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

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?

There have recently been complaints from photographers suggesting that Meta has been labelling images with their ‘made with AI’ tag that weren’t created using AI. Photos that were created in Adobe’s Photoshop using its gen AI tool were also being labelled by Meta incorrectly.

Meta launched the ‘made with AI’ tag earlier this year. The company’s Oversight Board had criticised Meta over its manipulated media policy and Meta introduced these labels, reported Moneycontrol. 

The social networking giant has now announced that it is once again changing these labels. Industry standard indicators that other companies include in content created using their tools help Meta assess whether something is created using AI, the company said. The company wants its users to know when an image has been generated using AI. 

The company said, “Like others across the industry, we’ve found that our labels based on these indicators weren’t always aligned with people’s expectations and didn’t always provide enough context.”

Further, Meta said that some of the content that included minor adjustments and modifications using AI, such as retouching tools, included industry standard indicators, causing Meta to label the images with the tag. 

“While we work with companies across the industry to improve the process so our labelling approach better matches our intent, we’re updating the “Made with AI” label to “AI info” across our apps, which people can click for more information,” the company said.

The ‘AI info’ label however, won’t give out any extra information. As per reports, upon clicking on the tag, the information will be the same as the ‘made with AI’ label. 


Meta revises AI-generated image labels on its platforms after photographers issue complaints

Nazara Technologies said on September 27 that it has received a show cause notice from the Director General of GST Intelligence, Mumbai for a tax demand of Rs 2.83 crore, along with interest and penalty.


With this, the diversified gaming and sports media company became the latest company to receive such a notice after Dream11, Games24x7, Gameskraft and Delta Corp in recent weeks.


However, this tax demand is unrelated to the current issue of retrospective taxation that is haunting India's real-money gaming sector, Moneycontrol has learnt. We have reached out to Nazara Technologies for more details and will update once we hear back.


In a stock market filing, the company said it would be filing its response to the said show cause notice within the prescribed timelines.

"Nazara exported services under a letter of undertaking without payment of GST as per rule 96A of CGST Rules, 2017. As export proceeds have still not been received (on account of a force majeure event) section 2(6)(iv) does not comply, the sale of services can’t be treated as the export of services and hence company is responsible for paying IGST at 18% on the value of such services" the show cause notice states, as per the filing.


The company said, in the filing, there has been a delay in receiving the proceeds from the export of services due to unforeseen events beyond the company's control.


"However, there is no indication to suggest that the company will not eventually receive the entire export proceeds," it said.



Nazara Technologies gets a tax demand of Rs 2.83 crore from DGGI Mumbai

Nazara Technologies' tax demand is unrelated to the current issue of retrospective taxation that is haunting India's real-money gaming industry.

In the recent past, esports organizations in India have faced multiple challenges in maintaining their rosters. There have been several instances of contract breaches and poaching of esports athletes, leading to an imbalance in the ecosystem. Many organizations believe that the ego battles between team owners have contributed to the poaching of athletes within the industry.

Recently, esports team owners have raised concerns about the poaching of esports athletes by other organizations offering higher salaries, which violates existing contracts between team owners and players. Dr. Rushindra Sinha, Co-founder and CEO of Global Esports, previously called out a rival esports organization for attempting to poach one of Global Esports' athletes.

When asked if similar incidents of contract violations and player poaching continue, Sinha said, "I believe that no governing body or group of organizations can stop the poaching of players. This should be the direct responsibility of publishers. Publishers should put some guidelines in place."

Global Esports is one of the franchise teams for Riot’s game title Valorant. Sinha noted, "Riot has all the anti-poaching rules and legalities in place, which are signed directly between the players and Riot. So, players or any organization do not violate those mandates. This can only happen if the teams are in a franchise-based model with the publishers."

He further explained, "Honestly, we don’t often fall prey to such situations due to our relationships with other teams and our players. But other organizations do not have this leverage, and players get swayed by offers from other organizations."

When asked about a recent joint meeting by team owners regarding the issues in the esports industry, Sinha said, "Many people have tried to form such organizations earlier but have failed. Now, many of us have lost hope. Like any other sport, esports is an ego contest between team owners who like to flex their power, money, and audience reach. There are various ways team owners try to showcase their strength."

Sinha explained, "A few teams have mutual understanding and relationships with each other, while others, lacking such relations, end up trying to outbid each other, pay exorbitant salaries to their players, and breach contracts. Such incidents continue, and many team owners violate contracts and try to poach players from rival organizations."

It should be noted that team owners had come together to resolve the issue of inflated salaries of esports players in the country. Today, multiple organizations have adjusted the salaries of esports athletes to market standards.

Sharang Naicker, CEO and Founder of Yuvin Esports (Reckoning Esports), said, "We definitely need an association and an anti-poaching body to stop these activities. We have ourselves been victims of such things. Honestly, if all team owners unite, be professional, and respect other competitors, we will see a decline in these activities."

He added, "But unfortunately, everyone wants to do what they feel will benefit them and resort to unprofessional antics. Game developers also need to create proper rules and regulations that protect the organizations as well. The industry will only grow if there is a push and pull effect from the game developers/publishers."

Naicker said, "There have been multiple such initiatives in the past, but unfortunately, people love to talk about professionalism and then falter on the most basic things. Some of these individuals themselves resort to such antics. We have seen enough examples in the industry."

Elaborating on the issue, Naicker said, "Poaching of esports players is an equally big issue, and the players are also at fault. There has to be a uniform contract that every team must follow, and the players themselves need to vet the organizations they are signing with. Don’t just run to the teams offering absurd amounts of money; be smart about whom you sign with."

The mobile and computer game industry’s growth in six ASEAN countries (Singapore, Malaysia, Indonesia, Thailand, Philippines, and Vietnam) is reportedly forecast to reach $7.2 billion by 2027, with an estimated compound annual growth rate of 5.4 percent from 2023 to 2027, according to Niko Partners.

Jai Shah, Founder of Orangutan, said, "When we look at the contractual bindings between organizations and esports players, there are often multiple loopholes that both parties exploit. We have often seen esports organizations never getting into contracts, leaving players vulnerable to being fired from the roster at times without paying their salaries."

Shah added, "One good thing is that team owners have a similar mindset of growing the ecosystem. When esports team owners have built good relationships, they never indulge in poaching players. There are a handful of teams that have mutual unwritten pacts with each other."

Shah said, "The situation is completely different in other countries such as Korea, Japan, China, Vietnam, or other regions globally. There are much stricter norms for esports compared to India. There is still room to grow in the country for both players and organizations, which will slowly and steadily evolve as the industry adheres to professionalism."

Indian gaming and sports company Nazara Technologies faces a potential tax bill of Rs 1,120 crore after its subsidiaries, Openplay Technologies and Halaplay Technologies, received show cause notices from the Director General of GST Intelligence in Kolkata. The notices, issued on July 16, allege GST liabilities of Rs 845.72 crore and Rs 274.21 crore respectively, for the period 2017-18 to 2022-23.

The dispute revolves around calculating Goods and Services Tax (GST). Nazara believes GST should be based on "pooled player sums" rather than total gaming revenue. The company is consulting legal and tax advisors to determine their next move. Financially, the impact seems minimal, with the affected subsidiaries contributing less than 2% of Nazara's revenue and 1% of its profit in the last quarter (January-March 2024).

These claims are in relation to the calculation of GST based on the sums pooled by players as opposed to gross gaming revenues, the company filing said in response to the show cause notices sent to its subsidiaries. "Both subsidiaries are reviewing the notices with their legal counsels and tax advisors to determine their future course of action," it said further. 

Nazara Technologies faces a potential tax bill of Rs 1,120 crore

Mobile gaming firm Nazara Technologies on Friday acquired an additional 48.42% stake in Paper Boat Apps from its promoters Anupam and Anshu Dhanuka for Rs 300 crore. 


In a BSE filing on Friday, Nazara Technologies said that Rs 300 amount will be paid by the company in cash in tranches to take 100% ownership of the Paper Boats Apps. 

Paper Boat Apps is the developer and publisher of the children's digital gamified learning app 'Kiddopia'.

Nazara had acquired a 50.01% stake in Kiddopia in 2019. 

Nitish Mittersain, CEO and Joint Managing Director of Nazara Technologies said, “At Nazara, we believe an IP such as Kiddopia has immense potential that can be unlocked through several new initiatives and acquiring full ownership underscores our commitment to intensifying our efforts in the gamified learning sector.”

"Following the majority acquisition by Nazara, Kiddopia has scaled tremendously, and we are pleased to see it find a permanent home within Nazara. We believe that Kiddopia has significant potential for future growth, and Nazara is well-positioned to elevate it to the next level," Anupam Dhanuka, Promoter of Paper Boat Apps said.

Paper Boat Apps posted a consolidated revenue of Rs 219.4 crore and an EBITDA of Rs 56.1 crore in FY2024, with a net cash balance of Rs 155.74 crore as of March 2024.

Gaming firm Nazara acquires 100% stake in Kiddopia's Paper Boat Apps with Rs 300 cr investment

Streaming giant Netflix Inc, in its 2nd Quarter result of 2023, revealed that India has emerged as its second-largest market in terms of "paid net subscribers additions". Additionally, India is its third-largest market in terms of "revenue percent growth".

The American streaming platform, on Thursday, posted its quarterly result, recording 17% revenue growth to $9.56 billion. The OTT platform's operating margin was up by 27% in Q2 2024 as against 22% last year in the same period.

The global streaming paid membership surged by 16.5% to 277.65 million in Q2 2024 from 269.60 million in Q1 2024.

<a href="https://www.storyboard18.com/how-it-works/nfdc-and-netflix-partner-to-upskill-voice-over-artists-in-india-37464.htm">NFDC and Netflix partner to upskill voice-over artists in India</a>


In the APAC region (Asia-Pacific region, including India), the paid membership of Netflix increased to 50.32 million (Q2 2024) from 47.50 million (Q1 of 2024). The paid net additions also increased to 2.83 million (Q2 2024) as against 2.16 million (in Q1 2024). The company's revenue grew to $1.05 billion in Q2 2024.

"In Q2 India was out No.2 and No.3 country in terms of paid net subscribers additions and revenue percent growth, respectively," Theodore A. Sarandos, Co-CEO, President & Director said in a media conference. "There's certainly plenty of room to grow in India as long as we keep thrilling our audiences there," Sarandos added.

Netflix President also lauded Sanjay Leela Bhansali and his show "Heeramandi" for the company's success in India in the Q2 of the current calendar year. "SLB is one of the most celebrated filmmakers in India, and he took on this incredibly ambitious series and brought it to screen on Netflix, directed every episode, and it's our biggest drama series to date in India," he said. 

Netflix, in the stock exchange filing, said that in terms of Indian shows and films, Heeramandi: The Diamond Bazaar show massed 15 million views globally, followed by Diljeet Dosanjh starrer Amar Singh Chamkila (8.3 million views), as well as, licensed films such as Laapataa Ladies and Shaitaan.


<a href="https://www.storyboard18.com/digital/mib-to-meet-netflix-disney-amazon-google-meta-to-discuss-broadcast-service-regulations-34203.htm">MIB to meet Netflix, Disney, Amazon, Google, Meta to discuss broadcast service regulations</a>


Other popular shows in Q2 on Netflix were The Great Indian Kapil Show, Bridgerton S3, Baby Reindeer, Queen of Tears, and films such as e Under Paris, Atlas Hit Man, and The Roast of Tom Brad. 

About the advertisement, Netflix's Chief Financial Officer Spencer Adam Neumann said that the revenue portion of ads is growing "nicely". "The rate of growth, it just happens to be growing off of a relatively small base because we're starting from only 18 months into the ad," Neumann said.


"We've been scaling our ads member base very quickly from 0-2 years ago to where we are today. And we're excited to say that we're on track to achieve our critical scale goals for all of our ads countries in 2025," Gregory K Peters, Co-CEO, president and Director said.

The streaming company also revealed that it is hiring people for sales and operations to meet advertisers. Besides, the company will be launching its own ads server in Canada this year and the rest of its ads market in 2025.


On gaming initiative, Peters said Netflix has launched over 100 games so far, and 80+ games are in development. In Q2, Netflix launched Virgin River and Perfect Match. Starting in July, the OTT platform said it will be launching one new title per month into Netflix Stories.

India emerges as 2nd-largest market for Netflix

In a major setback for the esports industry, female esports in India is officially dead. Global Esports, the last organization with a female roster for the game Valorant, recently shut it down. The slowdown in India's esports ecosystem has significantly impacted female athletes.

The future of female esports in India appears bleak, as female players now lack the salaries and sponsors needed to sustain themselves while at the same time are trying to pursue their passion for gaming and esports. Many female esports athletes have shifted to content creation instead of focusing on competitive skill growth. However, the slowdown has not affected existing male rosters for prominent esports organizations.

Organizations like Global Esports, Orangutan, and Velocity Gaming managed to sustain their female rosters for a longer period. However, due to a lack of tournaments and brand interest, they were forced to shut down these rosters. While these organizations today continue with their male esports rosters. 

Female esports officially dead?

Jai Shah, Co-founder of Orangutan, said, “One can easily say that the female esports scene is currently dead in India. We had to shut down our female Valorant roster because the ecosystem is not big in India. We were burning a lot of money without any returns. The publishers and game developers should take the initiative to organize tournaments for female athletes in India.”

He further added, “Comparing it to cricket, the Women’s Premier League (WPL) has become huge with a lot of efforts and investments. The stakeholders from the industry should similarly come forward for female esports in India. Currently, there are a couple of female teams who play casually without any salaries or sponsors.”

Dr. Rushindra Sinha, CEO and Co-founder of Global Esports, confirmed that they have shut down their female roster for Valorant. He said, “Apart from our female roster, we have dropped all other rosters. Currently, we only have our VCT and BGMI rosters in place. It did not make sense for us to have additional rosters. But we are actively looking to have one in place for female esports, considering the current situation and the esports roadmap of Riot Games as a publisher.”

He further said, “There was an artificial push to the gaming and esports ecosystem during and post-COVID. We expected inflation in the market for esports, but that did not happen, and the market corrected itself. This affects not only female esports but male esports as well. Now we have 4-5 events in a quarter, unlike earlier when we used to play 4-5 events every month.”

Elaborating on why female athletes are moving away from esports in India, Sinha said, “I have recently seen female esports athletes choosing content creation as a lucrative opportunity. Esports requires a lot of effort, but in content creation, the chances of success are higher compared to esports in India. Many females are choosing content creation as a sustainable and lucrative career over esports.”

Sharang Naicker, CEO and Founder of Yuvin Esports (Reckoning Esports), said, “Honestly, there are a lot of factors contributing to the lack of tournaments. Majorly, there is no incentive for an esports organization to field a women’s team. Additionally, there is a massive lack of top-tier athletes committing to being the best in the region. Those who are competing are doing it part-time, and they are not wrong because the industry itself is still in its nascent stage.”

He further added, “It might be a few more years until we see a stable esports ecosystem in India for female gamers.”

Devam Vyas, Vice President of Esports at Gods Reign, called the decline very concerning for the esports ecosystem. He said, “After the pandemic, there was a noticeable increase in women-led esports tournaments in India, which was a promising development. This isn’t due to a lack of interest or talent among female gamers but rather a lack of sustained support and investment. We need more consistent efforts to keep the momentum going.”

Are Female Esports Players Afraid?

Skyesports hosted an exclusive all-female esports event, the Skyesports Luna, attended by President Draupadi Murmu last year in Delhi. The event returned this year with the Skyesports Luna taking place in Pune in March 2024.

Shiva Nandy, CEO and Co-founder of Skyesports, said, “Female-led esports tournaments are important for supporting women gamers. Over the past few years, we have seen several all-female esports tournaments pop up, but most of these haven’t become recurring competitions.”

Nandy further said, “The number of participants for these tournaments, as well as our other open-for-all tournaments that have no restrictions on female gamers, remains low. There are many reasons for this, including female gamers being afraid to openly reveal their identity.”

Suggesting a solution to the lack of inclusion of female esports players in India, Nandy said, “Working with popular women gaming personalities and understanding the needs and challenges that female gamers face is crucial. Only then can we develop strategies to overcome these challenges.”

Huge Pay Disparity

Apart from issues such as lack of interest from brands and publisher support, female esports players also face significant pay disparities compared to their male counterparts.

Elaborating on the same, Shah of Orangutan said, “If a male esports player receives around Rs 2-3 Lakhs per month as salary, female counterparts are paid around Rs 30k-40k per month. That’s the harsh reality, but esports organizations are left with no choice as the number of tournaments and brand sponsorships for female athletes are less compared to male counterparts.”

Naicker explained, “There is a pay disparity between male and female esports athletes. We have not seen any female athlete outperforming their counterparts. It will take a lot of time and massive support from all elements in the esports industry for the level to match or even come close.”

Vyas said, “There is a pay disparity between male and female esports players in India. This reflects the broader societal inequities we see in many fields. Male players often get higher compensation due to greater visibility and more sponsorship opportunities. To address this, the industry needs to consciously promote and support female talent, ensuring they have equal opportunities and recognition.”

A senior female esports player, speaking anonymously, said, “After our team was shut, we decided to play tournaments hosted by publishers. We do not get salaries or any amount until we qualify or win the tournament. We have a passion for esports, and this keeps us going. When we talk about pay disparity, it is a huge gap. I believe that female esports was booming post-COVID, but now it has died down.”

She further added, “No esports organization is willing to form female rosters, but we will continue to play the game and hopefully represent India on an international stage and win the coveted title in esports.”

Despite years of dedication towards esports game titles, female esports athletes continue to face uncertain future towards their passion to represent India at an international stage and clutch victory. It is important for the stakeholders to encourage female participation by recognizing their talent which is crucial for building a diverse and inclusive esports ecosystem in the country.

Female Esports in India hits a dead end, India’s last female esports roster shut

In the recent past, very few legacy brands have ventured into the gaming and esports space in India. With the increasing popularity and user base of gaming and esports IPs, Godrej Consumer Products Limited (GCPL) is now planning to invest in gaming and esports soon. Philips, TVS, Airtel, and Coca-Cola have shown eager interest in gaming and esports IPs in India. Additionally, GCPL is ramping up investments in recently acquired Raymond Consumer Care Limited (RCCL) products like Park Avenue and Kamasutra deodorants.

During the launch of India’s first indigenous mosquito repellent molecule, Renofluthrin based product - GoodKnight Vaporizer, Ashwin Moorthy, Chief Marketing Officer of GCPL, spoke to Storyboard18 about the brand's plan to invest in gaming and esports as a segment and GCPL’s marketing and advertising strategy for recently acquired RCCL products.

When asked if GCPL will explore gaming and esports as part of their media mix, Moorthy said, “We don't take a position on either content or media. Under Godrej, we have a set of brands in GCPL, ranging from Park Avenue deodorants and Kamasutra condoms to GoodKnight insecticides and Cinthol soap. We serve a range of consumers, from young men making their first decision about deodorant to older people who want to protect their homes from mosquitoes.”

He further said, “We cover a wide range of audiences with varied purchasing decisions and remain open to media opportunities as they arise. We believe the time has come in India where gaming can become one of the cheapest, most cost-effective, and efficient ways to reach young consumers, and you will soon find us advertising there.”

When asked about the timeline for Godrej entering the gaming and esports space, Moorthy said, “When it becomes cheaper to reach consumers through gaming than through other methods, it will naturally become part of our media mix. That time is not far off.”

Talking about advertising spending, Moorthy said, “We have increased our ad spends by roughly 30 percent each year over the last three to four years. We moved from roughly Rs 300-400 crore to about Rs 800-900 crore. We are among the top advertisers in India. In FMCG, we rank around third or fourth. Our major spending is on TV, but we don't have a fixed position on media.”

He added, “Our philosophy of marketing is to use media to reach as many consumers as possible at the cheapest cost per consumer. TV continues to be one of the best scalable marketing mediums in India for high-quality advertising. However, we see digital expanding at both the top and bottom ends of the pyramid.”

Moorthy elaborated, “At the top end of the pyramid, many consumers with TV sets and cable connections are moving towards smart TVs because internet data is cheaper and Wi-Fi accessibility and speed is high. They are watching YouTube and OTT platforms on connected TVs, so our ad spends are directed there as well.”

Talking about reaching bottom-end customers, Moorthy said, “We see that bottom-end consumers who may not have adequate cable TV connections but are accessing a lot of their video content through smartphones, so spending there is also increasing. While TV remains a bulk of our media mix, these trends are driving additional spending.”

Explaining the bifurcation in advertising spends for GCPL, Moorthy said, “We are among the highest TV spenders among big advertisers, with roughly 80 percent of our spending on TV and the rest on digital.”

Godrej Consumer Products (GCPL) acquired the consumer products business of Raymond Consumer Care (RCCL), a subsidiary of BSE-listed Raymond, in an all-cash deal worth Rs 2,825 crore. The FMCG business includes brands such as Park Avenue Deo, KS Deo, Kamasutra, and Premium.

When asked if GCPL is adopting aggressive advertising and marketing strategies for RCCL products, Moorthy said, “We brought these brands on air after quite some time. They were not heavily invested in media or advertising before. We recently launched two new films for Park Avenue and Kamasutra deodorants. The Park Avenue Deodorants campaign, shot in New York, celebrates the rise of the Indian CEO.”

He added, “These brands need a strong marketing strategy, which we hope we are deploying, with competitive media investments. We have continuously been on air with Park Avenue, Kamasutra Deo, and Kamasutra condoms since the acquisition. There hasn’t been a month without these campaigns airing.”

Moorthy concluded, “We have not introduced new creative advertising, everything is designed by Lightbox, our in-house agency. We remain committed, continuously invested, and creative in presenting these brands to consumers.”

GCPL looks at gaming and esports IPs for advertising opportunities: EXCLUSIVE

The International Olympic Committee (IOC) announced on Friday that Saudi Arabia will host the first-ever Olympic Esports Games in 2025.

The IOC revealed that it will enter into a 12-year partnership with the Saudi National Olympic Committee. This decision is set to be ratified at the upcoming IOC session on the eve of the Olympic Games in Paris, after which the selection process for the host city will commence.

"We are very fortunate to work with the Saudi NOC on the Olympic Esports Games. Saudi Arabia has significant expertise in esports, which will be invaluable," said IOC President Thomas Bach in a statement. "The Olympic Esports Games will greatly benefit from this experience."

The IOC has been exploring the potential of esports for several years and has established a dedicated commission to identify opportunities. In 2021, the IOC launched the Olympic Virtual Series, a pilot venture in esports.

"We are a youthful nation, with over 23 million gamers," said Prince Abdulaziz bin Turki Al Faisal, the Saudi Minister of Sport. "Our kingdom has become a global hub for professional esports. This is a natural next step for our young athletes, our country, and the global esports community."

Last year, Saudi Arabia launched an annual Esports World Cup, with the first edition currently taking place in Riyadh from July 3 to August 25.

The IOC has been striving to engage a younger generation of potential fans, as its traditional audience base ages. The committee mentioned that a new dedicated structure would need to be created within the organization, separate from the organizational and financial model for the Olympic Games.

The IOC launched its first esports pilot, the Olympic Virtual Series, in 2021 followed by the Olympic Esports Week in Singapore in June 2023. This event brought together over 130 players from around the world, competing in 10 mixed-gender categories, attracting over 500,000 unique participants and six million views, with 75% of the audience aged 13 to 34.

Indian esports industry stands to gain significantly from this development. Following a bronze medal win in DOTA 2 at the 2022 Commonwealth Games in Birmingham and competing in five titles at the 2022 Asian Games in Hangzhou.

Expressing his enthusiasm for the ground breaking development, Akshat Rathee, Co-founder and MD of NODWIN Gaming, said, “NODWIN Gaming is thrilled that esports has earned its place in the Olympics with its own standalone event, akin to the Summer, Winter, and Paralympics. This recognition allows countries to develop independent esports programs. Together with our partners in the GEF and the EWC, NODWIN Gaming is eager to build esports in our core growth markets, seizing this opportunity for hope and glory.”

Lokesh Suji, the Director of the ESFI, and the Vice President of the Asian Esports Federation (AESF), expressed his excitement at the development: “This decision marks a significant milestone in the global recognition and growth of esports, providing a prestigious platform for athletes from around the world to showcase their skills on an unparalleled stage. Finally, esports at the Olympics—this is the news we have all been waiting for. We thank the leadership and the entire IOC for transforming our dreams into reality.”

Saudi Arabia to host first ever Olympic Esports Games in 2025

This year, instead of a single title sponsor, Nodwin Gaming is partnering with a team of key collaborators for the upcoming BGMS tournament. "This approach, similar to esports and the Olympics, allows us to work with a diverse group of valued partners like Philips and TVS, says Akshat Rathee, Co-founder and Managing Director, NODWIN Gaming."

Gaming’s mainstream adoption is similar to how politicians engage with sports like football or cricket. In Europe, football is life, especially with events like the EUROS where even presidents are talking to each other about the matches. Cricket has become ubiquitous in India and gaming is now reaching the same level of prominence, states Rathee.

In a chat with Storyboard18, Akshat Rathee, Co-founder and Managing Director, NODWIN Gaming discusses the vision for NODWIN's global expansion and the unique challenges and opportunities presented by different markets, mainstream adoption and its impact on the industry and more.

NODWIN Gaming's expansion from esports to acquiring entities like Comic Con India and Planet Superheroes hints at a larger vision. Can you elaborate on how NODWIN Gaming is transforming into a holistic youth entertainment company? 

There was a time when gamers were a small subset of youth. However, with the advent of COVID-19, gaming has become a superset. It is now rare to find a young person with a smartphone who doesn’t have a game on it. This shift means that youth culture and gaming have become almost synonymous. NODWIN Gaming operates on the theory of 'timeshare of mindshare.' 

This concept is about capturing more of our target audience's time through various activities. We engage them through influencers on Instagram, the Playground IP’s content on Amazon mini TV, performances at the NH7 Music Festival, events like Comic-Con, and watching BGMS on Star Sports. Since NODWIN Gaming is not a destination, our assets—our influencers, content, music, events, and IPs—serve as our destinations, ensuring we capture the youth's attention across multiple platforms.

Can you share your vision for NODWIN's global expansion and the unique challenges and opportunities presented by different markets? 

Our theory of 'timeshare of mindshare' applies globally wherever there is youth. At the G20 Summit, our Prime Minister frequently emphasized on the term the 'global south' which includes countries like Indonesia, Malaysia, the Philippines, Vietnam, India, Pakistan, Bangladesh, Nigeria, Kenya, South Africa, Turkey, and Mexico. All of these places have burgeoning youth populations and growing economies. These emerging markets present the most potential for growth and engagement, and they are where we are most interested in focusing our efforts.

With PM Modi and celebrities leveraging gaming, can you explain this mainstream adoption and its impact on the industry? 

Gaming’s mainstream adoption is similar to how politicians engage with sports like football or cricket. In Europe, football is life, especially with events like the EUROS where even presidents are talking to each other about the matches. Cricket has become ubiquitous in India and gaming is now reaching the same level of prominence.

In a country with a population of 1.4 billion, having around 500-600 million gamers makes gaming significant enough to warrant mainstream attention. If we were to count these gamers as a population, 500-600 million would be the third or fourth largest country in the world. This vast number makes the gaming community impossible to ignore. Like Bollywood or cricket, gaming has now gained a similar level of mainstream importance and recognition,
becoming a superset.

From Netflix to LinkedIn, gamification is a growing trend. Can you discuss how NODWIN Gaming views this trend and the potential for collaboration with established platforms to enhance user engagement through gamified experiences?

Whether it be Netflix, Amazon mini TV, YouTube, or Star Sports, these are all different distribution platforms that excel in their own audiences and experiences. They will all continue to incorporate gamification because gamification involves creating engaging experiences that release dopamine through achievements and goals.

This concept can be applied across various platforms, from Excel screen competitions to Excel modelling competitions. You can have kids engaging with it through Minecraft or corporate finance executives using it for business modelling. Even rocket scientists could use it to play rocket ship against each other.

Gamification can also be applied to matchmaking in dating, where you match two players of similar ranks, say one at rank 20 and another at rank 25, to play chess or Counter-Strike and perhaps even go on a date. This underlying tech and understanding of what people like, why they like it, and their characteristics allow for extensive matchmaking in various spheres of life.

Esports gaining recognition in major international tournaments opens doors for Indian athletes. How is NODWIN Gaming fostering esports talent and preparing India for this global stage?

There are two main aspects to consider: traditional esports and their integration into systems like the Olympics. Traditional esports include titles like Counter-Strike, DOTA 2, League of Legends, BGMI, and PUBG Mobile. The Olympics, unfortunately, is not designed to include private games owned by corporations because it operates through an elected system. Due to its structure, it requires sports to be represented by existing
international federations.

For example, FIFA must choose the closest esports title that represents their sport; it could be the old FIFA game developed by EA, but they have now chosen Rocket League as the game best represented by FIFA. Similarly, every other international federation, whether it is Kabaddi, boxing, sailing, or shooting, selects different games that represent their communities.

Control has shifted from private corporations to elected systems, and these elected systems choose which titles belong to them. These federations now choose esports titles that best represent their sport. This shift allows Indian athletes to participate on a global stage under the guidance of these federations, thus opening new opportunities.

What are your predictions for the future of eSports when it comes to opportunities and challenges, both for NODWIN and for the broader industry?

One of the things we will see is a growing competition between mainstream sports and esports. We have yet to see cricket and esports come together, whether as a cricket esports title or involving cricketers or IPL cricket teams. Cricket will inevitably get involved in esports in some form, both domestically and internationally.

I think Bollywood will also play a role. Typically, Bollywood stars engage in endorsements, but as they grow older, they will seek to connect with younger audiences. This need to reach a new, younger audience base will become increasingly important and you see this with actors like Tiger Shroff and Hrithik Roshan. Music esports and music gaming will also grow as a phenomenon in the country. If you look at the three or four biggest cultural sectors in
India, they will all intersect because their influence is so significant.

Can you shed light on current trends, emerging technologies, and the unique marketing strategies needed to tap into the growing esports audience in India?

Augmented reality (AR) and technology-assisted games will start becoming increasingly important. There is a game called HADO which is doing really well. In
marketing, one of the biggest examples is Liberty Media’s strategy of producing ‘Drive To Survive’ for Formula One. The ability to create engaging storylines is very important. 

The mixed use of media between sports, content, influencers, and storytelling can elevate esports. To treat esports like sports, you have to give it the same respect and storyline as traditional sports. Similar to Drive to Survive, League of Legends and certain Chinese games are also adopting this approach, and it will only get bigger and bigger.

Now, India has finally found its voice in gaming and esports. When it was just PC gaming, India was very far behind because Europe, North America, and Korea were much ahead, as they were a decade ahead in technology. But with mobile gaming and the size and enthusiasm of our following, it has become much easier to catch up. We have even seen this with a country like Nepal; the PUBG Mobile team in Nepal is so loved that there are more watchers
of PUBG Mobile in Nepal than there are players.

Star Sports and NODWIN Gaming recently extended their media rights deal for the third edition of BGMS. Could you give us an idea about who are the sponsors here?

We have moved away from the traditional &#39;title sponsors; concept and now refer to our sponsors as key partners. Similar to the approach taken in sports and the Olympics, we have multiple key partners who are equivalent to each other. For the upcoming BGMS tournament, we have several key partners, including Philips and TVS, among others. We will soon be announcing more details about these partnerships.

Cricket will inevitably get involved in esports in some form: Nodwin Gaming's Akshat Rathee

Video games and magic


Since its inception, video games have brought joy to millions worldwide. Be it ‘Tennis for Two’ or the classic Super Mario Bros, or contemporary hits like DOTA 2 and PUBG Mobile, gaming has always united people and created connections that few other activities can match, and almost all of it, from the comfort of our homes.


As we celebrate National Video Game Day in 2024, it seems like the perfect moment to reflect on the profound impact of video games on our culture, society, and personal lives. For people of all ages and backgrounds, this day serves as a reminder of the limitless potential of gaming to inspire, entertain, and innovate. 


It has been decades since the first video game was built and played and we’ve come a long way since then in our quest to push the boundaries of how video games look, feel, play, and act as. Video games provide us with a medium to express our creativity, sometimes to build social connections, and establish lifelong friendships across continents. The positive effects of gaming, such as enhanced brain activity and improved decision-making skills, are well documented. 


However, gaming has expanded beyond just modes of entertainment. While they are still excellent mediums of interactive storytelling and entertainment, multiple branches have blossomed providing creative ways to utilise video games. For example, online games have become a social platform for a lot of people, where they catch up with friends and hang out while playing games. Serious Games, or gamification of multiple aspects have had significant impact in many fields like medical training, defence, and more. 


Competitive gaming, or esports, takes these benefits up a notch by teaching players team bonding, strategic thinking, and the ability to perform well under pressure. These efforts and attributes are now being widely recognised globally. Being competitive in nature, esports titles are now being inducted into prestigious sports events across the world like the Asian Games and the Commonwealth Games.


Evolution of the industry


National Video Game Day highlights how much the gaming industry has evolved, transforming from mere entertainment to an integral part of modern culture. What began on computers and consoles now spans mobiles, consoles, laptops, and advanced technological experiences that consistently push the boundaries of possibility. 


Gaming now allows individuals to represent their nations and compete for medals at major multi-sport tournaments such as the Commonwealth Games and Asian Games in the form of esports. Not only has it cemented its status as a traditional sport, but it has also achieved the once unthinkable feat of being broadcast on mainstream television.


Tournament prize pools have grown significantly, and more people now consider gaming a viable career option, not just as players but as developers, team managers, coaches, journalists, casters, analysts, and more. 


The influence of gaming has extended to movies and TV show adaptations. Pokemon, The Last of Us, Sonic The Hedgehog, Resident Evil, and The Angry Birds exemplify not only the rich storytelling, character building and narrative depth that video games can provide, but also the allure it has over its existing and potentially new audiences.


Numerous platforms such as Facebook, Amazon, Netflix, YouTube, Google Pay, and even LinkedIn have ventured into gaming, recognizing its vast potential. Despite being leading names in their respective sectors, these companies have turned to the phenomenon of gaming to tap into its endless possibilities of interactions and engagement.


National Video Game Day also encourages us to recognize the industry's innovation and economic influence. From indie developers redefining artistic capabilities to AAA studios delivering blockbuster experiences, gaming drives technological advancement and economic growth.


What the future holds


With the introduction of new technologies such as augmented reality (AR), virtual reality (VR), artificial intelligence (AI), and cloud gaming, video games are poised to reach new heights. The advancements in graphics and storytelling continue to create immersive experiences that blur the line between fiction and reality, making the future of gaming incredibly bright.


Whether you're reliving nostalgic moments with classic titles or exploring groundbreaking innovations in gaming technology, National Video Game Day invites us all to embrace the magic of gaming and envision a future where interactive entertainment continues to enrich lives and inspire generations to come.


Siddharth Nayyar is the co-founder and CRO of Max Level.

Nazara Technologies gets a tax demand of Rs 2.83 crore from DGGI Mumbai

Nazara Technologies' tax demand is unrelated to the current issue of retrospective taxation that is haunting India's real-money gaming industry.

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