Tag: print media

  • Time for newspapers to up cover price!

     

    By Pradyuman Maheshwari

     

    The print media in India has reason to be sore with the government. Barring a few, most newspapers and magazine weren’t too negative on the previous regime, and in a sense contributed to its return to power. While some publications may indeed have aired anti-Narendra Modi views in the run-up to the elections, the dosage of that was limited and, one may say, controlled.

    Indian newspapers have forever worked on a lopsided business model. Masterminded by Times of India group vice-chairman Samir Jain in the 1980s, newspapers were being sold at very low cover price to attract and retain readers, and combat (and hence bleed) competition. The ‘invitation pricing’ policy was followed relentlessly by TOI and almost every old and new newspaper thereafter. Casseroles, soaps and assorted gifts were offered to readers in the form of subscription offers. But the price of the papers – especially the English-language ones – were far, far below the monies that went into the making of each issue.

     

    Newspapers that have profited over the last three decades have done so thanks to their leadership and thereby their ability to attract advertising or through allied or dramatically different businesses. Advertising from government or quasi-government organisations ensures that the money registers keep ringing even as the cost to consumer continues to be abysmally low.

     

    Over the last few years, as in the case of internationally sourced products like crude oil, the price of newsprint has also been rising. This has adversely impacted the bottomline of most print media businesses. In fact in the last few years, price of imported newsprint that is largely deployed by English as well as high quality regional papers, had skyrocketed. It went south in late-2018, but by then the ad volumes on print touched a new low. Adspends have been low for other media too, but print has been hit badly with digital steadily weaning away its readers. The Indian Readership Survey 2019 may have shown growth for newspapers but that’s only with the Total Readership metric. With the more widely acceptable Average Issue Readership, the future doesn’t look very bright – esp in the metros.

     

    So if the newsprint prices go north, the cover price should’ve also headed the same way, right? No, instead, newspapers have traditionally been quick to cut their content often even rejigging the mix. Publishers are worried that a hike in the cover price will impact their readership, which could well be true, but clearly the newspaper organisations need to integrate their digital operations better and foresee a future that helps them make monies from their e-presence.

     

    To blame the government for their new-found woes is incorrect. I am sure Prime Minister Narendra Modi will reverse the import duty hike. He has done that in the past, and could do it again.

     

    Yes, our readers are fickle in their ways. They don’t mind spending Rs 20 or whatever on a vada pav, idli sambar, chaat or jhaal-muri, but they will crib about Rs 10 for a copy of the morning newspaper or Rs 60 or 100 for a glossy and informative magazine.

     

    Newspaper owners meanwhile need to smell the coffee – or ink – and up the cover price. Over-dependence on government largesse is detrimental to an independent media. And it’s time that consumers learn to pay for quality content.

     

     

  • IRS Q4 2012: Most publications show degrowth

    By A Correspondent

     

    The last quarter of 2012 has not shown much promise for the print media inIndia, going by the recent IRS figures released by MRUC. Most of the categories have shown degrowth. While the Hindi daily, Dainik Jagran continues its leadership position in Top 10 publications, its AIR fell from 16,474 in Q3 to 16,370 in Q4 with the AIR gainers in the category being Dainik Bhaskar, Hindustan, Malayala Manorama, Rajasthan Patrika and Mathrubhumi.

     

    Eight of Top 10 magazines have lost readership numbers. According to the current survey numbers, Vanitha has lost 1,18,000 AIR; India Today 46,000 AIR; Saras Salil 39,000; Meri Saheli 47000; the weekly Bengali magazine Karmakshetra 78,000; Cricket Samrat 20,000; Malayala Manorama 45,000 AIR and English monthly General Knowledge Today 54,000 AIRs. Pratiyogita Darpan in the category of Top 10 Hindi Magazines has gained readership going from 18.94 lakh in Q3 of 2012 to 19.02 lakh in Q4. SamanyaGyan Darpan and India Today are the only two who have gained numbers here while Saras Salil, Meri Saheli, Cricket Samrat, Grih Shobha, GrehLakshmi, Champak and Vanitha have witnesses dip in their readership. Among Top 10 English Magazines, India Today maintains its leadership position but has shown a dip in readership going from 15.26 lakh AIR to 14.8 lakh AIR in Q4. General Knowledge Today, Readers Digest, Competition Success Review, Outlook, The Week, Stardust, Business Today, and Wisdom have registered a dip in their AIRs. The only magazine to have gained 14,000 AIRs is the monthly Pratiyogita Darpan.

     

    Nine of the Top 10 Language Magazines show degrowth. Malayalam weekly Mathrubhumi Thozhil Vartha has added 85,000 AIRs while the Bengali fortnightly Sananda has added 9,000 readers. In the Language dailies, Malayala Manorama, Eenadu, Sakshi and Daily Sakal have gained AIRs. The Times of India maintained leads the Top 10 English Dailies category but has registered negative growth and lost 38,000 AIRs: from 76.53 lakh in Q3 2012 to 76.15 lkah in Q4. On the second position, Hindustan Times has added 34,000 readers going from 37.86 lakh to 38.20 lakh readers. While the third daily in the category The Hindu has lost numbers, The Telegraph at fourth position has added AIRs. DNA, Mumbai Mirror and The Tribune have added AIRs while Deccan Chronicle, The Economic Times and The New Indian Express have seen a dip in readership.

     

    Of the Top 10 Hindi Dailies, six show a decline in readership. The publications that saw a dip in AIRs include Dainik Jagran (1.04 lakh AIRs), Dainik Bhaskar (75,000 AIR), Amar Ujala (1.02 lakh AIR), Punjab Kesari 41,000 (AIR), Navbharat Times (6,000 AIR) and Nai Dunia (1.95 lakh AIR).

     

     

  • Media Matrix: Valuing Audience – Part II

    By Paritosh Joshi

     

    Remember the 5 weepies that you were forced to watch because of your spouse? The maverick British automobile journalist? The irritatingly intrusive news editor? If you do, we met last week. And even if you don’t, I’m going to try and make this week’s 870 words stand on their own feet.

     

    We signed off last week wondering about whether audience quality, and not just quantity, could be measured objectively. And whether current systems of audience measurement pay enough attention to measuring audience quality. The questions were tainted by an assertion that “In the relentless focus on audience volume as the prime metric, we have lost sight of audience quality”.

     

    Why does audience quantity take precedence over any other measure, particularly in a market such asIndia?

    • Almost every product category has low penetration, or in more technical terms, low Category Development Index
    • Marketers’ primary priority is to reach the widest audience to build awareness about their product/category to stimulate demand
    • When width becomes paramount it is easy to see why quantity always wins over quality

     

    The arrival of satellite television inIndiain the early 1990s was the first intimation of accelerating media proliferation. An unregulated regulatory environment in its early years and limitless viewer demand for exciting, entertaining content fuelled a torrent of channels, and indeed genre innovation which continues unabated over two decades on. Coupled with rising incomes in a domestic consumption fuelled economy and steadily growing literacy, India also saw simultaneous growth in the print media and, with the advent of better telecommunications in the last decade, the ‘new’ or digital media. Making systematic and reasoned choices in this era of abundance was no longer the simple exercise that media planning used to be in the stone age of media scarcity that preceded it.

     

    Enter- the media agency of record.

     

    The challenge for advertisers was just this: how to reach the largest audience at the least cost. Inevitably, the agency’s singular task was to stitch up defined audiences across multiple vehicles at the lowest CPT (cost per thousand) or CPRP (cost per rating point). Conversely, advertising sales personnel at all media outlets were under pressure to offer packages that were compared relentlessly on cost almost to the exclusion of everything. The age of quantity had arrived.

     

    We will leave the hurly-burly of the media market for a moment and look at how audiences are actually measured and how these measurements are consolidated into reports.

     

    Television measurement involves peoplemeters; devices connected to domestic TV sets that keep track of who watched what, when. These peoplemeters, once installed in a home, track TV consumption around the clock, through the week, across months and years. These days, most have inbuilt communication apparatus that enables them to transmit their observation record to a central server without human intervention. The central facility now consolidates thousands of individual viewer readings into audience ratings, again with little human intervention. Ratings report second by second ebbs and flows in audience aggregates. Cross sections – by second, minute, hour of any other time interval become more important than how a particular individual, or household, or even demographic, spent a day interacting with TV.

     

    Other media, most prominently print, are measured by large scale media surveys like the Indian Readership Survey or IRS. Thousands of households are contacted across the country to map print, TV, radio, digital and other media consumption along with detailed information on usage of a wide range of consumables, durables and assets (such as personal transport). Here too, the system is geared to deliver cross sections of readership, listenership and so on, rather than examining how an individual, household or defined demographic consumes across media and product categories.

     

    In days of yore when data tabulation, summarization and analysis was done manually, examining and interpreting research information, whether for  TV or any other media, on a ‘longitudinal’ rather than ‘cross-sectional’ was practically impossible. While individual cases might be studied, purely for anecdotal value, there was no practical way of subjecting, large parts of, or the entire sample itself, to cross-sectional study.

     

    WithMoore’s Law having given us exponentially growing computing horsepower and data warehousing, this impediment no longer exists. Imagine an individual’s TV consumption across a week. From spiritual or yoga type programs in the early morning, through news and business during the day to action, drama, music, talk and comedy in the evening night, she has a wide range of content on her plate. And when you start looking at her ‘TV timeline’, and start comparing and contrasting it with the thousands of others, you will find others that are rather similar, somewhat similar or rather dissimilar to hers. Simple, least squares type, approaches can scan across timelines to find patterns of behaviour.

     

    In much the same way, the entire mix of product and media consumption of individuals or households, rather than cross sectional tallies, can also be run on respondent level data in studies like the IRS.

     

    Shifting attention from cross sections to longitudes or timelines – of moving from a cross-sectional view of audiences to actually understanding how they behave and what they consume across time and place is the difference between understanding audiences as quantitative aggregates or behavioural phenomena.

    Paritosh Joshi was until recently CEO, Star CJ. He has been a marketer, a mediaperson and been a key officebearer on industry bodies. He can reached via his Twitter handle @paritoshZero