SEBI cracks down on unregistered finfluencers, but loopholes remain

Modenik Lifestyle ups ad spends by 25 percent; to double revenue growth in three years

Warner Bros. Discovery threatens legal action against NBA over media rights

Meta ordered to delete AI-generated photographs of public individuals

Esports industry divided over forming anti-poaching body

Representational image via Unsplash

Relief for advertisers as MIB restricts SDC for ads to food and health sectors only

Why are Indian brands advertising in NYC's Times Square?

What Herman Melville’s Moby-Dick teaches us about leadership

Advertising is in the position where tobacco was: IPG's Arun Kumar 

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

There is an opportunity for building a better agency, not just a different one: Manja's Prajato Guha

Paris Olympics to garner 150 million viewership on Digital, 120 million on Linear TV

Publicis Groupe to acquire Influential for $500 million

Google has a new competitor - SearchGPT by OpenAI

News influencers to be called 'digital news broadcasters', proposes new draft of Broadcasting Bill

Piyush Pandey

SC directs MIB to file affidavit within three weeks with recommendations on SDC | Ampverse shuts 7Sea Esports

Sachin Tendulkar, Adar Poonawalla-backed JetSynthesys to exit from Skyesports?: Exclusive

Quick-commerce players' ad revenue stream grows; a key investment focus for advertisers

FSSAI cancels licences of 111 spice producers due to high levels of ethylene oxide found in samples

The CRED Point: Relying on advertising virality without product virality?

Time to 'Share The Spotlight': Storyboard18's one-of-a-kind initiative to bring together women sparking change

Nobody’s Perfect Retro Porsche Ad

In Conversation With Raja Rajamannar, Mastercard

Shahid Kapoor And Varun Ganjoo Speaks On PokerBaazi's Campaign

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

Why are brands including e-sports in their sports marketing itinerary?

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

Experts' Take On Reinvention Of Ad Campaigns Through Technology

Experts Speak On Key Emerging Trends In Cannes Lions Entries

Leaders of the future have to be outstanding human beings: Nestle MD

In conversation with VMLY&R’s Hari Ramanathan

Talking to Storyboard18, Salim Ali, Chief Marketing Officer (CMO), Gupshup, discussed the importance of being in the moment and doing the best with whatever there is at hand.


He said: “If you're working, work hard. If you're hiking, be in the moment. I try to do that. It's not easy.”



Edited Excerpts



The creator economy has taken the world by storm. Which influencers and trends are you following?

 
If you look at the broader creative economy, there are people who are intellectual, who write and who speak on things. I follow them on Medium or Twitter. It’s long-form content I look at more. There are writers I follow. I follow some politicians and sports figures as well. I follow people who are aligned with my personal interests.

 
What marketing related content do you consume in your free time? 


I mostly read two types of content. One is around interpersonal behaviour, negotiation, and dialogue, because marketing is about communication.

 
So, I spent a lot of time on that topic, because often, there's new research coming in: how do we communicate, and engage, how do we handle objections?

 

So, I spend a lot of time around that. My job in marketing is to engage with sales, with the product team, and customers. So my time is spent on engagement, communication, and dialogue.

 

The second type of content I consume is around storytelling. Because marketers are storytellers. At the end of the day, there's an objective, there's a hero, and there's a hurdle or a bad person in between. 

 

How do the heroes circumvent the problem, and get to the objective? We sell stories to our customers, our partners, and our prospects. So I read a lot about storytelling and scriptwriting. 

 

There is a lot of talk about burnout, workplace toxicity, and the hustle culture. What steps have you taken to avoid the adverse impact of the always-on culture on yourself and your colleagues? What advice would you give to your peers and next-gen marketers?

 

I think the biggest challenge is that we're in this ‘always on’ mode, for which the biggest driver is our phones. So, the matter is literally in our hands. 

 

A Slack, WhatsApp, or email notification comes up, and triggers us. I try to find time when messages, notifications are not looked at. It could be during dinner, or during my me-time. 

 

Also, I tell most people I engage with to be clear in their communication.

 

Is there any sport or fitness routine you practice?

 

I play racquetball and pickleball. I also hike over the weekends. I do strength training as well, and for relaxation, I watch a lot of Bollywood movies. 

 

What does your weekend look like? 

 

Weekends typically are very socially hectic. Every Saturday and Sunday, I do strength training. That's typically what my life looks like. Family, socialising, and fitness.

 

Share one work and one life hack you swear by

 

For work, I have a cheat sheet which tells me what I need to do today. I cannot wrap up the day without doing these, because we always have a bunch of things to do. Many things need to be done every day, but we need to make sure certain things definitely are done before the end of the day. Hence, having a cheat sheet or a to-do list works very well for me. 

 

Life hack is, whatever you're doing, be immersed in it.

 

If you're working, work hard. If you're hiking, be in the moment. I try to do that. It's not easy.

 

A piece of wisdom you would like to share? 

 

Whatever you’re doing, do it well. Try to be the best at it.

Whatever you do, be the best at it: Salim Ali, Gupshup

Google is planning to keep third-party cookies in its Chrome browser, after years of pledging to phase out the tiny packets of code meant to track users on the internet, as per reports.

The major reversal follows concerns from advertisers - the company's biggest source of income - saying the loss of cookies in the world's most popular browser will limit their ability to collect information for personalizing ads, making them dependent on Google's user databases, as per reports.

The UK's Competition and Markets Authority had also scrutinized Google's plan over concerns it would impede competition in digital advertising.

"Instead of deprecating third-party cookies, we would introduce a new experience in Chrome that lets people make an informed choice that applies across their web browsing, and they'd be able to adjust that choice at any time," Anthony Chavez, vice president of the Google-backed Privacy Sandbox initiative, said in a blog post.

Since 2019, the Alphabet unit has been working on the Privacy Sandbox initiative aimed at enhancing online privacy while supporting digital businesses, with a key goal being the phase-out of third-party cookies.

Cookies are packets of information that allow websites and advertisers to identify individual web surfers and track their browsing habits, but they can also be used for unwanted surveillance.

In the European Union, the use of cookies is governed by the General Data Protection Regulation (GDPR), which stipulates that publishers secure explicit consent from users to store their cookies. Major browsers also give the option to delete cookies on command.

Chavez said Google was working with regulators such as the UK's CMA and Information Commissioner's Office as well as publishers and privacy groups on the new approach, while continuing to invest in the Privacy Sandbox program.

"Advertising stakeholders will no longer have to prepare to quit third-party cookies cold turkey," eMarketer analyst Evelyn Mitchell-Wolf said in a statement.

Lena Cohen, staff technologist at the Electronic Frontier Foundation, said cookies can lead to consumer harm, for instance predatory ads that target vulnerable groups. "Google's decision to continue allowing third-party cookies, despite other major browsers blocking them for years, is a direct consequence of their advertising-driven business model," Cohen said in a statement.



Google to keep third-party cookies in its Chrome browser

Avi Kumar, chief marketing officer, FNP, feels that burnout and stress is caused by a lack of contentment and happiness with one’s work.

 
He explained, “We all need to prioritise our mental, physical as well as spiritual health. My advice will be that we prioritise self-care in every aspect of life. Not just at work, but on the personal front as well.”

 
He also believes that one must be a student for life if one is to be on top of the game.


 
Edited excerpts from his conversation with Storyboard18

 

The creator economy has taken the world by storm. Which influencers and trends are you following? 


At FNP, we have an always-on influencer strategy. We emphasise on authenticity, and our first priority is organic collaboration. It is how we can make moments special for the collaborator / influencer.

 

Our recent partnership with influencers like Sara Tendulkar and Janhvi Kapoor have been impactful as we also help them make their special days more special.

 
We also leverage AI to analyse the overlapping audiences to ensure that our collaborations resonate with both the influencer’s followers and our audiences.

 
What marketing related content do you consume in your free time?

 
I read industry blogs and watch webinars. I have been listening to the Marketing Over Coffee podcast for some time, followed by the CMO podcast by Jim Stengel.


Additionally, I think the Harvard Business Review (HBR) helps one stay abreast of the broader business landscape, and follow some of the innovative practices.

 
There's a lot of talk about burnout, workplace toxicity, and hustle culture. What steps have you taken to avoid the adverse impact of the always-on culture on yourself and your colleagues? What advice would you give to peers, colleagues, and next-gen marketers?

 
We all need to prioritise our mental, physical, as well as spiritual health. My take is that if you enjoy your job, you will make light work of it, and there will be no burnout or stress.

 
The burnout or stress happens when you do not find joy in work. My advice will be that we prioritise self-care in every aspect of life, not just at work, but on the personal front as well.


What does your weekend look like?

 
Weekends are as busy as weekdays. I try to steal as much time as possible with the family, and not just time, but quality time, because that's what matters. 

 
I have just recently shifted to Gurgaon. Hence, I am exploring new places within Gurgaon and checking out cafes. And I try to catch up more on reading and listening to audibles.

 
I also spend some time over the weekend to reflect, plan the week ahead, and think of what really happened through the week gone by. Since that's the time when you can really cut the clutter, the noise, and focus on what your priority is really. 

 
Is there any sport or fitness routine you practice?

 
I practice vipassana. I also gym, swim, and play squash on alternate days. On weekends, I have this unwinding session with my son, who is 8 years old. I take him for a swim followed by breakfast. It also helps us bond with each other.


Please share one work and one life hack you swear by

 
In terms of work hack, I think what you prioritise gets done. Hence, you need to block your time and prioritise the work that you want to do, and manage and schedule tasks much more efficiently. 

 
This has helped me improve productivity and ensure focus. If you break your day down in terms of what you think is important and spend time on that, it helps get the work done. Otherwise, time just flows. That's the work hack. 

 
In life, we need to have a positive outlook and continue learning and striving, while reducing stress.

 
Every morning, I write down three things that I was grateful for in the day that went by. It is a very simple habit. But I think it is incredibly powerful to start the day on a positive note and keep that momentum going. 

 
What are you watching or streaming this weekend?

 
I don't watch too much OTT now. I was the head of marketing for Zee5 and watched a lot of content across platforms, both for work as well as entertainment. 

 
There's a new show on Apple TV called `New Look.’ It's the story of Christian Dior and his contemporaries, including Coco Chanel, etc, how they navigated challenges during World War II, and what launched the modern fashion industry that is there today. All these brands still exist and are market leaders. 

 
What are you reading? Any recommendations?

 
My recommendation is that the more you read, the better it is. So keep reading. Currently, I am reading Team of Teams, a book on leadership and organisation dynamics. It talks about navigating complex environments and how one can have better teamwork, adapt teams to situations, etc.

 
A piece of wisdom you would like to share? 

 
At whatever stage of life we are in, we have to be curious and open to learning. We are evolving fast, and so is the market and trends. 

 
One has to adapt very quickly, and I think that's the key to success. We have to embrace change and not be afraid to experiment and innovate. The more you prioritise customer centricity and understand how the customer is changing along with their behaviour and trends, the more we will be able to be successful in whatever we are doing. I think that God is in the details. So, small things make a big difference. 

 
Read More: <a href="https://www.storyboard18.com/brand-makers/dont-get-into-any-sort-of-competition-says-rahul-karthikeyan-scaler-academy-18355.htm">Don't get into any sort of competition, says Rahul Karthikeyan, Scaler</a>

Lack of joy at work leads to burnout and stress: Avi Kumar, CMO, FNP

Sports For All (SFA) has appointed Kumar Darpan as Chief Revenue Officer and Rohan Vyavaharkar as Global Head of Partnerships and Strategic Communications. Speaking on the expansion of the leadership team, founder Rishikesh Joshi said, “We are delighted to have Rohan and Darpan join the SFA Leadership team. We believe this will truly boost SFA’s strength & capabilities as a business, propelling our journey to become the strongest sports platform".

Darpan will be the first CRO of the SFA, founded in 2015. Darpan has nearly two decades of expertise in media and entertainment across diverse regions specialising in monetising TV and OTT platforms for companies ranging from Disney Star to Warner Brothers Discovery to Odisha Television Network. Known for his digital marketing, content creation, and AI in media, Darpan has delivered top-tier products and solutions tailored to consumer and client needs.

<a href="https://www.storyboard18.com/brand-makers/pepsico-elevates-adam-warner-to-vice-president-global-sports-entertainment-partnerships-37244.htm">PepsiCo elevates Adam Warner to Vice President - Global Sports & Entertainment Partnerships</a>

"I'm thrilled to be a part of Sports For All's mission to revolutionize sports in India. By creating opportunities for brands to build, own, and benefit from the growing list of participative sporting platforms at SFA, we can collectively have a transformative impact on sports in India. With its experience of nearly a decade, SFA is in a unique position to partner with brands to create unique consumer experiences for athletes, families, parents, and other key stakeholders," Darpan said.

On the other hand, Vyavaharkar has a varied marketing, communications, and sports management background. He was involved in creating content, and campaigns for brands like Red Bull, X India (Formerly Twitter India), Stepathlon, and Omidyar Network India. Vyavaharkar said, “Sports For All is on a mission to change the landscape of Indian sport. We want to build a nation that is healthier, fitter, and with strong values that can be best learned through playing sports. At SFA, we want to build deeper partnerships with all players, from academies to leagues to content platforms, because we believe that the only way to achieve our goals as a company and as a nation is by building a collaborative ecosystem".

<a href="https://www.storyboard18.com/brand-marketing/gcpl-looks-at-gaming-and-esports-ips-for-advertising-opportunities-exclusive-36964.htm">GCPL looks at gaming and esports IPs for advertising opportunities</a>

Separately, SFA has also kicked off its registrations for the SFA School Championships 2024-25 which will take place in 10 locations - Ahmedabad, Bengaluru, Delhi, Hyderabad, Indore, Jaipur, Mumbai, Pune, Uttarakhand featuring up to 31 sports ranging from football and archery to speedcubing and fencing.

SFA runs a tech-enabled multi-sport school championships platform. The SFA Championships showcase competition across 31 sports in sporting venues, empowering athletes and schools to discover and nurture new talent.

Sports For All appoints Kumar Darpan as its first Chief Revenue Officer

Loco, a gaming-focused streaming platform, is encountering significant challenges with its monetization model. Sources have indicated that over the past month and a half, the platform has seen a drastic decline in its Daily Active Users (DAUs) and a reduced number of streamers. Storyboard18 has learnt that Loco is aiming to recover from this situation in the coming months, the platform’s team is currently reassessing its monetization strategies as their Advertising Video On Demand (AVOD) model failed drastically. 

Anirudh Pandita and Ashwin Suresh, founders of Pocket Aces, acquired Loco in 2018 which was earlier known as the Showtime App, originally a live trivia game show app. In 2020, Loco transitioned into a game streaming platform. The platform has raised a total of $51 million in funding, including a $42 million Series A round in 2022 led by Hashed, with participation from Makers Fund, Catamaran Ventures, and Korea Investment Partners. Investors from the company’s seed round, such as Krafton, Lumikai, and Hiro Capital, also participated in this funding round.

In November 2023, Loco laid off 40 employees out of its 110-member team. A senior gaming and esports stakeholder, speaking anonymously, remarked, “This marked a critical juncture for Loco. The absence of a robust monetization model led to substantial expenditures on established YouTube streamers, whose audiences did not migrate permanently to Loco's platform as anticipated.”

He further added, “Their AVOD strategy failed and they struggled to establish a sustainable revenue model. Despite heavy investments in user acquisition, Loco currently finds itself with only a handful of streamers, predominantly broadcasting games like BGMI and GTA V to an audience of 30-40 viewers.”

Players from top esports teams in India, such as S8UL, Godlike, XO, Revenant Esports, Global Esports, 7Sea esports, Skylightz Gaming, Hyderabad Hydras, and Orangutan Gaming, have streamed on Loco. The platform has also hosted major tournaments in collaboration with global publishers like Krafton, Activision, Ubisoft, and Riot Games. Today, the platform does not have any popular streamer. 

Another gaming industry source commented, “It's a straightforward calculation—Loco invested heavily in streaming rights for major tournaments but failed to see corresponding financial returns. They struggled with user retention and competing with established players like Twitch or Kick requires huge investments.”

However, a source familiar with Loco's operations told Storyboard18 that the platform plans to bounce back in the near future, emphasizing a reassessment of their monetization approach.

The source within Loco stated, “We don't view our investment in acquiring streamers from the gaming community as a failure. While our AVOD model failed, our subscription-based offerings received positive response. Furthermore, there is low traffic and handful of streamers on the platform currently as we are also testing new features which cannot be done when the app or website is in its full potential.”

When questioned about potential shutdown plans, the source clarified, “Currently, we are experiencing a slowdown, but there are no plans to cease operations.”

RP-Sanjiv Goenka Group-owned music label Saregama had recently acquired a majority stake in digital entertainment company Pocket Aces Pictures Pvt Ltd, parent company of Loco. Saregama acquired 51.8 percent shares for Rs 174 crore and will look forward to acquire another 41 percent stake in the next 15 months. It was an all-cash deal. 
However, the source close to the development has said that Loco is a complete different entity and this acquisition does not impact Loco’s structuring. 

Storyboard18 attempted to contact Anirudh Pandita, Founder of Loco, for comments on potential fundraising efforts to sustain the platform or the current state of affairs at Loco. As of now, there has been no official response from Loco. The story will be updated if Loco issues an official statement.


Loco’s AVOD model fails, will it bounce back?

The gig economy has transformed the traditional employment landscape in the country with the entry of short-term contracts, freelance work, and flexible job opportunities over permanent full-time positions. According to TeamLease EdTech's titled "Gig Economy Skills: Equipping Youth for Freelance and Flexible Work" report, roughly 76% of the employers said that for gig workers technical and communication skills are critical for their career. Proficiency in these areas is crucial for navigating digital tools and meeting clients' expectations.
 
TeamLease report cited a study that said that India's gig economy has the potential to serve up to 90 million in non-farm sectors, adding around 1.25% to India's GDP. Platforms like Uber, Ola, and Swiggy are notable contributors to the gig economy trend.

The report which surveyed 837 employers across various sectors, mentioned that roles that require moderate experience are commonly outsourced to gig workers. As many as 67.86% of employers prefer gig workers with 1-5 years of experience. At the same time, a small portion (10.71%) of employers are open to hiring gig workers with no work experience.

<a href="https://www.storyboard18.com/brand-makers/ola-uber-and-dunzo-among-worst-platforms-for-gig-workers-bigbasket-tops-fair-work-norms-list-16648.htm">Ola, Uber and Dunzo among worst platforms for gig workers, bigbasket tops fair work norms list</a>

Most employers (78.5%) said that gig workers meet expectations but over 90% of respondents emphasized the significance of digital proficiency. 

The common skill gaps in gig workers include industry-specific knowledge and soft skills, the respondents said. 

On upskilling gig workers, the report highlighted that on-job training and online courses are preferred methods for gig workers to upskill. According to 53.57% of employers, AI and automation skills are projected to be most critical for gig workers, followed by advanced technical skills and sustainability practices.
<a href="https://www.storyboard18.com/brand-marketing/as-ott-platforms-expand-and-woo-talent-new-job-roles-open-up-36131.htm">As OTT platforms expand and woo talent, new job roles open up</a>

"AI and automation skills (53.57%) will be the most critical for gig workers in the next five years, followed by advanced technical skills (21.43%) and sustainability practices (14.29%)," TeamLease EdTech report added.

"The gig economy is not just the future of work but our present. With 78.57% of gig workers meeting or exceeding expectations, we spot a real potential. However, the emphasis on both technical and soft skills highlights the complex demands of this new work paradigm. With over half of the employers prioritizing AI and automation skills, it's clear that continuous upskilling is not just beneficial, it's essential," Shantanu Rooj, Founder and CEO of TeamLease EdTech said.

78% of employers are optimistic about gig workers;  Over 67% of recruiters prefer moderate work experience: Report

After having thoroughly discussed and observed significant challenges and concerns raised by the advertising industry stakeholders, the Ministry of Information and Broadcasting is fostering a more organised and transparent 'self-declaration' mechanism, setting a precedent for other regulatory processes, so to speak.

In its continuous efforts to centralise the mechanism, the Ministry requested the Supreme Court on July 9 to permit only a single portal for uploading a 'self-declaration certificate' for ads in all formats. In its affidavit, it highlighted how doing so can reducing the burden and simplify the bureaucratic process for advertisers and agencies involved.

Read more: <a href="https://www.storyboard18.com/how-it-works/breaking-sc-directs-mib-to-file-affidavit-within-three-weeks-with-recommendations-on-sdc-36568.htm">BREAKING: SC directs MIB to file affidavit within three weeks with recommendations on SDC</a>

Following the SC's directive, the Ministry last month had introduced features on the Broadcast Seva Portal (BSP) for TV and radio advertisements and on the Press Council of India’s (PCI) portal for print and digital/internet ads to submit the certificate signed by an authorised representative of the advertiser/advertising agency. No ads are permitted to run on television, print media, or the internet without a valid SDC.

As of today, PCI has over 76,000 SDCs on its portal and BSP has over 9,000 SDCs.

In its affidavit, the Ministry said, "It is respectfully submitted that Court's order of May 7 for creation of two separate portals, one for print and internet and another for TV, has been been duly implemented. However, for administrative prudence and improving consumer/user experience, it is humbly requested that a single portal for uploading SDC for all media including print, electronic, internet kindly be permitted by the Court."

"This will ensure that all SDCs are readily available at a single portal for public/stakeholder viewing and avoid duplication without diluting the purpose of filing such SDCs," it added in its affidavit.

In another significant move on July 4, the Ministry restricted the SDC mechanism for ads to food and health sectors only, while making it an annual mandate.

Read more: <a href="https://www.storyboard18.com/how-it-works/breaking-food-and-health-sectors-advised-to-upload-annual-self-declaration-certificate-by-mib-36111.htm">BREAKING: MIB advisory on SDC; Only Food & Health sectors to upload self-declaration certificate for ads</a>


Sujata Gupta, Secretary General, DNPA, told Storyboard18 that the proactive engagement of the government and judiciary in addressing industry concerns demonstrates a strong commitment to fostering a supportive environment for stakeholders. 

"This collaborative approach is essential for achieving a balanced and effective regulatory framework," she said.

Implementing a single portal for the SDCs will significantly reduce administrative tasks and eliminate duplication, said experts.

"This streamlined process ensures that advertisers and agencies can focus more on their creative and strategic efforts rather than being bogged down by repetitive administrative procedures. It will also provide a centralised database, making it easier to verify compliance and maintain records," said Ambika Sharma, Founder and MD, Pulp Strategy.

Read more: <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>

Further, reducing the mechanism to only food and health sectors will lead to a better adherence to regulatory standards.

However, according to her, one potential anomaly is the lack of clear guidelines on how to handle advertisements that straddle multiple sectors.

For instance, wellness products often fall under both health and lifestyle categories.

Overall, the ad land believes the MIB is demonstrating its commitment to enhancing the ease of doing business in the advertising sector.

"A centralised portal can ensure uniformity, improve tracking, and provide a user-friendly interface, making compliance easier for stakeholders. If approved, this move could set a precedent for other regulatory processes, fostering a more organised and transparent system," noted Yasin Hamidani, Director, Media Care Brand Solutions.

Ultimately, the single portal simplifies the process for advertisers, offering unified guidelines, metrics, and analytics, he noted.

Read more:<a href="https://www.storyboard18.com/how-it-works/breaking-food-and-health-sectors-advised-to-upload-annual-self-declaration-certificate-by-mib-36111.htm"> BREAKING: MIB advisory on SDC; Only Food & Health sectors to upload self-declaration certificate for ads</a>

With this, MIB can also implement advanced tools for better ad tracking, compliance, and feedback, ensuring transparency and efficiency. 

This focused approach not only optimises advertisers' efforts but also enhances the quality and relevance of content for the audience.

Key representations

With respect to the compliance of the SC order of May 7, the Ministry in its affidavit to the SC highlighted actions taken with regard to stakeholders' awareness, stakeholders' consultation and the creation of BSP and PCI portals.

Read more: <a href="https://www.storyboard18.com/how-it-works/advertisers-fear-unviable-ad-self-declaration-mechanism-will-hurt-innovation-creativity-ask-for-practical-solutions-33682.htm">Advertisers fear 'unviable' ad self-declaration mechanism will hurt innovation, creativity; Ask for practical solutions</a>

The Ministry further presented key concerns raised by various industry bodies and stakeholders.

- Google representative pointed out complexity of the digital advertising landscape, emphasising the challenges in dynamically created ads and compliance due to the sheer volume and variability.

- Nestle representative suggested that until a comprehensive system is in place, the regulation should be self-regulation and non-mandatory, allowing the industry to adjust and develop compliance strategies. 

Read more: <a href="https://www.storyboard18.com/how-it-works/isa-urges-mib-to-postpone-implementation-of-self-declaration-certificate-mechanism-34174.htm">ISA urges MIB to postpone implementation of 'Self-Declaration Certificate' mechanism</a>

- In its representation submitted to the MIB, Advertising Agency Association of India (AAI) highlighted that SDC for each ad is cumbersome due to the high volume of ads. It requested the postponement of the implementation date to address logistical challenges, which was not acceded by the Ministry.

- Indian Newspaper Society (INS) argued that SDC requirement disproportionately affected the newspaper industry especially small and medium-sized agencies and added that the timeline didn't consider the industry input and requested delay until SC's vacation for a fair resolution.

Read more: <a href="https://www.storyboard18.com/how-it-works/ibdf-requests-mib-to-extend-compliance-period-by-45-days-for-self-declaration-certificate-33831.htm">IBDF requests MIB to extend compliance period by 45 days for 'self-declaration certificate'</a>

- Internet and Mobile Association of India (IAMAI) representative emphasised challenges related to scale and complexity in compliance especially in digital advertising. Further, it emphasised about the challenges in compliance w.r.t. dynamic nature of digital ads.

- Digital News Publishers Associations (DNPA) pointed out the difficulty of regulating international advertisers, who operate beyond direct control and compliance with domestic regulations.

- Broadband India Forum (BIF) raised concerns about the burden of managing SDC for every ad and regulatory overlaps with the existing laws, leading to confusion and delays.

- Federation of Indian Chambers of Commerce and Industry (FICCI) expressed concerns about the ambiguity of scope of advertisements and practical difficulties with the implementation.

- National Association of Software and Service Companies (NASSCOM) suggested focusing on curbing unethical advertising practices without overburdening the industry with SDC. It was proposed manageable compliance like SDC as part of the annual or bi-annual statement.

- Association of Radio Operators of India (AROI) representative highlighted that many radio advertisers are small businesses without any digital capabilities and placing an additional burden on radio stations to comply with the SDC requirement is harmful for the radio industry. 

- Advertising Standards Council of India (ASCI) representative pointed out the practical challenges of implementing individual SDC for ads created in, multiple languages and versions, advocating for a more efficient compliance approach.

Read more:<a href="https://www.storyboard18.com/how-it-works/why-digital-advertisers-find-self-declaration-certificate-for-ads-impractical-33684.htm"> Why digital advertisers find Self-Declaration Certificate for ads impractical</a>


The affidavit also included other major concerns raised, such as:

- Local advertisers: FM radio stations in tier-2,3 cities rely on local advertisers who may lack the resources including digital capability for uploading SDC, risking significant revenue loss.

- Volume of ads: The high volume of daily ad creatives makes verifying each SDC within the required timeframe impractical.

- Programmatic/digital ads: Ensuring compliance for numerous programmatic and digital ads is unfeasible and disrupts automation reducing efficiency for many.

- Confidentiality Issues: Mandating SDC before each ad is released risks revealing confidential business strategies, thereby affecting competitiveness.

Other major concerns include operational and financial burden, impact on social media and influencer posts, impact on overseas advertisers, and cost of compliance for multiple entities.

Read more: <a href="https://www.storyboard18.com/advertising/d2c-brands-take-direct-hit-influencer-agencies-not-fully-aware-of-self-declaration-certificate-mechanism-34789.htm">D2C brands take direct hit, influencer agencies ‘not fully aware’ of self-declaration certificate mechanism</a>


In light of these observations, a bench comprising Justice Hima Kohli and Justice Sandeep Mehta, on July 9, directed the MIB to continue conducting brainstorming sessions with stakeholders on how an implementable mechanism can be achieved. The Ministry is also instructed to file an affidavit with their recommendations within the next three weeks.
 
The apex court also appointed an amicus curiae in the case, Shadan Farasat, to assist the court with the implications of this regime, as well as the larger issues raised in the case.

Read more:<a href="https://www.storyboard18.com/advertising/despite-10k-self-declaration-certificates-uploaded-its-not-business-as-usual-for-advertisers-34781.htm"> Despite 80K ‘self-declaration certificates’ uploaded, it’s not ‘business as usual’ for advertisers</a>

MIB continues its efforts to streamline 'self-declaration certificate' mechanism

Zomato has turned 16 and oh, doesn’t everyone know it. The food aggregator platform released an advert in print media and on social media announcing its birthday and it's created quite a buzz, given the popularity Zomato's meme-fied ad strategy with a virality focus. The latest print ad takes inspiration from birthday/celebratory announcements on hoardings that we see around Indian cities usually put out by political parties, politically-inclined individuals or other government-related officials.

The style of the Zomato ad is exactly how you’d probably imagine it to be. Very Indian, very respectful, very local. The layout too is similar. Founder Deepinder Goyal’s picture in large with smaller images of other company officials seeking thanks. 

Is Zomato trolling politically-inclined Birthday ad hoardings for likes? Sure. But nobody's complaining. 

<iframe src="https://www.linkedin.com/embed/feed/update/urn:li:share:7216672857395748864" height="648" width="504" frameborder="0" allowfullscreen="" title="Embedded post"></iframe>

It’s interesting to see how viewers of the ad instantly made the connection to the ‘poli-greetings’. An announcement that is something that you’d normally just see and forget has actually made an impression and amassed engagement for Zomato's social media handles. And, if Zomato's marketing history is any indication, the company knows very well how to pique the audience's interest. 

A LinkedIn user wrote, “I have always maintained, Zomato is an Advertising/Branding Agency that also does food delivery.” 

Another user wrote, “I’m sure, all Zomato marketing member are backbenchers and in there college time they were making birthday banner and now the joined Zomato प्रचार विभाग”

The pursuit of virality and moment-driven marketing has resulted in grand successes but also many great flops. This one, it seems, gets the people's vote. 

Viewers are able to immediately associate Zomato’s ad with local announcements, indicating that sometimes something as rudimentary as a birthday announcement is enough to get the ‘janta’ to appreciate the brand's effort and perhaps even get them to avail ‘Gold’ membership, as indicated and offered in the ad. 

“I will unfriend my friends if they don't make such a card on my birthday,” said another internet user.

Zomato trolls ‘poli-greetings’ for its Birthday ad; Food delivery major gets the people's vote

By Rubeena Singh

In this dynamic and highly evolving landscape of Indian influencer marketing, brands often find themselves at crossroads when choosing between micro and macro influencers. Each category brings its unique strengths to the table, shaping brand narratives in profoundly different ways. Understanding these nuances is crucial for marketers aiming to leverage influencers effectively.

Here are a few parameters which brands need to keep in mind while crafting a long-term strategy for themselves.


Defining micro and macro influencers


Firstly, let’s delineate the two. Micro influencers typically have followers ranging from 10,000 to 100,000. They are often revered for their niche expertise and high engagement rates. Macro influencers, on the other hand, boast a follower count exceeding 100,000, often reaching into the millions. These influencers offer vast reach and are usually household names. Depending on your brand’s core TG, it is essential to address this area in the initial phase.


Engagement: Depth Over Breadth?

Studies suggest that micro influencers maintain higher engagement rates compared to their macro counterparts. This is largely due to their perceived authenticity and closer relationships with their audience. In the context of the Indian market, where diverse languages and cultures coexist, micro influencers can engage deeply with specific communities or interest groups, making them invaluable for brands that aim for a focused impact.


For instance, recently at AnyMind Group, we executed a vernacular campaign with a leading Jewellery brand in Maharashtra where the brand wanted niche Micro creators who would resonate with their local target audience. With the help of our proprietary tech platform, AnyTag, we curated Influencers from the specified region and executed the campaign. This approach helped the brand to increase footfall in their stores since the content created by the Influencers was very localised which resonated with the brand's target audience.


Impact: The Wider the Better?

Conversely, macro influencers excel in creating broad awareness quickly. They are the go-to for brands seeking to launch a new product or enter a new market. For example, a smartphone brand launching in India might collaborate with a macro influencer to tap into their extensive reach, ensuring that the product gains immediate visibility across diverse consumer segments. We ran a macro creator-led festive campaign for Blue Heaven Cosmetics, wherein we leveraged TV celebs and other macro-Instagram influencers to drive massive pan-India reach and buzz for their new product range launch. This helped us in garnering a cumulative reach of 4.68M with total views of 8.1M+.


This approach is particularly effective in saturated markets where cutting through the noise is paramount. The endorsement by a well-known personality not only garners attention but also lends credibility to the product.


Cost-effectiveness: Budgeting for influence

Budget constraints are another critical factor influencing the choice between micro and macro influencers. Micro influencers are typically more cost-effective, allowing brands to engage several influencers for the price of one macro influencer. This can be a strategic advantage for startups or small to medium enterprises (SMEs) that require a high ROI on limited marketing budgets.


Moreover, campaigns engaging multiple micro influencers can lead to a ‘network effect’, where the combined reach and authenticity drive more profound cumulative impact than a single macro influencer might achieve.


Use cases in the Indian market


Fashion and Lifestyle: Micro influencers are ideal for fashion brands aiming to showcase real-life applications of their products. A micro influencer wearing a brand's new line in their daily, relatable setting can influence purchase decisions more effectively than a celebrity who might appear inaccessible.


Technology and Electronics: Macro influencers often help tech brands achieve a splash during product launches. Their ability to reach millions means that new gadgets gain instant visibility across a broad audience.


Health and Wellness: Here, both micro and macro influencers can be pivotal. A health drink brand might use micro influencers to generate authentic testimonial-based content, while also partnering with a macro influencer for a broader awareness campaign.


Conclusion


Choosing between micro and macro influencers should not be an either/or proposition but a strategic decision based on the specific goals, budget, and target audience of a campaign. In the intricate tapestry of Indian markets, where consumer segments are as diverse as the cultures they represent, a nuanced approach to influencer marketing can yield unmatched dividends for brands. Engaging a combination of both influencer types, tailored to different phases of the marketing funnel, can harness the strengths of each to create a holistic impact.


Rubeena Singh is the country manager India & MENA, AnyMind Group.


Read More: <a href="https://www.storyboard18.com/advertising/anyminds-otohiko-kozutsumi-and-rubeena-singh-on-gaming-influencer-marketing-and-more-25692.htm">AnyMind's Otohiko Kozutsumi and Rubeena Singh on gaming, influencer marketing and more</a>

Micro vs Macro influencers – what works best for your brand

Two employees are present in the cabin of their boss. As one of the subordinates meekly prepares tea for him, the other angrily faces rejection when he submits reports. 


As the hotel reservation desk comes online, and the boss tries to clarify his name to the desk, one of them chips in and expands the whole name through profanities, stating H for Hitler, A for Arrogant, R for Rascal and I for Idiot.


As it stuns the boss, which is played by actor Bobby Parvez, the meek subordinate adds: S for Shameless.


There is a necessity to connect with the audience at an emotional level. The addition to this was humour, stated Info Edge founder Sanjeev Bikhchandani in a conversation with Storyboard18.


This is exactly what reflected in the Hari Sadu ad (for Naukri.com) of 2006.


Genesis of the campaign


On May 1, 1995, Bikhchandani cemented the foundation of technology company Info Edge Private Ltd, which owns job portal Naukri.com, launched in March 27, 1997.



As Sanjay Sharma, former chief creative officer at FCB Ulka puts it in a conversation, online business was not popular then, and the medium was not taken seriously. They approached the agency with the intention of ‘popularising’ their online business.



Bikhchandani told Storyboard18 that, in the mid-2000, The Economist had conducted a survey on ‘why people switch jobs’ in collaboration with Egon Zehnder, a global organisational consulting and leadership advisory firm. 


Post the survey, one of the data points highlighted that ‘career advancement’ was not the reason for people switching jobs. Eight percent of the audience cited their unhappiness with the boss to be one of the reasons. This data point, as per Bikhchandani, got stuck with the agency folks.


According to FCB Ulka, there are three great relationships in this world. One is of the mother-son relationship. The second is the mother-in-law, daughter-in-law relationship, which has been done to death in the Saas bahu serials. 


The third is between the boss and the subordinate, which has been unexplored. 


Hence, Sharma came up with the idea of doing a campaign around ‘bad boss,’ with the basic ingredients being humour plus emotional connect. 


“My philosophy has been that consumers are not buying products but sentiments. If we approach consumers on a sentimental level, they will be ready to walk with the brand for some distance.”


Citing how ‘petrified’ they were when they took the concept to the client, he said: “The irony is that the business of Info Edge is to sell jobs, and they approach employers, too. And you are bashing the employer in your advertising?”


‘Hari Sadu’ is the third in the series of ads that were conceptualised around bad bosses. 


The first was around an employee water squatting on the boss in the washroom. The second revolved around the birthday of the senior, where the cake is kept on the chair, and he sits on it. Both the commercials were done by FCB Ulka.


But the ‘Hari Sadu’ ad, as Sharma puts it, showed a bold move from the client side to proceed. 


The script was penned by Sharma, and Vasudha Mishra, the agency’s copywriter, improvised it.


Sharma reminisced that four to five scripts were written and were presented to them.


According to Sumeet Singh, chief marketing officer, Info Edge, “Sanjeev (Bikhchandani) and Hitesh (Oberoi, then COO and director) have always had this way of calling a few more people internally, and observing their reactions on the scripts. We heard a few more and then there were two contenders, where one of them was Hari Sadu.”


Reactions were observed. Since the discussion here was on bosses, the thought process was the fear of backlash from the HR community. But team members were assured that it wouldn’t happen.


However, Sharma notes that it took eight months for the script to be green-lit. During this period, Bikhchandani asked him, “What is your conviction on this script?” Sharma responded by stating that it was ‘100 percent’.


After eight months, he said, “Let’s do it. Let us see what happens.”


Filming and marketing strategies


Rajesh Krishnan was the director of the film. According to Sharma, the biggest improvement to the film was given by Krishnan. The first two commercials were directed by Sabal Singh Shekawat. 


Sharma was dismayed with the ending of the script he had penned. When Krishnan visited Sharma’s office, he shared his concerns. To sound polite, some other adjective was chosen for ‘S’. It was Krishnan who suggested going with ‘Shameless’.


Sharma explained: “When you write the script, the director's belief is very important. If your director doesn't believe in your script, the script doesn't go viral.”


“If you look at the lighting, it's very dramatic. It's like a theatre. That's the type of space it was shot in,” he said.


<iframe width="560" height="315" src="https://www.youtube.com/embed/31Dr9bybVfw?si=09M-TKGVawwQma16" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>


The ad was shot in December 2005, and was released on every television channel in February 2006. 


Since the business of Info Edge was online, not much was invested in print. Experiments were done in the outdoor medium too, but, as Sharma put it, they did not derive ‘fun’ out of it.


The target audience were youth, followed by employers. “Since employers generate business, demand is created from the employers’ end,” Sharma added.


The commercial was critically and commercially acclaimed. 


It won the Campaign of the Year award in 2006 at the Advertising Club Kolkata, Consumer Connect Awards, and a bronze at the APAC Effies Awards in Singapore in 2008, stated a media report.



The aftermath


In an era which was not social media or digitally savvy, the ad created a buzz, which got people talking positively. However, with every pros comes a con. 


The Hari Sadu ad got embroiled in a few controversies. There was a controversy around the name Hari, which also means God. But it died down in a day.


Then there was a controversy related to a 11-year-old student named Hari Bhanot in Chandigarh. He was in grade five or six. According to Singh, the boy’s father claimed that his son was being humiliated in school and was being called these names. He began putting pressure on Naukri.com to take the ad off.


But Info Edge heard only positive reviews from clients, and the sales touched a positive figure. 


The boy’s father had also gone to the media and Sandeep Bhargav, who was the head of Info Edge’s Delhi branch, along with Oberoi, had to go to give a lot of media interviews to explain their side of the story. 


A case was filed with the Advertising Standards Council of India, and it was won by Info Edge. Then they visited the boy and the school principal in Chandigarh. However, the principal contradicted the claim, as given by the boy’s father.

 
Later, it came to light that the boy's father was running his own PR agency. 


“Since people wrote to the media, we made sure that we touched base with everybody,” added Singh. 


Why did it stand out?


According to Sharma, “Every creative agency gets a brief to make an ad. Since advertising is a very herd mentality industry, the client always tries to give a brief to create something around a successful thing. Hence, the creative head gets stuck here.”


Through this ad, FCB Ulka, which believed advertising is a serious business, learnt that it is not a serious business but a sensitive business.


It has been more than a decade since Hari Sadu graced the screen. While it enjoyed profound success, would it still be relevant in today’s times?


As Bikhchandani notes, the ad has not been run since 2011.


“Today, bosses are not that authoritative, right?” said Singh. 


Post Hari Sadu, the next ad was on ‘Drag yourself to work’. Info Edge would conduct surveys once in a year or two. Before COVID-19, what was realised was that bosses were the highest reason why people were leaving jobs, like it was in the past. The relationship between a superior and a subordinate changes with time. 


Five to six years ago, when Info Edge conducted a survey, people leaving organisations due to ‘bad bosses’ did not have a majority vote.


“While the Hari Sadu ad still gets a smile, and since we all have good days and bad days with our bosses, maybe it's not as relevant as it was in those times,” Info Edge’s CMO concluded.

 
Read More: <a href="https://www.storyboard18.com/advertising/one-black-coffee-please-the-ad-that-won-india-her-first-lion-at-cannes-35728.htm">One black coffee, please: The ad that won India her first Lion at Cannes</a>

Remember Hari Sadu? Will that ad still work?

On May 17, MRF ended its partnership with the International Cricket Council (ICC). MRF was a partner of the ICC for eight years and ended it just two weeks prior to the T20 World Cup. 



MRF’s move comes as other premium sponsors of the ICC too are contemplating their association, according to a report on CricketNext. Reports also suggest that sponsors are unhappy with the current management of international cricket and are currently reevaluating their partnerships with the ICC. MRF has officially withdrawn.



Excluding DP World and Aramco who are yet to express concerns regarding the ongoing partnership with the ICC, most of the other sponsors are figuring out their returns on the investment or working on an exit strategy.



Partners evaluating their stance is understandable given that the T20 World Cup is being played in a time zone that is not suitable for their interests, with the earliest match starting at 8pm IST. Additionally, the ICC’s very dull build-up hasn’t helped either, reported CricketNext. 



There has been no formal announcement of a new global sponsor from the ICC. A decision is likely to be made on the same at the end of the T20 World Cup. 



MRF ends partnership with ICC ahead of T20 World Cup; Other premium partners reconsider sponsorship

Excluding DP World and Aramco who are yet to express concerns regarding the ongoing partnership with the ICC, most of the other sponsors are figuring out their returns on the investment or working on an exit strategy.

OpenAI is testing a new search engine, SearchGPT, with real-time summarised information from the web with links to relevant sources. It uses generative artificial intelligence to produce results.

Touted as the direct competition to Google, the AI search engine is powered by the GPT-4 model family. It is currently in its prototype testing phase and is limited to 10,000 test users at launch.

In a blog, OpenAI said that while this prototype is temporary, it plans to integrate the best of these features directly into ChatGPT in the future. 

"Getting answers on the web can take a lot of effort, often requiring multiple attempts to get relevant results. We believe that by enhancing the conversational capabilities of our models with real-time information from the web, finding what you’re looking for can be faster and easier," it read.

"SearchGPT will quickly and directly respond to your questions with up-to-date information from the web while giving you clear links to relevant sources," it added.

OpenAI is working with third-party partners and using direct content feeds to build its search results. 

It is also launching a way for publishers to manage how they appear in SearchGPT, so publishers have more choices.

"We are committed to a thriving ecosystem of publishers and creators. We hope to help users discover publisher sites and experiences, while bringing more choice to search. For decades, search has been a foundational way for publishers and creators to reach users. Now, we’re using AI to enhance this experience by highlighting high-quality content in a conversational interface with multiple opportunities for users to engage," said OpenAI.

Robert Thomson, Chief Executive, News Corp, said, "For the heavens to be in equilibrium, the relationship between technology and content must be symbiotic and provenance must be protected.”

Soon after the National Basketball Association (NBA) announced 11-year media rights deals with the Walt Disney Company, NBCUniversal and Amazon Prime Video which includes streaming and broadcast distribution starting with the 2025-26 season, it stirred up conflicts with Warner Bros. Discovery (WBD). 

Read more: <a href="https://www.storyboard18.com/digital/amazon-prime-video-inks-11-year-global-media-deal-with-nba-37905.htm">Amazon Prime Video inks 11-year global media deal with NBA</a>

The league, apparently, has rejected WBD's bid to match Prime Video’s $1.8 billion per year offer. 

While announcing the deal, the NBA said that WBD's offer "did not match the terms of Amazon Prime Video's offer."

“The digital opportunities with Amazon align perfectly with the global interest in the NBA. And Prime Video’s massive subscriber base will dramatically expand our ability to reach our fans in new and innovative ways,” added NBA Commissioner Adam Silver.

Result of this, WBD reportedly is threatening to sue the league. It has to be noted if it loses the legal battle, it could damage WBD's reputation in any future media rights talks with other leagues.

WBD's TNT Sports now has released a statement on NBA media rights. According to it, WBD matched Amazon’s offer as is its right under an existing contract and do not believe the NBA can reject it.

TNT Sports is a division of WBD and is considered a global leader in the delivery of premium sports content.

It said, “We think they have grossly misinterpreted our contractual rights with respect to the 2025-26 season and beyond, and we will take appropriate action. We look forward, however, to another great season of the NBA on TNT and Max including our iconic Inside the NBA.”

According to the new draft of the Broadcasting Services (Regulation) Bill that the government shared with stakeholders, social media influencers, creators, or podcasters who upload content specific to the news genre and current affairs could be classified as 'Digital news broadcasters'.

As reported earlier, on July 9, the Ministry of Information and Broadcasting (MIB) added new provisions to the Bill. One of which said that the OTT and digital news broadcasters have been exempted from criminal penalties for failure to notify the government upon surpassing the statutory threshold. Additionally, the definition of OTT broadcasting service has also been revised, which now includes social media creators.

Read more: <a href="https://www.storyboard18.com/how-it-works/advertising-codes-for-linear-on-demand-broadcasters-to-vary-under-new-draft-broadcasting-services-bill-36998.htm">Advertising codes for linear, on-demand broadcasters to vary under new draft Broadcasting Services Bill</a>


The Bill was first released for public consultation in November 2023 and aims to unify all broadcaster regulations into a single law. However, broadcasters and streaming services have been raising various concerns in meetings with the Ministry.

The Ministry has also requested feedback and comments by July 31 on the latest version of the Bill. Concerns have also been raised around the purview of the music streaming services, and AI-generated content.

In its recent meeting with the streaming service providers and broadcasters on July 9, MIB discussed the Bill's purview concerning social media news content and other concerns raised by the stakeholders in the past.

The Ministry shared with the stakeholders that it has added a new provision that grants the central government power to direct any internet service provider or social media company to take appropriate action for implementation of the Bill. Additionally, the Ministry is reviewing the existing program and advertising codes, as there is a suggestion to have different program and advertising codes for both linear broadcasters and on-demand broadcasting.

Read more: <a href="https://www.storyboard18.com/how-it-works/mib-meets-stakeholders-on-regulating-ugc-on-social-media-under-broadcast-services-bill-36873.htm">MIB meets stakeholders on regulating UGC on social media under broadcast services bill</a>

The latest version is the second draft of the Bill is said to replace the Cable Television Networks Act, 1995.

The last meeting saw representations from broadcasters including Netflix and Hotstar, streaming platforms like Spotify, social media companies with the likes of Google and Meta, and industry associations including FICCI, NBA, and IAMAI.

"Don't miss out! You have only 5 minutes left to enroll at the current price. The course price will rise to Rs 50,000 after that, so act now!". 

Have you also come across such advertisements? Are you someone who acted promptly and purchased the course?

The internet is inundated with innumerable below-average courses on the stock market and investments that target gullible investors by charging exorbitant fees. 

Last month, the market regulator, Securities and Exchange Board of India (SEBI) cracked down on unregulated financial influencers who might be giving misleading investment advice. However, Sebi allowed people to educate others about investing, as long as they're not giving specific advice or promising guaranteed returns.

Storyboard18 checked the background of some of the finfluencers (someone who shares money management advice on social media platforms like YouTube, Instagram, Facebook, and others) who are not Sebi-registered but are selling "certified paid courses" on trading. Most of them have changed their intro to 'educationist', and 'digital creator ' and have disabled the comment section.


Pratyush Kumar, whose Instagram handle name is Stock Burner, has put a disclaimer in posts that read, "All information on this page is for educational purposes only. We are not Sebi registered. We only try to provide important information. We do not want to invest/trade based on our posts. You must consult your financial advisor. We will not be responsible for any of your profit/loss". Several other similar accounts have started adding disclaimers. 

Kavitha Menon, a Sebi-registered investment advisor, appreciated the market regulator's decision but said protecting the retail investors is a long way off.

Menon said,"They have only made one important change and left the other one open. Education is a subjective and open-ended term leaving to being manipulated at a whim. I have always maintained that any educator must be qualified by education and experience. We don't hire teachers in our schools without basic training and qualifications, so why allow anybody and everybody to run courses on investing".

Do online courses add value?

Storyboard18 spoke to some of the retail investors who purchased courses from financial influencers such as Akshat Srivastava (2.13 million YouTube followers), CA Rachana Phadke Ranade (4.97 YouTube followers), and Sharan Hedge (3.1 million YouTube followers). The responses were subjective- both critical and laudative. 

An individual, who wishes to remain anonymous, purchased a personal finance course by The 1% Club, co-founded by Sharan Hegde. The individual said, "I paid between Rs 7,000 to Rs 8,000 fee, and the course offered guest lectures of certified people. It was a good beginner course perhaps I had higher expectations".

Digital marketer Harshit Agarwal enrolled in one of the courses by YouTuber Akshat Shrivastava in June 2022. Agarwal said, "Before joining Akshat Shrivastava's course, I was randomly investing in stocks and mutual funds. I did not know how to build a portfolio. However, after I purchased Srivastava's course, I learned about investing in stocks that otherwise I would never have done on my own. I also learned about investing in different sectors, as well as, on international stocks such as Alphabet, Apple Inc, Meta, etc". Agarwal said he purchased the course for Rs 23,000 and had one year of access to it. He claimed that he booked 135% of profit in around 18 months by investing in Meta and 117% of profits in nine months by investing in HDFC MC.

Notably, Srivastava is not a Registered Investment Advisor (RIA). Last year, in a post on X, he mentioned that becoming an RIA was a "hyper complicated process and required massive compliances". 

Some of the individuals have taken the ed-tech platform routes to become financial coaches. A working professional showed Storyboard18 how to become a trainer on the American learning platform Udemy. Shockingly, the platform never checks the educational records of the educators.

An official from Udemy responded to Storyboard18's query on signing into the platform as a coach. Scott Rogers, Senior Vice President, Instructor & Content Strategy at Udemy said, "Although signing up is designed to be simple and accessible because we want to encourage knowledge sharing, only the most insightful and well-prepared content stands out".

In case of inappropriate content, Rogers added, "If an instructor violates any of Udemy’s policies, their account will receive strikes and immediate action will be taken. These actions can range from mild measures, such as warning emails, to severe consequences, such as blocking or removing their course or account".


Problem for regulated educators


Raghav Gupta, co-founder at The 1% Club told Storyboard18 that they onboard experts after doing a background check, like inspection of content, taking reviews of former students, and conducting multiple rounds of interviews. Gupta acknowledged the need to regulate the online courses on trading and investment. However, the issue arises when an uncertified individual creates a substandard course on investment and absolves himself of any responsibility in case of financial loss to his student, he added.

SEBI Registered Research Analyst Sumit Shrma said, "There should be some eligibility requirement for selecting a teacher to teach a particular subject. Online platforms should disclose the qualification of the educator and potential conflict of interest".

Nevertheless, Shrma added the rising interest in the stock market and the mass followership of influencers are likely to overshadow regulated entities. He said, "The market share of finfluencers selling courses will eventually increase and regulated courses will struggle to match numbers as they are bound by compliances".

However, Menon suggests, "SEBI in conjunction with National Institute of Securities Markets (NISM) should offer a mandatory training program for anybody who wants to run a course on investing," the investment advisor added that "Institutions who are into training should only hire such qualified professionals".

Shrma added, "The best solution to prevent people from financial course-related traps is to restrict and regulate the advertising and marketing of such courses. The crackdown is required on social media and internet platforms where these sorts of courses are being provided".

(Note: We have updated the story by adding a quote from Scott Rogers, Senior Vice President, Instructor & Content Strategy at Udemy)

Amazon Prime Video and the National Basketball Association (NBA) have announced an 11-year media rights agreement set to commence with the 2025-26 NBA season. Prime Video will present exclusive global coverage of 66 regular-season NBA games, including an opening week doubleheader, a new Black Friday NBA game, and all games from the Knockout Rounds of the Emirates NBA Cup, including the in-season tournament’s Semifinals and Finals.

Prime Video also acquired rights to exclusive coverage of every game of the postseason SoFi NBA Play-In Tournament, first and second-round playoff games, and Conference Finals in six of the 11 years of the deal. Prime Video will distribute its package of games in the U.S. and internationally, with an expanded package of games in select territories, including Mexico, Brazil, France, Italy, Spain, Germany, the United Kingdom and Ireland. This expanded package includes a minimum of 20 additional primetime regular season games each year, a Conference Finals series each year, and the NBA Finals in six of the 11 years.

As part of the agreement, Prime Video Channels will also be the strategic partner and third-party global channels store destination for NBA League Pass, the NBA’s subscription service for streaming live and on-demand games, in the U.S. and internationally.

“The digital opportunities with Amazon align perfectly with the global interest in the NBA. And Prime Video’s massive subscriber base will dramatically expand our ability to reach our fans in new and innovative ways,” said NBA Commissioner Adam Silver.

“NBA and WNBA basketball will serve as yet another cornerstone of the robust sports business our Prime Video team has built in just the last six years,” said Mike Hopkins, Head of Prime Video and Amazon MGM Studios.  

“When combined with our original films and shows; partner streaming services; licensed content; and rent or buy titles – our sports offering is a major driver of Prime Video’s evolution into a genuine one-stop shop for everything our customers want in video,” he added.

Jay Marine, Global Head of Sports, Prime Video said, “Over the past few years, we have worked hard to bring the very best of sports to Prime Video and to continue to innovate on the viewing experience. We’re thrilled to now add the NBA to our growing sports lineup, including the NFL, UEFA Champions League, NASCAR, NHL, WNBA, NWSL, Wimbledon, and more."

Prime Video’s regular season NBA coverage will tip off at the start of the 2025-26 season with an opening week doubleheader, and will include Friday night games, select Saturday afternoon games, and Thursday night doubleheaders, which will begin in January 2026 after the conclusion of Prime Video’s Thursday Night Football schedule. Prime Video will present live NBA pregame, postgame and halftime shows as part of its coverage, with additional details around talent and production to be announced at a later date.  

It will also stream half of all NBA Summer League games, as well as a package of WNBA and NBA G League regular-season and postseason games.

The international live game package rights extend worldwide, with the exception of Greater China, Poland, Finland, Sweden, Norway, Denmark, and the Netherlands, with rights in Canada beginning in the 2026-27 NBA season.

Amazon Prime Video inks 11-year global media deal with NBA

Having grown in double digits in FY24, Modenik Lifestyle is on the path to grow in the mid-teens this year and plans to double the growth in the next three to four years. This revenue growth will be driven by leveraging its two major brands— Enamor and Dixcy across various channels, expanding the geographic footprint, and capitalising on India's economic growth. 

Apart from brick-and-mortar stores and e-commerce presence, interestingly, for Modenik Lifestyle, quick-commerce has become a significant channel for growth.

In an interesting conversation, Shekhar Tewari, CEO of Modenik Lifestyle, talks about how the company continues to target both metro-centric sophisticated audiences and buyers in the hinterlands.

Last month, Modenik Lifestyle- backed by Advent International, also announced the appointment of L.V. Vaidyanathan, former Chief Executive and Managing Director at P&G India, as its Executive Chairman effective July. 

Tewari highlights how the company is set for accelerated growth after Vaidyanathan’s appointment.

Read more: <a href="https://www.storyboard18.com/brand-makers/pgs-l-v-vaidyanathan-joins-modenik-as-executive-chairman-32847.htm">P&G's L.V. Vaidyanathan joins Modenik as executive chairman</a>

The innerwear maker’s portfolio includes five brands: Dixcy Scott Originals, Dixcy Scott Maximus, Josh by Dixcy Scott, Slimz and Enamor. In the country, it competes with Page Industries, the exclusive licensee of Jockey International Inc.

Edited excerpts:

How do you intend to grow in the current fiscal?

As a company, we grew double digits in FY24 and grew higher than the top quartile of the competition. By the end of this fiscal, we expect mid-teens growth for Dixcy and much higher growth for Enamor. The revenue ratio between Enamor and Dixcy is 30:70, respectively.

Overall, the company aims to double its revenue growth in the next three to four years. 

What gives the confidence?

The men's and women's wear markets in India are substantial, but precise figures are unavailable due to the lack of syndicated studies. The men's wear market is highly branded, with five or six major national brands earning revenues between Rs 1,000 and 4,000 crores, dominating the unbranded segment.

In contrast, the women's wear market is similar in size but predominantly unbranded. Few large national brands exist, yet the branded segment is growing faster due to rising brand awareness and financial independence among women. Our company holds a significant share in both markets, though specific figures are not available.

We aim to capitalise on the trend of women becoming more fashion-conscious and financially independent, driving growth in the branded women's wear market over the next 8-10 years. We are confident these strategies will achieve substantial growth in both men's and women's wear markets. 

Overall, Dixcy's established strong presence in smaller towns and Enamor's entry into largely unbranded markets position both brands well to capitalise on the growth opportunities in Bharat.

How receptive is Bharat to your brands?

Both Dixcy and Enamor are experiencing significant growth in Bharat, which includes smaller towns and rural areas in India. Dixcy, with sub-brands like Dixcy Slimz targeting various niches such as the economy women's segment, is already widely distributed in tier-two and three towns, maintaining a presence in tier-one cities as well. The growth in these smaller towns is driven by increasing media consumption through television, OTT platforms, and digital channels, which create demand even in areas without a physical presence. This demand is further supported by online orders from these regions.

Enamor, positioned as a mid-premium to premium brand in women's lingerie, has also seen notable growth in Bharat. Over the past five to six years, the increasing penetration of mobile and digital media in smaller towns has exposed consumers to similar media as in urban areas, leading to a surge in demand. Although high distribution costs pose a challenge to establishing a physical presence, the rise of online shopping allows Enamor to reach PIN codes without physical stores.

Additionally, the growth of e-commerce has significantly expanded market reach, allowing both brands to serve customers in areas where they lack physical stores. 

As P&G's L.V. Vaidyanathan joins Modenik, how is the company set for accelerated growth?

The company's long-term vision remains steadfast, emphasising continuity and stability. LV brings with him extensive experience from his 28-year tenure at P&G, renowned for his leadership in sales and business turnaround strategies. His addition promises significant value to our team, enhancing our capabilities and guiding us towards future success.

How have you strategised the growth plan for this year?

Our growth will be driven by strategically leveraging the brands across various channels, expanding the geographic footprint, and capitalising on India's economic growth. By focusing on these areas, we aim to achieve mid-teens growth and solidify our market position.

Our strategy includes tailoring communication to diverse markets and leveraging strengths to build a stronger presence. By focusing on areas where we already have a strong presence, we will use our learnings to expand into new regions and optimise our distribution networks.

Talking about communication, shed some light on your marketing strategy…

The advertising budget for this fiscal has gone up by around 25-30 percent over the last year. Our marketing strategy has evolved to prioritise consumer-centric approaches, adapting to shifts in consumer behavior and market dynamics.

Each brand's ad budget allocation reflects its target audience and market positioning. For Dixcy, we prioritise mass media, such as television and out-of-home advertising, to reach a broad audience. Despite the higher costs, digital advertising has grown with 20-25 percent of Dixcy's budget now allocated to digital media to enhance reach, especially in saturated markets like Uttar Pradesh.

For Enamor, a mid-premium to premium brand targeting a metro-centric and sophisticated audience, our focus is primarily on digital media. Almost all of Enamor's advertising is digital or out-of-home, with about 70-80 percent of the budget allocated to digital media. This approach leverages celebrity endorsements and targets high-traffic areas crucial for apparel and fashion brands.

What importance do marquee properties hold for your brands?

For Dixcy, marquee properties are crucial, targeting males aged 18 to 45 in SEC B and below segments, with a strong focus in Andhra Pradesh. We leverage blockbuster movies like 'Pushpa' for extensive visibility and engagement. Cricket, particularly through events like IPL and the T20 World Cup, also plays a significant role, supported by brand ambassadors Yashasvi Jaiswal and Mohammed Siraj. Meanwhile, Enamor enhances digital engagement and explores innovative digital properties.

How has the retail presence of the brands been growing? Heard quick-commerce has also become a significant channel?

Levi's innerwear sells through a strong presence on e-commerce, 350 exclusive brand outlets (EBOs) and multi-brand outlets (MBOs).

Dixcy is already well-distributed in tier-two and tier-three towns, with a well-established presence in tier-one cities. Its growth will come from expanding across various geographies.

Enamor spans four main channels: department stores, EBOs, online platforms, and MBOs, including small mom-and-pop stores and we see significant opportunities across all these channels. There are more than 70 EBOs for Enamor, and we should cross 100 this year.

One of our most successful recent initiatives is leveraging quick commerce. Initially focused on groceries and FMCG products, quick commerce is now expanding into new categories, including lingerie. Our early results on quick commerce platforms have been phenomenal, and we anticipate substantial growth from this channel. With the convenience of shopping and return policies, online sales are expected to continue growing.

In terms of sales, please share the revenue breakup between the offline and online channels?

Dixcy predominantly operates as an omnichannel business, with approximately 98 percent of sales from multi-brand outlets (MBOs) and online platforms, excluding department stores and exclusive brand stores. In contrast, Enamor's e-commerce segment constitutes a substantial 25 percent to 30 percent of our total business and is rapidly growing compared to offline channels.

Our increased investments in online channels are pivotal, given their rapid evolution. We prioritise leveraging technology and data-driven insights to enhance supply chain efficiency, utilising AI and predictive modeling for optimised inventory management across the network of 300 warehouses and beyond.

Also, while we explore AI/ML applications, their integration into our operations is still in early stages.

Read more:<a href="https://www.storyboard18.com/how-it-works/positive-budgetary-measures-to-push-brands-increase-advertising-spends-by-least-15-percent-to-tap-rural-demand-in-h2-37732.htm#google_vignette"> Positive budgetary measures for rural to increase advertising spends by 15 percent in H2</a>

How optimistic are you of rural revival? 

The recent period has presented significant challenges, particularly in the post-COVID environment, impacting FMCG sectors which have endured several challenging quarters. However, recent data shows signs of a turnaround. Factors such as a favourable monsoon, supportive budgetary measures, and increased liquidity are starting to alleviate stress, particularly in essential categories like basic consumer goods. Consumer behaviour, as noted by Alan Greenspan, often mirrors broader economic conditions, including in categories like men's underwear. Despite pressures such as down-trading and reduced consumption, optimistic signals of recovery are emerging, bolstered by stable inflation and supportive economic policies. Over the next three to four months, we anticipate a gradual demand revival, particularly in rural areas, buoyed by these positive developments.

The Union government defended the formation of a fact-checking unit (FCU) before the Bombay High Court on July 24, arguing that the right to receive factually correct information and the right not to be misled were just as vital as the right to free speech and expression under Article 19(1)(a), as per reports.

Stand-up comedian Kunal Kamra, the Editors Guild of India, and the Association of Indian Magazines have challenged the constitutionality of the Information Technology (Intermediary Guidelines and Digital Media Ethics Code) Amendment Rules, 2023, which allow an FCU of the Union government to identify "fake, false, or misleading" online content "related to the business of the Central Government" and demand its removal, the report further stated.

Justice A.S. Chandurkar, the tie-breaker judge, is hearing arguments in the case after a Division Bench of the High Court issued a divided ruling on January 31, 2024.

Solicitor-General Tushar Mehta of the Union government stated that the FCU will protect people against incorrect information.

"This strategy is the least restrictive method for combating fake, incorrect, and misleading information. Private companies and individuals have fact-checking teams, and the government is equally justified in giving correct information to the public. In many cases, the government serves as both arbiter and beneficiary, such as in property disputes. However, in this case, I do not act as an adjudicator. "My (government's) role is simply to identify and highlight instances of falsehood or misinformation," he explained.

Solicitor-General Tushar Mehta of the Union government stated that the FCU will protect people against incorrect information.

The petitioners finished their argument.







Union govt defends formation of fact-checking unit before Bombay High Court

Rediffusion has announced the launch of Konjo, a specialist agency that will provide strategic thinking and brand support to new-age startups. The agency will be based in Mumbai, Bangalore and Delhi and will be overseen by Carol Goyal, Group Director. 

A full-time CEO for the agency has been identified and will join in October from his current assignment overseas.

Rediffusion in its 51 years of existence has been the birthplace of many famous brands like Maruti Suzuki, Airtel, Tata Sky, Colors TV, Lakme, Garden Varelli, Kaya Clinics, SBI Yono, Kingfisher Airlines and many more. Even brands like Pepsi, Canon, Casio, KFC and Revlon, were first launched in India by Rediffusion.

“Rediffusion was set up in 1973 by Diwan Arun Nanda, Ajit Balakrishnan and Mohd Khan as an Indian agency that would work with the growing tribe of local entrepreneurs and visionaries. That tradition has continued over the past five decades at the agency and we are proud to have been the birthplace of some of India’s most famous brands”, says Rediffusion Chairman, Dr. Sandeep Goyal. 

“Konjo will be a small but smart integrated communications agency that will work with startups in different stages of their brand journey,” he said.

Adds Carol Goyal, “Konjo was then the story of Dr. Goyal’s own entrepreneurial venture, Dentsu, which he launched, nurtured, and grew over nearly a decade. We are going to bring the same value systems, work culture, and strategic goodness to the clients of Konjo.”

Konjo will work on a remuneration system where it will participate in the equity value of its client brands. It will also examine possible investments in some of its client brands through direct equity.

“We have already signed up two clients and another two should sign up by next month when we will formally announce them”, concludes Carol Goyal.

Rediffusion launches specialist agency for start-ups - KONJO

Britain's Informa has reached a deal to buy Cannes Lions Festival owner Ascential for $1.6 billion, adding the flagship ad industry conference to its portfolio of events. Informa already has a number of its own experience-led, festival brands such as the Monaco Yacht Show, London Tech Week, and the Black Hat cyber security festival.

Informa said it would expand both events and accelerate growth, helped by its data platform and understanding of both the marketing and fintech sectors, according to a Reuters report.

It is said that Informa wants to extend money 20/20 into the Middle East and Africa, due to the region’s rapid growth and significant investment in financial technology, particularly around payments. This includes the Kingdom of Saudi Arabia, where Informa has established a joint venture partnership Tahaluf. 

Stephen A. Carter, Chief Executive, Informa, said that both companies delivered double-digit growth in the first half of this year and were confident about their prospects. "Powerful brands serving specialist markets are doing extremely well. e're not buying this business for cost reduction, we're buying this business for growth," he said.

Ascential reportedly employs around 700 people. The company's CEO, Philip Thomas said, “Informa is a highly respected business, famed for its expertise in B2B events, strong, ethical culture and commitment to innovation. This offer will not only deliver substantial value for our shareholders but also, together with Informa’s international footprint and extensive capabilities in data and analytics, will unlock further growth opportunities for our brands and our people.”

Cannes Lion owner Ascential agrees to sell to Informa for $1.5 billion

An MOU has been signed between Digital India Bhashini Division (DIBD) and New Media Wing (Ministry of Information and Broadcasting) to foster collaboration across language translation services.

Bhashini is government’s AI-powered language translation platform.

The collaboration would ensure translation into 12 languages and services would include text-to-text, text-to-speech, speech-to-text, audio localisation, live video/audio translation, and subtitling.

The New Media Wing's A.I.-driven communication hub will provide DIBD with datasets in text, audio, and video formats. The datasets will be utilised by DIBD to enhance the accuracy, efficiency, and quality of its translation services. 

Additionally, DIBD will train AI models with these datasets to meet Ministry of I&B and Media Units' needs.

The collaboration also aims to develop advanced language translation and transliteration technologies, introducing innovative features and functionalities to existing systems. Further, both DIBD and NMW will establish rigorous quality assurance processes to identify and correct errors and inconsistencies throughout the translation process.

This strategic partnership is a step towards improving language translation services and ensuring high-quality communication in multiple languages across various media platforms.

Bhashini also translated Finance Minister Nirmala Sitharaman’s Union Budget 2024 speech into Hindi in real-time on June 23.


MRF ends partnership with ICC ahead of T20 World Cup; Other premium partners reconsider sponsorship

Excluding DP World and Aramco who are yet to express concerns regarding the ongoing partnership with the ICC, most of the other sponsors are figuring out their returns on the investment or working on an exit strategy.

More from Storyboard18

How it Works

Meta ordered to delete AI-generated photographs of public individuals

How it Works

Warner Bros. Discovery threatens legal action against NBA over media rights

How it Works

News influencers to be called 'digital news broadcasters', proposes new draft of Broadcasting Bill

How it Works

Paris Olympics to garner 150 million viewership on Digital, 120 million on Linear TV

How it Works

Union govt defends formation of fact-checking unit before Bombay High Court

How it Works

Shekhar Kapur appointed festival director for International Film Festival of India

How it Works

Parle most chosen in-home FMCG brand: Kantar

How it Works

Workplaces are failing to nurture the creativity of their employees: Canva

How it Works

Bhashini signs MoU with New Media Wing of Ministry of I&B

How it Works

Exclusive: MIB to evaluate which products in health sector will require SDCs