”

     

    Source: The Economic Times
    Copyright © 2012, Bennett, Coleman & Co. Ltd. All Rights Reserved

     

  • Ex-Google industry veteran charged with leading Havas Digital’s search responsibilities

    Havas Digital names Alan Boughen SVP Global Search Director

    By A Correspondent

     

    Havas Digital, the umbrella group that manages all of Havas Media’s digital assets, including interactive media group Media Contacts, mobile marketing specialist Mobext, and creative interactive network Archibald Ingall Stretton, amongst others, announced that ex-Google advertising Search expert, Alan Boughen has been named SVP, Global Search Director, effective immediately.

     

    Based in London, and reporting directly to Rob Griffin, EVP Global Director of Product Development, Mr Boughen is charged with managing and developing the Search product within the agency. Mr Boughen will be managing Havas Digital’s search partners and building stronger relationships with the agency’s global clients, with a strong focus on continued development of search services and teams.

     

    Mr Boughen joins Havas Digital from Google where he was a Global Agency Business Leader. He was responsible for managing Google’s strategy and relationships with some of the world’s largest media and advertising agency networks.

    Prior to joining Google in March 2008, Mr Boughen spent over 7 years in senior search marketing roles at WPP companies in the UK and US. Mr Boughen launched and led the US operations of NeoSearch@Ogilvy, the search marketing division of Ogilvy’s digital and direct media global network, where he managed a large team of search marketing experts running SEM campaigns for Ogilvy’s Fortune 1000 clients.

     

    Before working in search marketing, Mr Boughen held positions with AIG and Whirlpool where he gained a background in information technology, business analysis and project management.

     

    “The search landscape is evolving at an extremely fast pace and advertisers are demanding more sophisticated solutions in order to stay relevant. In order to meet the needs and requirements of our clients, we need best in class tools and the most knowledgeable professionals. We have known Alan for a long time, and we are convinced he will add a new level of strategic leadership to the team, and will help define our Search capabilities going forward,” said Mr Griffin.

    Mr Boughen added: “I look forward to becoming a part of the Havas Digital team. By combining my search experience with the advanced search capabilities of Havas Digital, I will ensure all of our clients get the results they’ve come to expect.”

  • The two will produce 'Sitaara,' a reality TV search for South India's next top actress

    Mahesh Bhupathi’s GloboSport now into Reality TV

    By Sangeetha Kandavel

     

    Photon Kathaas Productions, a movie production company in which Oscar winner AR Rahman and film director Gautham Menon are advisors, is foraying into TV content and has tied up with tennis player Mahesh Bhupathi’s GloboSport for the same.

     

    The two will produce ‘Sitaara,’ a reality TV search for South India’s next top actress. The show will be produced in all four South Indian languages (Tamil, Telugu, Kannada and Malayalam).

     

    This was stated in a Photon Kathaas statement released on LSE’s AIM exchange, where it is listed. The statement quoted the company’s CEO Venkat Somasundaram as saying, “It is a clear example of our stated objective of producing and exploiting a diverse portfolio of South Indian content across multiple formats and languages.””

     

    The production for this show is expected to start in second half of 2012 and would go live in early 2013. India is estimated to have about 200 million TV households, roughly a third of which are based in South India.

     

    Photon Kathaas Production is the brainchild of Tamil film director Gautham Vasudev Menon and has music director AR Rahman as a creative advisor. The company also has producer Michael Rosenberg as its chairman. It was established in 2009.

     

    Source: The Economic Times
    Copyright © 2012, Bennett, Coleman & Co. Ltd. All Rights Reserved

     

  • The needs and aspirations of your target audience should define the brand you eventually plan to sell, says Dilip Cherian

    The Anchor: Dilip Cherian on 5 things to keep in mind while building a brand

    By Dilip Cherian

     

    1. Is it unique?

    It helps when your product or service stands out from the clutter. It also makes it distinguishable.

     

    2. How do I want people to remember me by?

    Can I summarise it in no more than three words? Is your brand distinguishable and easy to understand, and easy to connect to? This requires paring it down to its bare essence. What remains is what your brand really is.

     

    3. Who is at the core of my target audience?

    This helps narrowing down on how you want to build the brand. The needs and aspirations of your target audience should define the brand you eventually plan to sell.

     

    4. What do my competitors battle for?

    Identifying the core competence of your competitors helps define the space you wish your brand to occupy.

     

    5. Am I easy to pronounce, remember or Google?

    In today’s digital world, among other factors, brand success also depends on your brand’s ability to seep into the societal subconscious.

     

    Dilip Cherian is Consulting Partner at Perfect Relations

     

  • The task for Lintas is not only to build saliency for the brand but also to encourage a change in shopping habits for apparel and accessories

    LMG bags Yepme’s media duties

    By A Correspondent

     

    Online fashion brand Yepme has awarded its media planning and buying duties to Lintas Media Group. Yepme already has a line of men’s fashion wear and accessories and is launching the women’s wear line on May 30. The brand has signed leading Bollywood actress Kangana Ranaut as its style ambassador. Yepme has over 1.1 million fans on Facebook, making it the largest fan base amongst Indian e-commerce sites.

     

    The task for Lintas is not only to build saliency for the brand but also to encourage a change in shopping habits for apparel and accessories. As Vivek Gaur, CEO at Yepme said: “Yepme is creating a category for itself. Unlike most other brands that are using the online route, Yepme has a non-metro focus and is creating a network of clients across the country. The role of media for such a challenge is extremely critical and requires a fine balance between mass reach and narrow targeting. We are glad to have Lintas Media Group partner us and give us very strong support in media as we nurture the brand further”.

     

    Suresh Balakrishna of Lintas Media Group was very enthusiastic about the addition of this new age business: “Yepme will go a long way in adding a young and futuristic character to the portfolio of brands that we work with. Fashion and e-tailing are both growth areas of the future and their media needs are extremely dynamic. We are very glad that the management of Yepme recognized our strengths and decided to partner with us for their future growth”. The account size is estimated at Rs30 Crores annually. This win comes soon after the recent wins at Lintas Media Group of Henkel,EdenCityand OCL.

     

  • It looks like the kids are living a life of hell, and the Rajya Sabha MP designate is chilling inside an air conditioned studio. This kinda puts you off

    Debrief: Coca-Cola: Zero Freshness

    By Anil Thakraney

     

    Interestingly, there’s a new commercial on air from Coke, and it’s based on cricket. A bit strange that, because summer’s coming to an end and the IPL is done and dusted.

     

    Anyway, the TVC features some rural kids playing the game in extremely hot, dusty and inhuman conditions. It looks like a desert. They seem to be enjoying themselves all the same, since the kids are passionate about the game, like everyone else is in this country. And that passion is what Coke wants to ride on. However, all of a sudden, towards the end of the commercial, Rajya Sabha MP designate, Shri Sachin Tendulkar, appears on the screen. He ‘opens happiness’ and happily gulps it down.

     

    I have two huge problems with this one. For one, cricket has been heavily flogged in Indian advertising, and for the game to carry any further appeal, the execution has to be seriously fresh. We are done with watching kids play street cricket, surely that’s become ultra boring in circa 2012. So on this count, the TVC fails miserably, despite a good voice-over and a decent script.

     

    Secondly, Sachin looks like a cut-paste job in the film, an after-thought. Would it not have been a little nice if the hero lands up in those hot conditions and offers the poor kids some Coke? That would not have injected any freshness to the commercial, but it would have brought in some warmth at least. Currently, it looks like the kids are living a life of hell, and the Rajya Sabha MP designate is chilling inside an air conditioned studio. This kinda puts you off.

     

    Rating: (On a scale of 1 to 5): 1. Thakela idea. And it makes Sachin look bad.Â