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.


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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

Ritesh Agarwal, the founder and CEO of OYO Rooms, confessed that he struggled to read or decipher a balance sheet when he started the company. The Shark Tank India judge praised the popular business reality show for simplifying fundamental business concepts for its audience to understand easily.

"Amidst all the fun on Shark Tank, what the show does really well is touch upon some of the most fundamental concepts of business and entrepreneurship in a simple manner. When I started OYO, I had no clue how to read or interpret a balance sheet," the ‘shark’ conveyed on X. "I am glad to see Shark Tank India taking these conversations mainstream." 

Ritesh Agarwal, the founder of OYO, recently discussed allegations regarding delays in payment of funds to winning pitchers on Shark Tank India. In an interview with Hindustan Times, he expressed his goal of enhancing transparency in investments made through the show.

Agarwal further explained that it's crucial to ensure thorough documentation regarding our investments. Whether due to entrepreneurs shifting priorities or financial projections evolving, our aim is transparent communication. His role is to enhance transparency in startup investments, fostering greater enthusiasm among founders.



OYO CEO Ritesh Agarwal reveals he didn’t know how to read a balance sheet

Ritesh Agarwal, OYO's founder and CEO said, he had no clue how to read or interpret a balance sheet when he started the company.

On July 16, the National Company Law Tribunal (NCLT) admitted Byju's parent company, Think and Learn Pvt Ltd, into the insolvency resolution process following a plea filed by the Board of Control for Cricket in India (BCCI)

The embattled edtech company will attempt to settle the matter with the Board of Control for Cricket in India (BCCI) outside the court, sources close to the development told Moneycontrol.

The tribunal has appointed Pankaj Srivastava as the interim resolution professional, in charge of running the company till the lenders form a committee known as the Committee of Creditors.

"The Interim Resolution Professional shall after collation of all the claims received against Think and Learn Pvt Ltd the Corporate Debtor and the determination of the financial position of the Corporate Debtor constitutes a Committee of Creditors," the order said.

The NCLT also dismissed Byju's request to refer the dispute to arbitration. 

BCCI filed the case on September 8, 2023 and it came up for a hearing on November 28, 2023, when the NCLT issued a notice to Byju’s and sought its response.

According to the November 2023 order, the BCCI claimed that Byju’s had defaulted on a payment of Rs 158 crore. “It is stated that the general notice was issued to Byju’s vide email dated 06.01.2023 and the default amount of Rs 158 crore, excluding TDS as reflected,” the NCLT order from November read.



Byju's crisis: NCLT admits BCCI's plea for insolvency against the edtech firm

Prime Minister Narendra Modi has reached 100 million followers on X, becoming the most followed world leader on the micro-blogging platform. From the 100 million, 30 million followers were amassed over the last three years itself. 

Prime Minister Modi took to X to share a message on achieving the milestone. He said, "A hundred million on X! Happy to be on this vibrant medium and cherish the discussion, debate, insights, people’s blessings, constructive criticism and more.”

“Looking forward to an equally engaging time in the future as well,” he added. 

<blockquote class="twitter-tweet">A hundred million on <a href="https://twitter.com/X?ref_src=twsrc%5Etfw">@X</a>! Happy to be on this vibrant medium and cherish the discussion, debate, insights, people’s blessings, constructive criticism and more. Looking forward to an equally engaging time in the future as well. <a href="https://t.co/Gcl16wsSM5">pic.twitter.com/Gcl16wsSM5</a>&mdash; Narendra Modi (@narendramodi) <a href="https://twitter.com/narendramodi/status/1812482830108426279?ref_src=twsrc%5Etfw">July 14, 2024</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

Among other Indian politicians, PM Modi surpasses the rest with a substantially greater following. Opposition leader Rahul Gandhi has 26.4 million followers, Delhi Chief Minister Arvind Kejriwal has 27.5 million, Samajwadi Party's Akhilesh Yadav has 19.9 million, and West Bengal Chief Minister Mamata Banerjee has 7.4 million. While other notable politicians like RJD’s Lalu Prasad Yadav has 6.3 million followers, Tejashwi Yadav has 5.2 million, and NCP Chief Sharad Pawar has 2.9 million.

Globally too, PM Modi has significantly more followers on X that other prominent world leaders. US President Joe Biden has 38.1 million followers, Dubai's HH Sheikh Mohammed has 11.2 million, and Pope Francis has 18.5 million. 

Additionally, when compared to global sports and pop culture icons, PM Modi surpasses even some of the biggest names in the world. Virat Kohli (64.1 million), Brazilian footballer Neymar Jr (63.6 million), and American basketball player LeBron James (52.9 million). Celebrities like Taylor Swift (95.3 million), Lady Gaga (83.1 million), and Kim Kardashian (75.2 million).

PM Modi has a large following across social media. While the number on X is staggering, YouTube and Instagram don’t fall short by any regard. On YouTube, the PM has around 25 million subscribers and on Instagram, he has around 91 million followers.

PM Narendra Modi amasses 100 million follower on X; Becomes most followed world leader

Haswanth Vadlapudi, 25, a cricket fan from Hyderabad, travelled to New York to attend the India-Pakistan T20 World Cup match, held on June 9. Vadlapudi told Storyboard18, "The US visa and the entire planning was a huge hassle. Overall, I spent around Rs 4.5 lakh for the visa, flight tickets, hotel, and match ticket".


Like Vadlapudi, a vast number of people from India travel abroad to watch marquee sports events such as the Wimbledon, the UEFA Champions League, the cricket and football World Cups, the Olympics, the Commonwealth Games, etc., every year. Notably, sports tourism is gradually becoming a major driver for the Indian market as several international games played in India, like the 2023 World Cup, attracted tourists from various countries like England, Bangladesh, Australia, and South Africa, thus promoting inbound tourism. 


According to the United Nations data, sports tourism is expected to grow at a CAGR of 17.5 percent between 2023-2030 globally, with the sports tourism market projected to reach $1.8 billion by the end of the decade.


Daniel D’Souza, President & Country Head - Holidays, SOTC Travel said that the increased demand for international sports tourism among Indians can be attributed to the rising middle class, an increasing appetite for unique experiences, and a rising HNI / UHNI segment. Aloke Bajpai, Chairman, Managing Director, and Group CEO, ixigo, told Storyboard18, "Over the past few years, we have seen an exponential rise in demand for sports travel. Indians are increasingly traveling, both domestically and internationally, to attend major sporting events like the IPL, the cricket World Cup, and the Olympics. The finals of the T20 World Cup between India and South Africa witnessed enthusiastic participation from Indian fans, with flight searches for Barbados surging by over 100 percent year-on-year."


Nishant Kashikar, Country Manager, India and Gulf, Tourism Australia, said sports events down under are also a big draw for Indians. "Events like the upcoming Border-Gavaskar Trophy, 2024-25, have already signalled a surge in interest from India," Kashikar added. According to Cricket Australia, ticket sales from India in the current calendar year have witnessed a 10x rise as compared to the 2018 and 2019 years for the Border-Gavaskar Trophy. "Most of the tickets purchased from India have been for the Boxing Day Test, especially corporate groups traveling from India for Hospitality & Premium Experience products," Cricket Australia added.


The Olympics

Now that the T20 Cricket World Cup is over, Indians are preparing to fly to Paris to witness the Summer Olympics starting on July 26. According to the Paris Tourist Office, around 15 million spectators may attend the 17-day event. Just the opening ceremony is expected to have 3,00,000 visitors. 

"In May this year, search data revealed a 30% year-on-year increase in searches by Indian travellers for Paris during the Paris 2024 Olympics. India was also among the top 5 countries in Asia-Pacific searching for flights to Paris between 26 July and 11 August," Santosh Kumar, Country Manager for India, Sri Lanka, Maldives and Indonesia at Booking.com said. Nearly three-quarters (73%) of Indians plan to travel for international sporting events and 70% are keen on travelling for national sporting events this year, Kumar added.


Monish Shah, Founder, and CEO, DreamSetGo, a sports travel firm, said most of his clients are between 35 to 50 years old with high disposable income, as well as some young people from affluent families. DreamSetGo is the official sub-distributor for Paris Olympic hospitality programme this year.


According to Rajeev Kale - President & Country Head, Holidays, MICE, Visa - Thomas Cook (India) Ltd, Indians have demonstrated that they are willing to spend on premium sports events, such as the Olympics, which costs Rs 11 lakh per person for a group of around 50.


Packages

Inderjit Singh, an Indian based in Lagos, Nigeria, is getting ready to travel to the Olympics. "I am a sports fan and love travelling to watch games. There is nothing bigger than the Olympics as far as sports are concerned. I was determined to travel to Paris this year," said Singh, and added that his overall package including, visa, flights, tickets to the games, etc., cost him nearly Rs 11 lakh for 14 days. Singh said he approached VUSportX for planning his trip to Paris. VUSportX designs packages for sports fans within India and abroad, which include hotels, flights, and other allied services.


Nishant Pitti, CEO and Co-Founder, EaseMyTrip said that the average cost of tickets can range from about $50 to $200, depending on the type of seat and the location of the game. The average budget required to attend international sports events can vary from $1,400 to $4,000, depending on the lifestyle of the attendees.


An HNI (high net-worth individual) spends Rs 5 lakh per package on average, while the average corporate client spends around Rs 2.5 lakh per package, and premium packages (such as the Olympics’ opening and closing ceremonies) can go up to Rs 10-12 lakh per person, DreamSetGo's Shah told Storyboard18.

Flying Fans: More Indians are travelling for international sports events

Billionaire Nikhil Kamath’s recent podcast 'WTF, Alcohol is a $70B Business in India?’, covered the A to Z of the alcohol business in India. However, it had managed to irk a popular liver specialist Cyriac Abby Philips, known as “The Liver Doc” on social media, who criticised Kamath for glorifying alcohol consumption that can cause strokes, cancer, liver diseases, and even mental health disorders.

Abhishek Khaitan, MD of Radico Khaitan in the podcast said that countries that have banned alcohol have led their economies to shambles. "Drinking alcohol in moderation is very good,” Khaitan said.

Dr. Philips took to X to point out that no safe level of alcohol is good for human health. "No amount of alcohol is safe because it is not just a liver poison, it is systemic poison. It gets to every part of your body. Even single to lowest exposure can wreck your DNA and promote cancer formation," he said.

Speaking about the disclaimer shown throughout the podcast about alcohol consumption being injurious to health, Dr. Philips said, "To claim drinking alcohol in moderation is good, is actually a crime. It is a crime towards humanity, it is not in good faith. It is in good faith to run the business, yes, because the many people who use it occasionally, move on too frequently, and then get dependent or 'routinize' it. These businessmen have nothing to lose - because they have already put up a stupid disclaimer to get away with it - 'drink responsibly’.”

Kamath owns around 1.6-1.7 percent of Radico's stock worth Rs 400 crore. The ‘Liver Doc’ also stated that it's the business people who support drinking alcohol who have the money to afford expensive medical care incase of any diseases caused due to alcohol consumption.

"I treat alcohol use disorder and related acute liver disease, chronic liver failure and acute-on-chronic liver failure (the most devastating of them all with the highest death rate without a timely liver transplantation) on a daily basis," Dr Philips said. "Patients and families struggle to make ends meet for proper healthcare because alcohol use destroys their life savings. And by the time they find the funds to get things going, the patient is already on the ventilator and in multiple organ failure,” he added. 

Nikhil Kamath targeted by 'Liver Doc' for promoting consumption of alcohol in latest podcast episode

In April this year, Zerodha’s Nikhil Kamath acquired a significant amount of shares of Ather Energy from Flipkart’s co-founder Sachin Bansal, an existing investor in the company. 

In a social media post Kamath shared recently about the importance on buying local and promoting homegrown brands.   

“Patriotism is a different thing to different people, mine today seems to be to dream of young Indian products and entrepreneurs killing it inside and outside India,” he said. 

Kamath added, “Enough of the foreign franchise is better, clothes, jewellery, food, auto, content, shoes, and just about everything else.” 

<blockquote class="twitter-tweet"><a href="https://twitter.com/hashtag/Patriotism?src=hash&amp;ref_src=twsrc%5Etfw">#Patriotism</a> is a different thing to different people, mine today seems to be to dream of young Indian products and entrepreneurs killing it inside and outside India. Enough of the foreign franchise is better, clothes, jewellery, food, auto, content, shoes, and just about… <a href="https://t.co/trYDpJnujj">pic.twitter.com/trYDpJnujj</a>&mdash; Nikhil Kamath (@nikhilkamathcio) <a href="https://twitter.com/nikhilkamathcio/status/1810230933980848447?ref_src=twsrc%5Etfw">July 8, 2024</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

Talking about why he decided to make an investment in Ather, Kamath shared, “Will pick great products with terrible marketing every time, sales I hope can be solved for easier than product. The reason we made this investment is also this, every ancillary player in this space said #Ather, the product is the best, but they don't know how to sell, conservative, measured, etc.”

"Let us Indians buy more Indian brands, until one day non-Indians buy Indian brands. Every one of us has pluses and minuses, Ather has sh*t marketing but great product,” he said. 

Kamath also shared that he bought an Ather scooter last year at MRP, with no discount because "Tarun (Mehta, CEO of Ather Energy) didn't even give me a discount”.

Speaking about why he chose Ather, Kamath said that his journey with Ather Energy began when he started being bullish on the EV sector sometime last year and found interesting insights. He shared that the Indian EV market is expected to grow at a CAGR of 22.4 percent to $117.78 billion by 2032.

He shared, “1 in every 2 EVs sold in India is a two wheeler. Additionally, India stands second to China in the sales of electric two wheelers globally. There are 1319 EV startups registered in India.” 

He also spoke about the government’s plan to make 30 percent of all new vehicles sold in India electric and how in 2023, EV sales in India have witnessed 47 percent growth. 

Ather responded to Kamath's musings, where the company's CEO Tarun Mehta shared Kamath's post on his Instagram story with the tagline, "Marketing team be like "isko discount hi de dena chahiye tha."

<img src="https://images.storyboard18.com/storyboard18/2024/07/WhatsApp-Image-2024-07-09-at-5.40.38-PM-2024-07-2527af060d0f76b8351ee7804a4e7086-473x1024.jpeg" alt="" width="473" height="1024" class="alignnone size-large wp-image-36600" />

'Ather has sh*t marketing but great product': Nikhil Kamath on why he invested in Ather Energy

How happy were Indians in June 2024? More happy or less? Interestingly, overall happiness levels have stayed constant and high in June wave at 77%, like the previous month. 

June wave shows that the cities and cohorts most happy were tier1 (88%), east zone(85%), north zone (84%) and west zone (83%) citizens; full time parents and homemakers (83%), 45+ age group (81%), low education citizens (80%), females (79%), SEC A (78%), SEC C (78%), SEC B (77%), males (76%), employed – part time/ full time (78%), tier 2 (76%), 18-30 years (77%) and 31-45 years (76%), high education (74%) among others.

Citizens dwelling in non-metros were happier (80%) vis-à-vis those residing in the metros (71%).

South zone residents continued to be the least happy, at 56%.

These are the findings of the Ipsos IndiaBus Happiness Survey, that is the monthly barometer of happiness of urban Indians. 

Commenting on the findings of the survey, Parijat Chakraborty, Group Service Line Leader, Public Affairs, Corporate Reputation, ESG and CSR said, "Largely, majority of Indians are happy, across cities, cohorts and age groups. For a growing, emerging market like India, it is understandable as people are happy and filled with hope and aspirations and are driven. Monsoons in several parts of the country could have worked as a mood elevator, amplifying happiness; more so after a hot and prolonged summer season. And non metros are seeing a lot of improvement in infrastrucure, with a manageable cost of living, making it conducive for the citizens to lead a comfortable life and be joyful." 

"Full time parents/ homemakers seem the happiest across all cohorts – spending time with children as they have their holidays and family, socializing/ outings and binge watching OTT at home, could be other reasons for their elevated happiness levels," added Chakraborty.        
 
Further, the survey showed, that in the June wave, urban Indians were the happiest about family (77%) (-2%), health (72%) (-2%), friends’ circle (70%) (-2%), economic conditions (66%) (+2%), colleagues/ business associates (68%) (+2%), employment/ work (65%) (=), neighbours (65%) (+1), situation of the country (62%) (-1%), situation of the world 58% (=).  

"Happiness is not just a fleeting feeling. Different aspects of our daily life have a bearing on happiness and it manifests in our relationships, wellbeing, social network, work and other key areas," said Chakraborty.


Happiness levels remain high in June 2024 with 77% citizens claiming to be happy: Ipsos Report

The shutdown of the homegrown microblogging platform Koo has raised several eyebrows over entrepreneurial ventures in consumer tech sectors like social media, edtech etc. Experts believe the inability to build sustainable monetisation models and overcoming high operational costs sank Koo.

Earlier this week, the app which was once touted as a competitor to X (formerly Twitter), shut down its operations, following a series of unsuccessful attempts to sell or merge the platform.

Koo's co-founder and CEO Aprameya Radhakrishna, took it to LinkedIn to make the announcement. He wrote, "We explored partnerships with multiple larger internet companies, conglomerates and media houses but these talks didn't yield the outcome we wanted." 

Radhakrishna stated that most of them didn't want to deal with user-generated content and "the wild nature of a social media company". 

"A couple of them changed priority almost close to signing. While we would've liked to keep the app running, the cost of technology services to keep a social media app running is high and we've had to take this tough decision," he said. 

That was the demise of Koo. 
 
In 2022, Radhakrishna called Elon Musk Koo's Chief Marketing Officer, a hit at the American Billionaire after he purchased Twitter and went at it with a sledgehammer, dismantling old teams and strategies at the US-based microblogging platform. 

“We were rejoicing when our CEO took a direct jab at the now X Chairman, but little did we know that our entire team would be laid off,” said a former employee from Koo’s brand and communications team.

 
Koo raised $4.1 million in its Series A round in February 2021, and just three months later, raised another $31 million led by American investment firm Tiger Global, valuing Koo at $100 million. By June 2022, according to market intelligence data firm Tracxn, Koo had raised over $57 million and reached its peak valuation of $285.5 million.

 
Koo spent almost $16.5 million on advertising and promotions during the 2022 financial year, when its revenue was over $650,000, according to an analysis by local tech media platform Entrackr.

 
Cost of Operations

 
Kazim Rizvi, Founding Director of The Dialogue, said, “The shutdown of Koo, which aimed to compete with global social media giant Twitter, can be attributed to severe financial challenges and high operational costs. Despite a 75 percent growth in operating revenue to Rs 14 lakh in FY22, Koo’s expenditure surged over 8X to Rs 202 crore, leading to substantial losses.”

 
Rizvi further said, “High advertising costs, employee benefits, technology expenses, and legal fees significantly strained finances. While the founders could have diversified revenue streams, secured strategic partnerships earlier, and optimised costs to sustain themselves, we must appreciate the testing times they operated in. While brands like HDFC, Amul, and Snapdeal advertised on Koo, the platform’s revenue was insufficient for sustainability.”

 
Around February 2023, Koo terminated the contract with a leading PR and communications agency mid-year after signing the contract in 2022 to cut down on operational costs. “The reason they cited was lack of funds to continue the service, and they chose to continue their PR activities via their internal team,” said a former employee.


Major Advertisers Stayed Away from Koo


Kumar Awanish, Chief Growth Officer of Cheil India, said, “The only differentiation in the Koo app was the native language offerings. Otherwise, it was just a microblogging site like Twitter (now X). Advertisers think from the perspective that the content and reach have to be different. The audience base has to be unique for the genre of the content. Then it attracts the advertisers' interest. When compared with the giants such as Meta or X, it was nowhere near, and that was the reason advertisers stayed away.”

 
Awanish elaborated, “I know at least 20-22 major brands who invest heavily in advertising but stayed away from Koo as a platform for advertising. A few companies in the e-commerce space did advertise on Koo, but it was just on a trial and experimental basis for a short period of time. It was mere luck that Koo managed to sustain for such a long period.”

 
Arijit Basu Vice president Growth & Strategy, BC Web Wise said, "While Koo managed to acquire millions of subscribers in a short span of time due to the regional penetration and digital sovereignty, they soon realized that the most important job of a product or brand is not customer acquisition but customer retention which is actually marketing 101."


Basu said, "Koo had the genesis of being a really great and innovative platform but did not attract enough advertisers or subscription models. The lack of a steady revenue stream made it difficult to sustain operations in the long run considering the likes of global giants, so only funding was not enough to sustain."


Did Bharat Really Want Koo?

 
Saurabh Parmar, Fractional CMO, said, “Koo's closure is unfortunately one of the simplest ones. It was a product customers never wanted. The entire idea of a microblogging platform for Bharat seems to have been done without any of the decision-makers really asking, 'Does Bharat really want to microblog? And if so, what differentiates Koo from X, the major microblogging platform?'"

 
Elaborating further, Parmar said, “Koo is not a marketing or fundraising failure. They excelled at both - from politicians getting onto it to media stories when the tide was against X (then Twitter), they got a lot of free PR and buzz, and despite having just a few million users, they raised $60 million.”

 
“It’s a business insight failure, and if any lesson is about really understanding India — which can’t be done based on reports and Excel sheets but by living and talking to the real India, which fewer and fewer marketing or business folk do. Also, if you have to keep buying users for a social network instead of word-of-mouth spread, then there is something strategically wrong. A product like Koo is built on PLG marketing (product-led growth) and not performance ads,” Parmar added.

 
Game of Hope: NaMo didn't join the party

 
Koo gained prominence in 2021 after several ministers endorsed it amid a row between the Indian government and X, which was then known as Twitter. Hoping that the government would ban X in India, Koo’s persistent efforts to bring Prime Minister Narendra Modi and Home Minister Amit Shah on the microblogging platform failed. The microblogging platform faced another blow when Meta launched Threads, which initially gained 100 million users within a week, due to its integration with Instagram.


In 2022, Koo claimed it had an active user base of 9 million, with many users from Nigeria, where Twitter is banned, and Brazil.
 

A senior employee from Koo’s product development team said, “We were constantly told to try and get PM Modi and Home Minister Shah onboard along with their ministers to bank on their popularity and fan base, which failed, but similar developments had also taken place with Nigerian President Muhammadu Buhari. When Koo entered Nigeria, all the ministers and government officials followed suit.”


However, the Koo saga illustrates the precarious balance between innovation and market viability. It also reflects the broader challenges faced by tech start-ups in India. The platform's story highlights the critical need for sustainable business models and a deep understanding of market needs.

A product customers never wanted?: The rise and fall of Koo

Edtech startup Unacademy has laid off 250 employees in a cost-cutting measure, according to a report by CNBC-TV18. 

The report mentioned that the latest round of layoffs has impacted staff across various functions, including marketing, sales, and product.

Citing sources, the CNBC-TV18 report added that around 100 affected employees were fired due to "sales performance-based exits".

The previous round of layoffs happened in March last year in Unacademy when the startup reduced its workforce by nearly 10-12% following a slowdown in its online business growth.

Notably, Unacademy has laid off around 2,000 employees in multiple restructuring exercises in the past two years.

A spokesperson told CNBC-TV18, "To streamline operations and enhance business efficiency, we have recently undergone a restructuring exercise. This was necessary keeping in mind the company's goals and vision for the year, as we focus all our efforts on sustainable growth and profitability. Consequently, some roles have been impacted. While this transition won't be easy, we will be supporting all impacted individuals during this transition".

In FY23, the SoftBank-backed firm's revenue grew by 26.15% to Rs 907 crore from Rs 719 crore in FY22. Unacademy also managed to cut down losses by 39% in FY23.

<a href="https://www.storyboard18.com/social-media/byju-raveendran-put-himself-on-a-pedestal-and-stopped-listening-unacademy-ceo-gaurav-munjal-35837.htm">Read more: 'Byju Raveendran put himself on a pedestal and stopped listening': Unacademy CEO Gaurav Munjal</a>

Unacademy lays off 250 employees in cost-cutting move; marketing and sales teams hit

What is a trend? In the social media world, it’s a topic on which we see multiple innovative posts for a short period of time. The key phrase here being ‘short period’. That’s what makes trends great. They come, they go, and you have fun while they last. This avoids saturation and keeps the audience intrigued. 

What if a trend never left? What if it came, it conquered but now wants to stick around longer? Relevance is oh, so important these days. Well, that would work in case of lifestyle trends, like an easier cooking technique or a simple yet beneficial exercise. 

However, the trend being referred to here isn’t a lifestyle one. It does makes lives easier - of marketers, not the audience. Case in point: CGI advertisements. To put it in a way that’s relatable - CGI ads are those relatives who visit your home but have no intention of leaving despite the many signals. 

Computer-generated imagery or CGI is a quick and simple way for marketers to capture a moment and quickly have an often exaggerated social media post or campaign ready to upload. Today, CGI ads are OOH but not quite. They appear to be out in popular locations or hoardings but are really just on your digital screens. 

Brands today are using the CGI format to market products, services, movies, TV shows, social campaigns and much more. The format is quite popular because they help create life-like visuals that help with relatability. Initially, CGI ads made quite a buzz. They rode the hype cycle and became quite popular. 

WhatsApp’s privacy campaign at The Gateway of India in Mumbai is a great example. The campaign released in August 2023 and was an amazing concept, executed effectively. The campaign did well to grab eyeballs. Similarly, Barbie’s CGI campaign for their doll collection at the Burj Khalifa in Dubai was one of the early examples of what a grand spectacle CGI can help create. The Chelsea FC kit reveal with Nike in September 2023, where the jersey was hung over the London Bridge too was a good representation of the capabilities of CGI in advertising. 

Well, we’re now in 2024, a year later and the trend is still going. There’s one important aspect that helps maintain relevance in today’s age, and that is innovation. Unfortunately, the CGI ads category has seen little to no innovation ever since it ‘trended’. 

We see the same concept everywhere. A large product of a brand at a popular location, a product popping out of a billboard, a plane flying with the product suspended. There’s only so much you can do. When does saturation hit? For the audience, really quick. For the marketer, well, clearly not yet. 

A CGI ad would require lesser effort than an elaborate campaign. You get a prominent location at probably no cost, you get as much creative liberty as you want, and not to forget, you save on the massive production costs. It’s relatively a much easier method. Maybe, that’s why the ad fraternity loves it so much as is unwilling to let go. 

CGI ads often walk on a thin line between marketing and possible misinformation. A brand recently released an ad of an Indian cricketer’s statue being erected at New York’s Time’s Square. While in it’s YouTube video, the brand did mention that the statue was a CGI creation, social media users believed it to be the truth. After all, the statue did look real. 

CGI ads do still create buzz, but they have now become monotonous and quite frankly, boring. They’re the shiny new toy that became dull. But is still in use. Saturation is a funny thing and too much of anything is too bad. Repetitiveness creates not only boredom but frustration as well. Which is why trends remain short term. Which is why it is important to know when the time period of a trend has expired. 

A common word in most effective advertising and marketing today is ‘insight’. It’s time brands start collecting insights more effectively on social media trends as well. CGI ads have overstayed their welcome. It is time for the relatives to finally go home.

CGI ads should be done and dusted; Find out why

Gaurav Munjal, the CEO of Unacademy recently shared what he feels were the reasons behind edtech company Biju’s’ downfall. Byju's was once the world's leading edtech unicorn and India's most valuable startup. Until its dramatic fall. 

Munjal, who is the co-founder of edtech firm Unacademy said said, “Byju failed because he didn’t listen to anyone. He put himself on a pedestal and stopped listening. Don’t do that. Never do that.”

Munjal shared some of his learnings on X, positioning Byju’s as an example of what could have been done differently. “Don’t listen to everyone but have people who can give you blunt feedback,” he said. 

Sharing his learnings before arriving on Byju’s, the CEO emphasised on the importance of understanding the business’s unit economics on day one itself. He shared that it’s the best thing one can do. 

<blockquote class="twitter-tweet">Byju failed because he didn’t listen to anyone. He put himself on a pedestal and stopped listening. Don’t do that. Never do that. Don’t listen to everyone but have people who can give you blunt feedback.&mdash; Gaurav Munjal (@gauravmunjal) <a href="https://twitter.com/gauravmunjal/status/1806402278427127821?ref_src=twsrc%5Etfw">June 27, 2024</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

Munjal also shed light on the current investor landscape. "Some Investors are assets, some are liabilities. Trick is to figure out the ones who are assets and listen to them,” he said. 

He elaborated saying that not all investors provide equal value beyond their financial contributions. It is important for a founder to have the ability to take into account the advice given by beneficial investors. This can be the deciding factor of a startup’s success or failure, he said. 

There have been mutiple exits at Byju's over the past few months, from employees, to the CEO and other prominent board members. Additionally, founder Byju Raveendran too recently lost his billionaire status, as it was revealed that his net-worth plummeted from a staggering Rs. 17545 crore to Zero.

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