DD-Mumbai, Sahyadri, has scripted its own path to success with revamped programming, in-house production and a Marketing division that has brought more advertisers on the channel. Its viewership and ad revenues are up significantly, and it could stand to make more gains in a post-CAS environment.
ON May 1, when all Government establishments were closed, the Doordarshan Kendra in Mumbai — Sahyadri — was abuzz with activity. The day was also Maharashtra Day, and the Kendra was hosting the Sahyadri Navratan Awards to felicitate Marathi achievers in fields such as cinema, theatre, music and art. The two-and-a-half hour function, which was attended by a host of eminent personalities, was held on the premises, telecast on DD-10 (Sahyadri), and earned the Kendra a cool profit of Rs 12 lakh. "We lit up the tower, put up a set and invited a lot of important people," says Mukesh Sharma, Director — DD, Mumbai, of the effort. Sounds simple all right, but Sharma left no detail to chance: the persons who received the awards were chosen with care, as were the person who presented the awards. Every detail was debated, every move rehearsed — with a meticulousness seldom associated with a Government body, let alone DD. Yet, it is just one example of the many things Sahyadri has got right in the last couple of years.
While other terrestrial channels have struggled to retain viewers and advertisers in the face of the slick cable & satellite channels, DD-Mumbai has actually gained in both: its share of the overall TV advertising pie, estimated at Rs 4,600 crore, grew from 0.6 per cent to 1.1 per cent last year. And the top categories of advertisers are all FMCGs, and comparable to those on any general entertainment C&S channel: toilet soaps, tea, hair oil and baby lotions/creams. Its share of viewership has also grown, from 2 per cent to 2.9 per cent last year, according to TAM Media Research. More significantly, of the Top 60 Marathi programmes in all TV homes, 30 are on Sahyadri. Its reach has grown significantly, and it has a channel share of 42.5 per cent in non-Prime Time and 14 per cent Prime Time, way above competitors Zee Alpha and ETV Marathi, in all TV Homes. Even in C&S homes, its share is 7.3 per cent in non-Prime Time, which is higher than its rivals. In Mumbai, the average time spent viewing Sahyadri is 61 minutes, and in Rest of Maharashtra it is 181 minutes, which is much higher than its rivals.
"Traditionally, DD-10 has been strong in non-C&S homes because of its reach in the non-metros, but now, it is giving even C&S channels a run for their money," says Atul Phadnis, Director, S-Group, TAM Media Research. "And this, in a region (besides the South) where audiences are very evolved, and very hard to please." Revenues are also on an uptick: while DD-Malayalam and DD-Bangla are the top earners, DD-Sahyadri is right behind.
Much of this can be attributed to the new, viewer-friendly programming, slicker presentation and savvy marketing of DD-10 since Sharma took over as Director in May 2000. A one-time actor, filmmaker and journalist, Sharma had worked in DD Delhi, Mumbai and Lucknow before, and had also spent a dozen years in the Children's Film Society. He set about his new job systematically: from insisting on cleaner premises to daily briefing sessions with the staff to greater interactions with the media to doing a SWOT analysis of the channel. The verdict was that while the channel had some good content and the advantage of reach, much of its programming was not packaged well, and was marketed badly. Sharma quickly set up some basic tenets: no tape would be played before it was checked for its technical quality, he would be more involved in the production of out-sourced content, and young personnel would be hired to anchor and present programmes.
"Sahyadri was like the River Saraswati — it was not seen. But to be seen, you need good programming and presentation," he says. "With the streamlining of operations, our viewership and TRPs grew phenomenally in just six months."
Fortunately for Sahyadri — even the name came after Sharma took over, otherwise it was simply DD-10 — the competitive landscape also changed. Of the four other Marathi channels — Tara Marathi, Prabhat, Alpha and ETV — Tara and Prabhat folded up, and Sahyadri raced ahead of the others quickly on the strength of its programming. Several interactive and call-in programmes were introduced, besides game shows, children's shows and news-based shows. Its dial-in shows, Hello Doctor, Hello Sakhi, Hello DD and Saad Pratisaad became very popular, as did the news-based shows, Ghatna Chakra and Maha Charcha. Games shows such as Saap Seedi, Aaj Atta Tabadtob and Chala Banuya Roadpati (a spoof on Kaun Banega Crorepati) were launched, besides two news bulletins. The top soaps, Damini, Gharkal and Bandhini are big drivers, as are regular favourites like Chitrahaar and Sahyadri Antakshari, a relaunched Chhayageet, and the Marathi feature film on Saturday afternoon. The programming mix is an even balance of entertainment, information and education, with a greater focus on packaging and presentation, Sharma says.
And the results are there to see: "Sahyadri is the best option to reach out to the Maharashtrian viewers in Bombay and the Rest of Maharashtra, as its channel share is higher than the other options, Alpha and ETV, in the Rest of Maharashtra," says Manish Porwal, General Manager — Investment & New Initiatives, Starcom Worldwide. Besides targeting more eyeballs, Sahyadri has also worked closely with major advertisers to offer greater branding opportunities, as with Fair & Lovely Bharari — a career guidance programme for women, and Sapat Parivar Mahacharcha — a current affairs programme for Sapat Chai. "The Fair & Lovely brand is about empowerment of women, so the career guidance format is a perfect fit," says Madhusudan Narayanan, Planning Director, Mindshare Fulcrum. "Maharashtra is one of the biggest markets for fairness creams and skincare products, and because DD is a public broadcaster, it is a better vehicle for edutainment programmes." Other top advertisers, besides HLL, include Johnson & Johnson and Godrej Consumer Products.
Many advertisers have come on the channel after the Marketing division, headed by Vijaylakshmi Chabra, was set up. Chabra's team of 16 undertook a study of the channel and of competition before drawing up an action plan to market the channel. Chabra and Sharma work as a team — a rare feat — and clearly respect each other's ability. The challenge was that DD had traditionally marketed its programming through private agents, and so did not have complete control over its inventory. So every time a programme came up for a re-bid, DD-Mumbai simply took it on, produced it, and sold it directly; programmes such as Chhayageet, Jasoos Vijay, Chitrahaar and Rangoli are all produced in-house now, and sold by the marketing team. Even the news and current affairs programmes, that are marketed directly, are completely sold out, Chabra says. The marketing team also keeps a close watch on TRPs, and revamps or pulls programmes that are not doing well. "Since we produce it ourselves, we have greater control over our programming, and we can package the strong programmes with the weak ones, and the terrestrial (2.30-8 pm) with the satellite (8 pm onwards), and sell it as a complete channel rather than as separate programmes," says Chabra, who previously headed the AIR Bombay office. "A programme like Chayageet now delivers twice the amount of revenues that it used to through a private producer."
Besides customising programmes for bigger clients like HLL, Sahyadri has also gone after smaller advertisers and involved them in making the channel more marketer-friendly, Chabra says. Big-ticket items, like the India-West Indies series was also marketed directly, rather than through a third party, with the result that DD earned Rs 48 crore. The upcoming India-Australia-New Zealand series will also be marketed directly. Following Sahyadri's example, the Kendras in Delhi, Chennai and Bangalore also have marketing divisions now, and there is a move to produce more programmes in-house. The ultimate goal is to sell DD as a channel, rather than just sell individual programmes, and sell a bouquet of DD channels — DD1, DD2, DD Sports — along with the 250-odd AIR stations across the country to advertisers as an integrated package, Chabra says.
The greatest advantage the Marketing division has brought to the table is greater transparency, Chabra says. "Because it is a Government set-up, there is accountability, and now DD also has a face," she says. "Clients can call me directly, and so we have the support of the industry." In the case of the India-West Indies series, for instance, the entire inventory was sold out in less than three days, as clients knew DD was not holding back any slots to sell for a higher price later. If DD can get its act together across Kendras, it stands to benefit in the post-Conditional Access System environment, Chabra says.
Media planners agree: unbeatable already as far as reach is concerned, the marketing division has also ensured that the channel is more accessible to advertisers, and "more hungry for business," says Starcom's Porwal, who has put clients like Heinz (Glucon D and Complan), Balsara's Babool and VVF (Doy soap and Mast soap) on the channel. "There are constant follow-ups and deal construction processes, much like in private channels, and many more sponsorship options now." However, stringent rules and regulations can sometimes make innovation difficult, and the channel is also not open for rate negotiations, unlike C&S channels, he adds.
Sharma also knows he cannot rest on his laurels: there is always an issue of funding, as DD does not make enough money nationally to be self-sufficient. Besides, its mandate of a public broadcaster means that the channel is limited in terms of programming innovations and advertising options. Still, he is optimistic: "We have shown that it is possible to do it differently, that it is possible to sell a DD channel as a brand," he says.
SOURCE:http://www.blonnet.com/catalyst/2003/06/05/stories/2003060500040100.htm
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