29 February 2020 02:24

MediAvataar's News Desk

MediAvataar's News Desk

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Sweeps the business category with a dominant share of 81% in the metros 

CNBC-TV18, India’s leading Business news channel, over the years has consistently earned the reputation of being the go-to destination for the fastest, most accurate and comprehensive coverage of Union Budget. Having dominated the business news genre for two decades, this year the channel beat all English general news channels on Budget day by garnering maximum viewership of 468 (Imp’000)*. The combined viewership of the 8 general news channels including Times Now, CNN-News18, Republic, India Today TV and others was a mere 421,000 impressions. Its viewership that say was almost four and a half times the viewership of Times Now and almost double of Times Now and Republic combined.

The day where the eyes and ears of the Indian citizen is hooked onto their screens, CNBC-TV18 left no stone unturned in delivering top-quality content via its extensive, exclusive and unmatched coverage. Almost 4 out of every 5 English Business news viewers on Budget day was watching CNBC-TV18.

Speaking on the ratings, Basant Dhawan CEO – English & Business News Cluster, Network18, said “Union Budget is the most important event for our channel and our viewers. We strive to deliver unmatched coverage, analysis and opinions to our viewers and have maintained this tradition for two decades now. What we have achieved this Budget, with regards to viewership figures is remarkable and one to be proud of. Not only are we a leader in just business news space, but our viewership on budget day is higher than the combined viewership of all English general news channels."

It was the first full year Union Budget presented by the country’s very first female finance minister, Nirmala Sitharaman on February 1. With the day being of immense importance to the country’s economic future, CNBC-TV18 provided content and information via an integrated newsroom comprising CNBC-TV18, CNBC Awaaz, CNBC Bajar and www.cnbctv18.com with utmost authenticity and perspective from market experts ensuring that the investor is kept abreast of the day’s events. The Finance Minister’s very first interview to CNBC-TV18 saw a remarkable share of 100%

*Source: BARC India | TG: NCCS AB Male 22yrs+ | Market: India | Period: Wk 05'20 (Saturday, 0600-2400 Hrs), Imp'000 | 10 English News Channels considered)

**Source: BARC India | TG: NCCS AB Male 22yrs+ | Market: India | Period: Wk 05'20 (Saturday, 0600-2400 Hrs), Imp'000 | 8 English General News Channels considered)

***Source: BARC India | TG: 22+ AB Males Market: India Period: 1st Feb, 2020 (18:00-18:30)

Fever FM the No. 1 station in Delhi brings the biggest concert of the year! Arijit Singh Live in Concert in Delhi on the 22nd Feb. 2020

This Valentines month, Fever FM brings the magic of love and romance to Delhi with a very special Arijit Singh Live-in-Concert. Arijit Singh, the golden voice of Bollywood, needs no introduction. Right from Aashiqui 2 to Love Aaj Kal 2, he has been topping the charts. His romantic and soulful numbers create an immersive experience. With Feb. being the month of love there couldn’t be a better timing for this concert.

Fever FM is giving the listeners a chance to come and join the celebration of love, music and entertainment with Arijit Singh at Sector 10, Dwarka, Delhi on 22nd February 2020. Arijit is really excited to be performing in Delhi after a gap of 2 years. Commenting on the same, he said ‘I am really excited to be in the National Capital after nearly two years. We always have a great experience whenever we perform in Delhi. The crowd is really very energetic, and they sing along to all of the songs that we play. I am looking forward to performing with them again!’

Talking about the upcoming event, Harshad Jain, Chief Executive Officer, Radio & Entertainment, HT Media Ltd. & Next Mediaworks Ltd, said ‘Nobody covers Bollywood like we do, from exclusive song launches to maximum movie associations to hosting the biggest concert of this year! Arijit Singh is a rage across the country and we at Fever are extremely happy to be bringing him live to Delhi for our listeners. The fans are super excited to attend the concert, with some of them literally counting days to the event date. We are looking forward to making the concert a grand success.’

The tickets to the concert are available at Insider.in.

Key Highlights:

● Digital Vidya has been a profitable company since its inception.

● DSIM registered revenue of approximately Rs 17 Crore in the Financial Year 2018-19

● 55+ employees of DSIM have joined Digital Vidya post this acquisition.

Digital Vidya, India’s leading provider of training solutions for digital marketing announced today that it has acquired DSIM (Delhi School of Internet Marketing), the second-largest player in Digital Marketing training space in India with a presence in over 12+ cities. In an all-cash deal, Digital Vidya with this acquisition will expand its reach in the major cities by delivering high-quality offline digital marketing certification programs at affordable prices on a large scale.

In the year 2015, Digital Vidya acquired Digital Academy India and strengthened its position in the digital marketing industry. With DSIM’s addition, Digital Vidya will establish itself as an industry integrated ed-tech company that is poised to develop skills that matter the most in the job markets.

Sharing his views about this acquisition, Anuj Batra, CEO, Digital Vidya, said, “with the new addition to the family, we will expand our reach in the major cities via the offline channel. It complements Digital Vidya’s core strength in providing training programs globally in the online channel.”

DSIM was founded by Kunal Choudhary in 2011. About the acquisition, Kunal quoted, “Apurva Panwar, the co-founder, and I leave DSIM with a lot of pride in having shaped careers & businesses of over 25,000 professionals and entrepreneurs. At DSIM we got the opportunity to work with really talented and amazing people. With Digital Vidya management we believe that DSIM is in the right hands & they will continue to impart impeccable digital marketing skills. We wish the new management every bit of success and good luck.”

Digital Vidya also offers in-house digital marketing training programs for corporations and has served over 150+ organizations such as Philips, Intuit, GE, Cisco, Times Internet, Citibank, Adobe, SAP, Sony, Wipro, EY, Pernod Ricard, Viacom18 and Reliance. The company has also partnered with Google and Facebook in India to train their clients and partners through customized digital marketing training programs.

Speaking on the opportunity of digital marketing as a career choice, Anuj Batra talks about a recent report by LinkedIn which stated digital marketing as “one of most in-demand job skills”. This report also mentions that there are 7000+ digital marketing vacancies and skilled personnel are required to fill this gap. In addition, the report claims that Digital Marketing education firms, such as Digital Vidya, will have to play an important role in bridging the gap between available and needed digital marketing talent.

Digital Vidya and DSIM have individually touched more than 4 lakh subscribers looking for Digital Marketing training in the last 10 years. In the coming year, Digital Vidya plans to contribute to the growth of over 10 lakh patrons empowering them with job oriented skills in the digital marketing domain.

We hear a lot in the news these days about how big companies are both challenged by and responding to the threat from start-ups. In many cases, start-ups are lauded as more consumer-focused and agile. As a result, big companies have set up small units designed to mimic the start-up model, but is this truly a recipe for success?

Here is the essential point, trying to create a start-up within a big company risks throwing the baby out with the bathwater. Scale, resources and deep knowledge of consumer behaviour are advantages that should allow big companies to innovate better than a start-up. There are barriers, such as an addiction to process and a focus on efficiency instead of opportunity, that need to be overcome for a big business to innovate with the agility of a start-up. However, these barriers often stem from ingrained ways of working rather than organisational structure, and aren’t insurmountable. In short, big companies should be able to adopt a new approach to innovation throughout their business that plays to their advantages and allows them to innovate better than a start-up.

One of the biggest challenges for a big company is to step outside the traditional, stage gate approaches to innovation that have led to years of close in, line extension launches that have failed to add incremental value to these businesses. The result of processes like these is that markets have got so crowded that in categories such as yoghurt in the UK it would take you 65 years to buy all of the yoghurts available if you bought a different SKU each time you shop!

To cut through in a world saturated with choice, innovation needs to offer consumers options that are meaningfully different to the ones they have already. Many of the best examples of innovation that have delivered this meaningful difference in recent years have come from start-ups that have tapped into changing consumer needs with a proposition that disrupts the norms of the category incumbents. These examples abound from craft beer to fintech to pet food, but big companies may be even better positioned to create meaningfully different products if they play to their strengths.

A meaningfully different innovation will only emerge if a clearly defined growth opportunity is identified as the start point. Once this is done then lean, start-up principles which rapidly iterate from opportunity to idea to Minimum Viable Product (MVP) to scaled launch can nurture and improve the innovation. And it is our belief that, larger, more established businesses with their greater resources can implement lean innovation better than a start-up because they can LEARN better than a start-up. Learning better comes from the smart use of modern, agile, insight approaches focusing on critical assumptions and behavioural understanding.

The smashing together of intelligent futures strategy, expert knowledge and big data from consumer conversations provides the learning that identifies opportunity areas for innovation. The smart innovator will then generate ideas, use approaches such as VR or dummy e-commerce platforms to test them in context, build a MVP and get learnings from agile research approaches and small scale launches. All the time iterating and testing the critical assumptions behind the idea. It is the learning that results from this testing that enables the proposition to be optimized and maximise its chances of success with a scaled launch.

The difference between a big organisation and a start-up is that the latter cut corners out of necessity. For example, why should a start-up approach of getting the reaction of a few people in a café in North London be the ONLY basis of your optimisation guidance for a MVP? Feedback from hundreds of your target consumers is available in days. Why rely ONLY on the observations of a brand manager to translate consumers’ thoughts into insight? Expert qualitative researchers, trained to understand the 90 percent of consumer feedback that is un-stated (through facial expression, body language etc) and to decode the semiotics of speech are on hand.

So, when thinking about how you approach innovation, do you learn better than a start-up?


Written by Phil Sutcliffe, UK Board Director at Kantar

These Roles Are Unlikely to Report to CMOs Despite Marketing Departments Taking Control of Key Aspects of CX Execution Within Their Organizations

Organizations are taking customer experience (CX) more seriously by committing more resources and talent to the discipline, according to Gartner, Inc. Gartner’s 2019 Customer Experience Management Survey revealed that in 2017, more than 35% of organizations lacked a chief experience officer (CXO) or chief customer officer (CCO) or equivalents, but in 2019, only 11% and 10% lacked one or the other role, respectively (see Figure 1).

“There has been significant growth in the presence of CXOs and CCOs or equivalents in many organizations over the last two years,” said Augie Ray, VP analyst, Gartner for Marketers. “However, these roles rarely report to CMOs despite marketing taking control of more CX initiatives.

The survey — which covered a variety of departments where CX efforts are run and supported, such as marketing, IT, customer service, operations, sales and stand-alone CX departments — found that responsibility for CX budgets and initiatives has begun to shift into the marketing department.

“As marketing continues to take on a larger role in CX, marketing leadership faces a potential challenge coordinating companywide CX,” said Ray. “CMOs and marketing leaders responsible for aspects of their organization’s CX must ensure that roles are understood, redundancy and conflict are minimized, and collaboration is prioritized.”

To do this, Gartner recommends that CMOs and marketing leaders take the following actions:

Establish clear lines of responsibility and authority for everyone involved in CX: The presence of many departments and leaders contributing to CX demands strong cross-functional governance. To avoid different leaders managing conflicting CX strategies and programs, ensure all CX leaders meet regularly, share information, discuss common problems, evaluate duplicative vendors and efforts, and avoid confusion over accountability.

Broaden marketing measures: For marketing to successfully take and sustain a larger role in enterprisewide CX, marketers must consider the comparative weight given to their short- and long-term metrics. Committing time and resources to CX efforts should go beyond short-term goals such as awareness, inbound traffic and conversion, but also long-term outcomes such as improved customer satisfaction, reduced churn, increased lifetime value and great referral volume. Define goals not just by internal expectations, but by how customers define success. Establish metrics and KPIs around efforts that meet customer expectations.

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