IPL’s value down 11% to $3.67 bn as honeymoon period is over: BrandFinance
Insearchindia.com Team
(11 April 2011 4:20 pm)
MUMBAI: As India's cricket board is trying to clean up its biggestcricket-entertainment property, there are still questions looming over the business model of the Indian Premier League (IPL). The addition of two teams has only added to the financial woes as the overall brand value of the IPL has eroded.
The IPL is valued at $3.67 billion, down 11 per cent from $4.13 billion a year-ago, as there are dark clouds raised over governance policies, according to BrandFinance India, the company which specialises in brand valuations.
“The IPL juggernaut has hit a speed breaker with an erosion of $460 million of its long-term value. As costs like players' wages rise, the early commercial success of IPL will be tested and the honeymoon is well and truly over,” BrandFinance India MD M Unni Krishnan said.
The IPL branded ecosystem’s long–term sustainability is being subjected to a “stress test” from various forces. IPL’s sustainability will, thus, largely depend on infusing governance policies to align all the stakeholders towards win–win relationships and thereby preserving the value in the long run.
The BrandFinance report noted that much of the brand’s initial value was built through a range of attention getting activities, which now needs to be consolidated through values driven patronage across all stakeholders.
The report chalked out various factors on which the business model as a whole will be dependent. These are:
Ability to institutionalise governance processes to safeguard IPL’s ability to inspire trust flows across stakeholders which will sustain the business model’s cash flows.
Prudent financial management and corporate discipline to ensure commercial success at an individual franchisee level as costs like player’s wages shoot up.
Nurture and establish new, or improved, revenue streams so that franchisees can leverage their popularity through more diverse merchandising or new income streams.
Retaining the engagement levels with current and potential fan bases even as young Indians get exposed to new game formats and interest in other sports.
Stickiness of sponsors who may have more options. Initial enthusiasm could wane in the light of IPL’s own economic performance.
The report, however, conceded that despite all the challenges, the IPL has remained a robust asset. "Its owners face a choice. Either they can reform the system inside out or face a meltdown in the not so distant future," the report cautioned.
At a broader level, the IPL is emblematic of Indian commercial and sporting prowess to the world. Oddly enough, the IPL also represents the dark microcosm of an epidemic of corruption and short–term frenzy to make a fast buck which has swept India like an avalanche over the last year,” the report added.
IPL Franchises:
The combined trademark value of all the eight franchisees for 2011 is pegged at $355.22 million, slightly higher than $333.35 million in 2010.
BrandFinance, which took the eight original eight teams into consideration, categorised the teams into three brackets. The ‘breakaway brands’ consisted of Mumbai Indians, Chennai Super Kings and Royal Challengers. BrandFinance said that these franchisees seem to have worked out the secret sauce of sporting success. “Consistency and coherence across various dimensions of cricketing and marketing excellence along with governance holds the key,” it said. (For valuation, see the table).
Mumbai Indians has made significant gains due to meticulous focus on nurturing a core team under Sachin Tendulkar, strong fan engagement efforts, sponsorship and merchandising. What makes it stand out is also the strong commitment to use the platform for the larger good like “Education for All’. It is not a mere coincidence that all the three ’breakaway brands’ are owned by large business houses, the report noted.
Meanwhile, Kolkota Knight Riders, Delhi Daredevils and Deccan Chargers are the “middle of the road brands”. They are in a state of flux and seem to have lost their balance in key areas of cricketing excellence aka the product.
The third in the category are the "Stragglers" and consist of Rajasthan Royals and Kings XI who have their work cut out in getting their houses in order.
Tuesday, April 12, 2011
Wednesday, April 6, 2011
WC: Tale of record ratings and advertisers
WC: Tale of record ratings and advertisers
Team
(6 April 2011 10:00 pm)
MUMBAI: When MS Dhoni hit a towering six to seal India's victory at the World Cup final, it was mass India watching a piece of history being created after 28 years. In a whole new era of India's superpower status in the cricketing economy, what counted was how many television viewers the game attracted and to what extent sports broadcasters could turn profitable amid high acquisition costs in a country that views a single sport with religious frenzy in constant regularity.
The ratings created history. The 'Men in Blue's' final battle drew in a record 135.4 million viewers and it peaked with a TVR of 35.91, demonstrating to advertisers that if there was one mass medium available it was cricket.
The final contest fetched an average rating of 23.21, surpassing the classical duel between India and Pakistan that got an average TVR of 21 and peaked at 34.46 with 115 million viewers tuning in.
The semifinal between New Zealand and Sri Lanka got a rating of 4.31 and a peak TVR of 12.87, making it the highest rated for a non Indian match. Seventy million viewers watched it, according to data from Tam Sports (C&S4+).
The 2011 World Cup fared better than its 2007 edition. The final between Australia and Sri Lanka had earned a TVR of 4.53 and a reach of 33 million. The two semi finals had got an average of 2.55 TVR in 2007.
Overall, the event got a TVR of 3.86 compared to 2.02 in 2007. The India versus Sri Lanka final this time around got a rating of 11.1 TVR on Star Cricket, 8.13 TVR on Star Sports and 4.35 TVR on Doordarshan.
Maharashtra, Uttar Pradesh and West Bengal watched the World Cup tournament the most this time. India's nine matches delivered a TVR of 12.07 TVR. In 2007, the three India matches had got an average of 10.33 TVR. The non India matches got a TVR of 1.29 compared to a TVR of 1.43 in 2007.
Click here to zoom image
Source:Tam Sports
Dentsu Media CEO Sai Nagesh said that the performance of the event has been exemplary. "The amount of time that people spent viewing a game has been a revelation. It was thought that people would only watch the last couple of overs. That has not been the case. The non India games also did well. The fact that India was in a tough group which saw teams like Ireland do well boosted the event's performance.
What about the ad rate hike after India stepped into the semifinal stage? "The incremental increase in the performance of the final over the India versus Pakistan semifinal was expected. The rate of Rs 2.2 million a spot was worth it for the final for clients who came in at the last moment," said Nagesh.
Top Five India Matches Top five non-India matches
Final India versus Sri Lanka - 23.21 TVR
Semifinal New Zealand versus Sri Lanka - 4.31 TVR
Semifinal India versus Pakistan - 21 TVR
Pakistan versus Sri Lanka - 3.28 TVR
Quarterfinal India versus Australia - 12.34 TVR
Quarterfinal England versus Sri Lanka - 2.92 TVR
India versus England - 10.97 TVR
New Zealand versus Pakistan - 2.45 TVR
India versus South Africa - 10.11 TVR
Australia versus Pakistan - 2.28 TVR
From the advertiser point of view, the series has been a rewarding one with most of them reaping a good return-on-investment. PepsiCo India executive VP - marketing, Cola Sandeep Singh Arora expressed satisfaction about the response it got for its 'Change the Game' campaign which ran during the event.
"The campaign broke the clutter and connected with the youth, which is our core audience. Innovative cricket shots such as the Helicopter Shot, Palti Hit and Upper Cut have become a part of today's cricketing lingo, underlining the campaign's success and helping brand Pepsi take ownership of everything that is unorthodox about the game of cricket. Going forward, we will continue to come up with exciting concepts and game changing campaigns that connect with Youngistaanis," he said.
The success of the World Cup has shown that there is enough steam left in the ODI format and it won't get killed by the T20 invasion. "What this event has shown is that all three formats will be viable for a long time in India. There is no danger to ODIs from the Twenty20 format," Reliance Communications group head brand and marketing Sanjay Behl said.
Behl said the delivery of the event as a whole was 40-50 per cent more than what had been expected earlier. "It delivered more efficiency. We were the most visible brand during the World Cup. We did innovations in terms of digital boards. The future brand recall of India winning will be attributable to Reliance," he claimed.
Now with the Indian Premier League about to begin, will advertisers be willing to put big monies there also?
Media experts believe more advertisers would walk into the sport over the next few months. "There will be a premium paid. However at the same time, it is not that clients will stop spending on other genres. What the World Cup has shown is that cricket is a huge platform," a media buyer said.
For brands involved with the World Cup, there has been a big rub off in terms of brand loyalty. "The performance has been spectacular. Companies in categories like telecom already do a lot around cricket. This will continue. In some cases, this could intensify," a media analyst said.
Many of the advertisers have already booked slots on IPL. LG CMO LK Gupta said, "We already have our hands full. With the IPL, we are an on-air sponsor and the aim is to have the media share of voice. With the World Cup, it was about building a consumer connect on the ground and creating engagement."
Gupta said that throughout the event LG brand got good exposure. "It wasn't just about the fact that India won the final. The respect and stature of the brand grew, thanks to our association with this event."
The World Cup has thrown up an iinteresting trend with FMCG companies betting their ad monies on cricket.
"Brands will want a piece of the pie. More companies will want to ride the bandwagon. Already you are seeing some FMCG companies advertising on cricket, which they did not do earlier. This is due to the fact that increasingly women tune in to cricket. While this is due to the rise of T20, the effect has spilled over to the ODIs. You are also seeing categories like cement and inverters starting to use cricket to generate eyeballs. This activity might speed up due to the World Cup win," Gupta said.
Team
(6 April 2011 10:00 pm)
MUMBAI: When MS Dhoni hit a towering six to seal India's victory at the World Cup final, it was mass India watching a piece of history being created after 28 years. In a whole new era of India's superpower status in the cricketing economy, what counted was how many television viewers the game attracted and to what extent sports broadcasters could turn profitable amid high acquisition costs in a country that views a single sport with religious frenzy in constant regularity.
The ratings created history. The 'Men in Blue's' final battle drew in a record 135.4 million viewers and it peaked with a TVR of 35.91, demonstrating to advertisers that if there was one mass medium available it was cricket.
The final contest fetched an average rating of 23.21, surpassing the classical duel between India and Pakistan that got an average TVR of 21 and peaked at 34.46 with 115 million viewers tuning in.
The semifinal between New Zealand and Sri Lanka got a rating of 4.31 and a peak TVR of 12.87, making it the highest rated for a non Indian match. Seventy million viewers watched it, according to data from Tam Sports (C&S4+).
The 2011 World Cup fared better than its 2007 edition. The final between Australia and Sri Lanka had earned a TVR of 4.53 and a reach of 33 million. The two semi finals had got an average of 2.55 TVR in 2007.
Overall, the event got a TVR of 3.86 compared to 2.02 in 2007. The India versus Sri Lanka final this time around got a rating of 11.1 TVR on Star Cricket, 8.13 TVR on Star Sports and 4.35 TVR on Doordarshan.
Maharashtra, Uttar Pradesh and West Bengal watched the World Cup tournament the most this time. India's nine matches delivered a TVR of 12.07 TVR. In 2007, the three India matches had got an average of 10.33 TVR. The non India matches got a TVR of 1.29 compared to a TVR of 1.43 in 2007.
Click here to zoom image
Source:Tam Sports
Dentsu Media CEO Sai Nagesh said that the performance of the event has been exemplary. "The amount of time that people spent viewing a game has been a revelation. It was thought that people would only watch the last couple of overs. That has not been the case. The non India games also did well. The fact that India was in a tough group which saw teams like Ireland do well boosted the event's performance.
What about the ad rate hike after India stepped into the semifinal stage? "The incremental increase in the performance of the final over the India versus Pakistan semifinal was expected. The rate of Rs 2.2 million a spot was worth it for the final for clients who came in at the last moment," said Nagesh.
Top Five India Matches Top five non-India matches
Final India versus Sri Lanka - 23.21 TVR
Semifinal New Zealand versus Sri Lanka - 4.31 TVR
Semifinal India versus Pakistan - 21 TVR
Pakistan versus Sri Lanka - 3.28 TVR
Quarterfinal India versus Australia - 12.34 TVR
Quarterfinal England versus Sri Lanka - 2.92 TVR
India versus England - 10.97 TVR
New Zealand versus Pakistan - 2.45 TVR
India versus South Africa - 10.11 TVR
Australia versus Pakistan - 2.28 TVR
From the advertiser point of view, the series has been a rewarding one with most of them reaping a good return-on-investment. PepsiCo India executive VP - marketing, Cola Sandeep Singh Arora expressed satisfaction about the response it got for its 'Change the Game' campaign which ran during the event.
"The campaign broke the clutter and connected with the youth, which is our core audience. Innovative cricket shots such as the Helicopter Shot, Palti Hit and Upper Cut have become a part of today's cricketing lingo, underlining the campaign's success and helping brand Pepsi take ownership of everything that is unorthodox about the game of cricket. Going forward, we will continue to come up with exciting concepts and game changing campaigns that connect with Youngistaanis," he said.
The success of the World Cup has shown that there is enough steam left in the ODI format and it won't get killed by the T20 invasion. "What this event has shown is that all three formats will be viable for a long time in India. There is no danger to ODIs from the Twenty20 format," Reliance Communications group head brand and marketing Sanjay Behl said.
Behl said the delivery of the event as a whole was 40-50 per cent more than what had been expected earlier. "It delivered more efficiency. We were the most visible brand during the World Cup. We did innovations in terms of digital boards. The future brand recall of India winning will be attributable to Reliance," he claimed.
Now with the Indian Premier League about to begin, will advertisers be willing to put big monies there also?
Media experts believe more advertisers would walk into the sport over the next few months. "There will be a premium paid. However at the same time, it is not that clients will stop spending on other genres. What the World Cup has shown is that cricket is a huge platform," a media buyer said.
For brands involved with the World Cup, there has been a big rub off in terms of brand loyalty. "The performance has been spectacular. Companies in categories like telecom already do a lot around cricket. This will continue. In some cases, this could intensify," a media analyst said.
Many of the advertisers have already booked slots on IPL. LG CMO LK Gupta said, "We already have our hands full. With the IPL, we are an on-air sponsor and the aim is to have the media share of voice. With the World Cup, it was about building a consumer connect on the ground and creating engagement."
Gupta said that throughout the event LG brand got good exposure. "It wasn't just about the fact that India won the final. The respect and stature of the brand grew, thanks to our association with this event."
The World Cup has thrown up an iinteresting trend with FMCG companies betting their ad monies on cricket.
"Brands will want a piece of the pie. More companies will want to ride the bandwagon. Already you are seeing some FMCG companies advertising on cricket, which they did not do earlier. This is due to the fact that increasingly women tune in to cricket. While this is due to the rise of T20, the effect has spilled over to the ODIs. You are also seeing categories like cement and inverters starting to use cricket to generate eyeballs. This activity might speed up due to the World Cup win," Gupta said.
Sunday, April 3, 2011
Indo-Pak duel peaks with 36.22 TVR in six metros
Indo-Pak duel peaks with 36.22 TVR in six metros
Team
(2 April 2011 2:30 pm)
MUMBAI: As India gears up to play the final to claim the 'Cup that Counts', it is the semifinal combat with Pakistan that mattered for many Indians.
The India-Pakistan blockbuster semifinal ratings peaked at a humongous 36.22 TVR in the six metros, according to Tam Sports data (C&S 4+).
The match created a curfew like situation on the roads and got an average TVR of 22.07 for over a 484-minute telecast. The match also reached to a 39.15 million population.
The other semifinal that was played between Sri Lanka and New Zealand, meanwhile, got an average TVR of 4.36 and a peak TVR of 12.68 in the six metros.
This compares favourably to the previous time the two sides met in an important World Cup fixture. The Twenty20 World Cup final in 2007 got a TVR of 14.43.
However in 2003, the encounter between the two sides, which was a group match in the South Africa edition of the World Cup, got a TVR of 24.48. it is pertinent to note here that the reach in 2003 was much less than what it is in 2011.
In fact, the semifinal of the 2003 edition where India played Kenya got a TVR of 19.26 due to the quality of the opposition. In 2007, the two semifinals had managed an average of 2.8. The final in 2007 where Australia beat Sri Lanka got a TVR of 5.43 which was nearly double.
Team
(2 April 2011 2:30 pm)
MUMBAI: As India gears up to play the final to claim the 'Cup that Counts', it is the semifinal combat with Pakistan that mattered for many Indians.
The India-Pakistan blockbuster semifinal ratings peaked at a humongous 36.22 TVR in the six metros, according to Tam Sports data (C&S 4+).
The match created a curfew like situation on the roads and got an average TVR of 22.07 for over a 484-minute telecast. The match also reached to a 39.15 million population.
The other semifinal that was played between Sri Lanka and New Zealand, meanwhile, got an average TVR of 4.36 and a peak TVR of 12.68 in the six metros.
This compares favourably to the previous time the two sides met in an important World Cup fixture. The Twenty20 World Cup final in 2007 got a TVR of 14.43.
However in 2003, the encounter between the two sides, which was a group match in the South Africa edition of the World Cup, got a TVR of 24.48. it is pertinent to note here that the reach in 2003 was much less than what it is in 2011.
In fact, the semifinal of the 2003 edition where India played Kenya got a TVR of 19.26 due to the quality of the opposition. In 2007, the two semifinals had managed an average of 2.8. The final in 2007 where Australia beat Sri Lanka got a TVR of 5.43 which was nearly double.
Monday, March 28, 2011
For scale, industry needs to evole subscription models: Ronnie Screwvala
For scale, industry needs to evole subscription models: Ronnie Screwvala
(26 March 2011 11:55 pm)
MUMBAI: The Indian media and entertainment industry is dangerously tilted towards advertising revenues across segments and for it to considerably scale up, subscription models have to mature.
Consumers need to pay more for their entertainment if the sunshine industry is to grow at the pace it should.
"There are no companies of scale in that sense. The biggest problem is that all the segments are heavily dependent on advertising revenues. Even in movies, the sale of theatrical rights to broadcasters is a significant revenue stream - and the channels are dependent on advertising. The industry has to evolve subscription models," said UTV Software Communications founding chairman and CEO Ronnie Screwvala, while delivering the valedictory address at Ficci-Frames 2011.
Consumers do not want to pay for the content that they consume. “Due to this, the industry is heavily dependent on advertising revenues. Almost 80 per cent of the revenues come from advertising and this is the problem with all the models. You have to develop other revenue streams like subscription,” Screwvala said.
The industry is just $15 billion now and should be growing at least 20 per cent.
“With the given scale of the media industry, we should be growing at 20 per cent or even more like the other sunshine industries,” said Screwvala.
Emphasising on the need for scale, he said that the media and entertainment industry would attract talent only when there is scale.
On the rampant piracy prevalent in the film industry, he noted that it is restricting the sector to a mere 7 per cent growth rate, which is "actually a de-growth if you take into account the inflation rate".
He said the stakeholders need to put up large sums of money upfront to fight the menace of piracy. The proliferation of piracy was primarily due to the lack of enforcement - and not lack of regulation.
Talking about the way forward, Screwvala said the industry needs to move from an advertising-led growth model to subscription-led growth, undertake research into audience preferences, ensure enforcement of anti-piracy laws, and innovate to make it a truly creative business.
He also said that there is need to segregate gut feel from research in trying to find out what the audience want. He urged the younger players in the media and entertainment business to regard research as a good guiding force, by which one could pre-empt what’s going to be a hit or otherwise.
Screwvala was gung-ho about new media and said the introduction of 4G spectrum would be a “game changer”.
"But let us not waste this opportunity. 4G should be developed as a subscription-led and not ad-supported model," Screwvala warned.
(26 March 2011 11:55 pm)
MUMBAI: The Indian media and entertainment industry is dangerously tilted towards advertising revenues across segments and for it to considerably scale up, subscription models have to mature.
Consumers need to pay more for their entertainment if the sunshine industry is to grow at the pace it should.
"There are no companies of scale in that sense. The biggest problem is that all the segments are heavily dependent on advertising revenues. Even in movies, the sale of theatrical rights to broadcasters is a significant revenue stream - and the channels are dependent on advertising. The industry has to evolve subscription models," said UTV Software Communications founding chairman and CEO Ronnie Screwvala, while delivering the valedictory address at Ficci-Frames 2011.
Consumers do not want to pay for the content that they consume. “Due to this, the industry is heavily dependent on advertising revenues. Almost 80 per cent of the revenues come from advertising and this is the problem with all the models. You have to develop other revenue streams like subscription,” Screwvala said.
The industry is just $15 billion now and should be growing at least 20 per cent.
“With the given scale of the media industry, we should be growing at 20 per cent or even more like the other sunshine industries,” said Screwvala.
Emphasising on the need for scale, he said that the media and entertainment industry would attract talent only when there is scale.
On the rampant piracy prevalent in the film industry, he noted that it is restricting the sector to a mere 7 per cent growth rate, which is "actually a de-growth if you take into account the inflation rate".
He said the stakeholders need to put up large sums of money upfront to fight the menace of piracy. The proliferation of piracy was primarily due to the lack of enforcement - and not lack of regulation.
Talking about the way forward, Screwvala said the industry needs to move from an advertising-led growth model to subscription-led growth, undertake research into audience preferences, ensure enforcement of anti-piracy laws, and innovate to make it a truly creative business.
He also said that there is need to segregate gut feel from research in trying to find out what the audience want. He urged the younger players in the media and entertainment business to regard research as a good guiding force, by which one could pre-empt what’s going to be a hit or otherwise.
Screwvala was gung-ho about new media and said the introduction of 4G spectrum would be a “game changer”.
"But let us not waste this opportunity. 4G should be developed as a subscription-led and not ad-supported model," Screwvala warned.
Thursday, February 3, 2011
Reebok to spend 60% of marketing budget during World Cup and IPL
ndiantelevision.com's Media, Advertising, Marketing Watch
Reebok to spend 60% of marketing budget during World Cup and IPL
Indiantelevision.com Team
(2 February 2011 10:10 pm)
NEW DELHI: Around 60 per cent of Reebok's entire advertising and marketing budget will be spent in the months of February, March and April on promoting the International Cricket Council Cricket World Cup and then the Indian Premier League (IPL).
Revealing this, Reebok India Managing Director Subhinder Singh Prem told indiantelevision.com that 80 per cent of Reebok’s entire budget for advertising and marketing is spent on cricket alone.
While declining to reveal the ad budget, Prem said the advertising for the World Cup will begin on television channels along with the start of the tournament. However, the print and online publicity would begin within a week.
He said the attempt would be to advertise in all the countries where matches are being played, but the major share was bound to be in India.
Speaking on the sidelines of a press meet to announce the launch of special sports equipment for the World Cup as well as merchandise linked to the Cup, he said he expected the sales of Reebok ReeZig shoes and ZigTech cricket bats to rise two-fold during the three months beginning this month. The Cricket World Cup was also unveiled at the event.
Claiming that Reebok was the largest cricket equipment seller in India, Prem said ‘sport is in our heart.’
Referring to the ReeZig shoes which had special rubber which made them comfortable and less tiring for those who had to walk or run a lot as cricketers had to do, he said this brand had been launching simultaneously globally. The bigger and better bats had been designed according to ICC specifications and had a soft rubber handle which made it easier to hold it and a wider wooden blade. He also presented the Zigtech Trainers.
He said the shoes had been priced between Rs 8000 and Rs 10,000. The merchandise included T-shirts which had the flags of different participating countries, souvenirs like mini cricket sets, and mini bats. He said that the aim would be to engage the consumers through online and television advertising to make it interesting.
The event, “Witness the Cricket Stalwarts compete on ground”, had captain M S Dhoni and players Harbhajan Singh, Yuvraj Singh, Yusuf Pathan, Piyush Chawla and Gautam Gambhir indulge in practice session at the press meet at a specially built area which comprised a basketball court, an area for dribbling the ball and push-ups, and a monkey bar, rechristened as the Zig Bar. In the short practice session enacted in the presence of the media, Dhoni emerged as the Zig Energy Star with Gambhir as the runner-up.
The ZigTech technology reduces the weight of the bat, making it light weight and easy to handle. The new Zigtech bats also have thicker edges, extra rubber, and extra curved blade with a flattened back and a swelling at the sweet spot. Compared to a conventional bat, the all new Reebok Zigtech bat is sure to power up athletes on the field who will shower boundaries with panache.
Reebok has also outfitted all the cricketers with the all new “Zig-Sonic” equipped with the ZigTech technology which reduces wear and tear in key leg muscles by up to 20 per cent allowing the athletes to train harder and longer. The New Zig Sonic which is high on style and technology has been introduced as the official trainer for ICC World Cup 2011. This official trainer will also be made available in Reebok stores and www.shop4reebok.com for fans to buy as they cheer for India.
The all new range of cricket shoes for “on- field” use has been designed and engineered after in-depth research of the varied playing patterns and foot movements. For the first time, a global product has been developed and customized keeping in mind an Indian athlete’s requirements.
During the development phase, players Like Dhoni, Yuvraj and Harbhajan consistently gave their feedback which was incorporated in the final product. Arguably the best cricket shoe available, Prem said this shoe is powered by the DMX technology in the bottom and Play Dry technology in the upper. These features combined with the futuristic materials used create the perfect fit for cricket athletes.
"Our extensive R & D has ensured that we provide our athletes with the most futuristic arsenal of equipment and the best technologies to re-energize and re-charge them before the World Cup. This world cup will witness the launch of some of the most revolutionary products ever designed like the Zigtech bats and Zig trainers which will change the game for ever" Prem said.
Reebok director sales and marketing Sajid Shamim said,” Reebok is rooted in the ideology of sport and we have supported the game of cricket since the inception of Reebok in India. Reebok continues to power up top athletes and emerging talent throughout the world and equip them with the best to help them outperform both on and off the field. Our line of products for the World Cup – Zigtech bats, Zigtech Training Footwear, Customized Cricket footwear is innovative and performance driven. We are also fuelling the passion in our fans through exclusive fan gear and merchandize. The coming days will see the launch of an all new Zigtech TVC featuring MS Dhoni and Yuvraj Singh as part of Reebok’s World Cup Marketing Campaign.“
Reebok to spend 60% of marketing budget during World Cup and IPL
Indiantelevision.com Team
(2 February 2011 10:10 pm)
NEW DELHI: Around 60 per cent of Reebok's entire advertising and marketing budget will be spent in the months of February, March and April on promoting the International Cricket Council Cricket World Cup and then the Indian Premier League (IPL).
Revealing this, Reebok India Managing Director Subhinder Singh Prem told indiantelevision.com that 80 per cent of Reebok’s entire budget for advertising and marketing is spent on cricket alone.
While declining to reveal the ad budget, Prem said the advertising for the World Cup will begin on television channels along with the start of the tournament. However, the print and online publicity would begin within a week.
He said the attempt would be to advertise in all the countries where matches are being played, but the major share was bound to be in India.
Speaking on the sidelines of a press meet to announce the launch of special sports equipment for the World Cup as well as merchandise linked to the Cup, he said he expected the sales of Reebok ReeZig shoes and ZigTech cricket bats to rise two-fold during the three months beginning this month. The Cricket World Cup was also unveiled at the event.
Claiming that Reebok was the largest cricket equipment seller in India, Prem said ‘sport is in our heart.’
Referring to the ReeZig shoes which had special rubber which made them comfortable and less tiring for those who had to walk or run a lot as cricketers had to do, he said this brand had been launching simultaneously globally. The bigger and better bats had been designed according to ICC specifications and had a soft rubber handle which made it easier to hold it and a wider wooden blade. He also presented the Zigtech Trainers.
He said the shoes had been priced between Rs 8000 and Rs 10,000. The merchandise included T-shirts which had the flags of different participating countries, souvenirs like mini cricket sets, and mini bats. He said that the aim would be to engage the consumers through online and television advertising to make it interesting.
The event, “Witness the Cricket Stalwarts compete on ground”, had captain M S Dhoni and players Harbhajan Singh, Yuvraj Singh, Yusuf Pathan, Piyush Chawla and Gautam Gambhir indulge in practice session at the press meet at a specially built area which comprised a basketball court, an area for dribbling the ball and push-ups, and a monkey bar, rechristened as the Zig Bar. In the short practice session enacted in the presence of the media, Dhoni emerged as the Zig Energy Star with Gambhir as the runner-up.
The ZigTech technology reduces the weight of the bat, making it light weight and easy to handle. The new Zigtech bats also have thicker edges, extra rubber, and extra curved blade with a flattened back and a swelling at the sweet spot. Compared to a conventional bat, the all new Reebok Zigtech bat is sure to power up athletes on the field who will shower boundaries with panache.
Reebok has also outfitted all the cricketers with the all new “Zig-Sonic” equipped with the ZigTech technology which reduces wear and tear in key leg muscles by up to 20 per cent allowing the athletes to train harder and longer. The New Zig Sonic which is high on style and technology has been introduced as the official trainer for ICC World Cup 2011. This official trainer will also be made available in Reebok stores and www.shop4reebok.com for fans to buy as they cheer for India.
The all new range of cricket shoes for “on- field” use has been designed and engineered after in-depth research of the varied playing patterns and foot movements. For the first time, a global product has been developed and customized keeping in mind an Indian athlete’s requirements.
During the development phase, players Like Dhoni, Yuvraj and Harbhajan consistently gave their feedback which was incorporated in the final product. Arguably the best cricket shoe available, Prem said this shoe is powered by the DMX technology in the bottom and Play Dry technology in the upper. These features combined with the futuristic materials used create the perfect fit for cricket athletes.
"Our extensive R & D has ensured that we provide our athletes with the most futuristic arsenal of equipment and the best technologies to re-energize and re-charge them before the World Cup. This world cup will witness the launch of some of the most revolutionary products ever designed like the Zigtech bats and Zig trainers which will change the game for ever" Prem said.
Reebok director sales and marketing Sajid Shamim said,” Reebok is rooted in the ideology of sport and we have supported the game of cricket since the inception of Reebok in India. Reebok continues to power up top athletes and emerging talent throughout the world and equip them with the best to help them outperform both on and off the field. Our line of products for the World Cup – Zigtech bats, Zigtech Training Footwear, Customized Cricket footwear is innovative and performance driven. We are also fuelling the passion in our fans through exclusive fan gear and merchandize. The coming days will see the launch of an all new Zigtech TVC featuring MS Dhoni and Yuvraj Singh as part of Reebok’s World Cup Marketing Campaign.“
Tuesday, January 11, 2011
Govt keen for BARC to take final shape
Govt keen for BARC to take final shape
Indiantelevision.com Team
(10 January 2011 10:30 pm)
NEW DELHI: The pressure is building up on India's television rating agencies to widen the sample size, be more representative and expand their coverage area.
The government wants the Broadcast Audience Research Council (BARC) to take final shape and formulate a 'more robust' television audience measurement system.
Information and Broadcasting Minister Ambika Soni said Monday the Council, set up earlier this year by the Indian Broadcasting Foundation and the Indian Society of Advertisers, should take note of the recommendations made by the Television Ratings Committee headed by the Ficci Secretary General Amit Mitra.
Soni said the government’s role with regard to television ratings was limited to getting the industry bodies together to work on the report, which was presented to her this morning.
The report provided a roadmap to the I&B Ministry to review the TRP system in the country, Soni added.
She said the primary objective was to ensure transparency and reliability and cover as many people as possible while calculating television ratings.
Soni said there will be no ham-handed approach to the issue and a consensus will have to be evolved. Calculating TRPs had to be driven by the industry.
The basic premise of the Committee is that BARC would be the main body and organisations like Tam and aMAP would function under it for the purpose of ratings.
Indiantelevision.com was the first to report on the key findings of the committee.
Mitra said the number of bodies judging ratings – just two – was too little for a large country like India. The report had suggested that BARC could call for more organisations through auction for this purpose.
Two members, Rajiv Mehrotra from the Public Service Broadcasting Trust and eminent journalist Neerja Chowhury, accompanied Dr Mitra as he presented the 75-page report prepared by the eight-member Committee.
Other members were Indian Institute of Management (Ahmedabad) Director Professor S K Barua, retired Secretary to the Government D S Mathur, and Professor Ashis Sen Gupta of the Indian Statistical Institute of Kolkata, apart from I&B Ministry Joint Secretary (Broadcasting) Arvind Kumar.
The Committee has recommended that BARC should initiate changes within its Board and appoint the High Powered Committee by June 2011.
The Committee has further recommended that if BARC fails to do so, it may invoke Government action through appropriate legislation such as taking over the regulation of TRP measurement either by asking TRAI to step in or by creating other mechanisms.
Mitra said the peoplemeters were very expensive as they were imported, and these should be produced indigenously to lower their price.
He said a country like India which had a ‘rainbow culture’ could not be governed by ratings collected from over 8,000 homes by just two bodies – Tam and aMAP.
He also said to avoid conflict of interest, there should be no cross-holding between the rating agencies, broadcasters, or advertising agencies.
He said the government will also have to examine the fact that while the broadcasting industry depended on licence fee all over the world, here the dependence was almost totally on advertising.
Though TRPs are generated in India in the domain of private sector, the I&B Ministry had requested the Telecom Regulatory Authority of India (TRAI) to offer their recommendations concerning TRPs. Following the report of the Trai, the Committee had been set up on 5 May last year.
The Committee members had several round of meetings and discussions with stakeholders and the Rating agencies to get an in-depth understanding of the issues plaguing the current TRP system, before arriving at the recommendations. The committee members also studied the International best practices and regulation to understand the efficacy of various models.
Among other things, the Committee has said broadcasters, advertisers and advertising agencies should pay a certain percentage of their relevant turnovers to BARC on an annual basis to fund the expansion of sample size for TRP measurement. The total cost of expansion of TRP measurement system over 5 years would be around Rs 6.6 billion, which is approximately 0.32 per cent per year of the total TV industry size in India. The committee feels that this level of expenditure should not be very difficult for the industry to meet.
In order to provide a wider coverage of peoplemeters, the Committee has suggested that efforts should be taken by BARC to reduce the manufacturing cost of peoplemeters by exploring innovation and local manufacturing with indigenisation to overcome financial limitations which are hampering the increase in sample size.
The committee recommended that BARC should work in close association with the Industry and aid the development of an indigenous market for the manufacturers by ensuring that rating agencies define the specifications of peoplemeters and guarantee a certain demand.
The committee has recommended that as a long term measure, rating agencies should consider manufacturing/assembling peoplemeters in India itself to bring down the cost.
The committee also took note of the fact that peoplemeters attract 50 per cent import duty which makes them expensive. The committee suggests that as an immediate short term measure reduction in the import duty should be considered.
The rating system should be made compatible with emerging technologies to capture data over different platforms corresponding to penetration levels of respective platforms in TV viewing population, to ensure a holistic picture of the viewers’ preference.
The TRP measurement process should consist of four stages in which the first stage should be designing of survey and quality control research, followed by commissioning and establishment survey. The third stage should be data analysis and report generation followed by Audit. Each one of these stages should be separately commissioned to distinct agencies to achieve unbiased and reliable results.
The Committee has also felt that at present there is a lot of secrecy exercised by the rating agencies in disclosing the data and methodology used through the process of the entire rating measurement.
The Committee has recommended that the guidelines set out in the Trai Report of 2008 on the key eligibility conditions of rating agencies, general operational, ethical and disclosure norms and standards should be followed.
The Committee has also recommended that BARC should set up a Complaint Redressal Mechanism on the lines of the model being followed by Advertising Standards Council of India (ASCI).
Tam Responds
Meanwhile, dubbing the committee report "very constructive", Tam said in an official statement that the directions and way forward suggested in the report will only take the Indian media industry to a newer trajectory of growth.
"It is very encouraging to see that the approach and ideologies getting reflected in the Ficci report are the same as what Tam has always believed in – that is helping the industry grow by acting as the central, neutral and technologically advanced Media Research Partner. Tam Media Research is a service that is of the industry, for the industry and by the industry," Tam said.
Tam also claimed that it has already started work towards achieving the peoplemeter sample size proposed by the committee.
Indiantelevision.com Team
(10 January 2011 10:30 pm)
NEW DELHI: The pressure is building up on India's television rating agencies to widen the sample size, be more representative and expand their coverage area.
The government wants the Broadcast Audience Research Council (BARC) to take final shape and formulate a 'more robust' television audience measurement system.
Information and Broadcasting Minister Ambika Soni said Monday the Council, set up earlier this year by the Indian Broadcasting Foundation and the Indian Society of Advertisers, should take note of the recommendations made by the Television Ratings Committee headed by the Ficci Secretary General Amit Mitra.
Soni said the government’s role with regard to television ratings was limited to getting the industry bodies together to work on the report, which was presented to her this morning.
The report provided a roadmap to the I&B Ministry to review the TRP system in the country, Soni added.
She said the primary objective was to ensure transparency and reliability and cover as many people as possible while calculating television ratings.
Soni said there will be no ham-handed approach to the issue and a consensus will have to be evolved. Calculating TRPs had to be driven by the industry.
The basic premise of the Committee is that BARC would be the main body and organisations like Tam and aMAP would function under it for the purpose of ratings.
Indiantelevision.com was the first to report on the key findings of the committee.
Mitra said the number of bodies judging ratings – just two – was too little for a large country like India. The report had suggested that BARC could call for more organisations through auction for this purpose.
Two members, Rajiv Mehrotra from the Public Service Broadcasting Trust and eminent journalist Neerja Chowhury, accompanied Dr Mitra as he presented the 75-page report prepared by the eight-member Committee.
Other members were Indian Institute of Management (Ahmedabad) Director Professor S K Barua, retired Secretary to the Government D S Mathur, and Professor Ashis Sen Gupta of the Indian Statistical Institute of Kolkata, apart from I&B Ministry Joint Secretary (Broadcasting) Arvind Kumar.
The Committee has recommended that BARC should initiate changes within its Board and appoint the High Powered Committee by June 2011.
The Committee has further recommended that if BARC fails to do so, it may invoke Government action through appropriate legislation such as taking over the regulation of TRP measurement either by asking TRAI to step in or by creating other mechanisms.
Mitra said the peoplemeters were very expensive as they were imported, and these should be produced indigenously to lower their price.
He said a country like India which had a ‘rainbow culture’ could not be governed by ratings collected from over 8,000 homes by just two bodies – Tam and aMAP.
He also said to avoid conflict of interest, there should be no cross-holding between the rating agencies, broadcasters, or advertising agencies.
He said the government will also have to examine the fact that while the broadcasting industry depended on licence fee all over the world, here the dependence was almost totally on advertising.
Though TRPs are generated in India in the domain of private sector, the I&B Ministry had requested the Telecom Regulatory Authority of India (TRAI) to offer their recommendations concerning TRPs. Following the report of the Trai, the Committee had been set up on 5 May last year.
The Committee members had several round of meetings and discussions with stakeholders and the Rating agencies to get an in-depth understanding of the issues plaguing the current TRP system, before arriving at the recommendations. The committee members also studied the International best practices and regulation to understand the efficacy of various models.
Among other things, the Committee has said broadcasters, advertisers and advertising agencies should pay a certain percentage of their relevant turnovers to BARC on an annual basis to fund the expansion of sample size for TRP measurement. The total cost of expansion of TRP measurement system over 5 years would be around Rs 6.6 billion, which is approximately 0.32 per cent per year of the total TV industry size in India. The committee feels that this level of expenditure should not be very difficult for the industry to meet.
In order to provide a wider coverage of peoplemeters, the Committee has suggested that efforts should be taken by BARC to reduce the manufacturing cost of peoplemeters by exploring innovation and local manufacturing with indigenisation to overcome financial limitations which are hampering the increase in sample size.
The committee recommended that BARC should work in close association with the Industry and aid the development of an indigenous market for the manufacturers by ensuring that rating agencies define the specifications of peoplemeters and guarantee a certain demand.
The committee has recommended that as a long term measure, rating agencies should consider manufacturing/assembling peoplemeters in India itself to bring down the cost.
The committee also took note of the fact that peoplemeters attract 50 per cent import duty which makes them expensive. The committee suggests that as an immediate short term measure reduction in the import duty should be considered.
The rating system should be made compatible with emerging technologies to capture data over different platforms corresponding to penetration levels of respective platforms in TV viewing population, to ensure a holistic picture of the viewers’ preference.
The TRP measurement process should consist of four stages in which the first stage should be designing of survey and quality control research, followed by commissioning and establishment survey. The third stage should be data analysis and report generation followed by Audit. Each one of these stages should be separately commissioned to distinct agencies to achieve unbiased and reliable results.
The Committee has also felt that at present there is a lot of secrecy exercised by the rating agencies in disclosing the data and methodology used through the process of the entire rating measurement.
The Committee has recommended that the guidelines set out in the Trai Report of 2008 on the key eligibility conditions of rating agencies, general operational, ethical and disclosure norms and standards should be followed.
The Committee has also recommended that BARC should set up a Complaint Redressal Mechanism on the lines of the model being followed by Advertising Standards Council of India (ASCI).
Tam Responds
Meanwhile, dubbing the committee report "very constructive", Tam said in an official statement that the directions and way forward suggested in the report will only take the Indian media industry to a newer trajectory of growth.
"It is very encouraging to see that the approach and ideologies getting reflected in the Ficci report are the same as what Tam has always believed in – that is helping the industry grow by acting as the central, neutral and technologically advanced Media Research Partner. Tam Media Research is a service that is of the industry, for the industry and by the industry," Tam said.
Tam also claimed that it has already started work towards achieving the peoplemeter sample size proposed by the committee.
Friday, January 7, 2011
TV ad revenue poised for healthy growth
TV ad revenue poised for healthy growth
MSM president network sales, licensing & telephony Rohit Gupta
(5 January 2011)
2010 has certainly brought the smiles back to the television networks as it has been the best year the industry has seen in the last decade. Ad sales growth
rates are expected to be close to 20 per cent, up from the original estimates of 15 per cent made after the first quarter.
The irony is that as an industry, we need to thank the recent economic slowdown since it changed the way clients looked at their overall media spends. They made huge reductions in budgets and the scenario looked bleak for us all, with no quick recovery in sight.
But for me, the big story of 2010 was the rise of non-fiction. Amidst scepticism, Kaun Banega Crorepati (KBC) returned on the small screen - with the original host (Amitabh Bachchan), a revamped format, and a new channel. The programme's consistent deliveries on tough weekdays at the 9 pm slot surprised many cynics who thought Sony was flogging a dead horse.
Bigg Boss too reached its best-ever performance, across four seasons. But what caught most by surprise was the incredible opening ratings of Jhalak Dikhhla Jaa on Sony. Truly, the fiction vs. non-fiction divide is not the way we have known it till 2009. It is far more balanced today.
In a highly cluttered environment characterised by ever-decreasing loyalty levels, the role of marketing became ever so important. If a new non-fiction show did not generate enough buzz when it launched, it stood very little chance of resurgence. However, for fiction the resurgence could come over weeks, as content evolved. Many fiction shows opened to good numbers but struggled to hold on, while many others showed consistent growth on the back of powerful content.
Clients wanted more accountability - they needed maximum impact for every rupee spent and television was the only medium which gave them those efficiencies and better ROI as it delivered by far the lowest cost per contact across various media platforms.
There was accountability for every spot that got aired and suddenly marketing heads and agencies started seeing television in a more positive light. Discussions shifted from a 10-second rate to more value creation. Big money shifts started to happen from other media like print, outdoor and below the line marketing budgets to television as all other media showed negative growth. Television was the only medium with a positive growth during this period. I say this with a lot of conviction as during this period I was in close contact with all the large advertisers. The fact that we close to doubled our IPL revenues in the worst economic scenario goes to show the power of television.
The continuous growth, the C&S households and the very positive trends in the DTH business will continue to fuel this very aggressive growth in our business and help the profitability of broadcasters, in line with other industry trends. Acquiring content, whether it is sports' rights, movie rights, reality shows and even the basic daily fodder of soaps has seen costs reaching alarming levels. This increased profitability will eventually lead to better quality of content reaching out to the millions of viewers.
Also, the overall increase in households every year will continue to help the industry grow at a dynamic pace for many more years, like it did for us in 2010. What was heartening to see was that overall trading levels across all genres went up substantially during the year with the exception of news.
We are currently seeing an overall increase in the size of our market, with the Indian economy at its best and GDP growing close to 9 per cent. This has prompted large segments like the FMCG to increase their marketing spends substantially. Increased competition in the telecom industry has spurred a growth of overall spends and has also opened up a huge new category for us in the handset business.
Other categories like consumer durables and automobiles no longer spend only at festival time, but advertise across the year. One more interesting fact is that despite the large number of channels within each genre, there is still room for growth for everyone. Next year, despite two large sports properties back-to-back (the World Cup and IPL) pulling away over Rs.15 billion from the market, other genres will continue to grow at a healthy rate. This would not have been possible a few years ago.
A key look at some of the main genres:
Hindi GECs - This genre will continue to grow and be the main revenue driver for broadcasters. Like last year, we expect trading levels to grow continuously based on the reach it delivers to media. There will be further consolidation here as this is an expensive business and only the fittest companies or those with deep pockets will survive.
Impact properties will continue to propel the growth in this genre and the industry expects new benchmark rates to be set. We saw this happening on KBC this year and for our network we now have two channels - Sony and Sab- figuring in the top 5 in this genre.
Sports - Previously major growth in this genre would only be seen when a cricket World Cup happened. This is not the case any longer and it has now become a huge genre with the coming of IPL, four to five India series and some ICC tournaments taking place every year.
In this segment also rates will continue to grow as cricket continues to deliver on media plans. We are also seeing more brands now using Cricket as their core medium for communications. IPL has expanded the overall advertiser base for cricket as large FMCGs are now taking big positions on the league and are no longer restricted to only brands with a male TG skew.
Hindi Movies - This has been a rock steady genre for a long time and revenues have been growing at a consistent pace over many years. In 2010, despite a minor drop in overall viewership, the revenues were not impacted. Over 80 per cent of the revenues are still controlled by the top three players -Max, Zee Cinema and Star Gold, despite some new players entering in the last couple of years. Trading levels in this genre have been traditionally low but that has changed and the genre now operates at the same levels as the GECs.
Regional Channels - This genre has significantly consolidated its position over the last few years and now contributes close to 30 per cent of the overall revenues. Apart from the southern states which were the mainstay for this genre, Bengali and Marathi saw substantially high growth rates last year. In the south, Tamil continues to dominate, with Kannada doing extremely well last year.
English Language Genre - This genre across the Movie, Entertainment and Infotainment segments has seen a massive growth this year which will not only continue well into the future but also be a key genre to reap the benefits of digitization. An increase in the number of homes with a 2nd television set and greater penetration of DTH in the metro markets will benefit all channels, as there is a substantial growth in the SEC A & B segments of viewers, that most large brands are now targeting. An increased affluent middle class population is a key consumer of this genre. Another big consumer of this segment in the metros is the youth which is also a key segment for most brands.
Kids' Genre : This segment has not witnessed the dynamic growth seen in other segments. The leading players have been losing their audiences to GECs. This has impacted their overall revenues which have only seen a marginal increase this year. The kids' channels need to develop compelling content to win back their audiences in order to achieve the high growth rate they have had in the past. Herein lies a great opportunity for them to increase their stake in the pie.
News Genre : From the quarterly financial results as well as from my personal discussions with media agency heads, it is evident that the news channels have hit troubled waters. I am sure the senior management of these channels must have had numerous brainstorming sessions over the drop in revenues. English news channels seem to be particularly badly hit and are probably heading toward negative growth. However, there is a slight possibility of the Hindi news channels posting a minor positive growth. Personally, as a keen follower of the news, I feel that the channels need to bring back quality news to Indian television and leave the entertainment to the GECs.
Although 2010 has proved to be a great year for Indian television, one question still remains unanswered: Is television still an undervalued medium? My honest answer to this would be: Yes. Approximately 10 million new households are added each year in India, translating into 45 million new eyeballs. Yet, the cost per contact of television remains lower than other key media.
Out of the overall 134 million TV homes, 103 million are C&S homes, of which we only get data for a mere 39 million homes. The balance data from 64 million homes remains unaccounted for. This is representative of the huge opportunity cost that we bear and it needs to be addressed immediately, so that television can get its fair due.
Another cause for concern is the narrow vision of the channels. We tend to concentrate only on our individual businesses, and thus miss the larger picture. The immense potential of this industry continues to go unnoticed
MSM president network sales, licensing & telephony Rohit Gupta
(5 January 2011)
2010 has certainly brought the smiles back to the television networks as it has been the best year the industry has seen in the last decade. Ad sales growth
rates are expected to be close to 20 per cent, up from the original estimates of 15 per cent made after the first quarter.
The irony is that as an industry, we need to thank the recent economic slowdown since it changed the way clients looked at their overall media spends. They made huge reductions in budgets and the scenario looked bleak for us all, with no quick recovery in sight.
But for me, the big story of 2010 was the rise of non-fiction. Amidst scepticism, Kaun Banega Crorepati (KBC) returned on the small screen - with the original host (Amitabh Bachchan), a revamped format, and a new channel. The programme's consistent deliveries on tough weekdays at the 9 pm slot surprised many cynics who thought Sony was flogging a dead horse.
Bigg Boss too reached its best-ever performance, across four seasons. But what caught most by surprise was the incredible opening ratings of Jhalak Dikhhla Jaa on Sony. Truly, the fiction vs. non-fiction divide is not the way we have known it till 2009. It is far more balanced today.
In a highly cluttered environment characterised by ever-decreasing loyalty levels, the role of marketing became ever so important. If a new non-fiction show did not generate enough buzz when it launched, it stood very little chance of resurgence. However, for fiction the resurgence could come over weeks, as content evolved. Many fiction shows opened to good numbers but struggled to hold on, while many others showed consistent growth on the back of powerful content.
Clients wanted more accountability - they needed maximum impact for every rupee spent and television was the only medium which gave them those efficiencies and better ROI as it delivered by far the lowest cost per contact across various media platforms.
There was accountability for every spot that got aired and suddenly marketing heads and agencies started seeing television in a more positive light. Discussions shifted from a 10-second rate to more value creation. Big money shifts started to happen from other media like print, outdoor and below the line marketing budgets to television as all other media showed negative growth. Television was the only medium with a positive growth during this period. I say this with a lot of conviction as during this period I was in close contact with all the large advertisers. The fact that we close to doubled our IPL revenues in the worst economic scenario goes to show the power of television.
The continuous growth, the C&S households and the very positive trends in the DTH business will continue to fuel this very aggressive growth in our business and help the profitability of broadcasters, in line with other industry trends. Acquiring content, whether it is sports' rights, movie rights, reality shows and even the basic daily fodder of soaps has seen costs reaching alarming levels. This increased profitability will eventually lead to better quality of content reaching out to the millions of viewers.
Also, the overall increase in households every year will continue to help the industry grow at a dynamic pace for many more years, like it did for us in 2010. What was heartening to see was that overall trading levels across all genres went up substantially during the year with the exception of news.
We are currently seeing an overall increase in the size of our market, with the Indian economy at its best and GDP growing close to 9 per cent. This has prompted large segments like the FMCG to increase their marketing spends substantially. Increased competition in the telecom industry has spurred a growth of overall spends and has also opened up a huge new category for us in the handset business.
Other categories like consumer durables and automobiles no longer spend only at festival time, but advertise across the year. One more interesting fact is that despite the large number of channels within each genre, there is still room for growth for everyone. Next year, despite two large sports properties back-to-back (the World Cup and IPL) pulling away over Rs.15 billion from the market, other genres will continue to grow at a healthy rate. This would not have been possible a few years ago.
A key look at some of the main genres:
Hindi GECs - This genre will continue to grow and be the main revenue driver for broadcasters. Like last year, we expect trading levels to grow continuously based on the reach it delivers to media. There will be further consolidation here as this is an expensive business and only the fittest companies or those with deep pockets will survive.
Impact properties will continue to propel the growth in this genre and the industry expects new benchmark rates to be set. We saw this happening on KBC this year and for our network we now have two channels - Sony and Sab- figuring in the top 5 in this genre.
Sports - Previously major growth in this genre would only be seen when a cricket World Cup happened. This is not the case any longer and it has now become a huge genre with the coming of IPL, four to five India series and some ICC tournaments taking place every year.
In this segment also rates will continue to grow as cricket continues to deliver on media plans. We are also seeing more brands now using Cricket as their core medium for communications. IPL has expanded the overall advertiser base for cricket as large FMCGs are now taking big positions on the league and are no longer restricted to only brands with a male TG skew.
Hindi Movies - This has been a rock steady genre for a long time and revenues have been growing at a consistent pace over many years. In 2010, despite a minor drop in overall viewership, the revenues were not impacted. Over 80 per cent of the revenues are still controlled by the top three players -Max, Zee Cinema and Star Gold, despite some new players entering in the last couple of years. Trading levels in this genre have been traditionally low but that has changed and the genre now operates at the same levels as the GECs.
Regional Channels - This genre has significantly consolidated its position over the last few years and now contributes close to 30 per cent of the overall revenues. Apart from the southern states which were the mainstay for this genre, Bengali and Marathi saw substantially high growth rates last year. In the south, Tamil continues to dominate, with Kannada doing extremely well last year.
English Language Genre - This genre across the Movie, Entertainment and Infotainment segments has seen a massive growth this year which will not only continue well into the future but also be a key genre to reap the benefits of digitization. An increase in the number of homes with a 2nd television set and greater penetration of DTH in the metro markets will benefit all channels, as there is a substantial growth in the SEC A & B segments of viewers, that most large brands are now targeting. An increased affluent middle class population is a key consumer of this genre. Another big consumer of this segment in the metros is the youth which is also a key segment for most brands.
Kids' Genre : This segment has not witnessed the dynamic growth seen in other segments. The leading players have been losing their audiences to GECs. This has impacted their overall revenues which have only seen a marginal increase this year. The kids' channels need to develop compelling content to win back their audiences in order to achieve the high growth rate they have had in the past. Herein lies a great opportunity for them to increase their stake in the pie.
News Genre : From the quarterly financial results as well as from my personal discussions with media agency heads, it is evident that the news channels have hit troubled waters. I am sure the senior management of these channels must have had numerous brainstorming sessions over the drop in revenues. English news channels seem to be particularly badly hit and are probably heading toward negative growth. However, there is a slight possibility of the Hindi news channels posting a minor positive growth. Personally, as a keen follower of the news, I feel that the channels need to bring back quality news to Indian television and leave the entertainment to the GECs.
Although 2010 has proved to be a great year for Indian television, one question still remains unanswered: Is television still an undervalued medium? My honest answer to this would be: Yes. Approximately 10 million new households are added each year in India, translating into 45 million new eyeballs. Yet, the cost per contact of television remains lower than other key media.
Out of the overall 134 million TV homes, 103 million are C&S homes, of which we only get data for a mere 39 million homes. The balance data from 64 million homes remains unaccounted for. This is representative of the huge opportunity cost that we bear and it needs to be addressed immediately, so that television can get its fair due.
Another cause for concern is the narrow vision of the channels. We tend to concentrate only on our individual businesses, and thus miss the larger picture. The immense potential of this industry continues to go unnoticed
Subscribe to:
Posts (Atom)