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  • Milestone Brandcom creates mesmerizing presence forSwitzerlandtourism across Mumbai

    Switzerland Tourism builds extended recall in Mumbai yet again

    By A Correspondent

     

    Milestone Brandcom, a leading, and fastest growing, integrated OOH brand communications agency inIndia, has executed a surreal campaign for Switzerland Tourism.

     

    This campaign was an extension of their last campaign – “We do whatever it takes to make your holidays perfect”. The core communication objective of the campaign was to fascinate and intrigue people with vibrant images of some the geographical diversity that can be found withinSwitzerland. The campaign tag line was “ExploreSwitzerland”.

     

    The main focus of the campaign was to showcase the different destinations inSwitzerlandalong with very special offers from tour operator partners in India Switzerland, the playground of Europe, has been the dream destination for tourists for decades. Extending across the north and south side of theAlps, it encompasses a great diversity of landscapes – shimmering glaciers, snowcapped mountains, lush meadows and beautiful villages. The climate inSwitzerlandis moderate, with no excessive heat, cold or humidity.

     

    A media plan encompassing 170 media touch points spread well across a selection of formats covering high traffic & footfalls along arterial roads. There was an assorted mix of media touch points such as Billboards, Backlit Bus Shelters, Backlit Pole Kiosks, Large format Mall Facades.

     

    As part of the campaign, to further deliver the desired impact, an exceptional innovation – of a cable car going skywards to & fro from the famousMt.Titlisthat stands tall at 10,000 Feet – was executed on a 30×20 billboard at a prime location at Worli Naka. The innovation was striking and strategically placed at one of the high traffic count traffic signals in Mumbai. It was visible to almost all vehicular & pedestrian traffic moving fromSouth Mumbaito Central and suburban areas of Mumbai.

     

    Commenting on the campaign, Imtiyaz Vilatra, Founder Member & Managing Partner, Milestone Brandcom said: “The objective was to bring to light the mesmerizing diversity of landscapesSwitzerlandhas to offer. The campaign aims at targeting the upper middle class who more often than not, invest in a good vacation, the company has come up with various attractive welcoming offers to explore the immaculate beauty thatSwitzerlandhas to offer. The mesmerizing dream-like locations & attractive rates offered by the company, combined with the right media mix along key arterial routes helped in targeting the right audiences.”

     

    “Top of the mind recall & clutter breaking innovations are what separate an ordinary advertising & marketing campaign from a successful one. The objective was to utilize the OOH space effectively and build presence and reach along key arterial junctions & traffic points in order to reach the right TG. The campaign, executed by team Milestone, left no arterial route or media without our brand presence. I believe the work done on OOH in Mumbai was a critical success factor. Milestone Brandcom has delivered an excellent campaign right from planning to execution,” said Ritu Sharma, Interim Director, Switzerland Tourism.

     

    Milestone Brandcom is the fastest growing Out-of-Home (OOH) advertising & media company with operations in 42 cities acrossIndiaproviding services in over 1000 towns. The company offers through the line advertising solutions for brands nationally across multiple OOH media touch points. With a turnover of 220 crore in 2 years of operations, Milestone Brandcom is already amongst the top 3 OOH brand communication service providers inIndia.

     

  • Channels which operate without a robust management team, a unique market position, and a defined target audience, won’t be able to garner sustained and loyal viewership feels Ashish Pherwani

    Analysis: Ashish Pherwani on when it’s right for a channel to pull the plug

    By Ashish Pherwani

     

    Rule of three

    The media business is largely governed by the ‘rule of three’ i.e. companies which are the top three or four players in a genre, or geography, tend to be profitable, while the rest tend to make losses in the long run.

     

    Accordingly, when a TV channel is unable to make it to the top of its segment for a long period of time, chances are it would have been hemorrhaging money for its owners, and that situation cannot last indefinitely.  Eventually, investors will pull the plug.

     

    Expensive programs as drivers

    TV channels which garner a majority of their viewership from reality TV shows and expensive films, and not from lower cost fiction programs, are also susceptible to being shut down in the medium to long term.

     

    Most large channels do not recover their direct variable reality content production and distribution costs through advertisements alone, but use such expensive programs as drivers to build channel loyalty and viewership for lower-cost fiction programs.  If this strategy does not work, and fiction shows continue to under-perform on a TV channel, the chances of broadcasters continuing the channel are remote even in the medium term.

     

    ‘Overhauls’ and ‘Makeovers’

    Over the last decade or so, most unsuccessful channels which have tried ‘overhauls’ and ‘makeovers’ that have failed to achieve their objectives within six to eight months, have eventually shut down their operations.  There are a few exceptions where channels are politically motivated, treated as marketing tools for large business houses, or those who believe they could build channel valuations for a profitable exit, but such companies are few and far between, and the recession of 2009 and the slowdown in 2011-12 have weeded out most of these.

     

    Foreign investors prefer less risky ventures

    In the case of foreign broadcasters enteringIndia, those with deep pockets and who believe in theIndiastory, which I certainly believe in, too, tend to stay invested inIndia.  But some foreign broadcasters prefer a less risky approach than creation of high-cost content.

     

    They prefer to exploit their existing global content library inIndia. Accordingly, more cautious and risk-averse foreign investors wouldn’t continue to fund under-performing TV channels indefinitely, and would rather take the less risky route.

     

    Viewership, the only asset

    To conclude, the only asset a channel has is viewership.  Channels which operate without a robust management team, a unique market position, and a defined target audience, won’t be able to garner sustained and loyal viewership.

     

    If channel management is able to make these three aspects fit seamlessly together, chances are the channel will succeed as a business, else, it would make business sense to pull the plug!

     

    Ashish Pherwani is Associate Director, Advisory Services, Ernst & Young Private Limited

     

  • As part of her new portfolio, Ms Karna will be responsible for creation and marketing of shows designed for regional and Hindi GECs

    Simmi Karna appointed as Business Head for BIG Productions

    By A Correspondent

     

    Reliance Broadcast Network Ltd. (RBNL) has announced a key appointment with Simmi Karna coming on board as the Business Head for BIG Productions, its television content production arm.

     

    As part of her new portfolio, Ms Karna will be responsible for creation and marketing of shows designed for regional and Hindi GECs. She will also be responsible for the P&L of BIG Productions and will report to the CEO of Reliance Broadcast Network, Mr. Tarun Katial.

     

    A molecular biologist by education, Ms Karna was drawn to the television industry as she began researching and writing for television in 1997. Over the last 15 years, she has worked across leading brands in the television industry ranging from Zee, Channel V and IMG, as a writer and creative director across genres of fiction, non-fiction, sports, fashion, among others. Her last assignment, prior to joining BIG Productions, was with Balaji Tele Films as the Chief Revenue Officer.

     

    Commenting on her appointment, Mr Katial, CEO, Reliance Broadcast Network Ltd, said: “Simmi’s vast experience across a variety of genres with her erudite stamp on programming makes her an asset to the organization. Her ability to ideate and conceptualize on the basis of audience preferences, while ensuring in line with clients’ briefs is her strength which will work excellently when coupled with her people management skills to lead the business into its next level of growth.”

     

    On her appointment at BIG Productions, Ms Karna said: “I look forward to working with the young and dynamic team at BIG Productions. The television industry is geared for exploratory programs and these are really exciting times for TV inIndia. RBNL has some great properties for television and I look forward to a challenging and exciting career in television production.”

     

    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.

  • GECs is a very difficult segment and it needs deep pockets and a determination to go the long haul, feels Mr Nair

    I am shocked and disappointed: Sameer Nair

    By Anil Thakraney

     

    Sameer Nair, whose baby Imagine channel was, is quite surprised by its sudden demise. Mr Nair founded Imagine in 2007 in partnership with NDTV, and ran it for four years. He quit last year after Turner bought the channel from NDTV.

     

    Speaking to MxMIndia, he said: “I am quite shocked and disappointed to hear that they’ve decided to shut the channel down. They (Turner) seemed to be quite gung ho about Imagine, and I thought they were going full steam ahead. There is a lot of investment and a number of jobs at stake.”

     

    When asked what in his view may have gone wrong with Imagine, Mr Nair said GECs is a very difficult segment and it needs deep pockets and a determination to go the long haul. And that he thought Turner had the muscle power to go the distance. Talking about his own stint at the channel, he said: “We had some successes and some failures. It was a tough market, we faced economic difficulties. And GECs is a tough space to be in, it’s a very competitive category. We were the first to re-create the Ramayana and we launched ‘Rakhi Ka Swayamwar’, a show like that had never been done before. I think we did some good work.”

     

    And what were the reasons behind his own departure from the channel? Mr Nair’s response is pretty frank. “I was used to operating independently. After Turner took over, one had to integrate into the Turner system. And this made me just a department head. And so I left.”

     

    Mr Nair says he’s currently working on some exciting projects but will reveal details once it all falls into place.

     

  • Producers and performers were shocked by the Turner decision to pull the curtains down on Imagine

    Rude shock for producers and performers

    By Kshama Rao

     

    Producers woke up to a rude shock on Thursday  to the news of Imagine shutting shop. If IPL wasn’t enough, then the closing down of a TV channel meant further doom for the producers.

     

    JD Majethia

    Turner Broadcasting System Asia Pacific Inc. (Turner) dashed off a letter that to the producers and the media about Imagine being wound up with immediate effect, so much so that shootings had to be abruptly cancelled on Thursday as the TV giant didn’t want the channel to spend on even one day of shooting!

     

    While the industry is still reeling from the news, the worst affected are the producers whose shows were running on the channel. Rajan Shahi, who had launched Jamuna Paar on Imagine just a little over a month ago, refused to comment: “It would be too premature”. Other producers like Siddharth Tewary, the Sagars who had Chandragupta Maurya and Dwarkadheesh running on primetime were incommunicado as they grappled with the sudden turn of events.

     

    JD Majethia had launched two shows, Jassuben Jayantilal Ki Joint Family and Ek Packet Umeed four years ago (on January 21, 2008) when former Star TV honcho Sameer Nair had spearheaded NDTV Imagine amidst much fanfare. He said: “It’s sad and shocking. It was a channel, which with the entry of Vivek Behl at the helm of things, looked poised for bigger things, a turnaround but that was not to be. It’s a huge setback for producers and for those who work on a per day basis. A daily show means a minimum of 100 people associated with it in various capacities and with Imagine closing down, it spells doom for them. All that talent and labour goes down the drain. It’s a loss of about Rs200 crore worth of yearly business for Imagine and the industry on the whole.”

     

    Mr Majethia said that it was the channel’s “unclear philosophy” that did it in. When they started out, the mantra they had adopted was positive, light hearted, happy programming but then Colors launched with its emphasis on “high drama” and Imagine started floundering. The channel lost its focus, couldn’t make shows that could connect with the masses and hence lost the plot. “But as I said, things had begun to look up with the entry of Vivek,” he added.

     

    Another producer, on the condition of anonymity, who had worked for Imagine said it was the haphazard way of doing things and not following a clear brief that cut the Imagine story short.

     

    Veteran producer Dheeraj Kumar of Creative Eye Productions however played down the whole thing. His show Sawaare Sabke Sapne Preeto which was launched a year back was going strong and he said: “Just like how you get surprises in life, this too was a surprise for us. I wouldn’t call it a shock. I guess these things happen. You think, Turner wouldn’t have thought before taking this decision. Yes, it was overnight and could have done a bit smoothly with advance intimation but it’s alright, I have no complaints as we have had a good creative collaboration with them. Personally, I am not worried about my workers because we are a big production company and they would be absorbed in some or the other project. I am hopeful that Turner with its huge umbrella of channels would give us a chance of providing content to them. I am optimistic.”

     

    Aasiya Qazi, an actress who made a debut with Ekta Kapoor’s Bandini which ran for over a year and followed it with Deeya and Tony Singh’s Dharam Patni that was pulled off air in January is “shocked”. “It was the channel that gave me a chance to start in this industry. It gave me two shows, so yes, I am definitely shocked. I don’t know what happened and whoever I have spoken to are equally clueless. I didn’t even know why Dharam Patni was pulled off air abruptly a couple of months back. I feel sad for the artistes and the crew of the new shows like Jamuna Paar that had gone on air a couple of months ago. It’s demoralising for them,” she says.

     

    Vishal Karwal, who plays the title role of Dwarkadheesh in the Sagars’ ambitious mythological on Lord Krishna, is both “happy and sad. I was happy because I wanted to come back to Mumbai. I have been shooting inBarodafor the show from Mondays to Fridays and it had begun to get to me. I was in talks with the producers to let me go to Mumbai. I am sad for the workers whose bread and butter depend on these daily shows. They don’t earn more than Rs10-15,000 a month where as for actors like us, we can still survive.”

     

    He terms the sudden development as “unprofessional and devoid of professional ethics. The channel hasn’t been doing well for a while now and even the new channel Life OK overtook it in the numbers game.”

     

    Sources in the industry said the producers whose shows were largely affected won’t comment on this considering their dues are yet to be cleared. Worst hit are the Sagars whose two shows, both mythologicals and lavish productions, Dwarkadheesh and Chandragupta Maurya and others like Shahi who had barely launched a new show with a massive set.

     

    A source said: “One wrong word in the media and they run the risk of not getting their dues. They have already been hit badly so any press statement could jeopardise their equation with the channel.”

     

    So it’s wait and watch for now.

     

    Kshama Rao is a senior journalist tracking the television trade for over 15 years.

  • The agency installs a gigantic pen drive at a mall in the city. The installation attempts to highlight and reiterate ‘storage and space’, the USP of the brand

    Six Inches Communications develops unique OOH innovation for Kingston

    By A Correspondent

     

    Six Inches Communications, an integrated brand communications agency, has created an exceptional Out of Home (OOH) innovation for Kingston Technology, the US based, independent memory module company whose products include Solid State Drives, memory modules, Wi-Drive, USB Drives, memory cards and card readers. The installation in the form of an enormous pen drive attempts to highlight and reiterate ‘storage and space’, the USP of the brand.

     

    The agency has replicated a pen drive on a large format OOH installation which is 31 ft in length, 9.5 ft tall and 12 ft wide at the entrance of Nirmal Lifestyle, Mulund for a period of one month. The concept of the innovation revolves around the idea of giving the users a real life experience of entering a pen drive.

     

    From the exterior, an illusion of people getting into the pen drive will be created while the inner walls of the gigantic installation will have interesting graphics depicting the benefits of the device.

     

    Commenting on the latest initiative, Vishal Parekh, Marketing Director,KingstonIndiasaid: “Kingston pen drives have large capacity and is one-of-its-kind in this category. We wanted to highlight the fact that though pen drives look small, they are huge storage devices and convey the idea that one can carry his/her world in a pen drive; be it music, movies, data, photographs or confidential documents”.

     

    Pravin Shah, CEO and Managing Director of Six Inches Communications said: “In order to communicate the magnitude of space offered byKingstonpen drives we opted for the OOH medium as it gives a brand the flexibility to explore innovation with products in terms of size, shape and experience. The larger-than-life installation will successfully bring to life some of the key benefits ofKingstonpen drive”.

     

    The customers will also witness a painter painting a portrait along with a guitarist strumming a song inside the installation to highlight the idea of bringing the data stored in the pen drive to life whenever required.

     

  • Pradyuman Maheshwari believes that Turner should’ve shut the channel the moment Sameer Nair exited last year

    Mediaah! What did Turner imagine a GEC wud do?

    By Pradyuman Maheshwari

     

    I am as shocked and upset as Sameer Nair about Turner’s closure. Very few in the organisation of the move until Thursday mid-morning when the staff was called for a meeting to be informed of the closure.

     

    Remember, it’s a ceasing of business operations and not a suspension. There could of course be a revival at some day in future, but as of now the chances of that are 0%. Turner isn’t suggesting anything. In fact the staff has either been served notice or accommodated elsewhere in the system – either permanently or temporarily.

     

    But the moot question is: why did Imagine fail? Why did it not garner enough ratings? And was it wise for Turner to buy the channel from NDTV?

     

    In an interview to MxMIndia, managing director for South Asia Siddharth Jain says it was a carefully considered decision to acquire Imagine. If the window it gave the channel to success was so short, guess it was an unwise move. Remember in Sameer Nair, Turner had possibly one of the best brains in Indian broadcast.

     

    And as the former Star India CEO rightly maintained, it needed just one great programme for the channel to come alive. Sadly, that never happened. Zor Ka Jhatka with Shah Rukh Khan was a huge flop draining Turner upwards of Rs 50 crore. The Turner bosses weren’t willing to wait for Sameer Nair to make yet another big attempt to win the ratings game. His wings were clipped and that in many ways was the beginning of the end. In May 2011, Sameer quit and wasn’t replaced.

     

    Mind you, this has been Turner’s second attempt at running a general entertainment channel. While some of its other channels are doing well, Real – a product of its jv with Alva Brothers – was a disaster. Imagine, under NDTV, was promising and that’s essentially because of Sameer Nair and team. Agreed even SAB outpaced it in channel shares, but that’s essentially because of an improper strategy. But SAB’s story is special. In fact had it not been the endless reruns of CID, SAB would’ve been ahead of Sony too!

     

    If this was the decision that they were going to take (and Imagine was indeed going nowhere in terms of ratings), my belief is that the team at Turner did a disservice to its stakeholders. They should’ve pulled the plug the moment Sameer quit last year.

     

    The move has folks in tellyland worried. If a foreign network (hence assumed with deep pockets), like Turner can turn off the tap for them, so can anyone else, they say. Turner has assured the trade that its interests will be taken care of and the signals aren’t off yet, but it does impact many lives. As it does for the employees of Imagine.

     

    We’re sure they’ll get placed soon. But this jhatka was I think a bit too zor ka.

     

    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 🙂

     

  • This has been a trial by the media, the channels have been playing the cops, the lawyers and the judges all rolled into one. And all this only to give a ‘fresh slant’ to the story

    Anil Thakraney: What lessons have we learnt from Aarushi?

    By Anil Thakraney

     

    Aarushi is back in the news. And it’s quite obvious that the media heat on the 2008

     

    Aarushi Talwar killing in Noida has kept the investigation going. Just as it happened in the Jessica Lal murder case. If the media hadn’t given so much attention to this crime, Aarushi’s X-file would most likely have been closed a long time ago. So far so good.

     

    However, the manner in which the electronic media has covered the story in the last four years has been nothing short of unfair and unethical. It’s one thing to put pressure on crime investigation; it’s another thing to break every single tenet of journalism with impunity. I recall the two extremes that were played out on the TV channels in the aftermath of the murder. On the one hand, there were the Star News reporters busy re-enacting the murder and virtually declaring that the parents were the killers. On the other hand there was Sonia Varma of NDTV in a chat show with Aarushi’s mom, not just bonding with her but making every visible effort to make the lady appear victimized. And in between these two extremes there has been a whole lot of speculation raging on, and every single news channel is guilty of it. What took the cake was the narco-analysis tests of the suspects being freely broadcast for public consumption!

     

    No, I am not saying for a second that the intentions of the anchors/reporters were motivated. But it is equally true that without realizing it, they have been sending all good journalism practices for a toss. This has been a trial by the media, the channels have been playing the cops, the lawyers and the judges all rolled into one. And all this only to give a ‘fresh slant’ to the story. This sort of a public tamasha doesn’t happen anywhere in the world media, apart from a few yellow tabloids.

     

    Click on the image for larger view

    No, after four long years, we still don’t know who killed Aarushi. Maybe we’ll never know. But thanks to an over-excitable media, many reputations have been tarnished forever. Question is: Have we learnt our lessons? I suspect not. I have a strong feeling that in the mad chase for TRPs we will make the same mistakes all over again.

     

    Sad.

     

    * * *

     

    PS: Fantastic press ad. Reminds me of the golden days of Trikaya andEnterprise, when the agency writers would churn out stunning prose. This advert kills all the myths that float around about press ads. That people don’t read long copy. That you have to say things straight and quick. That press ads are at best a reminder medium. All nonsense.

     

  • Turner remains fully committed to future investments and long-term participation in Indiaand will continue to explore expansion opportunities in this key priority market for Turner, Mr Jain added

    This is a carefully considered business decision: Siddharth Jain

    It wasn’t an easy day at office for Siddharth Jain, Managing Director- South Asia at Turner International India Private Limited. Mr Jain, who had assumed his current role in November last year, took time off to respond to MxMIndia’s questions in an emailed interaction.

     

    What exactly happened… there were promos running for forthcoming shows and then this announcement of pulling down curtains?

    This is a carefully considered business decision based on performance of the channel. We invested substantially and put all possible resources behind Imagine TV throughout. As in any other business, the investments were directly linked to reaching a certain performance benchmark. However, in the two years, Imagine did not grow or perform as per expectations and as a result, Turner made the carefully-considered decision to cease operations of the channel.

     

    Did you consider selling the channel (a la 9X)?

    We worked incredibly hard to exhaust all options to avoid cessation of business operations.

     

    This is the second GEC from the Turner stable that has failed. But your other channels are doing well, with Pogo hitting an all-time high recently. Will Turner try its hand at another GEC or is it quits for now?

    Absolutely. Turner remains fully committed to future investments and long-term participation in India. Having been pioneers in the Indian M&E space in international news and kids’ entertainment, Turner currently operates some of the strongest media brands in India. POGO is indeed doing very well, being the Number one channel in the kids’ TV genre for the last six months (as per TAM). Turner will continue to be leaders in the media and entertainment industry and to explore expansion opportunities in this key priority market for Turner.

     

    What happens to the team and staff of Imagine? Anyone being retained or moved to other businesses?

    Turner will retain some employees for a transition period and some others are being offered permanent roles within other Turner channels to fill current vacancies.

     

    For the other Imagine employees getting impacted, Turner has set up an HR outplacement service which will provide advice on how to write a better CV, interviewing techniques and other job hunting skills. We will also introduce the employees to recruitment consultants, HR professionals from other media organizations and facilitate their new job search. Our focus is to ensure the closure is executed in a fair and appropriate manner for all of them and in full compliance with all legal requirements, employment terms and company policies. We will use our best endeavours to make this as smooth a transition as possible for them.

     

    The integration exercise that Turner carried out in May 2011 didn’t seem go down well with a few key personnel exiting the company eventually. In hindsight, was that what triggered the channel’s downfall?

    The two are not related in any way. Integration really helped in getting better operational efficiencies between Imagine and our other networks. While exits happened in the last one year, if you look across the industry it is in the normal course of any GEC. There is not one person or one department that was responsible but a number of factors that led to the channel not delivering consistent ratings that were required to sustain the business and continued investment.

     

    Why wasn’t there a suitable replacement to Sameer Nair post his exit?

    We are not in a position to comment on Mr Nair.

     

    Are there any plans for your library of programming? And what happens to the programmes signed up?

    As of today, we cease all business operations of Imagine TV. The closure is a complicated process as we are ensuring fulfillment of all our business commitments to advertisers, distributors, production houses and other partners.

     

    As you look back, do you think it was an unwise decision to buy Imagine from NDTV? And would it have been better for you to have launched an all-new channel so that it doesn’t come with the baggage of an unsuccessful channel?

    The acquisition of Imagine was a wholly appropriate, strategic and extensively-considered decision.

     

  • It’s not a fun thing that’s happened, but AN Chorreachose to add his two-bit on what could be (and what should’ve been) done for the Imagine announcement to not happen.

    Anchor: 5 ways how Imagine could’ve survived

    By AN Chorrea

     

    It was indeed shocking to see Turner cease all operations of Imagine TV with effect from yesterday. My considered view is that Turner Broadcast could’ve managed to see Imagine survive the Great GEC Race and also thrive by any of these five programming tweaks.

     

    1. Rakhee round the clock

    Rakhee Sawant may have got into the limelight thanks to Bigg Boss on another GEC, but it’s all the crazy things that she did on Imagine that caught the world’s imagination. And made her a household name. So, wouldn’t it have been a great idea to have Rakhee and Rakhee along all 24 hours?!

     

    2. Reality round the clock

    Imagine isn’t the only channel which is into reality shows… almost every channel is. But remember they started out with one, albeit for just a week. Methinks heavy doses of Rakhee Sawant, Rahul Mahajan and all other types of international and desi formats would’ve got it all the ratings!

     

    3. Maximum Mythology

    All channels have mythologicals, but given its superior rendering of Ramayan and later Dwarkadheesh Bhagwan Shri Krishna and more recently Mahima Shani Dev Ki makes one wonder that if Imagine aired only mythologicals round the clock – with lavish sets, et al – wouldn’t it have worked in its favour?

     

    4. Supernatural mumbo-jumbo

    I am sure you’ve seen Raaz Pichle Janam Ka, the primetime show that’s a reality show showing the practising of past-life regression. The programme is quite engaging leading us to suggest that the channel should’ve gone in for all the supernatural, astrological and other bizarre stuff for at least 18 hours a day. And for the other six hours: more supernatural stuff. Possibly TV shopping for gizmos that can help you cross all barriers in life.

     

    5. Get the original Jhatka from Pogo

    For a man who stole everyone’s hearts in Fauji, Shah Rukh Khan has had a  easonably awful track record on telly ever since he became a superstar. KBC with him as anchor was no great shakes and Paanchvi Paas on Star Plus and Zor Ka Jhatka on Imagine were disastrous. It would’ve perhaps been nicer if Imagine could’ve got Pogo to part with its version of Takeshi’s Castle. While the show’s fun, it’s Javed Jaffrey’s commentary that does the trick and one can keep watching it endlessly. As the show’s name suggested SRK’s Jhatka deserved a kick at all the right and wrong places. Zor ka!

     

    AN Chorrea is a seasoned industry-watcher who writes under a pseudonym

     

  • TAM data Top 10 programmes on HGEC – Wk 14 ’12

     

    Source: TAM Peoplemeter System
    TG: CS 4+ yrs
    Market: Hindi Speaking Market
    Period: Wk 14: Apr 1 to Apr 7, 2012

     

     

    About TAM Media Research

    TAM is a joint venture between Nielsen Company & Kantar Media Research. Besides measuring TV Viewership, TAM also monitors Advertising Expenditure of Television, Print & Radio through its division AdEx India. Since 2004, it extended its presence in the PR Measurement & Analysis space for Corporate/Marketing Clients by setting up a separate division Eikona PR Measurement.

     

    In 2007, the joint venture introduced RAM (Radio Audio Measurement) service to track Radio Listenership for the Indian Radio Broadcast Industry. In year 2009, TAM launched a division, called TAM Sports that specializes in monitoring Sports Sponsorship ROI.

     

    TAM Media Research’s objective is to fuel media insights that will drive the growth of the Indian Media Industry.

  • TAM Data (GRPs Channel shares of HGECs)- Wk 14 ’12

     

    Source: TAM Peoplemeter System
    TG: CS 4+ yrs
    Market: HSM
    Period: Wk 13: Mar 25 to Mar 31, 2012
    Period: Wk 14: Apr 1 to Apr 7, 2012

     

     

    About TAM Media Research

    TAM is a joint venture between Nielsen Company & Kantar Media Research. Besides measuring TV Viewership, TAM also monitors Advertising Expenditure of Television, Print & Radio through its division AdEx India. Since 2004, it extended its presence in the PR Measurement & Analysis space for Corporate/Marketing Clients by setting up a separate division Eikona PR Measurement.

     

    In 2007, the joint venture introduced RAM (Radio Audio Measurement) service to track Radio Listenership for the Indian Radio Broadcast Industry. In year 2009, TAM launched a division, called TAM Sports that specializes in monitoring Sports Sponsorship ROI.

     

    TAM Media Research’s objective is to fuel media insights that will drive the growth of the Indian Media Industry.