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“With CAS, I think some pay channels will become free to air”

Published

23 years ago

January 8, 2003

How would you describe India’s information and broadcasting minister Sushma Swaraj ,DTH,? Gutsy and headstrong! Slightly strange for one born on 14 February. There have been times when rumours in Delhi’s political circles have suggested that she has reached the end of the road as a minister and every time the bindi and vermilion sporting Swaraj has proved her critics wrong. So much so that once when she was actually shifted out of the information and broadcasting ministry a few years back to be made Delhi’s chief minister by the Bharatiya Janata Party with an eye on the state elections, she emerged stronger though the party lost the state to rival Congress Party at the hustings.

In her third stint at Shastri Bhawan, which houses the I&B ministry, amongst others, in the Capital, Swaraj has not only managed to wrest the initiatives from other aggressive fellow politicians like IT& telecom minister Pramod Mahajan (who probably secretly wishes that the I&B ministry is also merged with his present portfolio so he can lord over the convergence space), but has also unleashed policies which are sure to have far-reaching effect on the media industry. Criticisms notwithstanding, of course.

In this interview with indiantelevision.com’s Anjan Mitra at her residence one Saturday late last month, a relaxed Swaraj discusses her ministry’s achievements in 2002 and the agenda for the new year in general and, in particular, the first quarter of 2003.

What would you say are the highlights of 2002 as far as I&B ministry is concerned?

Three big decisions were taken — allowing foreign direct investment (FDI) in the print medium, setting the road ahead for implementation of conditional access system and okaying the community radio scheme. I am sure all these milestone initiatives will have far-reaching effect on the industry concerned in the coming years. There’s a sense of satisfaction that we have managed to achieve all these in a short period of time.

But decisions on FDI in the print medium and CAS have been criticised for various reasons and some issues still remain to be addressed. So, how can they be called milestones?

Why do you have such a pessimistic view? Look at it from the other side. Take, for example, the FDI in print medium. Various governments for years have discussed the issue, but it is only this (BJP-led National Democratic Alliance) government which has finally taken a stand after having looked at all the pros and cons. This demand has been made by a certain section of the print medium and we have acceded to the demands after having put in proper checks and balances.

“Let me make myself clear that there is no move to review any policy guidelines on DTH. ”

Still, if you take CAS, the industry is still unsure of the rollout and the issue of availability of set-top boxes has not been resolved. Do you foresee a bumpy ride for CAS?

I don’t foresee any bottlenecks. It is just a matter of time when small issues will get sorted out. We have this committee, comprising all the stakeholders in the industry, which will soon finalise the pricing of the basic tier of service and the minimum number of channels which should be there in that tier. What’s more, okaying of CAS has got some very positive response. Three chief ministers of Maharashtra, Andhra Pradesh and Karnataka have written to me requesting that either their states should also be included in the first phase of implementation of CAS or more cities should be included as in the case of Maharashtra (Mumbai is part of the first phase).

As far as boxes are concerned, when the government finally dispenses with all the regulatory framework like notification on CAS in the Gazette, box manufacturers will start manufacturing boxes here. CAS is sure to change the whole TV scenario and the way business is done by broadcasters and cable operators in an environment where consumers will not be arm-twisted by cable operators any more, but will pay only for what he wants to watch.

Will the government include more cities in the first phase of CAS rollout?

I don’t want to mandate anything that is not implementable. CETMA (the apex body of electronics goods manufacturers in India) had submitted a paper that assures the government that if there is enough demand, cheap boxes can be made available. According to its estimates, if there is a demand for 10 lakh (1 million) boxes (in analogue mode), then the price can be as cheap as Rs 1,500. Let us see how the market forces behave as also what CETMA members do.

Experts say that analog STBs, which would be in demand initially, are not hack-proof and questions have been raised over their inter-operability. What is the government stand on this?

As far as inter-operability is concerned, the government does not expect any problem. Let me make it clear that the government is not mandating any technology and the Bureau of Indian Standards has already come out with the specifications for the boxes. Neither has the BIS told the government that piracy is an issue with analogue boxes.

Do you think that in the wake of CAS, some pay channels may turn free to air to be part of the basic tier of FTA channels?

Broadcasters depend on numbers and eyeballs which may get affected in the case of pay channels, I think. Advertising revenue is dependent on the number of homes a programme reaches and the popularity shows up in TRPs. With CAS all these aspects may change. I think some pay channels will become free to air.

Why has the Star News issue become so controversial and why is the government taking so long to give it certain permissions?

I think the media has created the controversy by raising various questions. The government is looking at formulating a policy covering electronic medium, FDI and news channels.

We have received an application from a company (Star News Broadcasting) which is registered abroad and all its directors are foreigners. This company wants to control a news channel that is meant for India predominantly. Until now the government had not been faced with such a situation. The issue of Star News is unlike that of BBC, for instance, which is an international news channel with some Indian news too. Until now, there has been no restriction in this sector, but Star’s proposal has made us think. So all that I have said is that I would like to get some guidance from the full Cabinet so in future nobody can accuse me of playing favourites.

What are the options before the Cabinet on Star case?

The Cabinet can take a view on the issue and tell me what to do. It can look at various options, including the following:

– Maintain a status quo and let things continue as they are

– Recommend a complete ban of foreign investment in the news category in the electronic medium

– Suggest that the FDI component in the news category in TV be made equal to that in the print medium where in the news category, foreign participation is capped at 26 per cent

– Recommend having FDI capped at 49 per cent, prevalent in telecom and other broadcasting segments

What is your personal opinion on the issue?

I don’t want to express my personal opinion now, but would like the Cabinet to take a collective decision and tell us which we will follow. If the Cabinet asks for my personal opinion, then I’ll give it there.

Hypothetically speaking, can Star continue taking content from an Indian company and have that company uplink from India for Star News?
Of course that can happen. It is being done now by NDTV, isn’t it?

Can Star News Broadcasting take content from Star India Pvt. Ltd. and get uplink permission from India? Would Star India be considered an Indian company by the government and will there be some changes in the permission given to others like Zee Telefilms and also NDTV which have foreign investments?

Yes that can be done. As far as I understand, Star India would be considered an Indian company as per the law of the land.

Any future policy decisions as and when they are taken will also guide others like Zee Telefilms that have got uplinking permission (despite having NRI/OCB component). But let me add that all the directors in Zee were Indian (unlike those in Star News Broadcasting).

Is the government looking at reviewing the KU-band DTH policy guidelines as it has failed to attract any investment till now?

Well, two applications are being examined by the I&B ministry. I don’t think more will come as in DTH, worldwide, monopoly is favoured instead of having many players to increase competition.

Let me make myself clear that there is no move to review any policy guidelines on DTH.

What is I&B ministry’s agenda for 2003?

I got my agenda for the first three months ready, at least. We would like to have the broadcasting council to regulate content on TV ready, set in motion the process for opening of the FM radio to private players in the second phase, sign film co-production treaties with Britain, France and Canada and give more teeth to the Press Council of India (PCI acts as a watchdog in the print medium).

After having initiated so many things in 2002, I’d like to keep the momentum. The government would introduce a Bill on the formation of the broadcasting council and I hope it will be passed during the next session. We cannot keep on waiting for the Convergence Communication Bill (to be enacted into a law) for content regulation to come into effect. Anyway, so many amendments have been suggested in the Convergence Bill that I think it would take quite some time before any progress is made on that front.

We would also like that in the second phase of FM radio, private players and All India Radio do not duplicate their efforts. We would like that in those places where AIR operates FM stations, private players should not enter and rather go to cities where AIR does not operate FM stations. This way, FM radio can cover the whole country.

Do you foresee the I&B ministry being merged into the IT & telecom ministry to get ready for the convergence era?

I don’t see any possibility in that direction. I&B ministry’s role does not end with broadcasting and carriage and content only. The ministry, for example, acts as the official PR of the government through the Press Information Bureau, takes care of spreading social messages of the government. Who’ll organise the film festivals? There are many aspects that are to be looked into. I think I&B ministry would continue to be there even in an era when convergence is total.

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Awards

Hamdard honours changemakers at Abdul Hameed awards

Published

4 months ago

February 7, 2026

indiantelevision.com Team

NEW DELHI: Hamdard Laboratories gathered a cross-section of India’s achievers in New Delhi on Friday, handing out the Hakeem Abdul Hameed Excellence Awards to figures who have left their mark across healthcare, education, sport, public service and the arts.

The ceremony, attended by minister of state for defence Sanjay Seth and senior officials from the ministry of Ayush, celebrated individuals whose work blends professional success with a sense of public purpose. It was as much a roll call of achievement as it was a reminder that influence is not measured only in profits or podiums, but in people reached and lives improved.

Among the headline awardees was Alakh Pandey, founder and chief executive of PhysicsWallah, recognised for turning affordable digital learning into a mass movement. On the sporting front, Arjuna Awardee and kabaddi player Sakshi Puniya was honoured for her contribution to the game and for pushing women’s participation onto bigger stages.

The cultural spotlight fell on veteran lyricist and poet Santosh Anand, whose songs have echoed across generations of Hindi cinema. At 97, Anand accepted the honour with characteristic humility, reflecting on a life shaped by perseverance and hope.

Healthcare honours spanned both modern and traditional systems. Manoj N. Nesari was recognised for strengthening Ayurveda’s place in national and global health frameworks. Padma shri Mohammed Abdul Waheed was honoured for his research-backed work in Unani medicine, while padma shri Mohsin Wali received recognition for his long-standing contribution to patient-centred care.

Education and social development also featured prominently. Padma shri Zahir Ishaq Kazi was honoured for decades of work in education, while former Meghalaya superintendent of Police T. C. Chacko was recognised for public service. Goonj founder Anshu Gupta received an award for his dignity-centred rural development initiatives, and the Hunar Shakti Foundation was honoured for empowering women and young girls through skill development.

The Lifetime Achievement Award went to former IAS officer Shailaja Chandra for her long career in public healthcare and governance, particularly in the traditional systems under Ayush.

Speaking at the event, Hamdard chairman Abdul Majeed said the awards were a tribute to those who combine excellence with empathy. “These awardees reflect Hakeem Sahib’s belief that healthcare, education and public service must ultimately serve humanity,” he said.

Minister Seth struck a forward-looking note, saying India’s young population gives the country a unique opportunity to become a global destination for learning, health and wellness by 2047.

The ceremony also featured the trailer launch of Unani Ki Kahaani, an upcoming documentary starring actor Jim Sarbh, set to premiere on Discovery on 11 February.

Instituted in memory of Unani scholar and educationist Hakeem Abdul Hameed, the awards have grown into a national platform that celebrates those building a more inclusive and resilient India. For one evening at least, the spotlight was not just on success, but on service with substance.

MAM

Why the best campaigns today start with insights, not ideas

Published

4 months ago

February 7, 2026

indiantelevision.com Team

MUMBAI: For decades, creative storytelling has been the cornerstone of brand communication. The “big idea” amplified through catchy jingles, striking visuals, and memorable hooks was once the gold standard for relevance and recall. Creativity defined presence, and the loudest, boldest campaigns often won attention.

But the marketing landscape today looks very different.

Audiences are more exposed, more discerning, and far less patient. They are inundated with messages across platforms, formats, and creators, often encountering hundreds of brand touchpoints in a single day. In this environment, creativity alone especially when untethered from real consumer truths is no longer enough to move behaviour. Great ideas are abundant. Meaningful impact is not.

This is where insights matter.

The difference may seem subtle, but it is fundamental. An idea represents what a brand wants to say. An insight reflects what the audience is already thinking, feeling, or experiencing. The most effective campaigns emerge not from cleverness alone, but from the intersection of these two forces.

From creativity to relevance

As the marketing ecosystem becomes increasingly saturated, consumers are growing immune to inflated claims and surface-level storytelling. Even beautifully crafted campaigns can fail if they are disconnected from lived realities. The gap between a brand’s internal enthusiasm and the audience’s actual sentiment can be the difference between attention and indifference.

Insights help bridge this gap. They force brands to pause, listen, and observe to understand emotions, behaviours, cultural contexts, and contradictions. Instead of trying to be remembered through louder branding, insight-led campaigns allow audiences to see their own experiences reflected back at them. When a campaign articulates a problem that feels personal, relevance is created. Trust follows.

Insight is interpretation, not information

It’s important to distinguish between data and insight. Data tells us what is happening. Insight explains why it is happening. While data is measurable and structured, insights are interpretive and dynamic, shaped by real-time sentiment and human behaviour.

Modern consumers are full of contradictions. They demand authenticity while remaining deeply aspirational. They want brands to take a stand but expect nuance, not instruction. They seek transparency, yet are drawn to curated narratives. These tensions are not obstacles, they are opportunities. When understood correctly, they can shape communication that feels timely, credible, and human.

Some of the most effective campaigns today are born not in isolated brainstorm rooms, but through listening to audiences, creators, editors, online communities, and cultural signals. Insights often exist in blurred patterns, but once identified, they can redefine how a brand connects.

A recent campaign we executed for Domino’s illustrates this shift clearly. The brief wasn’t to make a pizza look bigger or louder. Instead, it was rooted in a simple behavioural truth: in Tier 2 and Tier 3 markets, sharing food is an emotional act tied to family, celebration, and value perception. The “Big Big 6-in-1 Pizza” became a canvas for this insight. The campaign leaned into regional voices and real sharing moments, allowing people to show how they experienced the product rather than being told why they should buy it. Influencers and celebrities amplified genuine usage, not scripted endorsements. The impact from engagement to footfall to sales came not from a clever idea, but from understanding how people relate to food in their everyday lives.

Shifting the starting point

Today’s consumer landscape demands a shift in perspective from “What should the brand say?” to “What does the audience need to hear right now?” This marks a move away from inward-led marketing toward communication shaped by behaviour, emotion, and cultural relevance.

Brands leading today are keen observers. They notice when perfection stops resonating. They sense when luxury shifts from aspiration to excess. They recognise when influencer content begins to feel repetitive and trust erodes.

Virality, too, is often misunderstood. It is not a strategy to chase, but an outcome. Campaigns rooted in insight do not aim to go viral; they aim to resonate. When content reflects something familiar, a shared truth, emotion, or tension, it travels organically because people see themselves in it.

Ideas attract attention. Insights build connection.

The evolving role of PR

For PR professionals, this shift has redefined success. Coverage volume alone no longer tells the full story. The more meaningful questions today are: Did the communication influence behaviour? Did it align with cultural conversations? Did it address a real consumer pain point?

Insight-first thinking allows these questions to be answered at the planning stage, rather than corrected midway through execution.

In a world where formats and platforms will continue to evolve, what remains constant is the power of authentic communication. The strongest campaigns today do not begin with a brainstorm, but with observation, interpretation, and empathy. That is not just better marketing, it is more responsible, resilient, and meaningful brand-building.

Brands

Ahmad Muneeb elevated to VP – HR centre of excellence at Zepto

Published

4 months ago

February 7, 2026

indiantelevision.com Team

MUMBAI: Zepto has elevated Ahmad Muneeb to vice president – HR centre of excellence, placing him at the helm of the company’s total rewards, executive compensation and organisational effectiveness as the quick-commerce firm powers through a high-growth phase.

The move follows his stint as senior director of the HR COE, where he played a central role in preparing the company for IPO readiness while scaling its people analytics capabilities. During this period, Muneeb helped align complex performance management structures with more streamlined and scalable employee experience frameworks.

In his new role, he will steer the design of total rewards strategies, executive compensation planning and organisational design, while also overseeing performance management, employee experience initiatives and people analytics programmes.

Before joining Zepto, Muneeb spent nearly three years at Meesho, where he held multiple rewards and HR business partner roles. Earlier in his career, he worked as a senior rewards consultant at Mercer, advising high-tech clients on compensation benchmarking, pay structures and talent-focused reward frameworks.

He began his hr journey at Cognizant, where he supported compensation programmes for nearly two lakh employees across India and worked on m&a compensation alignment and skill-based pay initiatives. Prior to moving into HR, Muneeb started his career as a software engineer at Netcracker, bringing a technical grounding to his people strategy work.

With a mix of consulting rigour, start-up agility and enterprise-scale experience, Muneeb’s elevation signals Zepto’s continued focus on building robust people systems as it races towards its next phase of growth.