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<ul><li>With lockdowns in most states, ZEE's TV viewership jumped again during the quarter, though lower than Q1 of last year.</li><li><keyword id="353090" type="PERSON" weightage="20" keywordseo="Zeel">ZEEL</keyword>'s OTT platform ZEE5 closes the quarter with an average watch time of 109 minutes per viewer per month.</li></ul>ZEEL has released its quarterly earnings report. As per the report, second COVID wave reversed the strong recovery the group witnessed in H2FY21. Domestic ad revenues for both Q1FY22 and Q1FY21 were impacted by lockdowns. However, the impact this year was much lower, reflected in 127.9% YoY growth. Compared to Q1FY20, domestic ad revenues were lower by 22.7%. <div type="image" title="zeel revenue" msid="85101065" hostid="261"></div> This increase in marketing cost on a YoY basis is on account of the release of Radhe and continued investments in ZEE5. Marketing costs in Q1FY21 was lower on account of much lower original content production. ZEEL’s broadcast business network share dropped due to lockdown disruption and soft performance in some markets. On the other hand, its TV viewership again jumped during the quarter, though lower than Q1 of last year. ZEEL’s OTT platform, ZEE5 gains its momentum again on the back of an expansive content catalogue. It closed June with 80.2mn global MAUs, 7.1mn global DAUs and 190 minutes average watch time per viewer per month. ZEE5’s Q1 Revenue and EBITDA (loss excludes costs incurred by the business on ZEEL network) stood at Rs.1,117mn and Rs. (2,033mn). The platform released 11 original shows and movies released during the quarter. <keyword id="3186290" type="PERSON" weightage="20" keywordseo="Zee-Music-Company">ZEE Music Company</keyword> added ~3mn subscribers on YouTube. With 75mn+ subscribers, it is the second most subscribed Indian music channel on YouTube. To keep the ball rolling, ZMC is ramping up its content library by adding movies across Hindi, Tamil, Telugu, Marathi and Punjabi languages starting H2FY22.

COVID-19’s second wave impacts ZEEL’s margins for Q1’FY22; domestic ad growth stands at -22.7% than 2020

New Delhi, Films should serve as a catalyst of change and not a business model, believes filmmaker <keyword id="7936" type="General" weightage="20" keywordseo="vidhu-vinod-chopra" source="Orion">Vidhu Vinod Chopra</keyword> as he returns to the big screen after three years with "<keyword id="15771130" type="General" weightage="20" keywordseo="12th-fail" source="Orion">12th Fail</keyword>", a story of ambition, dedication and overcoming setbacks. The ace director, known for films such as "Khamosh", "Parinda", "1942: A Love Story" and "<keyword id="3897" type="General" weightage="20" keywordseo="Mission-Kashmir" source="Orion">Mission Kashmir</keyword>", said money has never dictated his creative decisions. "My job as an artist or a filmmaker is to make the world slightly better than what it was when I came. So, if I can make a film that can make a slight difference to people's lives, it inspires me. "Money has never driven me. I could have made 'Munnabhai' 3, 4, 5, 6... and be a multi-millionaire, which I'm not. I chose to make '12th Fail', with <keyword id="189215" type="General" weightage="50" keywordseo="vikrant-massey" source="Orion">Vikrant Massey</keyword>," Chopra told PTI in an interview here. Not only his directorial efforts, the 71-year-old said he makes sure even his production ventures, which include acclaimed titles such as "Munna Bhai" franchise, "3 Idiots" and "Parineeta", have something important to convey. "In 'Parinda', I talked about violence. '1942' was about patriotism and 'Mission Kashmir' was about religious divide.... In all my films, it is important that they say something," he added. "12th Fail" is based on Anurag Pathak's best-selling novel about the incredible journey of IPS officer Manoj Kumar Sharma and IRS officer Shraddha Joshi. The movie stars Massey in the lead along with Medha Shankar. Though inspired by Sharma's life, Chopra said "12th Fail" is a story of "each one of us" coming to big cities with aspirations and dreams. "I started writing this film when I was 66 and now I'm 71. You can't write a film like this in months. It takes years because every character has a story. It's not a biopic. It's each one of us... There is a lot of me and you in the film." Integral to the movie's storyline is the idea of "restart". As inspirational and motivational it may sound, the concept stemmed from a personal tragedy, said Chopra. "My brother was the closest person to me in the world, apart from my wife and kids. During the pandemic, when I was developing this film, he was in Maldives. He delayed coming to Mumbai and couldn't survive. It hit me very hard. "Within a week or so, I realised it is not fair to the people who are around me. I was already in the story and the whole concept of restart took place in my head. It didn't come from a happy place. It came from a tragedy that struck me," the director recalled. Chopra said somewhere while healing through the personal loss, he realised that life was much like a video game -- "you lose, you press a button and move on". "I told myself why can't we do that in life. We have setbacks, we fall, and then we lose everything. Life is a game too. The thought is inspirational but not easy. It is about the way you look at life," he added. Chopra said through "12th Fail", which released on Friday, he wants to address that nothing is impossible to achieve, but if one faces a setback, the goal should always be to "restart". "When I read about the suicides in Kota and anywhere else. I want to tell those kids.... It's tough, I understand. I lost the man I loved the most in my life. (But) you got to restart. And UPSC is not just one thing, you can explore so much in life." Apart from Massey, who has established himself as a dependable performer with projects such as "A Death in the Gunj", "Haseen Dillruba" and "Criminal Justice", the film features an impressive supporting cast in Anant V Joshi, Anshumaan Pushkar, Sanjay Bishnoi and Priyanshu Chatterjee. Chopra said ever since he decided to make a film on the subject, he was sure about casting "real people". "I didn't want filmy heroes pretending to be these people. Most of the cast are new actors, first time actors or not very famous. But they are real people. I rehearsed with them for one year," the director said, adding that he is currently writing a film for which he would be needing movie stars. "I will cast a movie star, if it is a movie star role. Like I'm writing a film for which I need big movie stars. I made 'Eklavya' and I wouldn't have made that movie without Mr Bachchan. Every film has its own demand, so to say. '12th Fail' demanded me to be very real." Produced by <keyword id="3415325" type="General" weightage="50" keywordseo="zee-studios" source="Orion">Zee Studios</keyword>, "12th Fail" has been released worldwide in Hindi, Tamil, Telugu, and Malayalam.

Could have made Munnabhai 3, 4, 5 ... and be a multi-millionaire: Vidhu Vinod Chopra

<ul><li><keyword id="9668661" type="COMPANY" weightage="20" keywordseo="umesh-kr-bansal">Umesh Kr Bansal</keyword>, Senior Vice President, <keyword id="174248" type="DOMAIN" weightage="20" keywordseo="Zee-Entertainment-Enterprises-Ltd">ZEE Entertainment Enterprises Ltd</keyword> writes how everyone is reconsidering their business strategies and before that the immediate cash flows.</li><li>He further lists down how businesses can formulate a strategy and bring around the change. </li></ul>A few months ago, we heard of a secretive bug that we did not think more than a disease like pneumonia, however little did we know that it would bring the world to a standstill sooner than imagined. The lockdowns will go away eventually, but all assumptions, standards, processes, have been reset. Businesses are affected across geographies, sizes, categories and industries. Everyone is reconsidering their business strategies and before that the immediate cash flows. In such a scenario it is imperative to understand that when the virus is beaten and the crisis is over, a world may emerge with more alterations to adapt to. Thus, if the virus is changing your business landscape, fret not! Formulate a strategy and bring around the change. 1. Some struggle, others flourish: The outbreak has opened a window of opportunity for some industries/ sectors such as health, digital content, OTT / streaming, EdTech, online gaming stacks, and such other businesses that have seen a perceptible rise in demand. 2. Use technology to augment, not replace, people: Technology has allowed us to rethink how we perform fundamental activities during this crisis. This period should be looked at as an opportunity for business leaders to discover how best we can make greater use of technology to assist people to attain maximum productivity gains, develop the working lives of employees, deliver better products and services to the patrons and help drive growth. 3. Focus on scenario planning: Scenario planning is one of the strategy gears that comes handy in a situation like this. Designing options and decision trees can provide clarity, reduce anxiety and help make better decisions for the organization. As the dynamic of business changes, it is crucial to alter the process, content and designs to enable continued alignment of resources, and actions with priorities to achieve the outcome. 4. Need to press the reset button on the new 3 P's: Position, plan, and preparedness: a question mark on viability of the firm itself is a likely scenario post-pandemic depending upon the nature of the business. But even the most impacted organizations are taking up the challenge and going out to find opportunity in adversity. The first step is to accept the protracted nature of this situation, followed by determination to be proactive and setting a willingness within the organization to reset expectations, goals as well as resource allocations. 5. Prepare a plan for bouncing back: It is Imperative to understand the ways to restore, expand the business. Therefore, think, deeply, broadly and continue looking forward. 6. New project preparation: Timely assessment of the situation and the organisation will keep you in good stead. Have you planned and prepared well enough for the project you outlined in the recent past? Check for the resources at hand, availability of the team, at the same time quality and quickness of the decision making process. If organisation has ticked all the essential boxes that will conclude who succeeds and who falls short of success.

Corona Scare: No lockdown on your business expansion plans

<ul><li><keyword id="599253" type="PERSON" weightage="20" keywordseo="Punit-Goenka">Punit Goenka</keyword>, Managing Director &amp; Chief Executive Officer, <keyword id="141413" type="COMPANY" weightage="20" keywordseo="Zee-Entertainment-Enterprises">ZEE Entertainment Enterprises</keyword> wrote an <keyword id="492565" type="COMPANY" weightage="20" keywordseo="Open-letter">open letter</keyword> to shareholders, talking about his vision for ZEEL.</li><li>He wrote that the company has introduced new policies to strengthen its Governance, mitigate the risks and safeguard its business interests.</li><li>He also wrote that he was here to stay, 'I have taken this up as a challenge to restore the goodwill; not just for me, not just for my family, but for the entire team at ZEE'.</li></ul> In an Open Letter issued this evening, Punit Goenka, Managing Director &amp; Chief Executive Officer, ZEE Entertainment Enterprises Ltd., shared his strategic vision for a new version of the Company – titling it as <keyword id="9636819" type="UNKNOWN" weightage="20" keywordseo="Zee-4-0">ZEE 4.0</keyword>. Goenka laid out the future roadmap to propel the Company as a premier media &amp; entertainment powerhouse. The new and stronger ZEE 4.0 is implementing a 5G formula focusing on – <keyword id="9636821" type="COMPANY" weightage="20" keywordseo="governance-granularity-growth-goodwill-gusto">Governance, Granularity, Growth, Goodwill &amp; Gusto</keyword>, that will define the new phase of the Company. Sharing his thoughts about the envisioned new version of ZEE, Goenka in his letter stated that the 5G approach will define the future of the Company, as it gears up to take the next big leap. He said, “The start of this financial year has been a rather special one for me and the entire team at ZEE. Since for us; it is not just the beginning of another new year, but the beginning of an entirely new life for the Company. The beginning of a Company which is transforming in line with its new realities. The beginning of a sharper, leaner, greener version of ZEE. The beginning of ZEE 4.0.” The 5Gs of ZEE 4.0: • Governance: ZEE has further strengthened its Board with new esteemed members that bring in the required blend of expertise, experience and wisdom. The Company has also introduced new policies to strengthen its Governance, mitigate the Risks and safeguard <keyword id="9636820" type="COMPANY" weightage="20" keywordseo="the-business-interests">the Business Interests</keyword>. • Granularity: ZEE 4.0 will adopt a more granular and transparent approach while reporting, ensuring that its valuable stakeholders gain a deeper insight into the business. • Growth: ZEE’s constant endeavor to stay ahead of the industry performance will always be a guiding factor in all its future initiatives. The Company in this new chapter will continue to harbor a stronger focus on growth and profitability to constantly enhance shareholder value. • Goodwill: With a strong intent to restore the goodwill of the Company, Goenka put all rumors to rest, clarifying – “I am here to stay, and remain committed towards ZEE. I have taken this up as a challenge to restore the goodwill; not just for me, not just for my family, but for the entire team at ZEE.” • Gusto: Proudly acknowledging the professional leadership team of the Company, Mr. Goenka stated that the zeal, passion and commitment displayed by the team has been amongst the key factors instrumental to the Company’s success. The new ZEE 4.0 will further intensify these aspects to compete in a rapidly evolving world. He further added that in its journey of almost three decades, ZEE has emerged as a brand synonymous to entertainment, not only in India but across the globe. Courtesy to its rich legacy, strong content creation capabilities and pioneering initiatives, the Company has been consistently delivering extraordinary entertainment experiences across multiple consumer touchpoints. The new ZEE 4.0 is geared up with a stronger, strategic focus for the future with immense learnings from its previous phases and great ambitions to redefine the next phase of entertainment in India and across the world.

Punit Goenka writes an open letter to shareholders, charts a strategic roadmap for ZEE 4.0

<ul><li>Shares of <keyword id="141413" type="General" weightage="20" keywordseo="zee-entertainment-enterprises" source="Orion">Zee Entertainment Enterprises</keyword> gave 40% returns in one trading session and today the stock is up 4% as analysts turn positive on the stock.</li><li>Analysts believe resignations of independent directors have brought back investor confidence and triggered the stock for good.</li><li>Moreover, talks of potential takeover of the company have also added to the optimism around the company’s stock.</li></ul>After resignations of two independent directors, thousands of investors picked up <keyword id="51166" type="General" weightage="20" keywordseo="zee-entertainment" source="Orion">Zee Entertainment</keyword>’s stock, on Tuesday, including marquee investor Rakesh Jhunjhunwala. This is because resignations of independent directors brought focus back to the company's growth and an end to concerns over corporate governance. Moreover, <a href="https://www.livemint.com/companies/news/zee-entertainment-stock-surges-on-takeoverhopes-11631646395943.html">talks </a>of potential takeover of the company have also added to the optimism around the company’s stock. Post the resignations, several brokerages that were negative on the stock or had recommended a sell or reduce rating turned positive. This sudden change in the investor mindset boosted the company's stock by 40% in one trading session. <table style="border-width: initial; border-style: none;" class="redcator-table-advance"></colgroup><tbody><tr><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Brokerages </td><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Stock rating </td></tr><tr><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Dolat Capital </td><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">BUY </td></tr><tr><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Kotak Institutional Equities </td><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">BUY </td></tr><tr><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">Deen Dayal Investments </td><td style="border-left:solid #000000 0.75pt;border-right:solid #000000 0.75pt;border-bottom:solid #000000 0.75pt;border-top:solid #000000 0.75pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;overflow:hidden;overflow-wrap:break-word;">BUY </td></tr></tbody><tbody></tbody><tbody></tbody></table> All this, after the broadcaster’s largest shareholder Invesco, which holds 7.7% stake in the company, demanded resignation of Ashok Kurien and Manish Chokhani along with that of the managing director Punit Goenka. This was followed by a report from proxy advisory firm Institutional Investors Advisory Services (IIAS) that highlighted concerns over the managing director’s increasing salary and asked shareholders not to vote for re-appointing independent directors Ashok Kurien and Manish Chokhani on the company's board. <a href="https://www.business-standard.com/article/companies/invesco-seeks-egm-to-remove-punit-goenka-from-zee-entertainment-board-121091301555_1.html">Reportedly</a>, Punit Goenka’s salary was increased by 46%, higher than what was approved by shareholders in the 2020 annual general meeting. At the same time, employees were not given any raise for FY21. "We have persistently highlighted in our notes of potential change in management, improvement in cash flows and traction in digital business as key re-rating triggers. With one of the key triggers getting activated we upgrade our target multiple from with the target price of ₹328 (vs. ₹204 earlier) and rating to BUY (from Reduce)," said Dolat Capital according to media reports. Zee Entertainment Enterprises may attract more investors if the concerns raised by Invesco get addressed, said Abneesh Roy of Edelweiss Securities in an interview with CNBC-TV18. However, Roy thinks Zee shares going back to ₹600 apiece currently looks difficult as volatility continues, while valuation re-rating will happen and shares will go beyond the target price of ₹343. He expects further improvement in market share for Zee next quarter onwards. Karan Taurani, senior vice president-research analyst, Elara Securities said that if the new management does come in, we do see a re-rating trigger here, which means stock price would rise. “Looking at the peer comparison in terms of growth and valuations, Zee as a company has not done that bad. The performance metrics have deteriorated in the last two and a half to three years because they would always outperform the industry growth rate but now, they are coming almost at par with the industry growth rate,” said Taurani. Analyst Jaykumar Doshi at Kotak Institutional Equities has upgraded the stock to BUY (from REDUCE). “Zee’s valuations have been constrained by governance concerns and structural risks. The market has ascribed negative value to ZEE5 due to a lack of confidence in the management. Irrespective of how this plays out, we expect a re-rating,” he said. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/these-stocks-that-are-into-clean-and-renewable-energy-supporting-the-climate-change-wave/slidelist/86220985.cms">5 multibagger stocks that are into clean and renewable energy supporting the climate change wave</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/telecom/news/government-picking-up-a-stake-in-vodafone-idea-might-be-a-remedy-worse-than-the-disease-say-experts/articleshow/86221662.cms">Government picking up a stake in Vodafone Idea ‘might be a remedy worse than the disease’, say experts</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/retail/news/long-before-mukesh-ambani-set-his-eyes-on-the-millions-of-mom-n-pop-stores-a-bunch-of-e-commerce-startups-were-preparing-the-ground-they-are-now-getting-their-due/articleshow/86220950.cms">Long before Mukesh Ambani set his eyes on the millions of mom-n-pop stores, a bunch of e-commerce startups were preparing the ground ⁠— they are now getting their due</a>

Zee Entertainment good to buy as concerns over corporate governance will be put to bed after management change, say analysts

<ul><li>As we enter a new year, we wanted to understand what to expect from the Over-the-top (<keyword id="1245953" type="General" weightage="20" keywordseo="ott" source="Orion">OTT</keyword>) industry in 2022.</li><li>In today's feature, we speak to industry experts who share their thoughts on what this year has in store for us.</li></ul>After 2020 we had hoped that 2021 would bring us some respite from the pandemic. However, things were challenging for a large part of the year. With many of us stuck within the four walls of our house for the most part of the year, OTT platforms sometimes became the only source of entertainment in our lives. Not only did 2021 see the launch of a lot of big-budget originals on various OTT platforms, a lot of movies like Sardar Udham Singh, Mimi and Shershaah launched on these platforms. Content producing companies put their best foot forward and created award-winning shows that won both commercial and critical acclaim. There has been a visible increase in investments in content production, a trend that is here to stay in 2022 as well. A recent joint report by industry body CII and Boston Consulting Group (BCG) stated that the Indian OTT sector is currently in the scaling stage with strong subscription growth and high investment in premium as well as original content. The Indian OTT sector is one of the most competitive amongst emerging markets with over 40 players. While there have been debates about more and more people moving away from TV, Mandeep Kohli, Managing Director and Partner, Boston Consulting Group India states that we are still some time away from that happening at a large scale in India. “The share of traditional media is slowly declining with increased digital adoption but there is still high headroom for penetration with only 54% of Indian households having a pay TV connection compared to more than 70% in China. For many households, TV continues to be the center of the home and a significant part of family time,” said Kohli, Managing Director and Partner, Boston Consulting Group India. The report further stated that the industry is at a scaling stage currently and has the potential to become a $13-15 billion industry by 2030. To understand what the new year has in store for us, we spoke to a few of the most important voices from India’s OTT industry, along with some of the biggest content production houses. Here is what they had to say about what lies ahead: Manish Kalra, Chief Business Officer, <keyword id="6245082" type="General" weightage="20" keywordseo="zee5" source="Orion">ZEE5</keyword> India The already-growing online media and entertainment business received a major boost with the black swan event that the Covid-19 pandemic was, setting a new growth trajectory in the last year. The audience adopted a more digitally advanced way of entertainment, something that went beyond the conventional mediums, leading to mass adoption of OTT platforms which resulted in a surge in both viewership and watch-time. This pandemic-induced growth in demand for quality content led to an increased focus on storytelling across languages leading to the creation of extensive and expansive content libraries. People also became more open to sampling diverse content from different languages and were keener to opt for the living room experience thanks to the increased adoption of connected devices. This growth of the connected devices ecosystem has made OTT a preferred choice not only for personal but also for family consumption. At ZEE5, we have seen a 3X growth in the viewership on connected devices. The rise in power-packed dynamic storytelling and the rise of connected devices has led to the advent of the ‘Home Box Office’ which is a trend that is here to stay. While we grew 200% this year at the back of an aggressive slate of content line-up and hyper-personalization, we aim to make deeper inroads into Indian homes going into 2022. Sameer Nair, CEO, <keyword id="1322450" type="General" weightage="20" keywordseo="applause-entertainment" source="Orion">Applause Entertainment</keyword> <div type="image" title="IMG_8153 (1)" msid="88694220" hostid="261"></div> I believe the biggest emerging trend for the streaming industry in 2022 and beyond is the increasing flattening of the Earth, with both geographical borders and language barriers breaking down as internet connectivity reaches the remotest audiences. Our audiences, both local and global, have become smarter, more perceptive and way more critical; this requires us as Content Creators and Distributors to significantly improve the quality of our storytelling, of our productions and of the consumer experience we offer. Authentic, rooted stories that have a universal appeal can and will breakout to reach audiences globally. The more we collaborate with talent from diverse cultures and geographies, the richer we will become as storytellers. The ‘One Planet One Species Shared Cultures’ is an idea whose time is truly upon us. Divya Dixit, SVP, Marketing &amp; Revenue, <keyword id="4241922" type="General" weightage="20" keywordseo="altbalaji" source="Orion">ALTBalaji</keyword> With the traditional marketing budgets on a decline and digital and influencer marketing taking center stage, there are many trends, however interrelated, that we will see emerging in 2022. The digital audiovisual industry will explode; according to Bain and Company, India's online video user base has increased to more than 350 million people, growing 24% in the last three years. Influencer marketing will rapidly move to include micro-influencers and not just be dependent on Celebrity influencers, thereby also promoting UGC. Video marketing, live streaming will give rise to Social commerce and tier 2 and 3 cities will claim the growth chart curve. With all these interrelated events/trends triggering off, Users will expect personalized experiences which will be offset by deeper integration of ML, which will give rise to AI usage; however, the world of marketers will also see a more focused emerging curve towards Organic retention – CRM, surveys, retention tools, recommendation cycles, SEO, UI/UX as Google continues the stance of stopping 3rd party cookies by end of 2023. Manjit Sachdev- Head – Originals, Voot and Voot Select, Viacom18 Digital Ventures <div type="image" title="Manjit Sachdev _Head Content at VOOT AND VOOT Select" msid="88694240" hostid="261"></div> After an unprecedented 2020, with an acceleration in the growth of OTT platforms, 2021 was a year for creating milestones in curating unique and enthralling stories for the audience. Now as we step into 2022 with hope and resilience, the OTT sector will witness an increase in the demand for personalized and purpose-driven content. Given the increasing competition in the OTT space, staying relevant and purposeful is most critical. Considering the changing realities in today's times, having a purpose-driven story telling approach is the way to go. Content with purpose has the power to travel beyond boundaries, spread values, knowledge and positivity and build deeper engagement with subscribers. This trend will act as a key differentiator in changing behaviours. Megha Tata, Managing Director, South Asia, Discovery, Inc As SVOD continues to grow aggressively, we are seeing an increasing number of audiences now willing to pay for good content. I believe a right combination of compelling content and pricing would be the key in attracting a bigger share of consumers into the SVOD world next year. Also, differentiated programming will add to a player’s competitive advantage in the midst of most mainstream players offering similar content. This is a trend familiar to what we saw even broadcast channels go through. I believe some players will be able to carve out a niche for themselves, while most streaming catalogs will end up resembling each other. Rishi Negi, COO, Banijay Asia 2020 was a game changer for the whole world, we strategized a smooth transition to the streaming era and the year 2021 was about sustaining the positive change and envisioning the prospects of growth. With changing narratives and experimental content taking a lead, along with the fact that the data &amp; streaming charges have dropped, has resulted in the content reaching a much bigger audience. I anticipate the year 2022 to be vibrant with original productions, compelling storytelling and some path-breaking performances. Fighting the content inflation with a wide variety of exceptional chronicles intertwined with existing catalog shows in this post-pandemic world, viewers are streaming more than ever. With nominal data plan and streaming charges, content is reaching even the darkest corner of the world. Considering the pace of content transmission, at Banijay Asia, we have become more aggressive towards producing content that delights the heartland of India. We see a hike in demand for stories which are untold, female centric and with CTV on the rise, we anticipate growing interest in regional unscripted content in 2022. While we have seen this trend kickstart already with our Tamil unscripted show The Survivors as it received unparalleled response from the audience and our hinterland drama Matsya Kaand recently crossed a 100M views on <keyword id="2214311" type="General" weightage="20" keywordseo="mx-player" source="Orion">MX Player</keyword> within a month. These numbers affirm that the trendsmap that we're following leads to a sustainable future. Given these past two years have been a real tester, we have pushed through every possible challenge posed by the virus this year and successfully produced shows for the streaming giants and kept the show running. While we have covered grounds with our scripted, non-scripted, international format adaptation, book adaptations, in the upcoming year, we aim to keep up with our pace and keep reinventing our ways. To sum it up, we are thoroughly looking forward to 2022 to be a year full of exciting and enthralling projects to keep our audiences engaged and invested. Rohit Jain, Managing Director, <keyword id="193261" type="General" weightage="20" keywordseo="Lionsgate" source="Orion">Lionsgate</keyword> South Asia and Networks, Emerging Markets Asia 2022 is going to be an exciting year for OTT players as the content pipeline will be stronger than ever. While the pandemic has leapfrogged growth in terms of viewers and subscription we expect 2022 to further amplify the reach and will witness growth not only in the metros but also in tier II &amp; tier III cities. Today’s viewers are constantly looking for edgy and unique stories. We have always said premium content is the ultimate winner. The OTT industry will have to concentrate on quality content over quantity of content. Siddhartha Roy, COO, Hungama Digital Media The media and entertainment industry has been making rapid strides in the interior of India. Regional markets are becoming the industry’s point of convergence as the digital infrastructure expands across the length and breadth of the country. Content houses and creators are going vocal through local, thereby, making homegrown, high-quality content available at the click of a button. Going further, consumption of entertainment, in addition to audio and video, will be extended to varied mediums, such as gaming. As the Indian online gaming sector is witnessing tremendous growth in 2020 it sets a tone that gaming will be the next big thing. The industry will witness a rapid rise in the use of AI and ML to create a customised and personalised experience for audiences. This makes industry consumer friendly; not just that, it helps in massive consumption and double consumer engagement. Hiren Gada, CEO-Shemaroo Entertainment Ltd <div type="image" title="Hiren Gada, CEO, Shemaroo Entertainment Ltd." msid="88726664" hostid="261"></div> With regional internet penetration growing at a rapid pace, localization of content and OTT apps are going to be one of the emerging trends to look out for. Content that was earlier restricted to just Bollywood and Hollywood is getting extended to other native languages and it is going to play a key role in attracting new consumers and in supporting other industries such as dubbing and subtitling that will further boost the content bank. Other than localization, we will also see content being offered across other segments that include devotional, and kids’ categories. As we see new OTT apps being launched almost every month with multiple paying models, the consumers will have more flexibility and power to make their own choices. With increased smartphone adoption along with affordable data, mobile penetration of the OTT will see more focus. Mobile-centric plans have been introduced by most OTTs today to cater to the Millennials and GenZs who have the hunger to consume content but not the deep pockets to pay. This space will continue to grow with the increased bundling of OTT by telecos. Additionally, the arrival of 5G which is most likely to take off this year will be a game-changer not just for the OTTs but also for the consumers. It will enable faster connectivity, accessibility to content and further enhance the viewing experience with reduced buffering issues, and an uninterrupted real-time streaming experience. Shailesh Kapoor, The Founder &amp; CEO, Ormax Media The last two years have been exceptional for the OTT market in India, aided in no small measure by the lockdowns. As things begin to get back to normal, the question that we will hear a lot more in 2022 is: Where is the next level of OTT growth in India going to come from? The category has grown at an estimated 30-35% in its user base and more than 50% in paid subscriptions over the last two years. But these growth rates are not sustainable in the long run. Platforms will have to look for offerings that are both compelling and distinctive, to get new subscribers in a category that will continue to grow, but at more modest levels of 15-20% per annum. Crossover content, be it Indian (such as Jai Bhim) or foreign (such as Squid Game or Money Heist), will play an important role in this regard. The language barrier has been broken considerably by the OTT medium, and with dubbing and subtitles available in many languages for all major shows and films now, platforms cannot stick to single-language, homogenous offerings anymore. We can expect more language-led experimentation, both in content acquisition and presentation."

Where the Indian OTT industry is headed in 2022

<ul><li>As we enter a brand new year, our Trends series will help us crystal gaze into what the year holds for us.</li><li>In today’s feature, experts from the <keyword id="1784761" type="PERSON" weightage="20" keywordseo="experiential">experiential</keyword> and live events industry tell us what lies ahead in 2021.</li></ul>The year 2020 was difficult for most mediums but mediums that operate on the frontlines of human engagement and connections were perhaps hit the hardest. Take for instance the experiential and live events industry which came to a complete standstill. The lockdown period saw the events industry innovate, giving way to a large number of webinars, online discussions and live chats and shows, just to make sure that the industry stays active. However, the effects were felt more adversely by the thousands of people who work in the industry as daily wage workers. The smaller agencies and businesses in the domain also struggled through the year. Currently, the organized experiential sector is pegged to be around Rs 7,000 crore in size. However, according to most experts from the industry, its actual size is substantially larger, if one would take into account the unorganized side of it. Therefore, it is imperative for the industry to not just innovation but to come up with disruptive ideas to future-proof itself and to make sure that more such pandemics in the future don’t cripple it. We reached out to some experts from the industry to understand their areas of focus for 2021 and the trends they think we should watch out for. Here’s what they had to say: <keyword id="52304" type="PERSON" weightage="20" keywordseo="Roshan-Abbas">Roshan Abbas</keyword>, MD, Geometry Encompass <div type="image" title="Roshan Abbas, President, EEMA" msid="80136966" hostid="261"></div> Brands will follow a live and virtual strategy to reach a bigger audience. Events will be produced as TV specials are with a live experience and a broadcast experience for the internet. The line between televised events and live events will blur even further. An incremental 30% revenue will be added to the space with these experiences. Brands will stitch social commerce into all experiences. Those who do it with the least amount of friction and the maximum engagement will emerge victorious. E commerce stores will become experience commerce stores using every trick in the event playbook to attract consumers. <keyword id="279820" type="PERSON" weightage="20" keywordseo="Sanjoy-Roy">Sanjoy Roy</keyword>, Managing Director, Teamwork Arts <div type="image" title="Sanjoy K Roy - MD Teamwork Arts (1)" msid="80137240" hostid="261"></div> Even as the global economy contracts, artists and artisans try and break down the virtual ceiling, looking for innovations and possibilities to survive and sustain their livelihood. Perhaps, it is time to step back, reflect and view the world in crises and find, equitable and sustainable opportunities for all. ‘Intimate and focused’ could well be the new mantra to replace ‘bigger and brighter’. Solo performances could bring talent and excellence back to the spotlight. Innovation in social and cultural celebrations focusing on the arts to provide a sense of place, identity and tradition, are the need of hour. AI and virtual reality could help traverse the world instead of the flatbed or the cramped seat. As we look to 2021 with hope of a vaccine to solve our immediate predicament, the fact is that the road to recovery will be long and arduous. Those who have access to capital and have the agility to innovate will emerge stronger from the experience, the rest will need to reinvent their world. <keyword id="1586079" type="PERSON" weightage="20" keywordseo="Dalveer-Singh">Dalveer Singh</keyword>, Head of Experiential Marketing – APAC, Dialogue Factory <div type="image" title="Dalveer Singh, , Head of Experiential Marketing- APAC, Dialogue Factory" msid="80137187" hostid="261"></div> The year 2021 will be about sale, sale and more sale! We should ensure that nothing is able to distract us from the sole aim of advertising, which is sale. And this will start with brands, if they are able to sell more, they will be able to afford different partners. We, as agencies, publishers or people who create brand solutions have to create solutions single-mindedly keeping in mind strategies that will drive sales. And it is sales that will enable us to keep going in a big way and it will give us that boost we need to do what we want to do. This will help us come up with innovative ways of reaching out and doing things at scale. Everything will come back to the objective of whether I am able to create solutions that are saleable, sustainable and cost-effective, because in the end, whatever we do, it has to drive sales. And that is what will work for all of us. <keyword id="7410855" type="UNKNOWN" weightage="20" keywordseo="Swaroop-Banerjee">Swaroop Banerjee</keyword>, COO, <keyword id="7281920" type="COMPANY" weightage="20" keywordseo="Zee-Live">Zee Live</keyword> <div type="image" title="Mr. Swaroop Banerjee, COO, Zee Live" msid="80137204" hostid="261"></div> The pandemic of 2020 disrupted the way we live, work, and socialize. It gave way to a new normal, which every industry whether big or small adopted to maintain business continuity. The entertainment industry was no different too. Fighting against the tide, we too at Zee Live had to find new and innovative ways to keep our viewers entertained while meeting our business goals. Now looking ahead to 2021, adopting a virtual route will continue to be imperative. Maintaining a strong digital presence, including live/online streaming, pay per view in one’s business portfolio will be the way forward. With the pandemic still raging across the country, it is essential that we as the leaders in the entertainment industry should be able to provide our viewers top class entertainment while keeping their health and safety a priority. Keeping in line with this thought, we are bringing in our A-game as we continue to collaborate with the largest music icons and create live original content for Zee Live. 2021 worldwide is going to be about digital live entertainment and we will see a gigantic shift in this direction and we shall also see a trend where we will have a sizable arrest of audiences who would consume live entertainment,while audience will flock in large gatherings when safe. Therefore, we are investing heavily in this direction.” <keyword id="2289911" type="PERSON" weightage="20" keywordseo="Sukrit-Singh">Sukrit Singh</keyword>, Founder, The Platform <div type="image" title="Sukrit Singh" msid="80137226" hostid="261"></div> The trend today in the experiential industry is to announce that WE ARE BACK (or will be). Noble and preachy, to say the least, from an industry that has ruthlessly culled its workforce. Global networks shutting down companies, entrepreneurs abandoning teams overnight –and I believe the worst is yet to come. The lesson of the past and the trend of the future isn’t technology or virtual – but the human story. I salute those who never hibernated, retrenched or bitched and moaned. I urge the industry leadership to ask themselves… Did we stand up for our teams? Is there anyone in our team who suddenly felt forsaken and abandoned? Did we hoard – at the expense of others? Or did we share whatever little we had? Doctors saved lives. Did we save livelihoods? 2021 is here! The date has moved; the year has changed but challenges remain. Let’s not hide behind the pandemic and rebuild our human capital – it’s the only asset we have had. Our crazy work culture and ethos is fueled by the passionate misfits who unconditionally stood by us as we built the industry. The big trend for 2021 is the change of guard and the emergence of a stronger, more committed experiential leader and organization. So goodbye – fly by night operator, good riddance ad-networks(neither of you were here for the people or the work anyway). In 2021 my generation (you know who you are) passes the baton to the next. Godspeed to them - build with your people - an experiential industry that can withstand the next pandemic.

Experiential: The trends to watch out for in 2021

<ul><li><keyword id="148198" type="PERSON" weightage="20" keywordseo="zee-cafe">Zee Cafe</keyword> has recently completed 20 years.</li><li>We caught up with <keyword id="8227950" type="UNKNOWN" weightage="20" keywordseo="Kartik-Mahadev">Kartik Mahadev</keyword>, Business Head, Premium Channels, ZEE to talk about the channel’s journey in India, some key milestones and how it has succeeded in staying relevant at a time when a lot of <keyword id="659577" type="PERSON" weightage="20" keywordseo="TV-viewership">TV viewership</keyword> is slowly gravitating towards OTT platforms. </li></ul> Much before OTT platforms brought content from across the globe to our drawing rooms, English GECs like Zee Café played a pivotal role in introducing us to some of the best global content. Over the years, the channel has kept viewers glued to their screens with shows like Seinfeld, Friends, The Sopranos, Mad About You, among many others. Recently, the channel completed 20 years and we caught up with Kartik Mahadev, Business Head, Premium Channels, ZEE to talk about the channel’s journey in India, some key milestones and how it has succeeded in staying relevant at a time when a lot of TV viewership is slowly gravitating towards OTT platforms. Edited excerpts: Q) Tell us a bit about Zee Cafe's 20-Year journey. What have some of the major highlights been? Two decades ago, while the Indian audience was still warming up to international content, Zee bolstered a new era of English programming on television with the launch of what was then called Zee English, later rebranded as Zee Café. Since inception, it has been our sole endeavor to bring the best of English entertainment to the Indian viewer, with iconic shows like Seinfeld, Friends, The Sopranos, Mad About You and Emmy winners - ER and The West Wing. Circa, early 2000s, consumption of English entertainment was still at a nascent stage in India where those who speak, understand and appreciate international content on television formed just a sliver of the pie. Today, this is has grown into a ‘Glocal’ community. Zee Café has played a pivotal role in shaping this genre through compelling content and shaping the aspirations of this community of international content viewers. Zee Café has driven several successful innovations for a delightful viewer experience. Be it through the marquee offering ‘Along With The US’ launched in early 2000s where the latest international shows like The Big Bang Theory, Grey’s Anatomy and Supergirl were aired along with its US release or the introduction of ‘binge-watching’ as a format with ‘House of Cards S3’ and subsequent properties like ‘BBC First’ and ‘Breakfast To Bed Binge’ – Café has always catered to the evolving consumer needs. As consumption appetite for English entertainment evolved, we introduced compelling dramas as part of properties like Hollywood On Café that promised the scale and grandeur of Hollywood on television. The BBC First Dramas on Café added a complex and visceral mix of content with a TV First approach. We also provided variety of content with locally-nuanced content with celebrity chat shows like ‘Look Who’s Talking with Niranjan’ in the past and shows like ‘Not Just Supper Stars’ and ‘Starry Nights’ featuring A-list Bollywood celebrities more recently. Today, our stable subscriber base is an indication of the channel’s strength amongst a loyal set of consumers who choose the channel for its strong legacy of content. Our promising 20-year journey has been one backed by the support of many individuals and studio partners in shaping the English entertainment landscape, with whom we celebrate this milestone. Their contribution has enabled us to truly entertain our audience by creating togetherness moments and sparks conversations around content. Q) A lot of <keyword id="1368992" type="PERSON" weightage="20" keywordseo="English-GEC">English GEC</keyword> audience has been steadily shifting to OTT platforms over the years. What are you doing to ensure stickiness to your channel? There is no doubt that the digital video platforms are here to stay. However, today we live in an AND world, not an OR world. English entertainment (Movies + GEC) on Television caters to 170 million+ viewers (BARC @ All India 2+ U+R, Week 01'20- Week 29' 20). The lockdown has showed us that the viewers choose to watch television for the curated content experience it provides, to not just individuals but the entire family. Studies reveal that consumption of overlapped content between TV and OTT grew on television from 59% pre-NTO to 82% contribution post-NTO for sitcom, drama, reality genres. It naturally follows that navigation between screens is seamless and consumption on TV and digital is complementary in nature. The surge in TV viewership post lockdown tells us that television is the trusted medium of entertainment. Television provides youth-focused brands and premium brands the opportunity to associate with a premium subscriber base that is defined basis their content choice. This sort of content and platform synergy for brands to associate with, is not available on OTT platforms where English content is behind paywall. While content consumption on OTT is growing, it is the Hindi and regional original content that are the primary drivers of this growth. Television is and will continue to be the destination for brands to build long-term content association with a premium subscriber base through exclusive content on a channel like Zee Café. The locally nuanced shows such as Starry Nights Gen Y, also provides an opportunity to drive branded content integrations in an organic manner. When it comes to OTT, content discovery is and will continue to pose a challenge to viewers looking to unwind with quality content. This is where television channels that understand their consumer and curate well, delight the viewer. Post lockdown, the channel has added 256 hours of content including latest dramas such as ‘Nancy Drew’ and ‘Evil’, iconic sitcoms such as ‘Seinfeld’ and ‘I Dream of Jeannie’ along with the original airings of the celebrity chat show Starry Nights GEN Y. While marquee international shows bring the best of the world to our viewers, locally produced content allows us to add a new dimension from the Indian point of view. In the future, we have a robust line-up of light-hearted and locally nuanced content that help build relevance from an Indian context. Q) While TV viewership saw a boost during the lockdown, how was it for Zee Cafe? The lockdown has showed us that the viewers chose to watch television for the curated content experience it provides, to not just individuals but the entire family. We observed a trend in audience preferences towards familiar, light-hearted content amidst the uncertainty and gloom. We were early to spot the trend and introduced tactical changes in our programming. ‘Nostalgia’ as a genre clearly emerged as a big theme across television with several successful examples in Hindi GEC. Spotting the trend early, we introduced the iconic sitcom of the 90s– Seinfeld along with the 60s sitcom ‘I Dream Of Jeannie’ which resonated with the viewers. Conversational shows and iconic sitcoms along with easy to watch movies have performed well with an increase in time spent on Zee Café. We saw a growth in non-prime time viewing as well and hence to keep viewers entertained through-out the day, we introduced back-to-back episodes of MasterChef Australia S8, Everybody Hates Chris and The Big Bang Theory S12 on Zee Café along with newer dramas like Nancy Drew and Evil. Q) How are you trying to bring advertisers back to the channel? These have been uncertain times across several consumer businesses. During the lockdown period, only essentials were being sold which had an impact on advertiser income. Through the lockdown, TV remained a trusted medium for entertainment and information for the family, witnessing significant growth in viewership. With the relaxations in lockdown, economic activity is resuming, and we need to drive effective customer solutions for future growth. We are in a strong position as far as subscription revenue is concerned with a stable subscriber base and growth in contribution of HD subscribers. This is an indication of its strength amongst a homogeneous set of consumers who chose Zee Café for its strong legacy of content. Television will continue to be the ideal platform for advertisers looking to reach out to their consumers. Youth-focused premium brands can pick and choose fresh content that they can associate with to reach a premium subscriber base given a sharply segmented audience that English entertainment on television attracts while similar content on digital is behind paywall. Recently, for the premiere of Jumanji: The Next Level on &amp;flix, Zee Café and &amp;PrivéHD, and a simulcast in Hindi on Zee Cinema, we saw several reputable brands onboard such as Kia Motors, Ariel, Amazon, Airtel 4G, Xiaomi, Protinex and ITC along with Bingo Potato chips, Hyundai Creta, Behrouz Biryani, Bharat Matrimony onboard for the Hindi simulcast. The premiere garnered an overwhelming response with an incredible 34 million reach making it one of the biggest premieres in the last 12 months. Q) What have some of your growth drivers been? What has helped Zee Cafe stay relevant and win against the test of time? With out-of-home entertainment options being limited in the new normal, television will continue to be the trusted entertainment destination for individuals and families. Interestingly, India is the second-largest English speaking country in the world (BBC India Report - 2012).Thus, in the long run, regional markets will continue to fuel new user growth for English entertainment. There is a whole set of audience moving from regional to English content as they become more comfortable with English as a professional, conversational language. We have designed unique offerings such as locally nuanced content on Zee Café that has helped drive resonance and enabled adoption of English content amongst an aspirational, English comfortable audience. Q) What are your strategies towards bringing more viewers to your channel, enhancing their experience and also how are you looking at driving higher engagement? Our content philosophy was built around ‘All Eyes On New’, with an endeavor to deliver fresh content or a fresh perspective to iconic content. With curation as our core focus, we’ve constantly introduced new programming formats and new properties that best suit the needs of our ever-evolving viewers. With content blocks such as ‘BBC First’ which brought complex British dramas for the first time to India or ‘Along With The US’ where our viewers watched fresh content series along with its international telecast; we truly set the benchmark for being the innovators in the English entertainment category. With most of the shows on Zee Café such as Titan Games, American Idol, Battlebots, Seal Team, FBI, A Million Little Things, Charmed, The Chefs’ Line being available on television first, we’ve lived up to the consumer promise of ‘All eyes on New’. Catering to the evolving needs of the consumer, we introduced locally nuanced content such as Starry Nights GEN Y and Not Just Supper Stars that broadened the consumption repertoire on the channel.

Zee Café has played a pivotal role in shaping the ‘glocal’ genre through compelling content: Kartik Mahadev, ZEEL

<ul><li>In our latest interview series, we talk to organizations to understand how they are coping with the new normal and their strategies towards navigating these difficult times.</li><li>With people confined at home, television viewership has seen a massive surge, pushing <keyword id="4934995" type="PERSON" weightage="20" keywordseo="broadcasters">broadcasters</keyword> to think out of the box</li><li><keyword id="3387826" type="COMPANY" weightage="20" keywordseo="Prathyusha-Agarwal">Prathyusha Agarwal</keyword>, Chief Consumer Officer, <keyword id="174248" type="DOMAIN" weightage="20" keywordseo="Zee-Entertainment-Enterprises-Ltd">Zee Entertainment Enterprises Ltd</keyword> tells us how things have panned out at the organization in these past few weeks, and all that it has been doing to ensure their viewers get the best content.</li></ul> The ongoing Covid-19 crisis has led to unprecedented changes in our lives. We are all confined at home and that is leading to a huge change in the way we consumer content, media or even everyday things in our lives. While a lot of industries have suffered, coming to almost a complete standstill, there are some sectors that have seen a spike, due to our changed routines. Television and <keyword id="8983502" type="UNKNOWN" weightage="20" keywordseo="ott-viewership">OTT viewership</keyword> is at an all time high as people are trying to find engaging content. News channels are also observing a huge spike in viewership as people are constantly trying to stay abreast of all that is happening around them. However, while TV viewership has seen a spike, the challenge has been to offer viewers fresh content that will keep them hooked to a particular channel. GECs that are heavily reliant on daily soaps, however, have had to innovate, considering production has been stopped completely since the <keyword id="91743" type="PERSON" weightage="20" keywordseo="lockdown">lockdown</keyword>. We thought it would be interesting to understand how things have been for one of the biggest broadcasters in India, Zee Entertainment Enterprises Ltd (ZEEL), and understand how they’ve been tackling the crisis, and prepare for the future. We got some interesting insights from Prathyusha Agarwal, Chief Consumer Officer, ZEEL who told us how the organization quickly adapted to the evolving situation while also ensuring production of content remotely over mobile and professional cameras by using video and audio production technologies to support broadcast, digital &amp; social platforms to make sure they can offer something fresh to their viewers. Edited excerpts: Q) While the lockdown has come as a blessing in disguise for the broadcast industry, how have things been for ZEE as an organization, in terms of working remotely and business continuity? The current COVID-19 situation has triggered an unprecedented shift in consumer sentiment and behaviour, which has impacted the way businesses are functioning across the world. Confinement at home has families turning to their trusted TV set and dependence on television as a source of entertainment has seen a surge, reflecting in the viewership data. Our channel teams geared upto this surge in viewership since the lockdown came into effect and have been customising content to cater to this changing consumption need of the viewers which ensured that ZEE strengthened its leadership further in a growing category. As an organization, we were always agile and as teams, strongly connected, so the transition to WFH operations was both swift and smooth ensuring minimal disruption to our viewers and complete business continuity. ZEE ensured business as usual for its in-house operations and transmission functions by leveraging technology and implementing various solutions across its key functions. Our Broadcast Operations team developed remote clients through which systems could be operated remotely, including from home, which is a first in the industry. Initially, continuing studio activities such as editing, graphics, audio, and online applications was a challenge. But within two weeks, we implemented a WFH edit capability using proxy-based workflows with edit-over-cloud solutions. Moreover, to ensure a continuous flow of entertainment to our viewers, the teams have also enabled remote production of content over mobile and professional cameras by using video and audio production technologies to support broadcast, digital &amp; social platforms. For the Silver Jubilee celebrations of ZEE’s singing reality show SaReGaMaPa, we have taken an industry-first initiative - ‘Ek Desh, Ek Raag’ summoning our network strength with a 25-hour Fund Raiser Music Concert with over 350 performances across the network’s social assets, culminating in a pan India music concert on TV featuring the most notable talent from SaReGaMaPa across 19 ZEE channels. This mammoth initiative will be completely executed using remote WFH solutions by teams and artists. Q) There are different sets of challenges for GECs and news channels right now. While GECs are trying to come up with innovative ways to keep audiences engaged, news channels cannot really work remotely. How did ZEE as an organization react to these challenges? The lockdown has led to more people consuming content on TV. The habit of TV viewing has never been stronger, with 46% of the viewers watching TV all 7 days a week, an increase of nearly 50% from the pre-COVID period. Rather than challenges, we viewed these as opportunities. To cater to this demand surge, we have customised the best of content across our channels taking into consideration specific shifts in consumption behaviour. The viewership trends over the weeks have indicated the surge in daytime viewership. To address that, we’ve brought back some of the all-time favourite shows that enjoy a strong consumer connect across channels. For instance, Zee TV extended its on-demand nostalgia band in the afternoon featuring popular shows. We have also seen higher viewership among males and kids with the entire family now at home and as a strategy, we’ve enhanced our weekend offering which sees high affinity amongst these audience segments. The viewership growth is also being driven by nearly 60-70% growth in the Movies genre through the lockdown period and as people look to keep themselves entertained, our movie portfolio endeavors to maximize the experience for every movie aficionado. Our agility has helped us emerge as the leading entertainment network during the challenging and dynamic lockdown period, with a 15.1% share (sports &amp; news not included), widening the gap between itself and its next competitor to nearly 1%. Q) What is your objective when you communicate with your consumers in adverse times like today? How are you ensuring consumer stickiness when the competition is fierce and you are not able to produce fresh content? As a medium, people place a lot of faith and trust in television and as a brand, we need to meet and further that expectation. Therefore, even in our communication, we need to build and maintain our consumer’s trust with unambiguous authenticity. While our communication is deeply seeded in customer-centricity, during times of crisis, historically, brands that have connected with the consumer are those that communicate with empathy and relevance to the need of the hour. ZEE being a responsible media &amp; entertainment organization came to the forefront by employing its network strength and outreach, to launch several pioneering campaigns to promote social distancing and generate awareness for maintaining adequate hygiene. From providing a behavioural trigger to its audience to wash hands for 20 seconds through our #BreakTheCoronaOutbreak initiative; uniting the country to pause and applaud the essential services’ workers during the Janta Curfew to deploying the strength of our network to encourage every viewer to not venture out and stay at home with their families through #HumAndarCoronaBahar initiative, we have stayed focussed on our role as a media platform and not just an entertainer. The need of the hour is constant innovation and adaptation to the rapidly changing consumption patterns driven by a shift in content preference of different consumer cohorts throughout the day. During the lockdown, we are seeing a higher affinity for light-hearted, comedy shows, stories that reflect hope, positivity and patriotism and can entertain the entire family together. We have curated our content offerings across different genres of channels whether it’s through one hour comedy specials on &amp;TV, or inspirational movie premieres like Saand ki Aankh on Zee Cinema, to serve these evolving needs and content preferences. Q) What have your key learnings from the past few weeks been? Do you think you are better prepared now to face unforeseen challenges in the future? Agility, Adaptability and Empathy have been our biggest learnings during this period. Being nimble about understanding the changing viewer behaviour and adapting our content offering to the same helped us to continue to lead as a network through this period. There will be a lasting impact of this extended period of behavioural change in the consumer's mind and we are gearing up to service this changed mindset. As broadcasters, this uncertain situation has taught us the need to innovate the way we create content and maximise its potential, pushed us to leverage technology solutions quickly and collaborate as teams. It has changed the way we communicate to our consumers, even leading to innovations through our first of its kind filmed from home campaigns. I would certainly say we are better prepared to deal with any type of situation in the future. Q) As a marketer, what are a few things that one must keep in mind while communicating with consumers? First and foremost, brands should think of consumers as fellow humans as we all come together to fight this pandemic. Empathy and compassion will go a long way. This is not a time for ‘buy me’ but a period for ‘I’m there for you, irrespective, and this is how I can make your life better/ easier to deal with what’s happening’. It is essential to be meaningfully salient through this time and say something only if you have something useful to say to the consumer. Especially for non-essential and currently out of consumption categories, connecting is critical as those who are present for the consumer now will be in their consideration sets during the revival phase when consumption opens up. Additionally, the definition of value for people is changing and it will be critical in the short term for brands to identify what is valuable for their consumers right now and then find ways of fulfilling that value and communicating that proposition effectively. In the long term, marketers must anticipate the big shifts in consumer attitudes and plan their role in consumer’s life accordingly as this is a once in a lifetime experience for everyone and people are likely to completely rethink their mental models.

This is not a time for ‘Buy me’ but a period for ‘I’m there for you’: Prathyusha Agarwal

Religious people are more satisfied with their lives than nonbelievers, many researchers have shown that. People who believe in religion also believe in rituals, right rituals done the right way. After all what do we wish when we pray? A long lasting life, Happiness for our family or growth in professional life. People are a little more conservative when it comes to calling a priest to perform a certain ritual because in certain religions like Hinduism-- one has to do the exact things their ancestors did or else it’s all just a waste. 
 Comes in <keyword id="3912616" type="UNKNOWN" weightage="20" keywordseo="VedicBrahman">VedicBrahman</keyword>.com, India’s first diversified web portal to cater to the religious services in India. It provides a one-stop solution for all the religious needs and requirements. This portal brings certified Vedic Brahmans from the holy city of <keyword id="6373887" type="COMPANY" weightage="20" keywordseo="kashi">Kashi</keyword> (Varanasi) at your doorstep to perform all kind of Vedic rituals. 
 
The man behind... 
 Founded by <keyword id="249197" type="PERSON" weightage="20" keywordseo="Piyush-Srivastava">Piyush Srivastava</keyword>, a business journalist turned entrepreneur, the <keyword id="138263" type="UNKNOWN" weightage="20" keywordseo="startup">startup</keyword> aims to help people get the right services without any hassle. Piyush has been a business journalist for more than 10 years. He was prime time anchor of Zee Business for over 6 years. During his interaction with the small business owners across the country, he got so inspired that he finally decided to start his own entrepreneurial journey. He regularly takes part as a speaker in industry forums and leadership summits of various IIMs. He holds a degree in commerce and journalism and has learned the traits of management from prestigious The London School of Economics &amp; Political Science, University of London. 
 
Services 
 
“We have about 70 Vedic Brahmans on board, who travel occasionally to metro cities to perform rituals. Also, about 3 of them are on a regular salary,” said Piyush. When asked about the services they provide, Piyush stated that they’re currently dealing in major rituals like: 
 
• Home and Housing Puja 
• Commercial Puja 
• Kids &amp; New Born Babies 
• Wedding &amp; Engagement Puja 
• Festival Puja 
• Devta Puja 
• Paath 
• Homa/Havan Puja 
• Astronomical &amp; Navgrah Puja 
 
Vedic Brahmins and Pundits 
 So how do you identify if a Brahmin is a Vedic Brahmin or a regular Pundit? Piyush said, “A Vedic Brahman is the one who has comprehension in the <keyword id="95732" type="UNKNOWN" weightage="20" keywordseo="Yajurveda">Yajurveda</keyword>. We made sure that all our Vedic Brahmans at least hold a Master Degree in Yajurveda from a legitimate university.” 
 
Monetization &amp; Traction 
 
The startup aims to establish an eCommerce platform after the first 6 months, which will include religious products from all over the country, apart from other services. 
The company is further planning a music concert which is first of its kind called the Vedic Trance, as a part of marketing strategy. Piyush said, “It is a beautiful amalgamation of Vedic chants and Rock music. We have roped in few young and talented musicians to work on this genre. The first Vedic Trance event will take place in Noida on the 1st January’2017.”

VedicBrahman: India’s first startup to provide Brahmans from Varanasi to perform Hindu rituals

<ul><li><keyword id="6355199" type="General" weightage="20" keywordseo="reliance-industries" source="Orion">Reliance Industries</keyword>’ shares were trading at ₹2,510 at 9:44 a.m., surpassing the previous high of ₹2,478. </li><li>The Mukesh Ambani-led conglomerate’s market capitalisation touched ₹16.9 lakh crore.</li><li>Separately, ICICI Direct had issued a hold call on Reliance Industries shares with a target price of ₹2,480 last week.</li></ul>Shares of Reliance Industries have been on a growth trajectory for over a year now and hit an all-time high on Monday, September 27, after it crossed the ₹2,500-mark. The Mukesh Ambani-led conglomerate’s market capitalisation touched ₹16.9 lakh crore. The company’s shares were trading at ₹2,510 at 9:44 a.m., surpassing the previous high of<a href="https://www.businessinsider.in/stock-market/news/mukesh-ambani-enters-100-billion-club-as-ril-stock-hits-a-record-high/slidelist/85969961.cms"> ₹2,478 on September 6</a>, 2021. RIL's shares closed at ₹2,524.45 on Monday. The stock rose as much as 25% in the last one year. The scrip has been gaining for the fourth consecutive session. <div type="image" title="Reliance Industries’ shares hit record high, trading at over ₹2500 in early morning trade" msid="86548050" hostid="261"></div>Separately, ICICI Direct <a href="https://bsmedia.business-standard.com/_media/bs/data/market-reports/equity-brokertips/2021-09/16322856470.31434600.pdf">issued</a> a hold call on Reliance Industries shares with a target price of ₹2,480 last week on September 22. The company's shares were then trading at ₹2,425. The analysts at ICICI Direct expected Reliance Industries to achieve the price point in a span of one year. Reliance Jio’s positioning in the digital ecosystem, Reliance Retail's aggressive store network expansion, the potential of oil-to-chemical (O2C) business to be segregated into a separate entity and the company’s upcoming investments in new energy initiatives were likely to trigger these future price performance, as per ICICI Direct. “Long term prospects and dominant standing of RIL in each of its product and service portfolio, provides comfort for long term value creation. RIL’s consumer business will be the growth driver, going ahead. The company has a strong balance sheet post fundraising while its traditional business will continue to generate steady cash flows. We initiate coverage on the stock with a HOLD recommendation,” the report reads. Reliance Industries ended the second quarter of 2021 — April to June — with a consolidated income of ₹1,48,591 crore, representing nearly 6% decline from ₹1,58,133 crore reported in the previous quarter. The company’s net profit also fell to ₹12,273 crore from ₹13,227 crore in the previous quarter. SEE ALSO <a href="https://www.businessinsider.in/stock-market/news/zee-entertainment-shares-fall-in-todays-trade-as-invesco-insists-the-board-to-hold-egm-before-sony-deal/articleshow/86546922.cms" data-type="tilCustomLink">Zee Entertainment shares fall 3% in today’s trade as Invesco insists the board to hold EGM before Sony deal</a> <a href="https://www.businessinsider.in/business/startups/news/ofbusiness-was-the-only-woman-led-startup-that-entered-the-unicorn-club-this-year/articleshow/86511076.cms">OfBusiness was the only woman led startup that entered the unicorn club this year</a> <a href="https://www.businessinsider.in/business/auto/news/teslas-full-self-driving-beta-programme-request-button-goes-live/articleshow/86525543.cms">Tesla's 'Full Self Driving' Beta programme request button goes live</a>

Reliance Industries’ shares hit record high, trading at over ₹2500

<ul><li>Madison Media has fully acquired Kolkata based full service digital agency, Crow’s Nest.</li><li>Crow’s Nest was founded 14 years ago by <keyword id="244811" type="PERSON" weightage="20" keywordseo="Samrat-Mukherjee">Samrat Mukherjee</keyword>, a well-known person in the Kolkata marketing and digital space. </li><li>The agency has a staff strength of 40 people and counts among its clients Bandhan Bank, Zee Bangla, Vivo West Bengal, M P Birla Group and several other reputed clients.</li></ul> Madison Media has announced that it has fully acquired Kolkata based full service digital agency, Crow’s Nest. Crow’s Nest was founded 14 years ago by Samrat Mukherjee, a well-known person in the Kolkata marketing and digital space. The Agency has a staff strength of 40 people and counts among its clients Bandhan Bank, Zee Bangla, Vivo West Bengal, M P Birla Group and several other reputed clients. Crow’s Nest offers 360 degree digital solutions. Under the arrangement, Crow’s Nest will fully integrate with Madison Digital and operate as Madison Digital Kolkata with Samrat Mukherjee reporting to <keyword id="3173931" type="PERSON" weightage="20" keywordseo="Vishal-Chinchankar">Vishal Chinchankar</keyword>, CEO, Madison Digital. Says Samrat Mukherjee, “We are thrilled to be joining with <keyword id="160492" type="COMPANY" weightage="20" keywordseo="Madison-World">Madison World</keyword>. With our creative strategy, media and digital content creation strength, paired with Madison's core of media, data and analytics, we truly believe to deliver the most value to our clients. May new ambitions be laid. May new dreams be hatched. May this new association go miles as the Crow flies.” Says <keyword id="32716" type="PERSON" weightage="20" keywordseo="Sam-Balsara">Sam Balsara</keyword>, Chairman, Madison World, “I am delighted to welcome Samrat Mukherjee and his team into the Madison fold. Many companies find Madison to be a good collaborative partner to grow their business independently with our support. A few more collaborations are on the cards in the area of Digital, PR and Creative”. Says <keyword id="89313" type="PERSON" weightage="20" keywordseo="Vikram-Sakhuja">Vikram Sakhuja</keyword>, Partner &amp; Group CEO, Madison Media, “In keeping with our Digital growth acceleration we are thrilled to welcome Samrat and his vibrant Crow’s Nest team into the Madison fold. Not only will Crow’s Nest help grow our overall Digital practice in Kolkata Office, but it will also add considerable heft to Madison’s Social, Content and Creative agenda.” Madison World is a diversified Communication group with specialist units in Advertising, Media, Business Analytics, Out-of-Home, Activations, Events, PR, Mobile, Retail, Sports and Entertainment; employing about 1000 communication professionals across India, Bangladesh and Thailand. Visit us at www.madisonindia.com Says Vishal Chinchankar, CEO Madison Digital, “I am very excited to have Samrat become a part of Madison and my team. This deal will make us one of the largest digital players in the Kolkata market and am looking forward to a long a mutually rewarding partnership”. Madison Digital, has grown 10x in terms of billing in the last 3 years, to become a 150 employee strong unit with capabilities in Branding, Performance &amp; Creative solutions. Madison Digital has built its proprietary cloud marketing and automation tools and is one of the few agencies with its own DMP &amp; Tech solutions. The Agency today handles digital assignments for Godrej Properties, Asian Paints, Abbott, Marico, McDonald’s, <keyword id="7636498" type="UNKNOWN" weightage="20" keywordseo="tata-consumer-products">Tata Consumer Products</keyword>, Blue Star, and several others. Recently, Madison Digital was declared the Best Digital &amp; Social Media Agency of the Year 2020 at IDMA 2020. Madison Digital was also voted Agency of the Year at Digies Digital Awards 2019, and Mobile Media Agency of the Year at IDMA Digital Awards 2019, in addition to winning over 100 awards since January 2019. Madison World’s 2 nd Agency in the Digital space based in Bangalore, Hiveminds is a Bengaluru based full service digital marketing Company and Consultancy with specialization in Search, Display and Programmatic buying. The agency also provides social media management, creative content, digital PR, analytics and strategic consulting. The company owns unique technology, tools and data analytics methodologies that enables it to deliver outstanding results to its clients. The Company works with clients such as Domino’s, Nivea, Big Basket, Escorts Limited, Cure.fit, MobiKwik and many others. Madison Media is a part of Madison World, India’s largest homegrown communication Agency established in 1988. Madison World through its 11 companies served last year, as many as 500 advertisers.

Madison Media acquires Kolkata-based Digital Agency, Crow’s Nest

<ul><li><keyword id="2179992" type="General" weightage="20" keywordseo="rbl-bank" source="Orion">RBL Bank</keyword> announced that its long-term CEO <keyword id="186752" type="General" weightage="20" keywordseo="vishwavir-ahuja" source="Orion">Vishwavir Ahuja</keyword> has gone on leave, with Rajeev Ahuja taking up the lead in the interim.</li><li>Apart from this, the <keyword id="6354335" type="General" weightage="20" keywordseo="reserve-bank-of-india" source="Orion">Reserve Bank of India</keyword> also intervened by appointing an additional director on the bank’s board.</li><li>Now, reports suggest that <keyword id="6398943" type="General" weightage="20" keywordseo="rakesh-jhunjhunwala" source="Orion">Rakesh Jhunjhunwala</keyword> and DMart’s <keyword id="6505089" type="General" weightage="20" keywordseo="radhakishan-damani" source="Orion">Radhakishan Damani</keyword> want to pick up a 10% stake in the bank.</li></ul>RBL Bank is in a mini crisis of sorts, with its long-term MD and CEO Vishwavir Ahuja going on a leave and the Reserve Bank of India appointing an additional director on the bank’s board. The stock tanked 20% on Monday (December 27), the first trading day after the decision was made public. <div type="image" title="RBL Bank 01_11_21 to 27_12_21." msid="88515164" hostid="261" caption="&amp;lt;p&amp;gt;RBL Bank share price since November, 2021&amp;lt;/p&amp;gt;"></div> The twist doesn’t end there, either – ace investors Rakesh Jhunjhunwala and DMart’s Radhakishan Damani have <a href="https://twitter.com/CNBCTV18News/status/1475296536980426752">reportedly</a> approached RBI to pick up a 10% stake in RBL Bank, likely to cash in on the opportunity on the horizon. On Friday, RBL Bank’s shares ended the day lower by nearly 3%. In 2021 so far, the company has lost a fourth of its value even as the Bank Nifty index gained over 11%. <cmsannotation type="cmsannotation" annotationid="Why is the RBI intervening in the affairs of RBL Bank?" comment="subhead" text="Why is the RBI intervening in the affairs of RBL Bank?">Why is the RBI intervening in the affairs of RBL Bank?</cmsannotation> While both RBI and RBL Bank have been tight-lipped about the trigger behind the central banker’s intervention, reports suggest that there’s likely more going on between the lines. One of the issues that has been repeated elsewhere is concerns about the asset quality of the bank – the gross non-performing assets (Gross NPA) ratio rose to 5.4% in the September quarter from 3.34% in the year before. Unpaid loans surged in the September quarter, as the moratorium on payments came to an end, particularly in the microfinance segment, which makes for 9% of RBL Bank’s total loan book. <div type="image" title="RBL Bank MFI GNPA ." msid="88516605" hostid="261" caption="&amp;lt;p&amp;gt;RBL Bank microfinance segment GNPA&amp;lt;/p&amp;gt;"></div> However, the rise in bad loans may not be reason enough for the RBI to step in. Earlier this year, RBI had approved Vishwavir Ahuja’s extension as the bank’s CEO till June, 2022. Ahuja going on leave mid-way through his term also signals that there are deeper issues at the bank which have not been disclosed to the public yet. “The sequence of events leading to the sudden exit of Mr. Vishwavir Ahuja along with the induction of Dayal from the RBI on the Board as additional member indicates that everything is not ok with the bank,” noted a letter by All India Bank Employees Association (AIBEA) to Finance Minister Nirmala Sitharaman. <cmsannotation type="cmsannotation" annotationid="If Jhunjhunwala and Damani are interested, there may be some things working at the bank" comment="subhead" text="If Jhunjhunwala and Damani are interested, there may be some things working at the bank">If Jhunjhunwala and Damani are interested, there may be some things working at the bank</cmsannotation> Billionaire investors Rakesh Jhunjhunwala and Radhakishan Damani reportedly want to pick up a 10% stake in RBL. The two are yet to comment on the matter and investors must take these unconfirmed reports with a handful of salt. As the following meme on social media reminds us: <div type="image" title="RJ RD RBL meme" msid="88516710" hostid="261"></div> According to RBL Bank’s new interim CEO Rajeev Ahuja, the bank’s financials remain strong. “These developments are not on account of any concern on advances, asset quality and deposits level of the bank. The bank has the full support of the RBI,” he said. In the September quarter, RBL posted a net profit of ₹30 crore as against a loss of ₹459 crore in the quarter before. This, the bank says, was due to an increase in provisions for the June quarter. Beyond the profits, RBL Bank’s fundamentals remain strong. Its liquidity coverage ratio stood at 155%, as against the 100% mandated by RBI. This means that in the short-term, the bank has enough cash to meet its obligations. RBL Bank’s credit card business – which constitutes 22% of the company’s total loan portfolio – has been a fast growing segment for the company. In fact, one broking firm, B&amp;K Research, recently argued that RBL’s credit card business is performing better than SBI Card, the country’s <a href="https://www.businessinsider.in/finance/banks/news/heres-why-axis-bank-may-be-willing-to-pay-2-billion-to-buy-citis-india-ops/articleshow/88407858.cms">second largest credit card issuer</a>. However, investors should keep in mind that it is still a small player with a 4% market share in the number of cards issued ⁠— even though it has grown from a mere 1% in 2017 ⁠— is trailing far behind SBI Card’s 19% market share. <cmsannotation type="cmsannotation" annotationid="How can the RBI appoint directors on a private bank’s board?" comment="subhead" text="How can the RBI appoint directors on a private bank’s board?">How can the RBI appoint directors on a private bank’s board?</cmsannotation> RBI has in the past appointed additional directors on the boards of banks like Yes Bank, Dhanlaxmi Bank, Ujjivan Small Finance Bank among others. According to Section 36AB of the Banking Regulation Act, 1949, RBI can appoint additional directors to protect the interests of the bank, its depositors, the banking regulations or the overall public interest. Update: Rakesh Jhunjhunwala has now <a href="https://twitter.com/blitzkreigm/status/1475310523960815622">denied</a> reports of acquiring a stake in RBL Bank. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/rbl-bank-zee-entertainment-hp-adhesives-and-adani-transmission-among-hot-stocks-on-december-27/slidelist/88514134.cms">RBL Bank, Zee Entertainment, HP Adhesives, and Adani Transmission among hot stocks on December 27</a> <a href="https://www.businessinsider.in/finance/news/income-tax-department-raids-xiaomi-oppo-and-oneplus-offices-in-india/articleshow/88432807.cms">Income Tax department reportedly raids Xiaomi, Oppo and OnePlus offices in India</a> <a href="https://www.businessinsider.in/finance/banks/news/heres-why-axis-bank-may-be-willing-to-pay-2-billion-to-buy-citis-india-ops/articleshow/88407858.cms">Here’s why Axis Bank may be willing to pay $2 billion to buy Citi’s India ops</a>

You Searched For "zee business performance" and got 13 results

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