In today's rapidly evolving digital landscape, the role of AI in shaping social media strategies and digital marketing has become increasingly significant. Bullish on AI, Shubhranshu Singh, Chief Marketing Officer of Tata Motors CVBU, and Rohan Chincholi, Chief Digital Officer at Havas Media India, share their views on social media in an AI era with Storyboard18's editor Delshad Irani. 

In this episode of Media Dialogues with Storyboard18, dig into how future-facing marketing visionaries and practitioners are looking at the integration of AI tools in media, the balance between automation and authenticity, and the future of AI-driven personalization. Also, explore the challenges, opportunities, and ethical considerations that come with leveraging AI in social media marketing.

Watch and listen. 

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Content is king, but distribution is kingdom: Media Dialogues With Storyboard18

In an era where authenticity and relatability are the cornerstones of effective marketing, Harman Dhillon, Executive Director of Beauty & Wellbeing at Hindustan Unilever and General Manager of Beauty & Wellbeing at Unilever South Asia, emphasises the evolving role of brands like Dove in shaping societal values.


Dhillon highlights that modern consumers are increasingly drawn to brands that resonate with their personal beliefs and values, making it crucial for brands to present a genuine and consistent point of view.


Dhillon notes that Dove, a global beauty brand under Unilever’s portfolio, has long been at the forefront of purpose-driven communication. The brand’s latest campaign, "Mothermonials," is an extension of this ethos, addressing deep-rooted beauty biases that impact women and young girls, particularly within the context of marriage.


Drawing on insights from the 2020 "Beauty Report" conducted in India, Dhillon explains that nine out of ten women of marriageable age reported being adversely affected by societal beauty standards during the marriage process. These biases often start at a young age, pressuring girls to conform to certain physical ideals at the expense of their confidence and self-worth.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/quantum-brief/exclusive-unilevers-harman-dhillon-responds-to-backlash-on-viral-dove-ad-2283.htm">Exclusive: Unilever’s Harman Dhillon responds to feedback on viral Dove ad</a> 


The "Mothermonials" campaign, now in its third iteration, seeks to challenge these generational biases by shifting the focus from physical attributes to values and ambitions when considering matrimonial matches. Dhillon points out that this campaign is not just about raising awareness but also about driving societal change, with Dove positioned as a catalyst for this transformation.


The campaign’s latest phase specifically involves mothers taking a stand against the superficial aspects of matchmaking, advocating for a more holistic approach that considers character, values, and mutual respect as the foundation of a strong partnership.


Dhillon also discusses the measurable impact of such campaigns. Dove, being one of Unilever's largest brands, ensures that the campaign reaches a broad audience, with significant engagement already evident in the early stages. According to Dhillon, the current "Mothermonials" campaign has garnered nearly 4 crore views within a week of its launch, along with 1,00,000 visits to the campaign's dedicated website and 13,000 women interacting with the content.


However, beyond these impressive numbers, Dhillon underscores that the true success of the campaign is measured by the increase in women’s confidence and their perception of their beauty. The ultimate goal is to ensure that more women and young girls feel positive about their appearance, aligning with Dove’s long-standing mission to make beauty a source of confidence, not anxiety.


<em><strong>Edited Excerpts</strong></em>


<strong>We know Dove is a very large iconic brand. But where do you take it from here? What does a campaign like Mothermonials do for the brand, the equity, bottom line?</strong>


<strong>Dhillon:</strong> At Unilever we believe that marketing is now moving to being more authentic, it is moving to being more relatable to the target audience and at the same time the brands need to have a view because the consumers are evolving and they really want to be with a brand which resonates with their value systems, which resonates with the point of view that they have in life and that's where having a point of view on a brand like Dove, like we do on a lot of other Unilever brands is going to be very critical and that point of view has to be very authentic because we have to live and breathe that point of view.


In the long run we believe if we are true to the point of view and if we are bringing about products and the regular advertising that we are doing which we are very committed that on a brand like Dove there is no digital distortion that we do, on a brand like Dove we are talking about really the authentic voices across the spectrum that we put out, in the long run that is going to differentiate one brand versus the other.


<strong>Dove has been at the forefront of purpose-driven communication, branding, marketing and you have recently come out with the third iteration which is now an ongoing campaign for you. Tell me a little bit about the insights that have driven this Mothermonials campaign from the start.</strong>


Dove is one of our mega brands and we do believe that this brand is special and unique and the reason for that is that the philosophy behind Dove is that we believe that beauty should not be a source of anxiety for women and this is the brand which really helps bring alive within women and young girls a positivity about how they look.


Actually in 2020, in India specifically, while of course globally the brand has been on this trajectory, in India in 2020 we partnered with a research agency and we published something which is called the “Beauty Report” and in that there were a couple of insights which were very unique to India. The first being, nine out of 10 women in the marriageable age were really getting impacted by the process itself, which was really focusing a lot on beauty biases. 


The second, we realised that this marriage process, while of course, it's a process to get the right partner, but at the same time, it is fraught with beauty biases, which not only start very young and early, it could be at the time of when the girl child, especially is supposed to be studying for tests, she is being nudged to say, can you do X and Y, so that the prospects for her improve. So that was the whole idea and insight. And that's when we decided that we are going to have a long-term campaign, which really addresses each of these biases, each of these moments when we really impact the confidence of young girls and women adversely as a society. And these are generational biases.


So for us what was very clear is, it is critical that we make the society aware of it and we bring about change with Dove being the catalyst. And last but not the least, it is an inter-generational trauma because the latest edition of the campaign, if you see, it's mothers who are really taking a stand to say, of course, we want to find the best match for the daughters. But at the same time, it should not be just about the physical attributes because any strong partnership is built on the value systems. It's built on the ambitions. It's built on how the person thinks, feels. And that's what we are trying to do- look at matrimonials through the eyes of mothers and hence Mothermonials, which is part three of the campaign.


<strong>And so far, what sort of response have you got on it? Are you looking at scale for a campaign like this? And also a second part to that question would be, what are you measuring on such a campaign?</strong>


<strong>Dhillon:</strong> Dove, is one of our largest brands in the country, so it has to have scale and impact. So for scale, we look at ensuring the message reaches maximum number of people. So if I was to just talk about the current campaign which we broke a week ago, we're already looking at almost 4 crore views for the campaign. On the Mothermonials website we are looking at almost 1,00,000 visits already. And we are looking at all the filters, etc., that we have put out, 13,000 women interacting with that, which tells us that so many women and the target audience is looking at it, but at the same time, we don't just stop at that. We measure the scale and impact by actually measuring the attribute of this helps me view myself in positive light in the way I look and feel, that has to go up. Because at the end of the day, why are we doing all this? We are doing all this because, like I started out by saying, Dove really wants women and young girls to feel more positive about how they look. So we measure that very regularly, and that's the impact we see of a campaign. If that's going up, and if we are seeing more and more women feeling more confident in their skin, we are bringing about a change.

<em>(Edited by : Ajay Vaishnav)</em>


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Modern consumers demand authenticity and relatability in brand messaging, says HUL’s Harman Dhillon

In today’s rapidly evolving media landscape, the sheer complexity and fragmentation across platforms like TV, CTV, digital, and influencer marketing can be overwhelming. Kartik Sharma, CEO of Omnicom Media Group India, provides a nuanced perspective on these changes and their impact on advertising strategies.

Sharma highlights that while digital media is experiencing significant growth, it’s crucial not to overlook traditional media. Contrary to the belief that print is obsolete, Sharma emphasises that measuring its impact is essential. "You can't make a sweeping statement that a particular medium is dead or growing without measuring its effectiveness," he asserts.

India's media landscape is in a phase where various categories and media are growing at different rates. Some may see single-digit growth while others might experience double-digit increases.

Sharma highlights that the focus should not merely be on reaching the maximum audience at the lowest cost but on effectiveness and impact. "If I can save a dollar or a rupee for my client, it’s a dollar earned," he explains. This cost-saving can lead to reinvestment in business growth or increased profit margins, thereby significantly impacting a client's overall business strategy.

Turning the spotlight on Connected TV (CTV), Sharma notes that luxury brands and those targeting premium consumer segments are heavily investing in experimentation. CTV provides an avenue for these brands to test their strategies on a smaller scale before committing to larger budgets. "We never tell a client to start very big," Sharma said. "It’s always about testing and learning." This approach allows brands to tailor their strategies based on the unique reactions of different consumer segments.

Sharma’s insights reflect a broader trend towards personalised and adaptable media strategies. Rather than adopting a one-size-fits-all approach, Sharma emphasised the importance of bespoke solutions tailored to each client’s unique needs. "Over generalisation and saying this will paint the entire category with one brush is not going to work," he stated.

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OMG India CEO Kartik Sharma: Brands need to embrace personalised media strategies

In the latest episode of Media Dialogues with Storyboard18, Delshad Irani sits down with Shweta Jain, a prominent Chief Marketing Officer and one of India's most influential marketers.


Jain's career spans significant roles at Diageo, a major player in the alcoholic beverage industry, and now she serves as the Chief Marketing and Sales Officer at The Leela Group, a renowned name in hotels and hospitality. This episode focuses on the evolving role of forward-thinking CMOs.


Jain reflects on the unique opportunities presented to Indian brands today, noting, “We’re witnessing a once-in-a-lifetime moment where Indian brands are capturing global attention. This rare convergence of opportunity is something we haven’t seen in many years, and these years are all about seizing these moments and sharing our stories with the world.”


At The Leela Group, Jain and her team are harnessing these opportunities, especially around the festive season and emerging trends in leisure travel. She highlights how changing patterns in short breaks, longer indulgent holidays, and new travel occasions are shaping their marketing strategies, bringing together a blend of trends and energies for a dynamic approach to customer engagement.



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The Leela Group's Shweta Jain on seizing a once-in-a-lifetime opportunity for Indian brands

<strong>Note to viewers: Revised advisory issued on July 3 by MIB on Food & Health sector only with a provision of an annual declaration.</strong><em> 

The Ministry of Information and Broadcasting (MIB), On June 3, adhering to a Supreme Court directive, announced a new mandate requiring advertisers and ad agencies to submit a Self-Declaration Certificate (SDC) before any ad publication or broadcast. The initiative aims to curb misleading advertisements and protect consumers, but achieving this goal remains a significant challenge.


To delve into the impact of these measures on the advertising industry, Storyboard18's editor Delshad Irani spoke with Gowree Gokhale, Partner at Nishith Desai Associates; Lloyd Mathias, Business Strategist and Investor; Kazim Rizvi, Founding Director of The Dialogue; and Ahmed Aftab Naqvi, Global CEO and Co-Founder of Gozoop Group.


According to Mathias, there is a need for measures that penalise rogue advertisers without compromising freedom of expression. He proposed methods such as temporary bans on advertising for repeat offenders to ensure accountability and integrity in advertising practices.


“The government has kind of, put the onus or responsibility on advertisers, who, in turn, have pushed it to the agencies. And at the second level, they have also put the onus in a sense on broadcasters and media owners, saying, you guys are the second level of defence. However, the real problem is rogue advertisers who have made misleading claims and who have actually misled people, which possibly triggered this whole exercise in the first place. And, therefore, I think the onus has to shift in terms of how do you monitor rogue advertisers without creating a censorship issue,” Mathias stated.


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“I think the idea should be how do we reinforce integrity, and how do you penalise rogue advertisers? If someone has been an offender, I think there has to be a method where he or she gets penalised. If you've deliberately made a false claim, despite certification of which there are regulations in place, do you get banned from media, so to speak, so no advertiser registered in this country can take your communication for a six-month period? That will make advertisers far more cognisant about their responsibility to society. And like I said, there will always be rogue elements, like there is in any society. But I think the issue that needs to be resolved is at that end. What we have really done is right now just complicated the whole issue. At one level, we talk of the ease of doing business, I think this has just needlessly thrown open a can of worms," he added.


He also suggests a system of naming and shaming as a potential solution to enforce integrity within the industry.


Meanwhile, Ahmed Aftab Naqvi pointed to the self-regulatory frameworks of major digital advertising platforms like Google and Meta. These platforms enforce strict guidelines and penalise advertisers who violate them by blacklisting their accounts, which serves as a strong deterrent.


Naqvi suggested that adopting similar punitive measures, such as advertiser blacklisting, could effectively deter deceptive practices in traditional media.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/how-it-works/relief-for-advertisers-as-mib-restricts-sdc-for-ads-to-food-and-health-sectors-only-36128.htm">Relief for advertisers as MIB restricts SDC for ads to food and health sectors only</a>

Experts urge govt to penalise rogue advertisers without curtailing free speech

In a chat with Storyboard18's Shibani Gharat, Shailesh Chandra, Managing Director of Tata Motors, Passenger Vehicles and Electric Vehicle Mobility talks about expectations from 2024, what challenges lie ahead, bifurcating the ICE and EV business and being the largest electric passenger vehicle manufacturer in the country what are their plans with the EV business. 

Listen in. 


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Inflation has impacted entry-level segment: Tata Motors' Shailesh Chandra

In Davos at the recently held World Economic Forum, Ingka Group deputy CEO and CFO Juvencio Maeztu said that Ikea is going to cut prices - up to 20 percent price reduction in more than 250 articles. The price cuts will be implemented in the coming weeks. Maeztu said, “We have a long term vision to create a better life for the people. So, we have a long term approach at everything we do and the time is ready with high inflation and high interest rate."

In an exclusive interview with Storyboard18's editor Delshad Irani, Ikea India CEO Susanne Pulverer, commenting on the price cuts, said, "We have seen a positive development when it comes to getting better prices on the products, especially the post-COVID; when we had seen a lot of inflation and increased costs on raw material, transports and everything. So that's what we will immediately give back to customers worldwide. And, of course, that goes for India as well. So, we are currently working on how we can further invest in lowering the prices on a number of products that we know are loved by our customers."

Watch here. 

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IKEA plans for multi-format stores in India: IKEA India CEO Susanne Pulverer

Tata Motors recently became the third Tata Group firm to cross Rs 3 trillion in market cap. In an exclusive client-agency dialogue with Storyboard18's editor Delshad Irani, Shubhranshu Singh, VP and CMO, Tata Motors CVBU, and Mohit Joshi, CEO, Havas Media Group, share how the customer journey has transformed in the commercial vehicles business, the role of media and acceleration of digital sales of CVs, and how the brand and its agencies are reimagining media and marketing for a new Indian consumer. 

Listen in. 

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Media Dialogues with Storyboard18: AI and digital accelerating Tata Motors CV brand and business

French spirits manufacturer Pernod Ricard, known for its brands such as Chivas Regal, Jameson, Absolut and Blenders Pride, recently launched its first premium Indian single malt brand Longitude77. Now as we step in 2024, Pernod Ricard is taking their new Indian single malt brand to global markets. Ahead of their Dubai launch, in a special chat, Storyboard18 caught up with Kartik Mohindra, CMO, Pernod Ricard India, to understand the market for single malt in India, the marketing and advertising strategies that are undertaken to promote liquor, and the key trends to watch for. 

Listen in.

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Pernod Ricard's Kartik Mohindra on crowning India as a premier global whisky maestro

According to Shashank Srivastava, senior executive officer, Maruti Suzuki, by 2030, the penetration of EVs for passenger vehicles in India will be around 20 percent. For Maruti Suzuki and their own powertrain, by 2030 it’ll be 15 percent EV, 25 percent strong hybrids and 60 percent to be a mix of ethanol blended fuel, CNG and biogas. 

There are a couple of challenges when selling an electric future to Indians. Srivastava said that the cost of acquisition needs to be reasonable. Currently this cost is 1.6 times that of ICE (internal combustion engine) vehicles. These costs have to be brought down and one solution to this is battery localisation. Secondly, range anxiety which can be solved by charging infrastructure being built.

Listen in. 

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Media Dialogues with Storyboard18: Maintaining continuity In change, Maruti-Suzuki & Mindshare drive ahead

Acer chairman and CEO Jason Chen reveals the company's plans, including venturing into new segments in consumer electronics, eMobility and AI PCs while in conversation with Storyboard18's Shibani Gharat. Chen says he is very excited about artificial intelligence and how it is being very rapidly being implemented.

The company's enthusiasm for the transformative potential of Generative AI is evident in its forward-looking stance. Acer is actively pioneering this technological shift by developing AI-powered PCs poised to redefine user interactions with computers. “We want to be the first one, if not the first then the first batch of suppliers to come into AI-ready PC,” he adds.

Acer's investments in AI extend across diverse applications, including Integrated Chip (IC) design and initiatives in the medical field. “One area where I'd like to invest some time is incorporating artificial intelligence into the medical field. Thousands of AI-related medical reports, known as smart medical research journals and papers, are being published. However, many of them remain as merely good reports without progressing into impactful scientific research projects,” he said, adding that Acer is in a position to commercialise that research into real products that will benefit medical requirements.

Watch the full interview here.

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PC market demand has come back to normal: Acer's Jason Chen

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Representational image via Unsplash

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Biz Moves: Interactive Avenues, Verve Media, Foxymoron and Grapes

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Big salary gaps in Indian communications: Freshers start low, women hit glass ceiling

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In conversation with IHCL’s Puneet Chhatwal & GroupM’s Kate Scott-Dawkins

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Storyboard18 x The English Nut: How to pronounce these 10 brand names

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In conversation with VMLY&R’s Hari Ramanathan

Prime Minister Narendra Modi, during his Independence Day speech, urged India's youth to focus on creating world-class products, including semiconductors and gaming experiences. The Department for Promotion of Industry and Internal Trade (DPIIT) has now reached out to several central government departments seeking clarity on the definitions of skill-based and chance-based games. DPIIT is accelerating the process of drafting a 100 percent Foreign Direct Investment (FDI) policy for online gaming.

The letter, addressed to the Ministry of Information & Broadcasting (MIB), the Ministry of Electronics and Information Technology (MeitY), and Niti Aayog, seeks clarity on the definition of online gaming. Sources say that Niti Aayog, India's premier policy-making institution, is working on distinguishing the online gaming industry between games of skill and games of chance which would help build robust long term policy for the gaming ecosystem.

The proposed policy would permit full FDI in online real-money gaming, provided that the investments do not involve betting or gambling activities.

A source from the online gaming industry stated, "Following PM Modi’s speech addressing online gaming sector, DPIIT has now accelerated the process of drafting an FDI policy for online gaming. DPIIT aims to attract foreign investments into the gaming sector. This will benefit the online gaming ecosystem, but more importantly, it will bring much-needed clarity to the industry regarding the definition of online gaming."

Skill gaming platforms earlier paid 18 percent GST on the platform fees, also known as Gross Gaming Revenue (GGR). The new rules, which came into effect on October 1, 2023, does not make a distinction between games of skill or chance. The Real Money Gaming (RMG) industry, which is currently burdened by high taxes and is suffering due to infiltration of illegal offshore betting and gambling apps is expected to benefit significantly from the government's distinction between games of skill and chance further clarifying RMG players, lotteries and notorious offshore betting and gambling operators. Most importantly, the policy is expected to formalize 100 percent FDI in the online gaming sector.

It should be noted that while 100 percent FDI in online gaming is not explicitly prohibited, existing regulatory ambiguities have made it difficult for companies to secure banking and government clearances, deterring potential investors.

Another source from the RMG sector said, "The government should also consult with RMG stakeholders before finalizing the policy. The efforts of the government and the RMG industry should not be in vain but should benefit the entire RMG ecosystem."

However, it remains unclear whether this FDI policy will apply only to Real Money Gaming players or extend to other stakeholders, including casual gaming industry players, video game developers, and others.

In the Union Budget presented on July 23, 2024, the government committed to simplifying FDI rules and encouraging foreign investments, including promoting the use of the rupee in international transactions.

According to a report by Grant Thornton Bharat and the E-Gaming Federation (EGF), there are 442 million gamers, India is the second-largest gaming market in the world behind China. Over the last five years, the Indian gaming sector has raised a total of $2.8 billion from domestic and global investors, with the real money gaming (RMG) segment being one of the chief revenue drivers. The RMG sector continues to account for 83-84 percent of the revenue, with approximately 100 million online gamers daily, including 90 million paying to play.

PM Modi's I-Day speech spurs DPIIT to fast-track FDI policy for online gaming: EXCLUSIVE

Almost half of (47%) Indian consumers are being influenced by short-form videos while making their purchases, according to a report by ShareChat and Moj. 

The report 'Short Form Big Impact: Festive Blueprint' highlights that short-form videos have become a staple in the daily lives of Indian consumers as 81% of the consumers actively watch bite-sized form of content.

Also, increasingly influential among consumers aged 25-44, almost 50% of them base their purchase decisions on the content they consume on short video platforms.

Nearly 50% of Indians watch short-form videos for more than 30 minutes a day, with 29% spending more than 60 minutes a day, with women for both. The more time India spends on these videos, the more they shape decisions—showing the unexplored potential of short-form content. 

Additionally, short-form videos are not just a metro or Tier 1 phenomenon—they have a widespread influence across all regions. Moreover, purchase decisions in Tier 3 cities are more influenced by short-form videos, with 49% making decisions based on them, compared to an average of 45.7% in other regions.

Gaurav Jain, Chief Business Officer, ShareChat and Moj said, "We are living in a transformative era where short videos are driving purchase decisions for most of the Indians. By leveraging the power of short-form content, regional language preferences, and trusted creators, brands can optimise their impact and drive significant sales.”
 
As India gears up for the festive season, the report aims to highlight how platforms like ShareChat and Moj offer brands a unique opportunity to engage with consumers in a meaningful way and drive authentic connections. 

“In this new shopping landscape, that has shifted majorly from traditional means to the consumers' fingertips, we are proud to be acting as a bridge between consumers and brands.  Brands have continued to receive returns through platforms such as ours, with a deep understanding of culture and language, fueled by creativity and strong strategic solutions adapting to evolving needs of today’s consumer," he added.

The survey encompassed insights from 6,000 users and 100 creators on ShareChat and Moj platforms, aiming to comprehend their festive activities, language preferences, and relationships with regional creators.

<strong>Key highlights:</strong>


 
Influence of short videos: The more India watches short-form videos, the more its purchase decisions are influenced by them. 59% of those who watch more than 60 minutes make purchase decisions based on short-form videos.

Native language supremacy: 86% of India wants content in their regional language, with 84% finding content in their regional languages more relatable and trustworthy. 45% of India makes purchases based on videos from creators in their native language.

Rise of micro influencers: In Tier 3 cities, purchase decisions are most influenced by creator-led videos. 70% of creators create more content around and during festivals, with 79% of them garnering an increase in user engagement on creator-led content.

Festive must-haves: The top trending choices for consumers are clothing, home decor and gifts, followed by beauty, food and electronics.

Brand affinity: Around 34% of shoppers are open to exploring new brands, making this a key moment for brands to shine. In the West, 39% of Indians are ready to experiment with new brands, showing a strong sense of curiosity. On the other hand, the South showcases brand loyalty, with 68% preferring their trusted favourites.

47% Indian consumers influenced by short-form videos while making purchases

Nazara Technologies has signed a Memorandum of Understanding (MoU) with the Telangana government to establish an AI Center of Excellence (AI CoE) focusing on gaming and digital entertainment on Thursday.

According to the gaming and esports company, "The Nazara AI CoE will drive research, development, and innovation in areas such as gaming, interactive media, gamified learning, and other digital content," and added that it would leverage on technologies like AI, VR/AR, blockchain, and Web 3.0.

"Telangana’s proactive approach in fostering industry growth through public-private partnerships and policy development has created the ideal ecosystem for this initiative. This collaboration will enable Nazara to further our mission of integrating AI and emerging technologies across our diverse portfolio, positioning us as a leader in AI-driven innovations in gaming and digital entertainment," Nitish Mittersain, Jt MD & CEO, Nazara Technologies, said.

"The Nazara AI CoE will empower startups, enhance skills, and attract cutting-edge technology investments, creating a diverse and dynamic ecosystem. By joining forces with Nazara, we are committed to driving economic growth and setting new standards in responsible AI applications in gaming and beyond," Telangana IT minister D Sridhar Babu said.


Nazara Technologies partners with Telangana govt to launch AI Center of Excellence

The Australian Parliament on Wednesday grilled two top executives of Meta from Facebook and Instagram. The executives were summoned by the parliament for a hearing involving ongoing probe of news practices on the social media networks. 

According to The Australian, Antigone Davis, Meta’s global head of safety at Meta, and Mia Garlick, a regional director of policy for Australia, were summoned back to parliament after attending a hearing in June.

Their appearance follows a June hearing where Garlick avoided confirming whether Facebook would ban news in Australia, stating, “all options are on the table.” This comes after Meta announced it would not renew deals under the News Media Bargaining Code, which requires the company to pay publishers for news content on the platform.
 
According to reports by The Australian newspaper, Sharon Claydon, the new chair of the social media committee, said she intends to probe Meta on the claims made during the previous hearing.

“Australians are increasingly concerned about the influence and impact of social media on so many areas of our society, including our mental health, wellbeing, safety, and social cohesion,” said the Labour MP. Claydon also expressed interest in clarifying Meta's decision to halt its agreements with Australian news outlets.

This follows Meta's announcement in June 2024 that it is considering blocking news content in Australia if the government forces the platform to pay licensing fees. Meta has previously struck deals with major Australian media outlets, including News Corp and the Australian Broadcasting Corporation, but has indicated it will not renew these arrangements beyond 2024.

Publishers say such a move would be “catastrophic”. One claimed it would lose 52 percent of its income if the ban went ahead.

According to media reports, Garlick said, “We haven’t had any indication about which way things are progressing and so there’s nothing further to update.” She also confirmed that Meta chief executive Mark Zuckerberg had not yet met with anyone from the Australian government.

Garlick and Davis were also questioned over child safety on the company’s apps. Davis said the country should enforce laws that require parents to approve downloading of the Facebook and Instagram apps by children under 16 in their care.

Davis’ answer did not impress Member of Parliament Zoe Daniels, who said Meta was “shirking responsibility.”

“So you will support some level of age assurance or age verification, as long as you don’t have to do it yourselves,” she added.

Australian Parliament grills top Meta executives over digital news policy

Ahead of the Initial Public offering (IPO) of Swiggy, the startup has reduced its losses by 44% to Rs 2,350 crore in FY24. The company registered a revenue of Rs 5,476 crore between April and December 2023 with a Rs 1,600 crore loss as per the report by Entrackr.


Swiggy reported a 36% rise in its operating revenue to Rs 11,247 crore in the last fiscal year, the online platform reported.

The Bengaluru-headquartered company's business grew 17% to Rs 6,100 crore while its quick commerce vertical Instamart reported Rs 1,1000 crore gross revenue in FY24.

<a href="https://www.storyboard18.com/brand-makers/swiggy-onboards-ex-flipkart-svp-amitesh-jha-as-ceo-swiggy-instamart-40894.htm">Swiggy onboards ex-Flipkart SVP Amitesh Jha as CEO- Swiggy Instamart</a>

Swiggy's closest rival Zomato reported a jump of 71% in revenue to Rs 12,114 crore in FY24, of which the food business was Rs 6,161 crore and the grocery business was Rs 2,301 crore (Blinkit)


Zomato's net profit stood at Rs 351 crore in FY24.

<a href="https://www.storyboard18.com/brand-makers/swiggy-instamart-appoints-sairam-krishnamurthy-as-chief-operating-officer-38826.htm">Swiggy Instamart appoints Sairam Krishnamurthy as chief operating officer</a>

Swiggy is likely to file draft papers with Sebi in September 2024. It filed IPO papers via the confidential route in May to raise upto Rs 3,750 crore ($450 million) via a fresh issue of equity shares and an offer for sale of up to an aggregate amount of Rs 6,664 crore.

IPO-bound Swiggy has witnessed an exodus of top executives. Recently Karan Arora, the Vice President and Head of Supply Chain Management; Dale Vaz, Chief Technology Officer (CTO); Ashish Lingamneni, VP and Head of Brand and Product Marketing have exited the startup. Other notable executives such as Anuj Rathi, Sidharth Satpathy, and Karthik Gurumurthy have also followed suit.

IPO-bound Swiggy reduces losses by 44% to Rs 2,350 crore in FY24: Report

Beauty and fashion retailer Nykaa has reportedly sued incumbent Tata CLiQ CEO Gopal Asthana for breaching confidentiality, misappropriation of proprietary data, and jeopardizing its business. 


According to The Economic Times, Nykaa alleged that Asthana tried to poach its staffers, and some of them switched over the past year.

Asthana was chief business officer (CBO) at Nykaa for four years and was also on the company's board. Nykaa said being in such a high position in the company made him privy to confidential business data.

The English daily reported that Nykaa had filed a plea in the Bombay High Court wherein the online beauty product company had paid Asthana a substantial remuneration, including long-term incentives and in stock options.


Now, Nykaa has sought a refund of around Rs 19 crore of ESOP benefits availed of by Asthana along with another Rs 5 crore citing loss of goodwill and another business metric, The Economic Times reported.


Nykaa has also added in its plea to restrict Asthana from using any business data of the company for his work at Tata CLiQ.

Yesterday, the Bombay High Court passed an interim order directing Asthana to not engage in hiring executives for Tata CLiQ from Nykaa.

Nykaa said that it granted an exception to Asthana to join its rival despite having a non-compete agreement with him.

Asthana joined Tata CLiQ in June 2023. Before Nykaa, Asthana was at Shoppers Stop in various roles for more than 21 years.

In the e-commerce segment, Nykaa and Tat Cliq are direct competitors across fashion, beauty, and accessories businesses. Tata CLiQ is one of the key verticals of Tata Neu. However, Nykaa has not made Tata Digital a party to the petition. 



Nykaa sues Tata Cliq CEO Gopal Asthana for breach of confidentiality, data misappropriation: Report

The Indian Premier League (IPL) ecosystem valuation has decreased by 10.6 % - from Rs 92,500 crore last year to Rs 82,700 crore in 2024, following the major developments that impacted the market dynamics, according to the 'Beyond 22 Yards' report by D&P Advisory consulting firm.

In 2022, the valuation stood at Rs 87,00 crore and Rs 45,800 crore in 2020.

"This downturn comes despite the league's unyielding allure, which continues to attract audiences across TV and digital platforms. We anticipate certain demand-side constraints in the next IPL media rights cycle auction due to a decrease in competition. Several significant developments from the past year have led us to revise our media rights value estimates," the report said.

The developments that led to the revision in the media rights estimation includes the failed merger between Zee and Sony. Additionally, the merger of Reliance owned Viacom18 and Disney-owned Star India has created monopolistic control over television and digital broadcasting. Further, the delay in the entry of major tech players such as Amazon, Meta and Apple into the IPL media rights arena exacerbates the situation. 

Looking forward, the report added that the potential dearth of vigorous competition could lead to a more conservative approach in the bidding for IPL media rights. 

"The days of escalating bid prices driven by fierce competition may be behind, casting a shadow over the future growth trajectory of IPL's media rights valuation," it added.

It is to be noted that Star India and Viacom18 purchased the IPL media rights for Rs 48,390 crore from 2023-27-- marking an increase from the Rs 16,347 crore for the 2018-22 cycle. Apart from these two companies, Sony and Zee were the other bidders for the auction held in June 2022. 

It is said that the combined entity between Viacom18 and Star India will create a monopoly in sports broadcasting, as it will have all the major cricket rights- from IPL to the International Cricket Council (ICC) and the Board of Control for Cricket in India (BCCI).

The report further highlighted the changing dynamics in the viewing habits. 

Free streaming of IPL and other cricket content indicated a trends where cricket broadcasters may struggle to revert to a monetisation model to retain consumer loyalty on their platforms, it warned. 


IPL valuation down to Rs 82,700 crore amid media rights uncertainty

83% of Gen Z individuals are upskilling to secure better job opportunities, according to Simplilearn data. Notably, India has a significant number of Gen Z youth with over 600 million people under 28. The data estimated that upskilling could bring over 100 million young Indians into the workforce. By 2030, 30% of the global workforce will comprise Gen Z’, the data added.

"Gen Z is actively improving their skills to meet the changing demands of the job market, especially in the growing tech industry. This proactive approach aligns with overall economic trends focused on digital transformation and innovation across sectors," according to Simplilearn.

The data highlighted that approximately 66% of those upskilling hold bachelor’s degrees. Nearly 60% of learners are currently employed in the IT sector, and 40% are engaged in various non-IT industries.

Among the most enrolled courses, data science and business analysis led with 35.3%, followed by AI and machine learning at 33.9% and cybersecurity at 20.2%, the data mentioned.

Gen Z's impact on today's workforce comes from their digital proficiency, fresh perspectives, and relentless focus on upskilling. As a digital native generation who has grown up with a high exposure to technology, they find it easy to pick up digital tools and new ways of working. They do not have the baggage of set ways of doing things and this allows them to look at business problems afresh, without constraints, and in the context of new technologies available. It is great to see our Gen Z generation upskilling in large numbers, taking proactive steps to build the career they want, and adding value to their workplaces," Kashyap Dalal, Co-founder and Chief Operating Officer of Simplilearn said.

Over 80% of Gen Z getting upskilled to secure new job opportunities: Simplilearn

Streaming platform Netflix has shared its response regarding the ongoing controversy over the hijackers' names in the recently released web series called "IC 814: The Kandahar Hijack". 

Netflix India's Vice President Monika Shergill said, "For the benefit of audiences unfamiliar with the 1999 hijacking of Indian Airlines Flight 814, the opening disclaimer has been updated to include the real and code names of the hijackers. The code names in the series reflect those used during the actual event".

She added, "India has a rich culture of storytelling — and we are committed to showcasing these stories and their authentic representation".

The statement came after the Ministry of Information and Broadcasting summoned the content head of Netflix India and sought an explanation for the contentious aspect of the web series.

'IC 814 Kandahar Hijack', directed by Anubhav Sinha has faced a barrage of criticism by a section of people on social media due to the alleged alteration of hijackers' names to "Bhola" and "Shankar," traditionally associated with Lord Shiva, rather than using real names.

A petition was also filed by the Hindu Sena President, Surjit Singh Yadav, who demanded the cancellation of the Central Board of Film Certification (CBFC) certificate and banned the public viewing of the series for hurting religious sentiment.

Notably, the web series is a dramatic representation of the 1999 hijacking incident of the IC-814 flight en route to Delhi from Kathmandu. A total of five terrorists of the Pakistan-based terror group Harkat-ul-Mujahideen hijacked the flight before the then BJP-led government finally agreed to the demands and released three high-profile terrorists. 

IC 814: The Kandahar Hijack features actors Naseeruddin Shah, Pankaj Kapur, Vijay Varma, Diya Mirza, Patralekha, Rajiv Thakur, and others.

IC 814 web series row: 'Updated opening disclaimer with real, code names of hijackers', Netflix says

After four consecutive quarters of decline, global TV shipments grew 3% year-on-year (YoY) in Q2 2024 to reach 56 million units, according to the latest Global TV Tracker report jointly published by Counterpoint Research and DSCC. 

Premium TV shipments surged 45% YoY on continued growth in Mini LED LCD TVs. OLED TV shipments saw YoY growth, but their overall market share remained low.

Regionally, the European market saw a 13% growth, benefiting from the pre-Olympics demand, while China’s market continued to struggle due to saturation.

In terms of brands, Samsung maintained its market lead with a reduced share of 15%, narrowing the gap with the second spot. The intense rivalry between Hisense and TCL for the second spot saw TCL reclaiming the position by a slim margin. 

LG, ranked fourth, recorded an 8% increase in shipments YoY, bolstered by strong performance in the European market.

In terms of price categories, Q2 market growth was driven by a 45% YoY increase in premium TV shipments, with most major brands except Sony showing strong gains. 

Chinese brands Hisense and TCL led the growth, while Samsung saw only modest growth and its market share in the segment fell below 40% for the first time. In response, Samsung is reinforcing its position in the premium TV market by expanding its OLED lineup. 

Recently, the brand launched 42-inch and 48-inch OLED TVs featuring LG Display’s WOLED panels, following last year's launch of the 83-inch model.

Mini LED LCD TV shipments in the premium segment surged by 69% YoY, surpassing OLED shipments for the first time. This growth was driven by Chinese manufacturers’ strategic focus on Mini LED over OLED.  Although OLED TV shipments grew by 21% YoY, signaling a return to growth, their overall market share remained limited.

Shipments of below-40-inch TVs declined by 7% YoY, while those of over 40 inches saw growth. The over-80-inch category saw 29% YoY growth. DSCC Senior Director Calvin Lea said, “Given the global economic downturn, the competitive pricing of 50-inch and larger Mini LED LCD TVs in the premium market is expected to sustain their growth trajectory for the foreseeable future.”

Counterpoint Research Associate Director Sujeong Lim said, “The rebound in the TV market in Q2 was anticipated against the backdrop of approaching Olympics in Paris. While Europe showed significant growth, Asian markets excluding China and Japan, and Latin America also performed better than expected."

Global TV shipments grew 3% YoY in Q2 CY24 to reach 56 million units

As state governments in India increasingly rely on the popularity of influencers, a key question arises: Will these state governments reduce their spending on traditional media platforms in favor of targeting younger audiences on digital platforms like Meta and Google? Experts believe that the state governments will reduce its Print budget and allocate it to influencer marketing. 

Recently, the Karnataka state government introduced the Karnataka Digital Advertising Guidelines-2024, which allows digital media entities, including social media influencers, to receive government advertisements. Similarly, the Uttar Pradesh Government announced the Social Media Policy 2024, enabling social media influencers to earn up to Rs 8 lakh per month by promoting state government schemes.

Experts believe that the funds allocated to these schemes and policies will impact the state governments' spending on traditional media. Anup Sharma, a PR & Strategic Communications Consultant, stated, "Various reports and trends show that Generation Z and millennials are gravitating towards social, user-generated video content because it's free, convenient, and they can endlessly scroll through content that is algorithmically targeted to their interests."

Sharma further noted, "This highlights the effectiveness of social media algorithms and the influence of content creators and influencers. Like businesses, the government has also recognized this trend and is increasingly using social media to engage with citizens, share information, and deliver services more quickly and effectively."

Elaborating further, Sharma added, "This will lead to a shift in advertising budgets, with content creators and influencers taking a significant share from print media, such as newspapers and magazines. TV will continue to hold a larger share due to higher rates, followed closely by print and social media. While the budget allocation may be small now, it wouldn't be surprising to see advertising on content creator- and influencer-led social media platforms increasing at a faster rate than on other platforms."

The Union government spent Rs 967.46 crore through the Central Bureau of Communication on awareness/publicity campaigns about Indian government schemes and programs through print media from 2019-20 to 2023-24 (as of 12.12.2023). TV still receives 60 percent of the budget, followed by print and outdoor media.

Shudeep Majumdar, Co-founder and CEO of Zefmo, commented, "Regarding the potential decrease in spending on traditional media due to state governments investing in influencers, it's plausible to anticipate some shift in budget allocation. As digital platforms increasingly become the primary source of information and entertainment for a large segment of the population, especially among younger demographics, governments are recognizing the value of leveraging these channels for broader reach and engagement."

Majumdar also mentioned, "The impact on traditional media sectors like print and television will likely vary. Television may experience a lesser impact compared to print, given that it still captures a significant share of advertising spend and audience engagement, especially in contexts like live sports, local news, and entertainment. Print media, however, might face greater challenges as it has been on a declining trend with respect to advertising revenue and circulation, exacerbated by the digital shift."

Discussing the paradigm shift, Majumdar said, "From an agency perspective, the increasing government investment in the influencer marketing sector opens up a myriad of new opportunities while also introducing challenges and potential shifts in both operational and ethical paradigms that influencers and their partners must navigate."

Speaking about the impact of these policies on the influencer ecosystem in the country, Rohit Agarwal, Founder and Director of Alpha Zegus, stated, "While the opportunity offered by state governments is very lucrative, influencers will have to navigate the social dilemma of balancing content freedom with monetary gain. They will also need to consider that if they are asked to endorse a particular political party, they will need to align their morals and beliefs with that party."

According to Google's transparency report for the period between October 3 and November 1, total spending on political advertising amounted to Rs 69,15,500. The Bharatiya Janata Party (BJP) led the chart with an expenditure of Rs 33,60,000. Other notable contributors included the Directorate of Public Relations, Madhya Pradesh at Rs 5,04,000; the Department of Information and Public Relations (DIPR) at Rs 2,30,000; Indian Pac Consulting Private Limited at Rs 2,19,000; and the Indian National Congress at Rs 1,39,000.

According to Meta’s ad library report, the BJP and its known affiliates spent Rs 2.5 crore on political ads in Maharashtra, a figure higher than in Uttar Pradesh.

Influencers likely to take a pie from State governments’ traditional media budget

From high shipping charges to delayed delivery time and lack of product availability is some of the pain points shared by the online shoppers, in the latest 'The Indian Online Shopper 3.0' report by IPG Mediabrands and Google.

A comprehensive exploration of consumer behavior in the digital shopping landscape, the in-depth report surveyed over 7,000 consumers across India, delving into 18 key categories to unveil crucial insights for understanding the evolving online shopping trends.

This equips businesses and marketers with knowledge about consumer behavior, enabling them to tailor strategies that resonate with the dynamic preferences and expectations of the Indian online shopper. 

<strong>Key takeaways include:</strong>

The Indian Online Shopper is open to hedonistic shopping; however, is still mostly conservative across categories.

Shopping missions (motivating factors) vary not only across categories, but also across shopper profiles. 15 years after the advent of e-commerce, Indians still need handholding from online retail platforms.

"Social commerce is not ready to be a sales channel. However, it’s becoming the most important point of discovery and influence. Marketplace giants are bleeding users to category-specific marketplaces and D2C brand websites," it said.
 
Dissecting the Indian online shopper profile, the report examined demographics, consumer classification, household income segmentation, and state-wise behavior analysis.

According to the report, online shoppers skew younger: 75% of shoppers are aged 18-44. 

Shopping for household, not just self: Most are married (69%), living with children, and nearly half (49%) live with parents.

Significant portion are affluent: 62% of online shoppers have medium to high household income. Concentration in select states: Five states account for over half of online shoppers: Maharashtra (16%), Delhi (12%), Karnataka (9%), West Bengal (9%), and Tamil Nadu (8%).

Focusing on 18 categories, the report explored shopping missions, analysed purchase frequency, and unveiled the influences driving online shopping decisions.

The key highlights for this included: rise in emergency purchases: Quick commerce has accelerated purchases in categories like food, groceries, and baby products.

High dependence on recommendations & reviews: Shoppers seek expert opinions before buying expensive items like electronics and furniture.

Fashion and Beauty ecommerce on the rise: These categories show both impulse and routine buying behavior, driven by ease of online shopping.

The study further identified pain points in online shopping, investigated reasons prompting consumers to switch platforms, and outlined the latest trends.

It said that as many brands want more control over the branded space and user shopping experience, D2C marketplaces are witnessing a comeback. Users like buying from D2C potentially due to the perceived quality and authenticity of buying straight from the source.

Fashion and Beauty lead in social adoption: Influenced by popular trends, creators and celebrities, Fashion and Beauty are fastest growing categories when it comes to social commerce.

Additionally, recommended products, live chat, and online catalogues are the most used platform features, with younger shoppers being more accustomed to using experiential, assistive features.

Shopping experience/assistance features are expected by users: 92% users claim to have used some type of platform feature when they shop online.

Product recommendations: Form a vital point of discovery and strong influence in the decision-making process, >2/3 shoppers claimed to switch brands due recommendations on the platform.

Loyalty programs: Monetary value and exclusivity are appreciated, but data privacy and low reward value are concerns.
 
Top influences included brand websites, recommendations from friends/family, TV ads, social media, and marketplace reviews.

Emerging influences included live streaming on online platforms, AI reviews, social commerce shops, tech-enabled services, and social curation platforms.
 
Lastly, top issues for the shoppers include price (21%), shipping charges (20%), delivery time (20%), product returns (19%), and product availability (18%). It report also claimed that 48% of the online shoppers today are women. 

​Shashank Rathore, VP, E-Commerce, Interactive Avenues (the digital arm of IPG Mediabrands India)​, said, “The e-commerce industry in India is growing rapidly, poised to reach $300 billion by 2030. Quick commerce is now thriving, with over 50 million monthly active users. Amidst these changes, marketers face challenges in understanding audience behavior across multiple shopping platforms. To simplify these complexities and provide valuable insights, we conducted a detailed study and I am confident that it will serve as a valuable resource for businesses and industry professionals navigating this dynamic market.”

Shipping charges, delivery time, high prices- top pain points for online shoppers

In a bold move aimed at safeguarding young Australians, Prime Minister Anthony Albanese revealed plans on Tuesday for a trial to ban children from using social media platforms like Instagram and TikTok. 

The proposed measure, which could see legislative action in the months to come, targets concerns over the adverse effects of social media on the physical and mental health of minors.

During an interview with the Australian Broadcasting Corporation, Albanese expressed deep concern over the pervasive use of social media among youth. He stated that parents are "working without a map" in navigating their children's online activities. "Parents want their kids off their phones and on the footy field. So do I," the Prime Minister remarked, echoing a sentiment of frustration and urgency. "We are taking this action because enough is enough."

The center-left Labor Party government, led by Albanese, is considering setting the minimum age for social media use between 14 and 16. This initiative has found an unusual ally in Opposition leader Peter Dutton of the center-right Liberal Party, who has previously voiced support for a social media ban for users under 16.

Globally, nations like China and France, along with several U.S. states, have implemented similar restrictions, spurred by growing concerns about online harms, including cyberbullying and the propagation of unrealistic beauty standards.


Australia plans to ban social media for kids among health concerns

In a significant move to enhance the payment experience for Indian tourists, PhonePe has announced a partnership with Liquid Group, a leading player in the digital cross-border payments space. This collaborations aims to expand PhonePe's merchant acceptance network across Singapore, a preferred destination for Indian travellers.

Through this strategic partnership, PhonePe users will now be able to make payments easily by scanning QR codes with their app at various tourist hotspots throughout Singapore, as per reports.

These QR codes will be prominently placed at several key locations, including Changi Airport, duty-free shops, popular dining venues, bars, and retail outlets such as The Cocoa Trees, Charles & Keith, Luvenus Jewellery, and Hard Rock Café. 

In addition to shopping and dining, the QR codes will also be accessible at major sightseeing locations and transportation services, facilitating a convenient and seamless payment experience across the city. This availability ensures that Indian tourists can enjoy their travel without worrying about currency exchanges or carrying multiple forms of payment.

The integration of Unified Payments Interface (UPI) is facilitated by Liquid Group's partnership with NCPI International Payments Limited (NIPL). This integration allows the merchants across Singapore to accept payments directly via UPI, enabling transactions in Indian Rupees (INR). This feature not only simplifies the payment process for travellers but also provides transparency in currency conversion rates.

Another standout feature is the ability for PhonePe users to receive money internationally via the PayNow-UPI real-time remittance corridor. This facility not only simplifies the money transfer process but also accelerates it by utilizing the UPI infrastructure, eliminating the need for recipients to share detailed bank information.

Amidst the buzz for Apple's 2024 latest product launch, a throwback to the company's formative years has captured the hearts of social media users. 

An <a href="https://x.com/neilshroff/status/1729748021745684579">advertisement</a> from 1996, which originally aired on Doordarshan, has gone viral, eliciting a wave of nostalgia and showcasing Apple's early attempts to establish a foothold in the Indian market.

The advertisement features a young Samir Soni, portraying a confident professional in a quintessential 1990s office setting. The scene unfolds with a senior executive entering the room with a Windows floppy disk in hand, looking for a compatible PC.

Soni, using a Power Macintosh, offers his machine despite the executive's doubts about the Mac being a "serious business computer." In a memorable twist, Soni removes a fluffy toy from atop his Mac and successfully runs the disk, quipping, "Does that help?" as he challenges the prevailing skepticism.

The nostalgic ad is a stark reminder of Apple's early days in India, when personal computing was still gaining traction and Apple products were met with considerable doubts. This contrasts sharply with the current status of Apple in India, where it is now seen as a prestigious brand with a significant market share.

The ad resurfaces at a time when Apple is re-engaging with the Indian market more robustly than ever. Since 2016, the company has tailored a series of advertisements specifically for the Indian audience, coinciding with the iPhone's rising popularity in the region.

On September 9, 2024, Apple introduced its new products, including the highly anticipated iPhone 16 and the latest smartwatches, at its 'It's Glowtime' event. This event marks a significant moment for Apple in India, reflecting both the long journey since the days of the 1996 ad and the growing importance of the Indian market in Apple's global strategy. 

Fans joined the excitement and watched the live event on Apple's official website and YouTube channel on September 9 at 10:30 pm IST.

Apple's first ad featuring Samir Soni makes waves on social media

<strong>By Ashmit Kumar</strong>

Even as Wall Street begins to question the incremental revenue generated from the vast expenditure on artificial intelligence projects, Meta Platforms said it may be too early to seek a return on investment in AI.



Nicola Mendelsohn, Head of Global Business at Meta, speaking exclusively to CNBC-TV18, has urged stakeholders to consider RoI (return on investment) in terms of the value derived by advertisers on the platforms.


In the Indian context, she said, “The headline here is that for every rupee that's being invested in Meta platforms, on average, we're seeing back ₹1.76. So this is really strong in terms of the increment.”


Mendelsohn recounted a conversation with Flipkart CEO Kalyan Krishnamurthy, during which she learned that the e-retailer saw a 3.6x return on revenue after using Meta’s suite of Advantage products. These products are tools that help advertisers customise ad campaigns across Facebook, Messenger, and Instagram.


She also noted that Reels are resonating with the Indian audience. She said, “We are seeing a huge explosion of short-form content on our platforms that people are putting out there, that people are enjoying, and a lot of that is a result of AI really surfacing the things that people want to see. Over half the content that people are actually enjoying now is because of Reels, and that is also because of AI as well.”


Addressing the stress among Big Tech players, she emphasised that Meta is focused on investing in innovations.


She stated, “I've been in the office this week, in our different offices, and there's a huge energy. There's a huge momentum. There's huge excitement around the direction of the company, the investments that we're making, but also, equally, the partnerships that we have right here on the ground from some of the very smallest businesses—the mom-and-pop businesses—to some of India's largest businesses, and everything in between.”



Meta’s global business head says 'too early' to look at returns on AI spends

<strong>By Vijay Anand</strong>

For over two decades, Google has dominated the online search market, establishing a $175 billion business that has become integral to the internet.

Controlling roughly 90% of the global search market, Google's position now faces unprecedented challenges due to the rise of generative artificial intelligence (Gen AI) and chatbots, such as OpenAI’s SearchGPT prototype. This technological shift is putting immense pressure on Google to adapt or risk being overshadowed.


Microsoft's $13 billion investment in OpenAI and Apple’s collaboration to integrate ChatGPT into Siri signal a significant challenge to Google’s supremacy. These moves compel Google to act decisively to maintain its position in the market.


Historically, Google’s success has been attributed to its user-friendly design and powerful algorithms, which made information retrieval faster and simpler than competitors like Yahoo. By efficiently indexing vast amounts of data, Google became the go-to search engine for users.


However, as the web has evolved and generative AI technologies have emerged, Google’s once-revolutionary search model is beginning to show signs of age.


AI-driven tools can generate direct answers to user queries, eliminating the need to sift through multiple links—a hallmark of traditional search engines.


This shift in user behaviour poses a significant threat to Google’s established model. What was once its greatest strength—simplicity—has become a liability as AI platforms reshape how people access information.


Emerging competitors, such as Perplexity, a startup valued at $1 billion and backed by Amazon founder Jeff Bezos, are gaining traction. These AI tools provide streamlined user experiences by offering direct answers instead of lists of links, potentially drawing users away from Google’s traditional search service. The presence of intrusive ads on Google’s search results further complicates the user experience, making alternatives more appealing.


This transition represents a fundamental threat to Google’s core business model, which heavily relies on advertising revenue.


In the second quarter of this year, Google Search alone generated $48.5 billion of Alphabet's total $84.7 billion revenue.


Furthermore, licensing agreements between OpenAI and major publishers like the Financial Times and Associated Press could restrict content availability on Google, further undermining its dominance.


The relationship between Google and content creators has often been strained, with many publishers expressing frustration over how their content is utilized. Users may seek information elsewhere if AI platforms secure exclusive deals, diminishing Google’s value proposition.


Despite these challenges, Google has approached the rise of Gen AI cautiously. While the company has begun incorporating AI features, such as AI Overview summaries, at the top of search results, critics argue that its focus on protecting its search and advertising monopoly has led to a conservative strategy regarding AI development.


Google’s search business remains a lucrative asset, and the company appears hesitant to make moves that could threaten its existing revenue streams.


A pressing question is whether Google should follow OpenAI’s lead by securing more licensing deals with publishers. However, such actions could entail significant costs. In 2020, Google pledged to pay news providers $1 billion over three years, and potential expenses related to copyright infringements could further strain its financials.


On the hardware front, Google has an advantage with its recently released Pixel 9 smartphones, which feature Gemini, Google’s personal AI assistant. This integration showcases how Google can embed AI across its devices, potentially setting industry standards for Android manufacturers like Samsung and Xiaomi.


In contrast, Apple has developed its own AI model, Apple Intelligence, which is designed primarily for user privacy and operating on devices rather than through cloud-based systems.


For Google to harness its AI capabilities fully, it must address deeper organisational issues. While a strength, the company’s culture of autonomy may hinder cohesive strategy execution. CEO Sundar Pichai will need to unify diverse teams—those managing search, computing platforms, and AI—under a singular vision.


Google’s ability to innovate will be crucial, especially as voice search evolves. Users are increasingly seeking quicker, more intuitive ways to access information, and voice search facilitates this by allowing natural language queries. As smart speakers and AI-powered smartphones proliferate, Google must ensure its technology leads these changes.




Google faces an existential threat from the rise of Gen AI

The Real Money Gaming industry is currently suffering with GST tax burden of 28 percent, the GST council meeting which is currently taking place at Sushma Swaraj Bhawan, in New Delhi does not have RMG industry as an agenda. Despite multiple requests from the sector, the Indian government has ignored the sector since past two years. 

It should be noted that in its 50th meeting held in July 2023, the GST council decided to levy 28 per cent tax -- the highest slab -- on the full face value of online gaming, bringing it on par with casinos and horse racing. 

A RMG player on condition of anonymity said, “It is unfortunate that the government did not listen to our requests despite being one of the highest tax paying sector. Many companies are today dead because of these GST norms.” 

The source further said, “Shockingly, these legitimate gaming players are now opting for illegal ways and are offering game of chance to survive in the industry.”



Breaking: RMG sector ignored, GST council shuns agenda after multiple requests

In an effort to strengthen its public communication and engagement, the Ministry of Information and Broadcasting (MIB) of India has now established its presence on LinkedIn. 

The Ministry announced this new step on social media platform X (formerly Twitter), inviting citizens and stakeholders to follow its LinkedIn profile for the latest updates and insights. 

The official LinkedIn page, which can be found at <a href="https://www.linkedin.com/company/mib-india/">MIB India</a>, aims to provide a platform for professionals to connect with the Ministry, facilitating a more direct line of communication and interaction. 

As the latest platform in its digital strategy, LinkedIn will also serve as a crucial channel to disseminate information, updates, and key initiatives directly to professionals and stakeholders within the media and broadcasting industry.

MIB joins LinkedIn to enhance public engagement

Apple Inc, is poised to make a major shift in its productions strategy with the release of its iPhone 16 series, which will be manufactured in India and available globally shortly after its official launch today, as per reports. This marks a historic move in Apple's manufacturing approach by prioritizing Indian facilities for the first global shipments of a new product.

Scheduled for unveiling at Apple's "Glowtime" event today at 10:30 pm IST, the iPhone 16 series is expected to hit stores within 10 to 12 days of its introduction. 

Production has been facilitated by Foxconn, Apple's key manufacturing partner, who has initiated the assembly of these models in India well ahead of the launch. This strategy not only diversifies Apple's manufacturing footprint but also enhances its participation in one of the world's rapidly expanding smartphone markets.

The new series promises substantial enhancements including larger displays and cutting-edge AI capabilities. Specifically, the iPhone 16 Pro and and Pro Max are rumoured to feature 6.3-inch and 6.9-inch screens respectively, equipped with thinner bezels to maximize visual real estate. All models in the series will be powered by Apple's latest A18 chip, which offers superior performance and improved energy efficiency. 

For camera aficionados, the Pro models will reportedly include  a 5x telephoto lens, providing remarkable zoom capabilities. Furthermore, all iPhone 16 devices will incorporate new energy-efficient display technology, setting new standards in visual output and battery life.

This shift to manufacture iPhones in India for global distribution shortly after their release represents a pivotal milestone for the country's tech industry. It not only elevates India's stature within the international supply chain but also underscores Apple's commitment to its "Make in India" initiative.

As the launch hour approaches, the market anticipation is palpable, with industry observers predicting that this move could redefine global manufacturing trends and strengthen India's position in the global tech area.

Apple to globally ship Made-in-India iPhone 16 post-launch

Challenges are mounting for Prasar Bharati as it nears the launch date of its over-the-top (OTT) platform, with cable TV operators and a handful of private broadcasters raising red flags and pushing for more clarity in the existing guidelines.

Prasar Bharati's move into the OTT space not only is poised to stir up competition for the other OTT players but is also distressing linear TV channels in the market as they seek holistic regulatory review because of the pubcaster’s ability to integrate its OTT with traditional TV offerings, potentially leading to market distortions. 

As per a source close to the development, broadcasters are expected to actively lobby for regulatory changes over the next few weeks.

Read more: <a href="https://www.storyboard18.com/how-it-works/prasar-bharati-ott-likely-to-be-launched-on-september-15-exclusive-41501.htm">Prasar Bharati OTT likely to be launched on September 15: EXCLUSIVE</a>

“Broadcasters are prepping their legal arsenals to challenge Prasar Bharati. Complaints, petitions, and a push for stricter separation of public vs. private sector ventures are all on the table”, an industry source told Storyboard18. 

And the reasons are many, other than the obvious that almost all top broadcasters in the country today run their own subscription-based or ad-based OTT platforms like Zee5, Sony Liv, and Jio-Cinema.

For one, Prasar Bharati is not subject to TRAI regulations and the Cable TV Act since the Prasar Bharati Act grants autonomy to All India Radio and Doordarshan (DD). Secondly, the satellite TV channels can't ideally be part of Prasar Bharati's OTT platform because according to the Uplinking & Downlinking guidelines, satellite TV channels can only provide signals to registered DPOs or licensed service providers including MSOs, DTH, IPTV, and HITS operators.

The primary overlap between traditional TV distribution and OTT lies in how content is delivered to the audience. Traditional TV distribution uses means like satellite or cable to delivery live or scheduled content. This is governed by strict regulations like licensing, carriage fee, content guidelines etc.  On the other hand, OTT platforms use the internet for delivering on-demand content which has more flexibility in delivery, user choice and less regulatory oversight as compared to traditional / satellite TV. 

“When Prasar Bharati enters into OTT space it creates overlap where a public broadcaster content is available via both, traditional or internet route, both governed by different regulatory frameworks creating confusion and perceived unfairness. Perceived unfairness is on account of concerns around a not so-level playing field for private players vs Prasar Bharati,” highlights Shalabh Saxena, Partner, Grant Thornton Bharat.

Also, the issue lies in the ambiguity around whether the current guidelines, which are designed for satellite TV apply to digital platforms like OTT. There’s a lack of clarity on this, and Prasar Bharati’s OTT venture might push the boundaries of these regulations, necessitating a need for updated guidelines.

“Moreover, OTT platforms are built on a global distribution model, where content is available across regions without the same geographic and infrastructure constraints as satellite TV. Applying satellite uplinking and downlinking rules designed for linear TV could inadvertently stifle the innovation and flexibility that digital distribution offers. It could also lead to an uneven playing field for private broadcasters,” Saxena explains.

To be sure, it is not necessarily the question around violation of established rules but the blurring of lines that occurs because traditional rules don’t account for the on-demand nature, scalability, and accessibility of OTT platforms, which are significantly different from the linear, scheduled nature of satellite TV.

The recent letter to the Ministry of Information & Broadcasting (MIB) from the All India Digital Cable Federation (AIDCF) stems from similar concerns and further emphasises Prasar Bharati’s possible disruption into the traditional television ecosystem by bypassing established norms. 

Also, “cable operators and private broadcasters are wary of increased competition, fearing that Prasar Bharati’s OTT platform may divert viewers from traditional distribution methods, thus threatening the revenue models based on subscriptions and advertising,” adds Siddharth Chandrashekhar, Advocate & Counsel, Bombay High Court.

A holistic regulatory review might be necessary to balance public and private interests.

“If the market isn’t carefully regulated, we might see broadcasters tapping out. Prasar Bharati’s OTT is the elephant in the room, and it’s sitting on the competition,” remarks Chandrashekhar.

The counter-OTT offensive broadcasters are likely to challenge Prasar Bharati’s move through regulatory petitions and lobbying, arguing that public funds give it an unfair advantage, he further shares. 

“While there is a strong argument for Prasar Bharati to withdraw provisions that directly compete with private players, a balanced approach may involve clearer regulatory frameworks rather than a complete rollback,” he argues.

If broadcasters have their way, Prasar Bharati’s OTT might just be buffering indefinitely, say insiders.

The move is also likely to create unfair competition for traditional distribution channels like MSOs and DTH operators. 

“Offering satellite TV channels on its OTT platform could undermine the business models of traditional distributors like MSOs and DTH operators. The absence of specific regulations for Prasar Bharati's OTT platform could create a situation where its activities are not subject to the same level of scrutiny as licensed service providers,” highlights Alpana Srivastava, Partner, Desai & Diwanji.

Broadcasters also fear that Prasar Bharati's access to content, including regional and local language content, could limit the availability of exclusive content for private broadcasters. 

Further, the platform could divert viewers away from traditional television channels, negatively impacting the revenue of private broadcasters.

One of the broadcasters, however, highlighted the news channels are very gung-ho about the move and are very keen to onboard because to participate in DD Free Dish, they have to go through the auction process, which is not the case for the upcoming OTT.

<strong>Heating up the OTT space</strong>

Prasar Bharati's move into the OTT space is poised to stir up competition in India's streaming market where established players such as Netflix, Amazon Prime, and Disney+ Hotstar dominate. 

With access to the extensive archives of DD and All India Radio, Prasar Bharati offers culturally rich and diverse regional content. This includes government-supported programs, educational material, and news, presenting a refreshing alternative to the entertainment-centric offerings of mainstream OTT platforms.

Additionally, leveraging its strong presence in rural areas and regions, Prasar Bharati is well-positioned to serve an underserved segment that many OTT platforms have overlooked. Offering content in regional languages could set it apart as a major differentiator, points out Jasmine Damkewala, Senior Partner at Circle of Counsels and advocate-on-record, Supreme Court of India.

It is to be noted that the Prasar Bharati OTT is said to be free-of-cost for the first few years.

“Should Prasar Bharati’s OTT service provide free or low-cost access (similar to DD Free Dish), it could attract a broad audience that finds paid streaming services expensive. This could potentially disrupt the pricing models of other major players,” Damkewala adds.

Further, supported by the government, Prasar Bharati could enjoy regulatory benefits, including favorable distribution and licensing policies, giving it an edge over purely private OTT platforms.

Prasar Bharti, last month introduced a 'Content Sourcing Policy' for linear channels and digital platforms, outlining procedures for sourcing and acquiring content. This includes commissioning of new programs or partnerships with external producers to obtain a continuous source of programs. 

The OTT platform will be operating on a revenue-sharing basis, with content providers receiving 65% of the net revenue from subscription or transaction-backed content, while Prasar Bharati will retain 35%. The same revenue-sharing model will apply to the satellite channels onboarded to the platform. Advertisements on the OTT platform will be managed by Prasar Bharati, with any unsold ad inventory shared between Prasar Bharati and the broadcaster in a 65:35 ratio.

<strong>Eyeing the trophy</strong>

In pursuance of its OTT launch, Prasar Bharati has even established a Sports Rights Negotiation Committee (SRNC) to bid for and negotiate the rights to major sporting events and has jumped head-on into the competition. 

It will be constituted with officers from the Sports Division, Finance Division, and Sales Division after the approval of CEO, Prasar Bharati. The officer in charge of the Sports Division shall be the Chairperson of the Committee.

Sports rights are often owned by the organisers, who only sell them through exclusive bidding and negotiating processes.

The pubcaster is likely to now participate in such bidding or may approach organisers for sourcing the rights of sporting events through negotiation.

It is to be noted that through the enactment of the Sports Broadcasting Signals (Mandatory Sharing with Prasar Bharti) Act, 2007, private broadcasters are required to share live feeds of events deemed to be of ‘national importance’ with DD, ensuring that every Indian could tune in without needing a pricey subscription.

Section 3(1) of the Act has ensured that no one was left out of the action, with DD broadcasting these feeds across its terrestrial network for free.

Marquee properties like the Indian Premier League (IPL) is not part of the 'games of national importance', as of now.

If, by any means, Prasar Bharati amends the Sports Act to include the word ‘digital’, the sports broadcasters or digital rights holders would also be required to share the feed with Prasar Bharati OTT— which according to the broadcasters will be the end of sports broadcasting and digital streaming in India. 

Consequently, broadcasters also fear that the pubcaster can also amend what constitutes under 'the sports of national importance' to include some of the biggest sporting events like IPL and other commercial leagues.

However, at the moment, according to a senior official, there is no word out from Prasar Bharati’s side whether the government will amend the Sports Act or not.

Karan Taurani, SVP at Elara Capital, doesn't foresee Prasar Bharati's OTT as a threat in the OTT, especially in the sports business.

"I don't foresee enough amount of traction for its OTT, although the pubcaster might try to negotiate certain deals but a lot has to do with the user's experience point of view of the app, how it scales up, and the arrangements they have with BCCI because it is a hefty amount of money; and it is doubtful that Prasar Bharati would be able to operate sports content for free (alike Jio). Also, the OTT market is overcrowded, and only a small portion of the audience at the extremely low end might opt for Prasar Bharati's OTT because in the OTT business, you need a lot of investments in user experience, customer acquisition, and content quality- all put together," he points out.

At present, Disney Star holds four-year rights (2024-2027) for the International Cricket Council's (ICC's) tournaments which it committed for $3 billion, while Viacom18 secured media rights for the Board of Control for Cricket in India (BCCI)-run international and domestic matches for ₹5,963 crore over the next five years.

With Reliance Industries and The Walt Disney Company announcing a strategic joint venture worth a staggering $8.5 billion, merging Viacom18 and Star India- the new behemoth now controls 75-80% of the sports broadcasting market and a major pie of the streaming market in India.

Broadcasters prep legal arsenals to challenge Prasar Bharati's OTT plans

In an advisory issued on September 3, the Ministry of Electronics and Information Technology (MeitY) urged all intermediaries to promptly and proactively remove fake content, following a Bombay High Court directive. 

The HC required Meta, the parent company of Facebook, Instagram, and WhatsApp, and Telegram to delete all false information, including altered videos and profiles related to the National Stock Exchange (NSE), within 10 hours of receiving a complaint.

"The Ministry of Electronics and Information Technology wishes to remind intermediaries of their duty to swiftly remove any prohibited material at the earliest opportunity. Intermediaries are advised to complete the takedown process, where necessary, as proactively as possible without waiting for the time limits set in the Rules, which serve only as an upper threshold.”

The advisory referred to the Information Technology Act and the Information Technology (Intermediary Guidelines and Digital Media Ethics Code) Rules, 2021. Under the IT Act, IT Rules 2021, and the 2015 Supreme Court ruling in the Shreya Singhal case, intermediaries are required to take down "unlawful information" within 36 hours of receiving "actual knowledge," either via a court order or a notice from the "Appropriate Government".

In July this year, India’s National Stock Exchange (NSE) warned investors about deepfake videos falsely featuring its CEO, Ashishkumar Chauhan, in some investment and stock advisory videos. 

Recently, the Mumbai police filed a case against the Maharashtra Youth Congress’ social media account and 16 others for allegedly sharing a deepfake video of Union Home Minister Amit Shah. Multiple well-known personalities, including Barack Obama, Nancy Pelosi, Elon Musk, Ukrainian President Volodymyr Zelenskyy, Tom Cruise, Scarlett Johansson, and Emma Watson, have also fallen victim to deepfake videos on the internet. Similar such cases have been reported widely across the country.


MeitY issues advisory to intermediaries, urges to remove fake content swiftly

Swiggy in its annual report for FY23-24 reported that they have reduced spending on marketing and promotion compared to last year. The Bengaluru based company spent Rs 1,581 crore in FY24 as compared to Rs 2,501 crore last year. The food aggregator app also reported that a former junior employee embezzled Rs 33 crore over a period of time. 

The company asked an “external team” to investigate the matter and filed a "legal complaint" against the former employee. The annual reports states, "The Group, during the current year, identified embezzlement of funds in one of the subsidiaries by a former junior employee amounting to Rs 326.76 million over the past periods." 
"Based on review of the facts discovered during the investigation, the Group has recorded an expense for the aforementioned amount during the year ended March 31, 2024."

Swiggy is looking to raise up to Rs 3,750 crore (around $450 million) through a fresh issue and up to Rs 6,664 crore (around $800 million) as an offer-for-sale (OFS) component in its $1.25 billion IPO later this year. 
The food-delivery company’s revenue grew 36 percent to Rs 11,247 crore in FY24, the annual report said. It narrowed losses to 44 percent from Rs 4,179 crore to Rs 2,350 crore, as it curtailed expenses.

It spent Rs 13,947 crore in FY24, 8 percent lower than the previous year as it cut down its promotion and marketing spending from Rs 2,501 crore in FY23 to Rs 1,851 crore in FY24.

Despite the improving finances, Swiggy lagged its rival Zomato during the year. On a gross order value (GOV) basis – which totaled to around Rs 56,924 crore between the two companies in FY24 – Swiggy had a market share of 43 percent in the food delivery industry and Zomato was the market leader with a 57 percent share in FY24.


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