MEDIA DOSSIER

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					                        MEDIA DOSSIER

                         Period Covered:     Feb 1 – 28, 2006

                           Subject: Monthly Media Dossier

                        Medium Appeared in: Electronic & Print




                                                                 For internal circulation only



Monthly Media Dossier                                                             Feb 2006
                                      Page 1 of 1
                        PERCEPT NEWS




Monthly Media Dossier                     Feb 2006
                            Page 2 of 2
New Year brings cheer to Carat camp, agency bags new accounts worth Rs 25 crore
Source: exchange4media
Date: Feb 01, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19630&section_id=1&pict=2&tag=14357&email=

Talk about starting the year with a bang, and Carat Media definitely has reasons to cheer. In fact, three reasons to cheer.
The agency has bagged the duties of three new businesses in the first month of 2006 already – Pantaloons Retail Home
Solutions, Zicom and VRS Foods, a milk and milk-based products company – adding total billings worth Rs 25 crore.

With the exception of Pantaloons Retail Home Solutions, both Zicom and VRS Foods were multi-agency pitches. The
advertising spends of Pantaloons Home Solutions is pegged at Rs 10-12 crore, Zicom is pegged at Rs 11 crore, while
VRS Foods is pegged at Rs 4-5 crore.

Confirming the developments, Charles Berley Jenarius, Group CEO, Carat Media, said, “This is a great beginning for the
year. These are very interesting categories and these clients are planning to come out with exciting initiatives in 2006. We
are looking forward to partnering with them in their endeavours and do some great work for them.”

Speaking on Pantaloons Retail Home Solutions, Pradeep Iyengar, VP, Carat, added, “With the way things had worked out
in 2005 and the experience we gathered, we are experts on retail in the country, and by adding Pantaloons Retail Home
Solutions to our portfolio, we have taken this a step forward.”

Both Zicom and VRS said that despite speaking to other agencies, the reason they had signed on Carat was the like-
minded approach between the clients and the agency. Santonu Choudhury, CEO, Consumer Service Group, Zicom, said,
“There were other agencies in the fray, but Carat is one of the best agencies in India. More importantly, our thought
process matched very well with theirs – we knew we would be able to do some good work with them.”

He further said, “In 2006, we would be entering the consumer segment. For us this is a new and significantly big step.
This would need a certain expertise, and we believe that is what Carat brings to us.”

Speaking on similar lines, Shailesh Arora, VP, Marketing, VRS Foods Ltd, said, “The segment we are in is growing and
competition is catching up fast. We are clear on the agenda for 2006 to make a distinct mark in the segment and hence,
we turned to professional media help for that. Carat understood what we wanted and where we were headed, and so we
decided to assign the business to them.”




Monthly Media Dossier                                                                                           Feb 2006
                                                        Page 3 of 3
Small wonder
Source: Business Standard
Date: Feb 2, 2006
Link: http://www.business-
standard.com/iceworld/storypage.php?chklogin=&autono=213796&leftnm=lmnu9&leftindx=9&lselect=4


Merchandise sales lift Hanuman to a new high.

Baby Hanuman will soon be seen crooning to the trance version of “Maha Bali Maharudra”, after successfully launching
tattoos, sharpeners, parachutes, wind chimes, puzzles, games and so on.

Hanuman, a 2-D animation flick from Percept Picture Company (PPC) and Sahara One Motion Pictures in association
with Silvertoons, has proved a success at both concept and merchandise acceptance.

The sale figure of Hanuman merchandise is Rs 1 crore, just short of the local Rs 1.2 crore Spiderman figure, the globally
known character for its action stunts and cartoon stripes.

Mahesh Ramanathan, COO, PPC says, “It’s about how you tell a story and extending it through independent options like
merchandise to keep the buzz alive.” The success of Hanuman is attributed not just to its concept, but to aggressive
marketing and distribution.

To set the pace, PPC in association with Plastich India introduced a whole set of merchandise around the movie. The
range, which started with eight items, has now been expanded to 18. Sandeep Bhargava, business head, Sahara Motion
Picture says, “We want to further exploit the logo H of Hanuman as a fashion accessory for the youth.”

PPC, which markets its merchandise through movie theatres and retail stores, is now planning to expand its base by
targeting supermarkets, thus focusing on distribution.

This popular Hollywood studio model seems to have been accepted well in India. This explains why Hanuman, the Rs 4.5-
crore film with a marketing budget of Rs 1.5 crore, has been well received at the box office with total gross earnings close
to Rs 13 crore.

Taran Adarsh, trade analyst, says, “The success of Hanuman has been very inspiring, as it has managed to change the
concept of animated films from being perceived as just cartoon films in the mainstream cinema.”

In India, the other player to cash in on the toy merchandise is Mattel India. Mattel has associated itself with movies like
Batman Begins, Robots, and Barbie movies like Barbie and the magic of Pegasus, by launching a range of movie
merchandise.

These include action figures, vehicles, playsets and so on. Nanette D’Sa, vice president, marketing, Mattel Toys India,
says, “Property strength, longevity of the movie and box office success are the key drivers that define the success of toy
merchandise.”

This, however, according to toy store owners does not always alter the sales percentage of movie merchandise, which
accounts for 5-6 per cent of the total toy sales.



Monthly Media Dossier                                                                                           Feb 2006
                                                        Page 4 of 4
Pankaj Wadhwa, managing director, Kidstuff says, “The movie property is short lived as compared to popular television
programmes. Movie merchandise does not always render positive response as children tend to ask more of television
merchandise.”

The size of the Indian animation industry is estimated at Rs 3,000-5,000 crore, and is expected to be the next big thing.
The industry, which has been traditionally more of an outsourcing hub for films in the US and Canada, is expected to
reach a figure of Rs 15,000 crore in the next 5 years.

Manu Ittina, director, Ittina Animation says, “There is tremendous need for local animated content. However, the industry
does seem to be on the right path.” For now, PPC plans to produce a 3-D film on Krishna and a sequel to Hanuman,
scheduled for release in 2007-08.




Monthly Media Dossier                                                                                        Feb 2006
                                                       Page 5 of 5
MTV network signs on P9 integrated to market its entertainment properties
Source: Televisionpoint.com, Indiantelevsion.com
Date: Feb 2, 2006
Link: http://www.televisionpoint.com/news2006/newsfullstory.php?id=1138841417

MTV Network has appointed P9 Integrated as their sole concessionaires for marketing entertainment properties and
representing MTV in the entertainment industry. The deal includes exclusive rights of selling MTV for film marketing,
music promotions, home video, live events and other related activities.

Navin Shah, CEO, P9 Integrated, said, "The entertainment market is a huge market and we are happy to represent MTV
Network in this space. The account is a substantial one and we will represent MTV, VH1 and Nickelodeon. We are giving
MTV an extended marketing strength."

With the first weekend of a movie becoming the most crucial factor in determining its fate, marketers have become very
conscious of marketing their movies in the right way. "To a product called film, there are some channels which add to the
visibility of the move and there are some which actually influence opinions. The electronic medium is one of them, and
MTV is an opinion leader as it is does not just add to the visibility but also forms positive outlook. We think that the state at
which the film industry is today, channels like these will be more strong media and marketing avenues to help the product
take off and we intend to help the films do just that," asserted Shah.

He further said that the reason that nearly 95 per cent of the films never took off was not because they were bad product,
but because of bad marketing.

He added, "We inject a positive word of mouth. This MTV deal is the first for us as an exclusive deal and that will precisely
be the way for us. There are positive happenings in the film industry today as Bollywood has in the last five years spent
about 12-14 per cent of the project cost on marketing the films, and we expect this figure to reach 20 per cent this year.
We are very bullish and are focusing very clearly on marriage of brands with the entertainment industry."

P9 wants to create something called the Entertainment AOR and has set a target for itself to be working with 20 top
marketers by the end of 2006. This includes placing a product to actually making a three-hour feature film for the brand.
"As the market leader, our task is not just to increase our market share, but to create new market as well," Shah said.

The current base of the entertainment marketing industry is estimated to be Rs 200 crore and the expenditure to market
entertainment properties is growing steadily at 30 per cent y-o-y. P9 estimates that in the next five years this market will
grow to Rs 2,000 crore.




Monthly Media Dossier                                                                                               Feb 2006
                                                           Page 6 of 6
In blueprint for Mumbai’s global push: Bollywood
Source: Mumbai Newsline, Indian Express
Date: Feb 2, 2006
Link: http://cities.expressindia.com/fullstory.php?newsid=168017

WHEN fuddy-duddy Brihanmumbai Municipal Corporation (BMC) meets Bollywood, you know at once that diverse strands
of Mumbai are coming together like never before.

In its fineprint on how to transform Mumbai into a world-class city, the BMC has done just that: It has picked sectors to be
nurtured into economy-drivers for the next 25 years, an exercise necessitated by the City Development Plan that urban
local bodies must present to New Delhi along with project proposals under the Jawaharlal Nehru Urban Renewal Mission
(JNNURM). And, along with usual suspects finance and information technology, the BMC now says two other areas that
can expect their future to be buttressed by policy initiatives and projects are health services (including medical tourism)
and entertainment, media and tourism (with special focus on Bollywood tourism).

 ‘‘Lots of tourists would love to visit a set, see how a Bollywood film is made or movie artefacts, but it’s all informal now,’’
said Additional Municipal Commissioner Manu Kumar Srivastava. ‘‘And the health city concept originates in Mumbai’s
large, trained manpower in the medical sector, as well as economies for foreign patients having procedures here as well
as excellent accessibility.’’

The BMC is clear on what it believes are Mumbai’s big opportunities. And since the City Development Plan foresees
modifying policies, land use patterns, transport and services to nourish the chosen sectors, industry leaders will be
watching the alterations closely.

‘‘Bollywood’s impact globally is massive,’’ said Shailendra Singh, joint managing director of Percept Holdings, which
recently produced India’s first animation feature film Hanuman and also dud Home Delivery. ‘‘But to get tourists to
Bollywood, we need a good Bollywood museum, archiving, theme parks... And how about a good, well-connected
studio?’’ Just incentivising core film-making business with land at good rates and improved infrastructure will make
tourists confident enough to add Bollywood to their itinerary, Singh believes.

‘‘Give hospitals an acreditation system,’’ said Prabodh Lele, Chief Executive Officer of Hinduja Hospital, which sees about
300 foreign patients a year. ‘‘Foreigners tend to know just the top few hospitals. And with hospitals trying to undercut one
another, it’s good for patients to know that the hospital he’s dealing with is, say, graded A or B.’’

The other things on the wishlist for medical entrepreneurs: Simplified immigration for patients and a concerted effort to
button up the tourism end of medical tourism, with hospital associations, tourism bodies, Airports Authority of India and
governments coining packages like a bypass surgery plus a two-week stay in Goa. ‘‘That will promote medical tourism by
design rather than by default,’’ said Lele.

The details of how to further these sectors’ aspirations have to be fleshed out—the City Development Plan the BMC is
offering New Delhi is little more than a framework. A request for proposals from consultants is ready and a year-long
comprehensive study of land use and appropriate infrastructure for these sectors will begin shortly.

Amidst it all is also the death knell for whatever’s left of manufacturing. ‘‘That industry is passive now,’’ said Srivastava.
For Mumbai, the service industry is the road ahead




Monthly Media Dossier                                                                                                Feb 2006
                                                           Page 7 of 7
True life figure inspires Bipasha’s role in Corporate
Source: Hindustantimes.com, Indo-Asian News Service
Date: Feb 2, 2006
Link: http://www.hindustantimes.com/news/181_1614939,001100030003.htm

It looks like a season of real-life characters on screen. By now everyone knows Madhur Bhandarkar's Corporate - the
second part of his proposed trilogy on metropolitan mores and communities - will feature Bipasha Basu as a steel-willed
business tycoon.

What is not known is that the character is based almost lock, stock and barrel on a real-life female entrepreneur. She is
apparently a very high-profile woman and well known in social circles for her power panache and sex appeal.

"That's why I wanted to cast a woman and not a girl. The trouble is most of our high-profile heroines seem to have
stepped out of their teens, which is a good thing really. But not for this film," Bhandarkar says.

"While Page 3 needed an innocent girl to play the ingénue, Corporate needs a full-blooded woman with tremendous
reserves of sensuality, nerves of steel and the look of gritty determination. Bipasha fitted the bill perfectly. I don't think she
has ever done a role like this before. In fact, I don't think any leading lady in our film has done something like Corporate,"
he added.

The film produced by Sahara's Percept Pictures, who produced last year's top grosser No Entry, is almost ready.

"Besides Bipasha, KK Menon, Sammir Dattani and Minissha Lamba, not too many faces will be known or recognisable. I
wanted to get actors from theatre who would look their parts," said Bhandarkar.

"I wanted the film to be as hard-hitting, edgy, raw and real as Chandni Bar and Page 3. There were no compromises. Yes,
the film will have songs composed by Shamir Tandon. But they will be part of the narrative. Why should I get away from
the musical format when it served my narrative's purpose so well in Page 3?

"The important thing for me is to build on the reputation of an intense filmmaker which I have earned again after Page 3,"
said Bhandarkar.

Page 3 was the closing film at the 10th Kerala Film Festival last year.

As Corporate completes filming, speculation about Bipasha's true-life parallel is bound to grow. "I can see a lot of Page 3
regulars looking into the mirror to ask, 'Is it me?' grinned Bhandarkar.




Monthly Media Dossier                                                                                                Feb 2006
                                                           Page 8 of 8
Brand Sachin needs a few tons
Source: Business Standard
Date: Feb 04, 2006
Link: http://www.business-
standard.com/strategist/storypage.php?hpFlag=Y&chklogin=N&autono=214092&leftnm=lmnu7&leftindx=7&lselect=0

As Sachin Tendulkar fell to his knees trying in vain to keep out a ball that went on to hit the timber, several questions
arose about his future as brand ambassador.

While these remain just questions, there is a legion of Tendulkar fans out there balking at any suggestion that his brand
value will ever diminish — the batsman who once struck fear in the hearts of bowlers around the world is invoking
sympathy.

Equus Red Cell Advertising CEO Suhel Seth says Sachin the brand is today a “bit tired with no energy and excitement”.

In his last 20 One-Day Internationals, Tendulkar has scored a total of 568 runs. Sourav Ganguly has scored 514 runs in
his last 20 one-dayers. When it comes to renewing Tendulkar’s contracts, companies like Bharti hedge. “We will evaluate
the equity and franchise and look at what other options are more relevant at that time,” says Hemant Sachdev, group chief
marketing officer and director of Airtel.

Tendulkar’s bad form could not have come at a worse time. Not only did the team lose the Test series in Pakistan,
Tendulkar went on tour without an agent. His Rs 100-crore contract with WorldTel expired on December 31, 2005, and so
far it has not been renewed.

Santosh Desai, president, McCann Erickson, says Sachin is currently in a “fading hero” mould. “The fans are starting to
face the reality that Sachin is not ageless and timeless,” he said.

Obviously, says Desai, this will affect Sachin the brand. “Already, his style of play from a strong attacker smacking all
bowlers to the boundary has changed to a more subdued one. That was the first sign of Sachin’s mortality,” says Desai.

A Percept D’Mark insider claims the company is in talks with the cricketing icon and is most likely to sign him up.

“Sachin’s price is not as good as the old times, like after the 2003 World Cup,” says Shailendra Singh, managing director
of Percept. He adds that though Tendulkar is a living legend with extraordinary brand value, the market today is divided
with the rise of younger generation heroes like Yuvraj Singh, Mahendra Singh Dhoni and Irfan Pathan.

“A person who goes on to win the great laughter challenge today is a brand,” says Seth.

In 2005, Tendulkar’s three-year-old contract with ESPN-Star Sports came to an end, and it has not been renewed. Ravi
Venkateish, managing director, ESPN-Star, says this is due to a change in the company’s marketing strategy. “We are
now more property-focused, for example like with the English Premier League,” says Venkateish.

However, TVS, which first signed up Sachin in 2002, renewed its contract in February 2005. R Chandramauli, senior vice-
president of TVS, says Tendulkar has grown beyond the game. “He is an icon, a living legend and surpassed the one-
innings phenomenon,” he says.

However, as Desai points out, Tendulkar has not signed any new deal lately.

Monthly Media Dossier                                                                                            Feb 2006
                                                         Page 9 of 9
JWT adds Hero Honda Super Splendor
Source: Televisionpoint.com
Date: Feb 03, 2006
Link: http://www.televisionpoint.com/news2006/newsfullstory.php?id=1138926637

JWT has won the Super Splendor brand from the two-wheeler major Hero Honda. FCB-Ulka, earlier handled the Super
Splendor brand, and now, Hero Honda has moved the account to JWT for the calibration process with JWT, which
handles the majority of Hero Honda brands.

Though, significantly, all the existing brands are split between the roster agencies JWT, Percept H and FCB-Ulka. Hero
Honda had called for a pitch in November last year, which saw the above mentioned agencies participating.

Even though, repeated attempts were made to contact both Hero Honda and JWT, the executives maintained a stubborn
silence. Though, FCB-Ulka held the movement and however, sources in the know have confirmed the development to
Televisionpoint.com.

Note, JWT also handles Hero Honda CBZ, Hero Honda Splendor, Achiever, CD Dawn, CD Deluxe, Karizma, CBZ, Joy
and Glamour. Percept H looks after Hero Honda Ambition and Hero Honda Passion. FCB-Ulka is credited with the famous
Sarva Guna Sampanna campaign. FCB-Ulka handles Pleasure, the Hero Honda’s new 100 cc scooter for women's.




Monthly Media Dossier                                                                                     Feb 2006
                                                    Page 10 of 10
Reversing trend, Percept puts film into brand
Source: The Hindu Business Line
Date: Feb 03, 2006
Link: http://www.thehindubusinessline.com/2006/02/04/stories/2006020402600800.htm

Reversing roles for brands looking at in-film and co-branded options with the film industry, P9 Integrated, the film and
entertainment company belonging to the Percept Group of Companies, has decided to make a full-length commercial
Hindi feature film based on a lifestyle brand.

Mr Navin Shah, COO, P9 Integrated, told Business Line, "We are working on a project whereby a film is being made
exclusively for a brand. This would a full-fledged commercial Hindi film based on a lifestyle brand and would be released
this year. It would be a lifestyle brand which needs to make attitudinal changes with respect to the Indian consumer and is
not necessarily interested in gaining market share."

Without revealing the identity of the lifestyle brand, the entertainment marketing company hopes to become the pioneer in
this space. It intends making more films based exclusively on brands and spinning them off as commercial ventures with
the help of its associate, Percept Picture Company, which recently witnessed box-office hits such as Page 3 and
Hanuman.

Apart from visibility, the company also hopes to gain revenues through satellite and screening rights and expects the
returns on investment to be much higher than when compared to what the brand would have conventionally spent on
mass media.

Even if the film does not fare well at the box office, "we feel the sheer visibility of the brand would be almost six times the
amount of investment made in it," estimates Mr Shah. In future, there are plans to rope in more brands across categories
and make feature films with a commercial proposition to give brands the `adequate visibility' they require.

Drawing resources from its group companies such as Percept Picture, the one-and-a-half-year old P9 Integrated hopes to
create a new trend in brand marketing through its new project. "We believe in creating a new market by marrying the
advertising and entertainment markets," states Mr Shah.

Meanwhile, P9 Integrated is also exploring more options of giving films and entertainments brands the `right' marketing
edge. In the recent past, it has entered into agreements with MTV and its channel brands such as VH1 and Nickelodeon
to market its entertainment products.

In fact, it has decided not to restrict itself to television and has decided to strike more deals with FM radio brands and
other digital brands to market its offerings.

"We believe in using the more conventional wisdom of brand marketing to market our films and reach out to the 18-24 age
group which has access to such avenues," adds Mr Shah, who intends taking the entertainment brands across multiple
media including malls and coffee retail networks.




Monthly Media Dossier                                                                                             Feb 2006
                                                        Page 11 of 11
Fashion Week's global touch
Source: Business Standard
Date: Feb 07, 2006
Link: http://www.business-
standard.com/common/storypage.php?storyflag=y&leftnm=lmnu4&leftindx=4&lselect=1&chklogin=N&autono=214296

Britain-based S2 Events will consult on India’s biggest business ramp show.

The Fashion Design Council of India (FDCI) has had an interesting year. Last year, it had a very public split with Lakme,
which has been sponsoring Lakme India Fashion Week since its inception in 2000, and onlookers have been asking
themselves ever since how FDCI is going to tackle fashion week in its new avatar this year.

It seems FDCI is responding by taking the bull by the horns. In September of last year, FDCI brought in event
management company Percept D’Mark to organise India Fashion Week, as it is now being called, beginning 2006.

Percept replaced IMG, whose contract ended last year, and which has since tied up with Lakme. IMG is a well-established
company that organises fashion weeks all across the world, including New York Fashion Week, and its exit must have
given FDCI’s head, Rathi Vinay Jha, pause for thought.

However, Percept has managed to appoint a consultant from abroad as event director — Wolter Dammers, designer-
producer, S2 Events. S2 Events is a British firm that has been organising London Fashion Week since the early eighties,
thus matching the experience and prestige of IMG.

“We were chosen because of our track record,” says Dammers. Dammers and his team have already pinpointed several
problem areas that they hope to address this year, from shows starting on time to extended facilities for the press and
backstage.

“We’re going to break down the gap between the shows to keep the momentum going, and make everything much more
professional,” says Dammers.

“They’re going to introduce systems,” adds FDCI director general Jha, “and everything will be much better organised. This
year, the number of participating designers we have has gone up from 40-odd to 65, and we’re also planning a separate
event in Mumbai in September, to showcase spring/summer lines.”

“The Lakme walkout is not an issue,” announces Jha militantly. “It’s a forgotten chapter.” “IMG wasn’t able to bring in a
consultant from the outside,” says an FDCI insider, “but Percept was able to do so immediately.”

These statements are reflective of the general mood of somewhat forced optimism that is running through the FDCI
offices in Gurgaon. And although word on the street has been the FDCI-Percept team has been finding it hard to rope in a
sponsor, Jha assures us that an association has been made, and that the announcement will be made on the 15th of this
month.

However, the search for a sponsor, a legal notice concerning monopolistic practices and other worries have been niggling
at FDCI, and their decision to showcase 65 designers could maybe add to this.

While most of the well-established designers seem to have stuck with FDCI, we’re sure the management still has some
sleepless nights in store — watch this space for developments.

Monthly Media Dossier                                                                                        Feb 2006
                                                      Page 12 of 12
Percept H's Chennai branch head, Suresh Mohankumar, joins JWT
Source: agencyfaqs
Date: Feb 07, 2006
Link: http://www.agencyfaqs.com/cgi-bin/re.html?u=http://www.agencyfaqs.com/news/stories/2006/02/07/14115.html

Suresh Mohankumar, branch head, Percept H, Chennai, has returned to his passion: strategic planning. He has joined
JWT, Chennai, as strategic planning director.

But why shift from leading an agency to being part of a team in another?

Mohankumar explains, "I have worked in the planning function for over five years. I was beginning to miss it at Percept.
Even the stress of handling a branch and new business wins was tiring me out. Since I wanted to get back into planning, I
thought that with big clients like Ford, JWT was the best platform for me."

Mohankumar started his career in 1993 with RK Swamy/BBDO in the client services function. He moved on to join
Contract, Bangalore, where he worked on BPL Audio and Carbon. In mid-1997, he joined Lowe (then Lintas), where he
worked on brands such as Tanishq and Arvind Mills. After a three-year stint there, he decided to venture into strategic
planning and joined Mudra to spend another three years there.

In 2003, he joined Contract once again, but this time in Chennai, where he played a dual role, planning as well as
servicing. In 2004, he joined Percept H, where he helped the agency bag such brands as My TVS, VVS Oil and Natalia.

According to Mohankumar, his most memorable project was for Tanishq while working at Lowe.

He says, "Tanishq was launched in 1994, with a premium, high-fashion positioning. The problem was that people believed
Tanishq to be an unaffordable brand. They didn't want to even venture into the outlets."

But the bigger challenge, says Mohankumar, was to wean the consumers away from their family jeweller, with whom they
had been dealing for generations and so enjoyed a high comfort level.

Tanishq went on to launch a 22-carat jewellery collection as opposed to the earlier 18-carat one. In addition, it introduced
a machine called the Carat Meter, which checked the purity of jewellery.

"It was our idea to bring the machine from the factory to the store," Mohankumar recalls. "As a result of our efforts and the
campaign that followed, footfalls increased tremendously, as people queued up to check the purity of their jewellery. In the
process, they realised two things. Firstly, they noticed Tanishq's collection and, secondly, most of them realised that their
family jeweller was cheating them with lower weights."

The sales, claims Mohankumar, increased from Rs 22 crore to around Rs 120 crore within the span of a year.

Mohankumar is hoping to turn around brands at JWT as well.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 13 of 13
To stay in tune, or take a different pitch?
Source: Business Standard
Date: Feb 07, 2006
Link: http://www.business-
standard.com/common/storypage.php?storyflag=y&leftnm=lmnu4&leftindx=4&lselect=5&chklogin=N&autono=214295

RADIO

Arati Menon Carroll

Will the proliferation of services serve different clusters of listeners, or continue the pattern of safe-else-sorry
programming?

With the government selling a total of 279 FM stations, can radio listeners finally look forward to being able to make
discriminating choices based on differentiated content? Unfortunately the word around town is: “Not yet, anyway.”

Rajesh Tahil, CEO, Radio id Day West that operates Go FM in Mumbai and won 16 additional licenses, negates the
possibility of niche programming.

“There will be no niche programming until we are permitted to operate more than one channel per city. If my channel is my
only one in the city, why should I run a jazz station and die the death of a pauper. We have to accept that niche channels
are a function of the audience and not the licensing system.”

For now all that Go listeners can hold out hope to is the possibility of the station sharing content with BBC Worldwide,
which recently picked up a 17.5 per cent stake in Radio Mid-Day West. “If relevant, content sharing is something we’re
looking into,” says Tahil.

Six months ago, Red FM, unveiled a new programming approach, transforming themselves into a “hit” radio station. “With
the help of a quarterly listener ranking system we have narrowed our playlist so every song played on Red is a hit song,”
says Abraham Thomas, CEO, Red FM, which will operate out of 10 cities.

According to Thomas, until the veracity of radio listenership data is proved, marketing gimmicks and not music
programming will be the real differentiation between channels. “What we will see is increased spending on promotions,”
he remarks.

His words proved prophetic. Last week Radio City unveiled a new brand campaign — “City mein kho jao”. Explains
Apurva Purohit, CEO, Radio City, “When competition is at your door, you naturally look for different ways to distinguish
yourself. We’ve had a certain brand image which we wanted to improve upon, so we’ve taken our tagline from inducing
trial generation to a stage of more involvement.”

Purohit believes Radio City will be recognised for taking the localisation route in the 18 cities they will be present in.

Few new operators are talking programming yet. BAG films, with 10 winning bids, claims it’s too busy dealing with
paperwork to strategise yet.




Monthly Media Dossier                                                                                               Feb 2006
                                                         Page 14 of 14
Anil Ambani’s Adlabs echoes that. TV 9, that will operate frequencies in Andhra Pradesh, plans to synergise its TV and
radio operations, whether in content or in advertising models.

M K V N Murthy, vice president, TV9 adds, “Ultimately though, we believe there will be a market for original radio music
content sourced from local providers, just like there is a market for remix videos made exclusively for television.”

Sanjay Aggarwal, head of radio operations, Pan India Network, promoted by Zee that has won eight licenses for B class
cities in Maharashtra and the north, says their programming will revolve around regional language fare; Hindi and Bhojpuri
in UP, Hindi and Punjabi in Punjab, and Marathi and Hindi in Maharashtra.

According to Thomas, “Language will be one of the slots pan-India operators will try to capture as fast as they can.”

One FM frequency that is showing signs of breaking out of the mould is Radio Indigo, part of BPL Innovision business
group, that won the Bangalore license in Phase II of bidding.

A spokesperson for Radio Indigo, which was a driver station on WorldSpace radio network for four years, said, “Radio
Indigo will continue its legacy of catering to the international city of Bangalore and provide an international radio
experience.” Now if that means it will be the first all-English music channel or not remains to be seen.

N P Sathyamurthy, chief planning officer, Carat Media Services, says, “As is the case with TV, radio channels will cater to
clusters of audiences, though it may take a couple of years. When creative content truly arrives, advertisers will begin to
take the platform seriously and “pen for the ears”, not just “adapt” TV commercials to radio jingles.”

For now, everyone is playing the wait-and-watch game. There may not be a first move advantage in this case.




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 15 of 15
A Suitable Director
Source: Delhi Newsline, Indian Express
Date: Feb 08, 2006
Link: http://cities.expressindia.com/fullstory.php?newsid=168739

Fashion Week.

Nitya Rao

It’s unmistakable — the feeling of shaky tentativeness that’s crept into the Indian fashion establishment of late. First there
was the fracas over the Lakme-IMG tie-up to host a second fashion week in Mumbai, then the MCD put a spoke in the
designers wheel, demolishing some of their flagship stores at MG 1 and MG 2. Now, in an effort to steady the style
wobble, the Fashion Design Council of India (FDCI) and Percept D’Mark (PDM) have announced that Wolter Dammers,
creative director of the London based S2 Events, will be the event director for the India Fashion Week which will be held
in New Delhi from April 5-9.

‘‘We’ve been in the process of intense negotiation with PDM since September,’’ Dammers explains, ‘‘and now that the
dates of the event are fast closing in, we’re pressing ahead full steam,’’ he says enthusiastically. Dammers, incidentally, is
no neophyte to couture management. He’s steered the London Fashion Week to spectacular heights over the last few
years. His company has supplied its expertise to individual designers like Versace, Tommy Hilfiger and Donna Karan. In
fact, when the Victoria and Albert Museum hosted its first ramp show, it was Dammers’ company which ensured that the
show ran without a snag.

 So rest assured that when label reads ‘Dammers’ the India Fashion Week is likely to be in safe hands. ‘‘There’s plenty of
work to be done though,’’ Dammers cautions. ‘‘We’ve just been scouring the city for venues. This time we will construct
two ramps,’’ he promises. Effectively, that means there will be more shows and this will ensure better networking between
buyers, designers and fashion critics.

The journey to success though is fraught with roadblocks and Dammers seems fully aware of the controversies that
currently shroud the fashion industry. ‘‘I’m aware of these issues, but I think we should just get on with the job at hand,’’
says the 51-year-old hotly.

‘‘There’s a huge buzz in Europe over Indian fashion. Retail giants like Marks & Spencer are falling all over themselves,
trying to secure Indian embroidery patterns and fabric. So it’s about time we put aside the negativity and focus on
elevating these designers onto a fitting platform.’’




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 16 of 16
Bennett, Coleman eyes small stake in Sahara One
Source: indiantelevision.com
Date: Feb 09, 2006
Link: http://www.indiantelevision.com/headlines/y2k6/feb/feb117.htm

Bennett, Coleman & Company Ltd (BCCL) is in talks with Sahara One Media and Entertainment to take around five per
cent stake in the company.

BCCL (publishers of Times of India and the Group is 74 per cent stakeholder in Times Now news channel) picks up small
stakes in various companies as a barter transaction for advertisements that it puts up for clients on its media vehicles.

"Negotiations are on at this stage," a source who is familiar with the talks said.

When contacted, Percept Holdings joint managing director Shailendra Singh declined to comment on the issue. Percept
has a management contract to handle Sahara's entertainment business.

BCCL president Arun Arora could not be contacted.

Speaking on Sahara One Media and Entertainment, Singh said the company was on a growth trajectory and had
expansion plans.

"We are considering the launch of a music channel within six months. If the plans firm up, Sahara One's bouquet will
comprise a general entertainment, a movie and a music channel," he added.

Sahara One Media and Entertainment is seeking board approval to consider raising resources through debt, equity or a
mix of both. The amount will be decided after finalising the expansion plans of the company for its movie and TV content
business.

Sahara had appointed Ernst & Young to value its media and entertainment business. The consulting firm has recently
submitted the report.




Monthly Media Dossier                                                                                        Feb 2006
                                                         Page 17 of 17
Percept D’Mark partners with S2 Events for India Fashion Week 2006
Source: exchange4media
Date: Feb 10, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19777&section_id=1&pict=8&tag=14504&email=

The Fashion Design Council of India (FDCI) and Percept D’Mark (PDM) are making sure that India Fashion Week 2006 is
a roaring success. They have partnered with the leading British events company, S2, to produce the IFW 2006 – the
official fashion event dedicated to the business of fashion in India.

S2, founded by Dutch designer Wolter Dammers, is a UK-based production, design and technical services company. It
specialises in creative live events with a strong history in fashion by producing events such as the London Fashion Week
and working with legendary designers like Gianni Versace, Vivien Westwood, Jean Paul Gaultier and Donna Karen.

This year’s highlight is that IFW will be held bi-annually and have two ramps displaying alternate shows to save time on
resetting the stage after each show ends.

Rathi Vinay Jha, Director General, FDCI said, “Percept D’Mark had come in with the idea and international experience for
IFW 2006. They have brought in Wolter Dammers, who is an event director with a rich experience of having worked with
the best in the business. We are certain they will exceed our expectations to make IFW bigger and better than ever
before. Their offering is in line with the world-class experience that FDCI promises to give to the participants of India
Fashion Week 2006.”

S2 comprises a team of expert professionals who have a wealth of experience in fashion production and lifestyle events
and have been in the industry for over 20 years. For the fashion market, the team provides specialist fashion show
production, styling and event management with a service that is tailored to respond to the constantly changing
requirements of press, designers, producers and organising bodies.

Commenting to S2’s association with IFW, Dammers said, “We are very excited about the project and hope to achieve the
objectives. We have looked at the existing systems of the event from the scratch and would be streamlining and adding
new features for it to be better than ever before and at par with international shows of Milan, Paris and London.”

This is the first time, since its inception six years ago, that the India Fashion Week will be presented with global expertise.
By engaging with S2’s global expertise, PDM, with its rich experience in organising India’s leading fashion and lifestyle
events that include Elite Model Look, Lycra MTV Style Awards, Mrs India World and hosting Mrs World in 2004 is
committed to presenting India Fashion Week 2006 in April, with a difference.

Preeta Singh, CEO, PDM said, “The India Fashion Week platform is a unique property. Our association with S2 Events is
part of a larger design to bring in much desired professionalism to Indian fashion and to take India Fashion Week into its
next logical orbit.”

PDM aims to give this year’s IFW a fresh burst of creativity through more designers, new exciting formats, schedules,
international technology inputs and infrastructure.




Monthly Media Dossier                                                                                             Feb 2006
                                                        Page 18 of 18
Sachin to go solo
Source: The Economic Times, TMCnet
Date: Feb 10, 2006
Link: http://economictimes.indiatimes.com/articleshow/1408989.cms

Even as the market is rife with speculation on who signs on the 'Master Blaster' after his five-year contract with WorldTel
expired last December, there may be a twist in the tale.

Sources in the sports marketing business tell ET that Sachin Tendulkar is actively looking at managing his brand himself.

He is learned to be in talks with the top honcho of a leading global sports management company with a presence in India
to manage his endorsements.

In a move, which may not be connected, Vinod Naidu of WorldTel, who was managing Tendulkar for the company, quit
late last month. When contacted by ET, he was non-committal on whether he was joining Tendulkar for the venture or
doing something else on his own.

Wondering why Tendulkar would even think of taking on the onerous task of selling himself, apart from getting his form
back on the pitch too? “He is asking for almost Rs 30 crore per annum, and on a five-year deal that works out to Rs 150
crore.

None of us in the sports marketing business is able to deliver on his expectations and with his current form far from good,
we don't even know for how many years he will be active in international cricket,” says a top executive of a leading sports
marketer.

For the record, Tendulkar's five-year contract with WorldTel was worth Rs 100 crore, which is about Rs 20 crore per
annum. Tendulkar is the only celebrity whose brand worth is on par with that of the Big B. WorldTel managed to get
almost 10 brands - Adidas, Airtel, Boost, MRF, Pepsi, TVS, Fiat and Britannia - to ride on Brand Tendulkar.

“Sachin is clear about his own worth and with fitness issues plaguing him, he knows himself best,” says Anirban Blah, VP-
marketing of Globosport, the sports management company owned by tennis star Mahesh Bhupati.

Currently, for Tendulkar it is not about negotiating for money alone; it is about post-retirement branding too. Moreover,
managing his own brand, if it happens, will mean not shelling out the hefty 20per cent commission that sports marketers
like World Tel and IMG charge.

“It makes sense to start his own company only if he does not get good offers, because running a company means external
risks,” says Latika Khaneja, director, Collage Sports Management. Most sports personalities such as Steffi Graf, Narayan
Karthikeyan and Anil Kumble have not been successful when it comes to running their own companies.

India still has to see the entire gamut of sports marketing where transfer of players is the norm, much like it happens in
inter-club transfers in football and county cricket in England. Even though valuations in Indian cricket do not change with a
duck or a century, the complete worth of a player is yet to be leveraged.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 19 of 19
One of the front-runners in the race to sign on Sachin, Percept D'Mark, reckons that news of Tendulkar starting his own
company could be a ploy for raising the stakes. “Talking about just endorsements is a limited vision,” says Shailendra
Singh, MD Percept D'Mark.

Agreeing that a Rs 30-crore-a-year deal with Tendulkar is extremely fair, Percept plans to split Brand Tendulkar into
Brand Tendulkar and Cricketer Tendulkar if it wins the mandate.

While Brand Tendulkar is everlasting and will need a constructive approach, Cricketer Tendulkar has a limited time span
and needs to be attacked with aggression.

World Tel were at one point trying to leverage Brand Sachin beyond the obvious by involving him in cricketing
memorabilia deals akin to Cricket Australia, where cricketing gear of famous cricketers goes up for sale.

The question that looms large is - can Tendulkar manage his performance, availability and business all by himself?




Monthly Media Dossier                                                                                        Feb 2006
                                                      Page 20 of 20
Now, a sequel on Hanuman
Source: Rediff
Date: Feb 13, 2006
Link: http://ia.rediff.com/movies/2006/feb/13han.htm?q=mp&file=.htm

If you enjoyed the animated Hanuman last year -- and a lot of people did -- here's a bit of good news: Its producer has
planned a sequel.

"We are in the process of scripting the film. We plan to release it by mid-2007," says Mahesh Ranganathan, Chief
Operation Officer, Percept Group.

Hanuman was one of the most popular Diwali releases, and even outdid Salman Khan's Kyon Ki. It generated revenue of
Rs 14 crore, on an investment of Rs 6 crore.

The makers of the film were so enthused that they dubbed Hanuman in English and re-released it in December 2005.
Now, they plan to dub it in Kannada, Tamil, Malayalam and Telugu as well. These versions will be released in April 2006.
"We want to make a 3-D animation film on Lord Krishna," adds Ranganathan. "We want it to have a global appeal."

When asked why animation films did not pick up after the huge success of Hanuman, Ranganathan reasons, "It takes a
long time to make an animated film. Even Hollywood takes two years to make a good one. Besides, in India, we do not
have enough animators to make a good film."




Monthly Media Dossier                                                                                       Feb 2006
                                                     Page 21 of 21
Posterscope CEO Jignesh Sharma puts in his papers
Source: exchange4media
Date: Feb 14, 2006
Link:
http://www.exchange4media.com/peoplemovement/movement_fullstory.asp?section_id=23&news_id=19831&tag=14558
&pict=8

After spending almost three years with the Percept Group in its outdoor venture, Jignesh Sharma, CEO, Posterscope, has
put in his papers. Posterscope, the independent outdoor specialist from the Aegis Group, entered the country in
partnership with the Percept Group in late 2004. The move saw the brand name Percept OOH (Out-of-Home) give way to
the Posterscope brand in India. Sharma had led the way to achieve this objective and grow Posterscope in the country.

Confirming the development, Ajay Upadhyay, VP, Corporate Affairs, Percept Holdings, said, “Posterscope is on a very
successful journey in India and Jignesh and his team have done a great job in achieving this.” He further said that a
replacement for Sharma had not been finalised yet but a decision on this would be taken shortly.

Sharma, too, has not decided on his next destination. At the time of filing the story, he wasn’t available for comments.

Percept OOH was established in 2003. The Aegis Group had commenced discussions with Percept in the same year to
acquire a stake in the company and the development fructified in 2004. Given the international presence of the
Posterscope brand name, both parties agreed to use the Posterscope name to develop their outdoor activities in India.




Monthly Media Dossier                                                                                           Feb 2006
                                                        Page 22 of 22
The master blaster is back
Source: The Economic Times
Date: Feb 14, 2006
Link: http://economictimes.indiatimes.com/articleshow/1413608.cms

Make no mistake. The 'Little Master' is back. With scores of 100, 42 and 95 in the last three one-day international
matches, Sachin Tendulkar has effectively silenced his growing band of critics, and demonstrated that he has lost neither
his form nor his passion for the game.

Mahendra Singh Dhoni may have played the match-winning innings this evening at Lahore, but his and indeed the entire
team's innings was based on the platform given by the Tendulkar.

Listen to the experts: "Tendulkar's innings was the key. The old Sachin has come back," said ex-England captain Nasser
Hussain. Imran Khan said: "Sachin played a brilliant innings. I think this was Sachin's best (in the series)"

Sachin's return to form is great news not just for Indian cricket, but for India Inc too. After all, he is not just India's greatest
cricketer. With tens of brands and crores of rupees riding on him, Sachin is one of corporate India's biggest media vehicle.

Needless to say, his sponsors are delighted. "We never doubted Sachin's capability, and backed him unflinchingly all
through," says Rajeev Bakshi, chairman, PepsiCo India.

For Tendulkar, too, the three knocks in Pakistan could mark a turning point in his brand life cycle. A big knock in a crucial
India-Pakistan series is also good news for the value of Brand Sachin, which many people were writing off lately.

Sachin is reported to be asking for Rs 30 crore per annum for signing on with sports management companies, after his
five-year term with WorldTel ended last December. These knocks may just be the catalyst and impetus for big sports
management companies to start courting the Little Master once again.

And if he chooses to market himself, as is most likely, there should be no shortage of brands beating up a path to his
door.

"Sachin has brought the spotlight back on himself. There was no question on Sachin the cricket legend. But what Brand
Sachin needed was a reaffirmation of flamboyance and aggressiveness, as shown in today's match," says Shailender
Singh, CEO, Percept D'Mark.

There are some who caustically remark that Sachin's return to form will come to the rescue of an idea-starved ad industry.
"His departure would have crippled the Indian ad world bereft of big ideas. He's a big media vehicle on which big brands
ride," says Partha Sinha, chief strategy officer, Publicis India.

But one swallow does not a summer make. Sachin may have scored well in the last three innings, but many reckon that
he is still far from redeeming his match-winning, demi-god status in Indian cricket. After all, even after a brilliant 95 knock,
it was MS Dhoni who walked away with the Man-of-the-Match award and the accolades from the man on the street.

"His recent knocks may have arrested the negativity building around him, but his brand persona of being a dominating and
ruthless batsman is yet to surface again," says Santosh Desai, president, McCann Erickson.




Monthly Media Dossier                                                                                                  Feb 2006
                                                           Page 23 of 23
K Sera Sera to make big budget films
Source: Business Standard
Date: Feb 14, 2006
Link: http://www.business-
standard.com/common/storypage.php?storyflag=y&leftnm=lmnu1&leftindx=1&lselect=1&chklogin=N&autono=215162

The Mumbai-based production house K Sera Sera is planning to shift its focus from mid size to big budget films this year.

The company has struck deals with Percept Picture Company and Shree Ashtavinayak Cine Vision to produce ten films
each for them.

It has also tied up with Sohail Khan productions and SBL Films for production of movies. The company has also decided
to refurbish its profile by roping in industry stalwarts such as Rumi Jaffery, Kundan Shah, Anubhav Sinha, Abbas-Mustan,
Ram Gopal Verma and Priyadarshan.

The company ventured into television content production in 2003-04, and a subsidiary company Twenty Twenty was
incorporated in 2004 to concentrate on television content.

That apart, the production house has also set up a division for distribution of movies. This division will cater to movies
produced by the company as well as movies produced under other banners.

K Sera Sera, to finance the movie production business, will be entering the capital market with a public issue of 50 lakh
equity shares of Rs 10 each, at a premium to be decided by the book building process.

The issue has a reservation of 2.5 lakh equity shares for eligible employees. The public issue will open on 16 February
and close on 22 February. The net offer to Public would constitute 24.34 per cent of the fully diluted post-issue paid-up
capital of the company.

The issue is being made to raise funds for infrastructure facility which is mainly for acquiring an office as well as some
editing machines, distribution activities and to augment working capital resources for movie production.

The existing equity shares of the company are listed on the BSE and shares issued through the proposed issue will be
listed on the BSE. UTI Securities and Enam financial consultants are the book running lead managers to the issue.




Monthly Media Dossier                                                                                         Feb 2006
                                                      Page 24 of 24
K Sera Sera announces public issue to raise working capital
Source: The Economic Times, myiris.com
Date: Feb 14, 2006
Link: http://economictimes.indiatimes.com/articleshow/1413507.cms

K Sera Sera Productions, a listed company, is tapping the capital market with a public issue of 50 lakh equity shares of Rs
10 each. The company is raising funds for increasing working capital resources for movie production, to build
infrastructure for their existing operations and to fund their distribution division.

The issue opens on February 16, ’06 and closes on February 22, ’06. The K Sera share price closed Rs 77 x on the
Bombay Stock Exchange, on Monday.

K Sera Sera started producing movies during ‘03-04. It has produced three movies under its banner so far including Darna
Mana Hai, Ek Hasina Thi and Sarkar. The company has a joint Memorandum of Understanding (MoU) with Sahara India
Mass Communications and Varma Corporation to produce 10 Hindi movies under the ‘Sahara’ banner.

Of this, six movies have been released, including Ab Tak Chappan, Gayab, Vaastu Shastra, Naach, My Wife’s Murder
and James. The company has also entered into an MoU with Percept Picture and Shree Ashtavinayak Cine Vision to
produce 10 movies each.

“Our company’s strongest point lies in our emphasis on time management, which leads to more efficient production
schedules,” said Kacon Sethi, CEO, K Sera Sera Productions.

The net offer to public would constitute 24.34% of the fully diluted post-issue paid-up capital of the company. The issue
has a reservation of 2,50,000 equity shares for eligible employees.

“There is great opportunity in the sector. K Sera Sera has done business worth Rs 80 crores and has produced as many
as 9 movies in three and a half years,” said Salil Pitale, VP, ENAM Financial Consultants.

According to a FICCI-PwC report, the Indian entertainment industry is expected to grow at 18% per annum to touch Rs
45,000 crore by ’09.




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 25 of 25
AMO Communications bags Emart India’s retail chain, Next
Source: agencyfaqs
Date: Feb 14, 2006
Link: http://www.agencyfaqs.com/cgi-bin/re.html?u=http://www.agencyfaqs.com/news/stories/2006/02/15/14197.html

AMO Communications, Mumbai, has been appointed by Emart India to handle its retail chain, Next. The account was won
by AMO after a multi-agency pitch, which involved six agencies, the names of which could not be ascertained. The media
duties will be split between AMO and the in-house media department at Emart India. This is the first time that Next has
taken on an ad agency. The size of the business is estimated to be around Rs 5 crore.

M Mathew, vice-president, marketing and sales, Emart India, confirms this, saying, “AMO’s biggest strength is its
expertise in the retail sector. Another major advantage that it possesses is its access to other retail market requirements
such as events, celebrity endorsements and its media buying power.”

Elvis Dias, managing director, AMO Communications, remarks, “This is a significant win for us. Our association with
Emart will give us added knowledge on the consumer electronics category. Besides, we will be spending a substantial
amount of time in the retail outlets and thus getting to keenly observe today’s dynamic consumer.”

AMO Communications will be responsible for developing the visual identity, brand imagery and regular advertising for the
retail outlet. The media mix for the campaign will involve television, press, outdoor and below-the-line activities such as
seasonal promotions of the outlet at the local city/town level.

For the record, Emart India handles multinational consumer durables, including air conditioners, television sets, home
theatre systems, washing machines, refrigerators, microwaves, computers, laptops, mobile phones and air coolers.

Next was introduced on a nationwide scale in the latter half of 2005. At present, there are over 125 Next outlets in places
such as Delhi, Mumbai, Chennai, Kolkata, Bangalore, Hyderabad and some towns of Maharashtra. Emart India hopes to
increase this figure to 500 by the end of December 2006. It is projecting a profit of Rs 75 crore by the end of 2006. Next
deals mainly in consumer durables. It is also evaluating an entry into other categories to provide a complete brand and
shopping experience.




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 26 of 26
Wills Lifestyle to sponsor IFW ‘06
Source: The Economic Times, The Asian Age, Televisionpoint.com, Rediff.com
Date: Feb 16, 2006
Link: http://economictimes.indiatimes.com/articleshow/1416290.cms

ITC Fashion brand Wills Lifestyle will be the official sponsor and partner for India Fashion Week beginning April 5, 2006.

"We look forward to partner and associate ourselves with ITC's premium fashion brand that has a distinct personality and
profile," FDCI Director General Rathi Vinay Jha said.

Fashion Design Council of India is the organiser of the mega fashion event. Percept D'Mark (PDM) is the proprietor of the
event, an FDCI release said.

Since its inception in 2000, Lakme India Ltd had been the official sponsors for the event.




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 27 of 27
The Sahara brand must outgrow Subrata Roy
Source: CNBCTv 18
Date: Feb 16, 2006
Link: http://news.moneycontrol.com/leisure/news_detail.php?autono=202639

The Sahara management quotes a brand finance study that pegs the Sahara brand at $10.8 billion. But really,
how does that translate into brand equity?

This is a brand that could do with some sahara! From Subroto Roy's mysterious disappearance to striking pilots - the
Sahara Indian Parivaar has been in the news a lot lately and for all the wrong reasons. So how is this affecting the Sahara
brand equity?

The Sahara brand equity has taken a beating, what with its selloff and the consequent strike called by its pilots, who were
afraid of not being taken in by Jet Airways. Sahara seems to have a constant rumour mill buzzing around its brand - from
confirmed news about the sale of Air Sahara to Jet to the rumoured news, about its talks to sell off its media and
entertainment business or the apparent illness of its head Subroto Roy. But brand custodians Percept feel there's nothing
to worry about.

Vice Chairman & Managing Director, Percept Holdings, Harindra Singh told CNBC-TV18, "Media magnifies these events -
it's all routine - whether it's the IT survey, the RBI audit, Subrata Roy's health or even if they want to sell off a business,
the fact is the country can't do without Sahara!"

 While the media attention can be laughed off, what should worry the company is that brand experts say despite high
awareness of the brand, it hasn't translated into high equity. Shining Emotional Surplus', Shombhit Sengupta agrees,
"Sahara never comes up as a benchmark in brand surveys."

The company disagrees and says that its real equity lies with the users of the brand. Its 60 million depositors, are the
ones who have helped it build a strong rural brand equity in states like Uttar Pradesh, Madhya Pradesh and West Bengal.
According to the RBI rules, Sahara invests the money it gets from its para banking activities in projects that go toward
building the country. Also, it has moved into the insurance and mutual funds sectors.

Sahara says that its other businesses - like Sahara City Homes will get an equally strong following, when it opens up
bookings in all 217 cities. These Sahara homes will be self-contained townships.

A brand finance study to prove its worth, pegs the Sahara brand at $10.8 billion. But since its not a public company and is
not listed, the public does not have access to what Sahara is up to and therefore, anything that Sahara does is looked at
with wide eyes.

Sahara says that its umbrella branding strategy for most of its businesses, is where the core brand values of nationalism
and reliability are communicated. For new ventures in different areas, it is however willing to look at an altogether different
positioning.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 28 of 28
Loner in a fashion fling
Source: The Financial Express
Date: Feb 19, 2006
Link: http://www.financialexpress.com/fe_full_story.php?content_id=118045

Preeta Singh may have come a long way, but she confesses that the longest distance she ever travelled was from
her parents’ to her own home

Preeta Singh, CEO, Percept D’Mark India, helps brands create a 360-communication approach. After her 21-year-long
affair with Ogilvy she has moved to Percept to take bigger challenges, like handling the Wills Lifestyle India Fashion Week
2006.

After schooling from Loretto Convent, Shimla, she completed her graduation from Lady Sri Ram, Delhi. She joined Ogilvy
in 1983 after her Masters from Delhi University. Still, the longest distance she confesses to have travelled has been from
Mayfair Garden to Panchsheel in Delhi when she decided to stay away from her parents, all by herself. “I am grateful to
have cut the umbilical chord that day,” she says.

Back then specialisation was yet to revolutionise the media industry. She had to handle it all – the PR, CRMs and even
advertising. She worked in a market with established brand monopolies. For instance, Lakme ruled the market then and
there was 24% excise on cosmetic products! “Comparatively super luxuries have become broad based now and
technology is the biggest blessing in today’s fast paced world. For me Google is a verb and not a noun anymore,” she
jokes.

She has been there and done it all. Ogilvy’s Calcutta and Bangalore branches were on the slide before she turned them
into revenue generating units. Her keen entrepreneurial approach helps her see the hidden gold mine. She personally
shops for her groceries so that she can stay connected with the brands and also the pulse of the consumer. “The real
challenge is to connect with the consumer, to know where to embed a brand. The Indian market is still not mature.
Besides, the issue of different regions, languages also need to be dealt with,” she informs.

The Wills Lifestyle Fashion Week is yet another challenge she is accepting with open arms. For the first time this annual
B-2-B fashion trade event will go bi-annual – taking after the international format of autumn-winter and spring-summer
lines. “We have planned a more dynamic set-up with two ramps. This will help the designers get best of the media and
trade exposure because the time lapse between two shows will be reduced to an hour from two hours,” she
enthusiastically elaborates.

The decision to stay single has helped her a lot in pursuing her career, she admits. More than anything else it gave her
the time to devote 12-13 hours single-mindedly to work everyday. It helped her to sail through the nine transfers in her
career so far. “I understand marital commitment, so I provide flexi-timings to a few of my employees. They are really good
at work and I don’t want to lose them in the bargain,” she opines.

She loves to burn the candles on both ends. Despite work being on her mind virtually 24 hours a day, she tries to team up
with friends to do her bit for the cause of street dogs. A dog-lover herself she dotes on her two dogs - Tiger and Bholu. “I
never miss to celebrate their birthdays,” she says.

A diehard Amitabh Bachchan fan, she manages to keep in sync with the latest films. She enjoys a hearty laugh saying
she must have been the only one to have walked the Mumbai marathon. “Knocking off balls in golf is what I engage in
nowadays,” she jovially adds.

Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 29 of 29
Innovative, tough and compassionate she is deeply spiritual as well. She believes that “there is a larger plan and we are
all part of it.” Yoga, meditation, and spa visits help her unwind. Not many will disagree with her basic philosophy in life:
“This too shall pass.” She adds, “I just laugh when I am in deep crisis. And believe me, we just need to take it easy when it
seems that the world is crashing down on us.”




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 30 of 30
Hit or miss?
Source: Business Standard
Date: Feb 20, 2006
Link: http://www.business-
standard.com/smartinvestor/storypage.php?chklogin=N&autono=215763&lselect=2&leftnm=lmnu6&leftindx=6

K Sera Sera looks promising to bet on growing film business.

If you are a hindi movie buff, you would surely know K Sera Sera. It’s the company that produced movies like ‘Sarkar’,
‘Darna Mana Hai’, ‘James’.

Now the company has made a follow on public offer for 50 lakh shares of Rs 10 each. The price band has been fixed at
Rs 64 – 70 per share which results in an issue size of Rs 32 – 35 crores. The offer price is at a discount of 14.04 per cent
at the lower end and 5.98 per cent at the higher.

A content production house engaged in movies and television content production along with distribution of movies, K Sera
Sera intends to use the proceeds of the issue for setting up infrastructure facility, distribution activities and meet working
capital requirements for movie production.

The company has produced nine movies like ‘Sarkar’, ‘Darna Mana Hai’, ‘James’ under its own banner and jointly with
entities like Sahara India Mass Communication Ltd., Varma Corporation Ltd., Percept Picture Company Pvt. Ltd., etc.

Rather than having in-house hub of directors and technicians, KSSPL engages the services of the best in the industry on
a contractual basis.

“Until now we have been producing small to medium movies mainly for a niche audience. But now we hope to produce
medium to large movies across all genres aimed at a wider audience,” says Kacon Sethi, CEO.The company has a target
of 28 projects for the coming year.

Primarily a production house, K Sera Sera now plans to focus on distribution activity also. Apart from derisking the
business model, this would also provide the company a better understanding of the trends in the market. Currently, it
distributes not only its own movies but also movies produced outside the banner.

It has a partnership agreement with PVR Pictures Ltd for distribution of movies in Delhi, Uttranchal and UP. For overseas
distribution, it has entered into agreement with Neptune Enterprises.

As per an MOU, the company will be able to pre-sell the satellite rights of four of its forthcoming movies to Sahara for an
assured sum of Rs 2.67 crores per film.

It has also entered into an agreement with VSNL to deliver content in cinematographic forms which will be exhibited on
the broadband network by VSNL in form of clippings, trailors, music videos, etc.

One of the increasingly popular distribution channel is the mobile phone through which consumers are downloading movie
clips, games, ringtones, etc.

This market presents a huge opportunity for companies like K Sera Sera. It has tied up with applications company People
Interactive Pvt. Ltd. (Mauj.com) for delivering ringtones, singtones, wallpapers and games based on their content.


Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 31 of 31
Having said that, in film production companies like K Sera Sera, earnings tend to be lumpy since they are determined by
movies release timing. Besides, earnings depend largely on the box-office performance.


Valuations
                                   PE
Balaji Telefilms                    19.68
BAG Films                           16.55
K Sera Sera Production Ltd          10.28
Pritish Nandy
                                     9.89
Communications
K Sera Sera                    11.9-13.01



Besides showing a dip in 2005, its profits have shown an upward trend from 2003. The net profits of the company for the
six month period ended September 2005 were Rs 5.25 crores. Assuming the earnings to grow at the same pace for next
two quarters the post issue earnings per share (EPS) works out to be Rs 5.38. Based on this, its PE multiple would be in
the range of 11.9-13.01.

Overall, the entertainment industry is one of the fastest growing sectors of the Indian economy. Valued at over Rs 20,000
cr, it is expected to grow at a compounded annual growth rate (CAGR) of 18 per cent over the next five years to reach
over Rs 45,000 cr by 2009.

The Indian Film Industry is largest in the world in terms of the number of movies produced. Since K Sera Sera looks like a
promising candidate to capture this huge opportunity.




Monthly Media Dossier                                                                                         Feb 2006
                                                      Page 32 of 32
India Calling
Source: Kolkata Newsline, Indian Express
Date: Feb 20, 2006
Link: http://cities.expressindia.com/fullstory.php?newsid=170549

Coming soon to your neighbourhood: Johnny Depp, Michael Douglas, Cameron Diaz, Morgan Freeman, Sylvester
Stallone and Kate Winslet.

Jammu-Leh
Sylvester Stallone is hooked on India. The action-hero will be filming parts of Rambo IV here. Stallone returns as the no-
nonsense Green Beret and will shoot in Bulgaria, India and the United States. Stallone’s part-Navajo Indian character has
to take on white supremists in America after his family comes under attack. So he travels down to Jammu and Leh. Nu
Image/Millennium Films have acquired the film rights from Miramax/Dimension Films.

Rishikesh-Haridwar
Morgan Freeman is coming down to shoot Moses Tate’s War mid-year. ‘‘It’s about saving cows. In India, cows are
worshipped so I’m really looking forward to it,’’he reportedly declared at a press conference. The film is touted to be set in
Rishikesh and Haridwar.

Mumbai-Jaipur-Jodhpur
Racing the Monsoon is a co-production with Sahara One Motion Pictures and Percept Picture Company. The third part in
the action-adventure series Romancing the Stone and Jewel of the Nile, it will be shot entirely in India, especially in
Sahara’s sprawling Amby Valley township, south of Mumbai, and in Rajasthan. Michael Douglas, also producer of the film,
is trying to get the support of the Indian Railways (a major part of the film revolves around a diamond robbery in a train).
The venture will be directed by Steven Carr (Daddy Daycare,

Doctor Doolittle 2), and will feature Douglas in a twin role.

Goa
Cameron Diaz and Kate Winslet are planning to travel to Goa in April to research their new movie Holiday. Diaz plays a
neurotic American whose life changes when she meets an English traveller (Winslet). After signing the film, the two
beauties decided a backpacking trip would be the best way to prepare for their roles. Jude Law and Jack Blair co-star in
this romcom.

Andamans
Oscar-winning film-maker Peter Weir will begin shooting Shantaram in November 2006. This Johnny Depp-starrer will be
shot in several locales in India, including the scenic Havelock Island in the Andamans. While the details of the Mumbai
schedule are still awaited, Weir has confirmed some parts will be filmed on the Radha Nagar beach at Havelock.




Monthly Media Dossier                                                                                            Feb 2006
                                                          Page 33 of 33
Ad, Media Fraternity felicitated at Indira Awards for Marketing Excellence
Source: agencyfaqs
Date: Feb 21, 2006
Link: http://www.agencyfaqs.com/cgi-bin/re.html?u=http://www.agencyfaqs.com/news/stories/2006/02/21/14247.html

At the 5th Marketing Excellence Awards organised by Indira Group of Institutes, Pune, Ajay Chandwani, CEO, Percept H
and KMS 'Titoo' Ahluwalia, chairman, Conscious Foods, were felicitated with the 'Outstanding Contribution to the
Advertising Fraternity' award. Last year, Prasoon Joshi, regional creative director, South and South East Asia, McCann
Erickson, was the recipient of this award.

The 'Excellence in Brand Building' award was bagged by Tata Motors and Grasim Industries. The award for 'Brand
Excellence' went to Portico, Sugar Free and Stanza. The 'Brand Launch of the Year' was Skoda Auto, while STAR News
walked away with the 'News Channel of the Year' award. The award for 'Social Marketing & Awareness' went to National
AIDS Control Organisation.

Besides, Chandwani and Ahluwalia, Krish N Iyer, managing director, and CEO, Piramyd Retail, was also felicitated with
the 'Retailer of the Year' award,

Sanjay Behl, head, brand and marketing, Reliance Infocomm (ADAE), bagged the 'Outstanding Marketing Professional of
the Year' award, while the 'Marketing Professional of the Year' was given to Anand Sankeshwar, managing director,
Vijayanand Printers. Meanwhile, the award for 'Young Marketing Achiever of the Year' went to Subhinder Singh Prem,
managing director, Reebok India.

On the media side, Govindraj Ethiraj, editor, new media, Business Standard along with Harish Thawani, chairman,
Nimbus Communications were given the 'Outstanding Contribution to Media' award.

The award for 'Brand Leadership' went to master chef Sanjeev Kapoor. The 'CEO of the Year' was Deepak Puri, chairman
and managing director, Moser Baer India. The 'Creative Professional of the Year' award went to Preeti Vyas Giannetti,
chairperson and executive creative director, Vyas Giannetti Creatives.

The 'Lifetime Achievement' award went to Goutam Rakshit, managing director, Advertising Avenues.

The theme for this year's awards ceremony was 'Confluence'.

"The awards were presented to those who have dared to dream beyond the boundaries; those who have put passion into
building their brands and those who brought about paradigm shifts and set new trends in brand excellence," says Chetan
Wakalkar, group director, Indira Group of Institutes.

A unique aspect of this year's ceremony was that the favourite song track of every awardee was played while they
received the award. Arun Arora, president, Bennett Coleman & Co was the chief guest.




Monthly Media Dossier                                                                                     Feb 2006
                                                    Page 34 of 34
It's brand 'Yuvraj' now
Source: CNBC TV 18, Moneycontrol
Date: Feb 21, 2006
Link: http://news.moneycontrol.com/india/newsarticle/stocksnews.php?autono=203228

Yuvraj Singh may be out of action in the home series against England, but he'll be kept pretty busy with brand
endorsements.

India's spectacular one day series win over Pakistan has made Yuvraj Singh a very happy man.

The man of the moment said, "It was a memorable series. I got more responsibility. I became the finisher."

A hamstring injury may keep Yuvraj away from the tests against England, but his managers at Percept D'Mark will make
sure he's kept busy as they are close to signing on two more brands for him- one in lifestyle, and other in the finanicial
services categories.

Joint MD at Percept Holdings, Shailendra Singh, says, "Earlier, because he was inconsistent, brands were inconsistent.
He was paid around Rs 45 lakhs-70 lakhs. Now there will be a substantial rise in prices."

Meanwhile, Yuvraj has earned close to Rs 7 crore over the last three years through endorsements for brands like Hero
Honda, Reebok and Marico. His managers are now expecting a 30 to 40% hike in brand Yuvraj.




Monthly Media Dossier                                                                                         Feb 2006
                                                      Page 35 of 35
I am not in a hurry to play Tests, says Sreesanth
Source: Outlook India, Sify, Televisionpoint.com
Date: Feb 21, 2006
Link: http://www.outlookindia.com/pti_news.asp?id=357110

Rookie pace bowler S Sreesanth says he is not in a hurry to make it to the Test team despite his impressive display in
one-day internationals on the recently concluded tour of Pakistan.

"I have not thought about it (making it to the Test team). I would like to take it match by match. I intend to concentrate on
giving my best in every game that I am chosen for," Sreesanth said in an exclusive chat here today.

"It's a great opportunity that I have got to play for India. I know if I play well I will get my chances. I am not in a hurry," the
Kerala youngster said.

Sreesanth was in the city in connection with a three-year deal he has signed up with sports and event management firm
Percept D'Mark, who have already in their stable Yuvraj Singh and Sourav Ganguly.

Sreesanth, who was used as first change bowler by the captain Rahul Dravid in the final one-day match at Karachi, after
sharing the new ball in the first four matches with Irfan Pathan, said he did not mind whether he bowled with the new ball
or with a slightly older ball.

"It all depends on the situation and what the team wants. I will be able to do my part well. I will try to do whichever role is
given to me. It's a great opportunity that I have got. It doesn't matter whether I bowl with new or slightly old ball," the
Kochi-based player said.

Sreesanth said he was confident of doing well on any kind of wicket he's asked to play on. "I'm a rhythm bowler. I don't
look at the wicket. I am sure I can bowl on any wicket." The pacer, whose sister is married to south's leading playback
singer Madhu Balakrishnan, idolises Sachin Tendulkar and Australian pace guru Dennis Lillee.

"Dennis Sir and Sachin paji are my idols. They are great performers. I have watched Lillee sir's bowling on CDs and have
been guided by him at the MRF pace foundation.

"I admire Sachin paji's work ethic. There's so much to learn from him. I used to put the MRF sticker on my bat (emulating
his icon Tendulkar). It's a great feeling to share the dressing room and have dinner with him".

Sreesanth said a month-long training stint at Kochi prior to his departure for Pakistan had helped him immensely.

"I was allowed to train at the stadium which is three minutes away from where I live. It helped me a lot. I was also in touch
with John Gloster (Indian team's physio)," he said.

About the dropped catches at Lahore, when three slip catches were put down, Sreesanth said he took them in his stride
as he knew that it was a one-off bad day.

"Skipper Rahul Dravid came and told me I was bowling really well. I was a bit disappointed but knew he was among the
finest slip catchers and it's all part of the game. He then took that amazing catch in the next match.

"Gautam Gambhir also came and told me he was sorry (he dropped Shoaib Malik early on and the batsman made a big
score). But I told him it was ok," Sreesanth said. Asked what was taught to the Indian bowlers by the team's coaching staff

Monthly Media Dossier                                                                                                 Feb 2006
                                                          Page 36 of 36
during the four-day break for Muharram between the first and second one-dayers in Pakistan, Sreesanth said "we were
asked to do a lot of spot bowling".

The change in the bowling was dramatic as the Indian bowlers turned in a splendid display after the break to restrict
Pakistan to below the 290 mark in every subsequent match.

Giving a background of his own rise up the ladder, Sreesanth said he learned what cricket was all about during his four-
year stay in Bangalore where he played for Florence School.

"I started off in Kerala watching my elder brother Dipusanth. I used to play in the Ernakulam Cricket Club. Then I moved
on to Bangalore and studied in the Florence School there. That's where I learned what cricket was all about. P V
Sashikanth played a big role.

"Then I represented Kerala in under-19 cricket and was also helped by the MRF foundation where Dennis Lillee taught me
a lot. I am also grateful to the Kerala cricket association," he said.




Monthly Media Dossier                                                                                       Feb 2006
                                                     Page 37 of 37
City Firm Signs up Sreesanth
Source: Hindustan Times, Mumbai
Date: Feb 22, 2006
Link: http://www.outlookindia.com/pti_news.asp?id=357110

Things are moving fast for India's latest fast bowler, S Sreesanth. He took up the craft a mere five years ago. Today he is
not only among the team's young stars but also seems as one with commercial potential.
Sreesanth recently signed up with Mumbai-based sports marketers Percept D'Mark, who will manage his affairs for three
years.

"The deal was signed a month ago," Tina Verghese, vice-president, HISA (Hero Indian Sports Academy) told HT on
Tuesday.

Verghese said that they expected to get "three or four" endorsements for Sreesanth in "six to eight months".

Sreesanth revealed to HT on Tuesday that he took up fast bowling only some five years ago.

"I was bowling leg-spin and keeping wickets till about mid2000," he said. "One fine day I thought I will bowl fast. I was
lucky. It was a schools match between Chinmaya and Bhavans. I got six or seven wickets in that game. Since then I have
been bowling fast."

Sreesanth used to admire Shane Warne and Anil Kumble.

"I used to copy Anilbhai's action, especially the way he tossed the ball up. I used to bowl fast with his action. Then, it was
in Ajay Verma (former Kerala players) sir's camp that I learnt fast bowling. I realised fast bowlers had a chance after three
Kerala fast bowlers - Tinu Yohannan, Prashant Chandran and Fazil Muhammad - were picked up for the first batch of the
National Cricket Academy in Bangalore in May 2000. My elder brother, Deepu Santhan, motivated me to bowl faster. I
also watched cricket on TV. I was a big fan of Allan Donald and thought I had his bowling action, until I went to the MRF
Pace Foundation and got everything in order." Sreesanth is known to bowl fast but he has gone over six runs per over in
each of his nine One-day Internationals for India. He is quite happy with it as long as the management is happy with it.

"It is good to get back into rhythm (he took his personal best of four for 58 in the last ODI in Pakistan). I am trying to stick
to the basics. You get hit because of the shorter boundaries. But then, we have the batsmen who are capable of chasing
successfully. I don't worry about it as I have the team management's support. They say, `You are a dedicated bowler and
you are capable of getting wickets'. I do what the team wants me to do."

The 23-year-old from Kothamangalam in Kerala said he learnt a great bit from former greats Waqar Younis of Pakistan
and Michael Holding of the West Indies in Pakistan recently.

"I was lucky to meet Waqar on January 1. I had a half-hour session in Cochin and he asked me to be persistent and said
he liked my action. I followed certain things that he told me and when I met him in Pakistan, he said, `Sree, you are
bowling well'. That's what Holding also said. I started believing in myself and whatever I did, I gave my best."

Sreesanth is on a scholarship with Indian Airlines since last year and has learnt playing in Delhi. He loves being in the
limelight.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 38 of 38
"It is good (being part of the Indian team). People recognise me. I used to be in the stage, I used to do all silly things to be
in the limelight. I was the sports captain in school. I love dancing."

The immediate challenge for this god-fearing right-arm medium-pacer is to impress the selectors in the Board President's
XI vs England game in Baroda from February 23-25 and gain selection in the Test team also.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 39 of 39
Sony Electronics India invites pitches
Source: Televisionpoint
Date: Feb 22, 2006
Link: http://www.televisionpoint.com/news2006/newsfullstory.php?id=1140613679

Sony Electronics India has invited pitches from at least three agencies to handle the ad account, which will be won by any
one from them. The Sony India account, according to information available with Televisionpoint.com, is estimated at a
hefty Rs 30-40 crore, is been handled by the Starcom, since the time Sony has decided to spruce up the operations in
India in late 2002.

According to sources, Madison, Zenith Optimedia are the top two contenders for the Sony India account, while other likely
candidates could be Ambience Publicis and Insight. While Starcom was also invited for the pitch, the agency declined.

Sources attribute the move to the fact that Sony is giving fresh thrust to its Electronics business, specially on the
marketing, sales, customer care and HR fronts. The group recently appointed several senior operators as its national
operations head.

When contacted by Televisionpoint.com, a senior official confirmed the news and the source said, "Yes, some agencies
have made credential presentations. But the discussions are still at a preliminary stage."

RK Swamy BBDO, Hakuhodo Percept, Bates Enterprise and M&C Saatchi handle the creative duties for Sony India.




Monthly Media Dossier                                                                                         Feb 2006
                                                      Page 40 of 40
Sahara pays $70m to stay as sponsors of Indian team
Source: TMCnet
Date: Feb 24, 2006
Link: http://www.tmcnet.com/usubmit/-sahara-pays-70m-stay-as-sponsors-indian-team-/2006/02/24/1404367.htm

As the Indian cricket team took a firm grip on the third and final Test match against Sri Lanka at Ahmedabad, there was
more good news awaiting them elsewhere.

Air Sahara, a company of the Sahara Group which had been their title sponsors, became the highest bidder again to keep
their logos on the shirts of Rahul Dravid & Co for the next four years for a whopping amount of Rs3.138 billion ($69.6
million).

The price quoted by Sahara had outstripped their closest competitors, IDEA Cellucom (Rs2.79 billion approximately),
Reliance Group (2.5b) and Air Tel (2.48b) with other Indian corporate giants like Hero Honda and Indian Oil falling way
behind.

"It was an open session where all the tenders were opened in public, with the highest bidder being offered the contract,"
said a member of the Sahara team present in the session in New Delhi yesterday.

Speaking to the Gulf News on behalf of Sahara, Shailendra Singh, joint managing director of Percept Holdings which
handles their corporate account, said the tender this time also gives the client an option to sub-lease the rights to another
sponsor should the need arise.

"This was necessary as during our association with the Indian team last time, the official airline of the last World Cup in
South Africa had objected to a competing brand (read: airline) sponsoring Team India," Mr Singh said.

It's been a three-fold increase from the Rs1 billion which the Sahara Group had pitched in with during the period between
2001-05.

Justifying the leap, the Percept official observed: "There can be no bigger brand in India than the cricket team, which has
an eight-hour coverage span daily and exposure to 16-17 satellite channels whenever the Indian team is playing.

"Our clients, who want to position themselves globally with their inaugural flight to the UK from January 5, wants to cash in
on that."




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 41 of 41
Animation Industry: An area where India could excel
Source: Central Chronicle
Date: Feb 25, 2006
Link: http://www.centralchronicle.com/20060225/2502301.htm

India could easily become a leading outsourcing destination for the fast growing global animation industry provided this
industry in India succeeds in meeting the stringent requirements of the global entertainment and media outfits. In fact, a
recent survey by Anderson Consultancy comes to the conclusion that Indian animation industry could stand to earn US$
15 billion by 2008. Clearly and apparently, with little fine tuning, the fledgling Indian animation industry could become a
sunrise sector of the Indian economy besides being a star foreign exchange earner for the country.
As it is, the biggest trump card of the Indian animation industry is the availability of the skilled and talented manpower at
an affordable cost. Because India has a booming celluloid industry churning out more than 800 films a year, the animation
industry has the right type of environment to nurture "new and innovative ideas" considered the bread and butter of the
animation industry.

"India is emerging as a destination for outsourcing assignments from global studios such as Walt Disney Pictures and
Cartoon Network", says Chetan S, Director of Business Products at Animation Training Institute. The export earning of the
Indian animation industry for the current year has been pegged at around US$ 600 million. As things stand now, the
animation sector in the country is on the way of becoming one of the most dynamic and lucrative components of the IT-
enables services in India.

Not surprisingly then India is now close to the realization that with some ground work and little fine tuning, it could repeat
in animation what it had achieved in IT services. In fact, the runway success of Hanuman, the animation motion picture
based on the popular Hindu epic Ramayan, holds a testimony to the skill of Indian animators. This cartoon film produced
by Sahara One in association with Percept Pictures is now running to full houses in various parts of the country.

Ashish Kulkarni, who is closely associated with the Indian animation industry points that "compared to the US and SE
Asian countries, Indian animation industry is relatively young. But the inherent advantages of India such as low cost, rich
folklore content and creative human resources will help us achieve success in a much shorter time than others". Clearly
and apparently, the overall cost of animation production in India is much lower when compared to destinations such as
Canada, South Korea, Taiwan and the Philippines.

For instance while the cost of production of a half-an-hour animation programme in US is US$2,50,000-US$40,00,00 it is
around US$1,20,000 in South Korea and Taiwan. In distinct contrast, the production of a similar animation fill in India is
just US$60,000. Recently, the Bangalore based Papri Kass studio produced a full length animation feature film "X" and "I"
for an European studio. Significantly, it is for the first time that an Indian studio has been assigned an entire project from
pre production phase to post production phase.

In addition to Bangalore, other Indian cities such as Mumbai, Hyderabad, Chennai and Thiruvananthapuram are now
playing host to some of the country's leading animation studios. "The success of companies such as Pentamedia of
Chennai will produce a new breed of entrepreneurs who may invest in the same business", says Robi Ronollari report
which is acknowledged as the only reliable source on the world animation industry.

Incidentally, it took nearly five years for Pentamedia to establish itself as a computer animation company. They began by
doing 2D/3D graphics and animation for corporates and the domestic film Industry, multimedia presentation and sub
contracting for Hollywood. In fact, the company managed to move into the international entertainment industry through its
tie up with the world media giants such as Warner Brothers, Sony Entertainment and Walt Disney. Indeed, the Indian


Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 42 of 42
animation industry is quite excited over the projection that the global animation market will generate revenues around
US$70-billion during 2006.

However, the achilles heel of the Indian animation industry is that it is yet to excel in 3-D animation products. But then the
industry sources are quite confident of overcoming this hitch in the near future. The Bangalore-based Jadoo Works has
successfully developed two 3D animation TV programmes for overseas entertainment companies.

Indian animation industry sources drive home the point that demand for animation production services from India is set to
grow with the emergence of organized animation production centres in India. At about the same time, they say that the
Indian animation firms should lay emphasis on the creation of its own content for the global market. Here the rich cultural
heritage of the country comes in handy.

Right at the moment, less than 15,000 professionals are employed in the animation industry in India. However to sustain
the projected 30% per year growth rate, India would need about 30,000 animators by the end of 2008. Against this
backdrop a survey by NASSCOM (National Association of Software and Services Companies) has expressed the view
that India has to strengthen its human resources base and its technological infrastructure to be able to claim an
appreciable share of the global animation market.

In this context, it has suggested that national brand identification in animation and strengthening of the interface between
studios and production centres. On another front, it has also highlighted the need for the setting up of animation parks on
the lines of the well established Software Technology Parks (STPs).

According to K Subramanian, Creative Director of the Thiruvananthapuram-based Toonz Animation, "Animation in India is
still considered a western art form. But we have amazing stories that the West does not have. We must follow the
example of Japan. See what they did with Pokeman, which is globally popular today". The perception of Subramanian is
that "India should make the right type of movies to beat other Asian countries".

In the ultimate analysis, the animation industry in India is quite clear that the high cost of outsourcing from SE Asia is
driving the entertainment industry giants in Japan, USA and West Europe to India. Meanwhile, the Animation Producers'
Association of India is closely studying the animation business models of Taiwan and South Korea to see how best can be
adapted to the Indian situation.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 43 of 43
Sahara One to telecast India-England cricket series
Source: exchange4media, cricinfo
Date: Feb 25, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=1&news_id=20006&tag=14480&pict=2

In a surprising development, Nimbus Communications Limited on Saturday signed the deal with Sahara One Television
for the broadcasting rights of the India-England international cricket series starting 1st March 2006, consisting of 3 Tests
and 7 ODIs. Nimbus has the global media rights partner for Indian cricket till March 2010.

Shailendra Singh, Head of Sahara One Media And Entertainment Limited said, “We are delighted to partner with Nimbus
and Indian cricket in this new strategic initiative to take Indian cricket to the next level. Sahara India Pariwar has deep
commitment to cricket and we are sure that our massive reach in cable homes will ensure that this exciting series
achieves record-breaking ratings.”

Sahara One Television shall telecast all matches live. In addition to the live telecast, Nimbus shall produce wrap around
programming pre/post match and during breaks, to enhance the viewer experience on Sahara One. Nimbus Sport, the
BCCI’s appointed producer shall supply the world feed to Sahara One.

Given that Sahara One is free-to-air, it also ensures that there are no cable black outs of the channel as becomes the
case often with sports channels trying to extract pay TV revenues.

Commenting on the deal, Akash Khurana, MD & CEO, Nimbus said, “Our choice of the Sahara One platform was dictated
by the fact that the channel has near 100% distribution in cable homes compared to sports channels that barely reach 50
percent of cable homes; and by the amazing commitment and vision for cricket of the Sahara India Pariwar.”

Nimbus shall exclusively market the commercial airtime during the series on Sahara One. The arrangement between
Nimbus and Sahara contemplates a win-win upside sharing beyond specified revenue thresholds.

In addition to Sahara One’s live broadcast and wrap-around programming, the Sahara One Network shall produce
unilaterals that shall be aired exclusively on Sahara Filmy and Sahara News, focusing on the glamour events and behind-
the-scenes action respectively around this series.




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 44 of 44
Sreesanth ready for Test debut
Source: TMCnet
Date: Feb 26, 2006
Link: http://www.tmcnet.com/usubmit/2006/02/26/1407209.htm

Endorsements are pouring in for India's new pace sensation Shanthakumaran Sreesanth.

Kerala-born Sreesanth has signed up a three-year deal with Percept D'Mark, a sport and event management firm that also
handles the endorsements for former skipper Sourav Ganguly and Yuvraj Singh.

Four top companies are understood to have already lined up their offers to make him their brand ambassador.

Sreesanth is all set to make his Test debut against England on March 1 at Nagpur.

Talking about his future plans, Sreesanth told Gulf News from Kerala: "I'm indebted to Greg Chappell and Rahul Dravid
for the confidence they have shown in me and this has helped me to perform at my best."

After his fine spell against Pakistan in the last one-dayer at Karachi, Sreesanth is likely to open the bowling attack with
Irfan Pathan against England in Nagpur.

"Since I made my one-day debut in Nagpur, this venue is special to me," he said.

When asked to comment on his performance so far, Sreesanth said: "Frankly, I never thought I will ever become a fast
bowler. When I started off, I wanted to become a leg-spinner. It was during a school match between Chinmaya and
Bhavans in Kerala that I realised my potential to bowl fast. I picked up five wickets in that match."

Sreesanth revealed that his first idol was Anil Kumble. "I tried to emulate his bowling action till I decided to bowl fast.
Once I realised that I can become a fast bowler, I began to emulate Alan Donald," he says.

Sreesanth improved quickly after attending a coaching camp in Kerala. "I attended a coaching camp conducted by former
Kerala pace bowler Ajay Verma. He taught me the basics of pace bowling and I improved quickly," he said.

However, the pacer pointed out that he added more variety to his bowling after joining the MRF pace foundation.

To a query on whose tips he considered invaluable, he said: "I met former Pakistan fast bowler Waqar Younis when he
came to Kochi for an exhibition match. He gave me some very useful tips."

Sreesanth is a strong believer in astrology. Soon after his return from Pakistan, a numerologist had suggested that he
should change his name to Sreesunth. He is likely to make an official announcement to that effect soon.




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 45 of 45
Smith gives wake up call?
Source: Glamsham.com, IANS
Date: Feb 27, 2006
Link: http://www.glamsham.com/movies/scoops/06/feb/27wake.asp

Will Smith's call for marriage of Hollywood and Bollywood makes one wonder what happened to the score of international
projects that our filmmakers were engaged with not so long ago.

Wonder if Will's meeting with Bollywood directors will revive these forgotten projects like Mumbai-based Percept Pictures,
which recently announced plans to co-produce Ram Gopal Varma's first "exclusively American" film, entitled "Within"
followed by "Ek".

Then there is "Marigold", starring Salman Khan. The last we heard was that William Carroll, director of Salman Khan
starrer "Marigold", has cast him in his forthcoming project, a "Wizard of Oz" remake aimed at teenagers.

Among the several India-US co-productions already in the pipeline, Manish Gupta's "Karma, Confessions and Holi" looks
to be the one that will be the first to hit the screen.




Monthly Media Dossier                                                                                         Feb 2006
                                                      Page 46 of 46
                        COMPETITOR NEWS




Monthly Media Dossier                         Feb 2006
                              Page 47 of 47
PVR Cinemas to invest Rs 400 crore
Source: Business Standard
Date: February 03, 2006
Link: http://www.business-
standard.com/iceworld/storypage_link.php?chklogin=N&autono=213933&lselect=4&leftnm=lmnu9&leftindx=9

PVR Cinemas that raised funds worth Rs 150 crore via the recent IPO will be investing around Rs 400 crore in the next
few years, to take its total screen count to 200. At present, it operates 50 screens across the country.

Addressing the media, Sanjeev Kumar Bijli, executive director, PVR Ltd, said, “The multiplex business is growing and we
plan to increase the total number of screens that we operate to 75 by the end of this fiscal and 200 in the next two-and-a-
half years. Some of the cities that have been lined up in this regard are Chennai, Ludhiana, Mumbai, Delhi, Lucknow and
Amritsar.”

PVR Cinemas launched its operations in Hyderabad with five screens, of which three are currently operational. The
design of the multiplex has been done by London-based Jestico & Whiles.

The tickets have been priced at Rs 90 each and according to Bijli, “these are rightly priced as there is more that the
multiplex is offering in terms of comfort, security and service.” The company plans to end this year with revenues of Rs
110 crore.




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 48 of 48
Starcom Mediavest launches specialist rural unit ‘Xpanse’
Source: exchange4media
Date: Feb 07, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=1&news_id=19731&tag=14458&pict=3

Starcom Mediavest Group (SMG) has finally decided upon a name for it’s small town and rural specialist. It has selected
‘Xpanse’ from among the suggestions it had received on a name for the unit. Xpanse will be headed by Sandip Bansal as
Country Head.

Announcing the development, Ravi Kiran, CEO, SMG, South Asia, said, “We have cherished the plan of starting a small
town and rural marketing network for some time now. But when Sandip agreed to join us in December, the dream took
wings. Some of our clients already get a lot of their businesses from small towns and villages and many more are looking
at those markets more keenly now. With Sandip on board, we will be able to serve our clients’ needs in smaller
geographies and help them expand their businesses.”

Bansal brings over 17 years of experience to the agency. Prior to this he was with Ogilvy Outreach. Besides Bansal,
Rajkumar Jha has been roped in as National Director-Knowledge & Insights. Jha too comes from Ogilvy Outreach and
has over 20 years of experience.
This is the first instance of the construction major hiring an advertising firm after its foray into the real estate sector, a
sector that is very cluttered.

According to industry estimates, the account is pegged to be worth Rs 15 crore.

Era Infrastructure, which will be officially launched in India on January 20, 2006, will develop real estate projects such as
malls, townships and commercial and residential complexes.

Confirming this development, Subita Bhagotra, senior manager, corporate communications and brand promotion, Era
Infrastructure (India) Ltd, says, “We decided to go with Euro RSCG as we share a fruitful association with the agency. We
have seen the agency’s previous work and the management was convinced that it would deliver what we want in terms of
communication.”

She adds, “We are in the process of finalising the communication strategy, though one thing is clear that we will focus on
print primarily, followed by outdoor. Eventually, we will explore other media as we progress.”

Satbir Singh, vice-president, creative, Euro RSCG, says, “The brief is to highlight the engineering quality of the company
and build long-term equity for the company.”

Singh continues, “There is a lopsided view among people on builders. There are a few who are favoured, and as for the
rest, you would not want to touch them with a bargepole.”

He explains, “Era Infrastructure (India) Ltd is different because it is a national company that wants to reach into the
international arena. This gives us a huge opportunity to showcase and churn out work that will have a wider reach.”




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 49 of 49
Sanjoy Chakrabarty of GroupM joins Dentsu India, will be COO of new media agency being set up
Source: exchage4media
Date: Feb 07, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19712&section_id=1&pict=5&tag=14439&email

Sanjoy Chakrabarty has joined Dentsu for its media venture, which will be announced soon. He is joining as Chief
Operating Officer and will oversee the setting up of this forthcoming media entity for Dentsu in India. He moves from
GroupM, where he was National Director (Sports and Entertainment).

Announcing the appointment, Sandeep Goyal, Chairman, Dentsu India, said, “We have active plans for establishing a
major presence in the media space in times to come. Sanjoy is the first pivotal appointment for planning and executing our
media presence in keeping with our global standing. Sanjoy brings experience, maturity, bandwidth, stature and outreach
to Dentsu. I am sure he will enjoy building a new business and new organisation in the days ahead.”

Chakrabarty has 22 years of domain experience and is optimistic about the new assignment. “To be actively involved in
shaping Dentsu’s entry into the media space is exciting and challenging. It provides an opportunity for experiencing the
best of both worlds – implementing the global learning of media management practice of Dentsu in the Indian business
environment with entrepreneurial skills,” he said.

At present, Dentsu buys media through its two full service ad agencies – Denstu Communications and Dentsu Marcom.

Commenting on his stint at GroupM, Chakrabarty said, “It was a great learning experience, given the sheer scale of
activities there, and I’ve had a very productive time there.” Regarding his decision to Dentsu, Chakrabarty added, “The
agency has been very active and is scaling up its operations aggressively, and to be in the midst of it all, I think, is a great
opportunity.” Chakrabarty will continue to be based in Mumbai.

Having started his career with Mudra, where he worked for nearly 12 years, Chakrabarty subsequently moved to
HTA/GroupM, where he has been for the last 10 years or so. During his stint at GroupM, he was instrumental in setting up
the Centralised Buying function (CIU). He had also conceived and developed GroupM’s proprietary media rate
benchmarking system – ‘Media Mechanix’. Chakrabarty also did a stint in Shanghai in 2005, which gave him an
opportunity to work in the most dynamic and fastest growing media market in the world today.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 50 of 50
OgilvyOne set to break JV with Group M
Source: Business Standard
Date: Feb 08, 2006
Link: http://www.business-
standard.com/common/storypage.php?storyflag=y&leftnm=lmnu1&leftindx=1&lselect=1&chklogin=N&autono=214457

To set up a digital and search marketing media company, Neo.

OgilvyOne Worldwide, the one-to-one relationship marketing firm and digital agency, is breaking away from its 50:50 joint
venture with Group M Worldwide — mOne, the online media planning and buying agency, to set up an independent
company, under the OgilvyOne umbrella, called Neo. mOne has been operational for three years.

“Globally as well as in India, OgilvyOne this week is launching a new capability called Neo.

This is essentially a digital and search marketing media company to give our clients advice on search marketing, and
media buying and planning services,” Brian

Fetherstonhaugh, chairman and CEO, OgilvyOne Worldwide, said.

In fact, internally Neo was launched in January, but its official launch is slated to take place by the end of this week.

“We are repatriating the clients and skills from mOne and are creating an integrated offering, which is not just media but
fits in with our interactive and creative development product,” he added.

With online buying and planning coming into OgilvyOne’s fold, the agency is now looking at offering a complete, end-to-
end solution.

Meanwhile, as a consequence of this global development, the Group M agencies — Maxus, MindShare, MindShare
Fulcrum, MediaCom, Motivator and Mediaedge:cia — have set up their independent online media divisions, called Group
M Interactions.

Ashutosh Srivastava, CEO, Group M, South Asia, said, “Group M Interactions have been functional for a while now and
they offer our clients online planning and buying, online creatives and search capabilities across all digital delivery
platforms, not just the internet.”

The reason behind the mOne split is that both Group M and Ogilvyone have a different view on what digital media is.

Group M’s view is that it is best integrated into traditional media, and Ogilvy opines that it is best integrated into mobile-2-
mobile digital marketing picture so that the creative, the strategy, the media and the metrics would all be together.

“It is pretty hard to separate the content and the strategy from the media execution. So, the clients will now have two
options and two distinct approaches,” Fetherstonhaugh said.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 51 of 51
Brodeur launches branded operations in India, TBWA India PR to become Brodeur India
Source: exchange4media
Date: Feb 09, 2006
Link: http://www.exchange4media.com/pr/PRNews.asp?section_id=9&news_id=19755&tag=14482

Brodeur, a strategic communications agency within the Omnicom Group has announced an expansion of Brodeur-
branded operations in India. The company has joined hands with the Indian PR operations of its sister Omnicom agency
TBWA, giving it immediate access to resources in six Indian cities. This move provides the springboard for Brodeur’s
expansion in the sub-continent, and is a key element in the agency’s development strategy for the Asia Pacific region.
This is one of the first announcements that has materialised following Omnicom Group’s VP and President & CEO, Asia
Pacific, Michael Birkin’s frequent visits to India. If industry buzz is anything to go by, more such announcements from
Omnicom are in the offing.

Dhrubajyoti Gayan, Vice-President, TBWA PR, has been appointed Country Head of Brodeur India and is moving to the
company’s Delhi office from Mumbai. “We are obviously delighted at this development. This will give us access to an
extensive repository of knowledge, experience and global best practices, as also a network across continents. We expect
this to help us bring in even more value for our clients and also to meet the ambitious growth targets we have set for
ourselves,” he said. The company plans to recruit new talent as it copes with growing demand for its services.

Brodeur CEO, Andrea Coville, said that expansion in the fast-growing Indian market was key to addressing client
demands in the Asia Pacific region. “Until now we have been represented by excellent agencies in India, but as our clients
are shifting to take advantage of a global business environment, we wanted to make sure that they could count on a
partner with an active and strong presence in India. TBWA/India PR operations were an ideal solution,” she noted. “They
have a six-year history of providing high level of service and expertise that are the hallmark of Omnicom agencies, and
they are keen to grow as a PR consultancy.”

George John, Chairman, TBWA/India, commented, “Our PR division has grown steadily over the years and this has come
at a very opportune moment in their growth plan. I am happy for them and wish them the very best. I think this alliance will
help TBWA/India too in further strengthening its bouquet of services.”
Brodeur India, with offices in New Delhi, Mumbai, Chennai, Bangalore, Pune and Coimbatore, joins 11 other offices
across the Asia Pacific region and more than 70 other Brodeur | Pleon offices worldwide, one of the foremost global PR
organisations.




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 52 of 52
TBWA India to re-launch its second agency Radeus
Source: The Hindu Business Line
Date: Feb 09, 2006
Link: http://www.blonnet.com/2006/02/09/stories/2006020903200800.htm

TBWA India is getting ready to re-launch its second agency Radeus. "All this time we have kept the second agency alive
and we might re-launch and revive it in the next few months," said Mr Kurien Mathews, Director TBWA India.

TBWA acquired Radeus and subsequently merged it with Anthem, when the company existed in its earlier avatar as
TBWA Anthem in the country.

Set up primarily to take care of conflicting business, Radeus in its heydays handled big-ticket accounts such as Limca,
Amul Chocolates, LIC and till recently LIC Housing Finance.

TBWA also plans to grow its parent brand. "We intend to grow TBWA in India and have managed to grow at 100 per cent
in the past two years. This year we are looking at growing at 120 per cent," said Mr Mathews.

In fact, the new businesses acquired in the past two years such as Bajaj Allianz, Pedigree and Apple, have helped the
agency increase its growth rates. Its global network business through international alignments such as the Allianz Group
has also aided growth.

TBWA India's revenues have scaled up due to MNC clients such as Standard Chartered and Samsonite, with global
network business contributing nearly 30 per cent. With the German company Beisdorf (the manufacturers of the Nivea
brand of products) setting up a subsidiary in the country, the size of the Nivea account has also increased from the days
when it existed as a licensee brand of J.L Morrison.

The Nivea brand is expanding its portfolio in the India market with haircare, bath care and baby care products, giving
TBWA India more categories to create advertising for. "There is a lot of action happening with the Nivea brand and it
should now be able to compete with bigger players such as HLL and L'Oreal in the Indian market," said Mr Mathews.

TWBA's below-the-line services for the Tequila brand are being consolidated and additional services such as direct
marketing, customer relationship management, promotions and events will be offered.

In the past TBWA had intended getting into healthcare marketing but has shelved its plans for now. "We are not eyeing
healthcare right now," said Mr Mathews.

TBWA does not want to have a separate media brand since there is a possibility of OMD (the media buying outfit of the
Omnicom group) entering the country. "We will continue to have our in-house media division - TBWA Media, since there
are still discussions on OMD coming to India," said Mr Mathews.




Monthly Media Dossier                                                                                        Feb 2006
                                                      Page 53 of 53
Hanmer & Partners on growth overdrive; adds 40 new accounts in 3 months
Source: exchange4media
Date: Feb 10, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19784&section_id=1&pict=14&tag=14511&email

The last three months have been quite action packed for Hanmer & Partners Communications Pvt Ltd (H&P). The PR
agency has won 40 new mandates in the last three months, with some notable wins involving multi-agency pitches –
Aviva Offshore Services, Breadtalk Group, Emirates Airlines, Enam Securities, General Motors India, Global Broadcast
News (CNN-IBN), IIM-Lucknow, LG’s IT and GSM businesses, LifeCell, Optimix Asset Management Company, Sahara
Amby Valley Lake City, and Starcom MediaVest.

Commenting on the wins, Sunil Gautam, Managing Director, Hanmer & Partners, said, “Within a short span of six years,
we have notched up an impressive list of clients across various practices. Today, we work with some of the world’s best
and India’s leading corporate entities. It is to the team’s credit that Hanmer & Partners is among the fastest growing public
relations consultancies in India today.”

H&P is already working as the PR agency for clients like Nirma, Kinetic Motor Company, CNBC-TV18, LG Electronics,
Gujarat Narmada Valley Fertilizers Company Ltd, Gujarat Ambuja Cements Ltd, Goodlass Nerolac, Mudra
Communications, Western Union Money Transfer, HDFC Mutual Fund, Baume & Mercier, Discovery Network, STAR
Gold, STAR Utsav and SpiceJet Ltd, among others.

H&P has set up several strategic initiatives, Hanmer Public Relations being the core business. Hanmer Interactive, the
digital communications division, was launched in 2004. Hanmer Reach (launched in 2004) is India’s first regional PR
network that is active in 20 cities in addition to the existing 11-city network.

Hanmer Events, an events and promotions division, conceptualising and delivering events all across India and soon
overseas, came into existence in 2002. Hanmer Advertising is a full service, fully accredited advertising agency, which
was run under a different name till recently, when the management decided to bring all names under a common umbrella
in 2005.

Hanmer & Partners, with a presence in 31 cities in India, offers services that include strategic counseling, corporate image
management, brand support, financial public relations, events and promotions, and crisis communications, apart from
media relations.

The company is also the sole affiliate of Manning, Selvage & Lee, US, (part of the Publicis Group) which is one of the
leading global PR firms, and has an alliance with advertising firms Saatchi & Saatchi, Ambience Publicis, Publicis India,
Mudra Communications and Network Advertising.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 54 of 54
Turrino Advertising to launch India operations from Cochin; Mumbai office in 6 months
Source: exchange4media
Date: Feb 11, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19790&section_id=1&pict=1&tag=14517&email=

Sharjah-based Turrino Advertising LLC is setting shop in India beginning with Cochin this month, marking the group’s first
office in an international location. The group has a client base spread across the Middle East, Africa, Central Asia, Iran,
Iraq and Pakistan, and plans to set up an office in Mumbai in the next six months.

Heading the agency’s operations in Kerala will be Lakshman Varma, who moved from Mudra Advertising’s Cochin office
after an 11-year stint, in early February.

Speaking to exchange4media, Anil Nair, CEO, Turrino Advertising LLC, said, “This is the first international office for the
agency. We are talking to clients in Kerala now, and it was a considered decision to start with a Class B town like Cochin
and grow to a bigger city like Mumbai.”

Anil Nair started the agency four years ago, backed by the Rs 1,000-crore Zulekha Group based in Sharjah. Further
international expansion for the agency will be in the form of a Qatar office.

Taher Shams, President, Zulekha Group and Turrino, said, “We look at India as the fastest growing free market
democracy where global brands are queuing up to gain share while at the same time Indian brands are raring to go
global. It is also amongst the two superpowers of the 21st century and the potential knowledge hub of the world.”

Shams explained that part of Turrino’s mission in India was to bring ‘lo spirito di Torino’ to India, to give a fresh
perspective to brand development and communication, and to adapt to local sensibilities with the Indian affiliate, Turrino
India.

Jacob Mathew, President, Indian Newspaper Society, and Executive Editor, Malayala Manorama, will launch the Cochin
operations on February 15, 2006.

The Sharjah office has a 17-member team, which will support the start up in Cochin as and when necessary. The size of
the Cochin team was four at present, and would be ramped up soon, Varma said.

Among the agency’s international clientele are brands such as Panasonic, Bang & Olufsen, Shownic, JVC, ALICO, and
Czech Airlines, while its Middle East-based clientele includes Zulekha Hospital and Rahmani. None of these clients will
land in the agency’s kitty immediately in India. Turrino will now try to make its presence felt in the Indian market, with the
promise of ‘Building Enduring Brands’.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 55 of 55
Noshe Oceanic to foray into Chandigarh, Mumbai; eyes 200 pc growth in 2006
Source: exchange4media
Date: Feb 13, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=1&news_id=19813&tag=14540&pict=12

Delhi based advertising agency Noshe Oceanic is quite bullish about its growth in 2006 and is all set to foray into other
cities. The 16-year-old agency is looking at getting into Chandigarh and Mumbai simultaneously within the next one
month. The big action would take place from April 1, revealed Noshe Oceanic President, Asheesh Sethi.

The agency, however, hasn’t finalised the teams for its new set ups and is on the lookout for branch heads as well as
separate creative teams for both its Mumbai and Chandigarh operations.

The agency also has an international operation in Dubai, which began in September 2005.

Elaborating on the reason for getting into Chandigarh, Sethi, said, “Chandigarh is really growing. Though at present we
are servicing all these clients that we have in the northern belt out of Delhi, with more clients coming into our kitty, it has
become difficult to service them from Delhi. So, we are looking at setting up our office in Chandigarh, which would take
care off all the needs of our north Indian clients.”

“Besides that, we are setting up an office in Mumbai because it is a big market for retail. Setting up base in Mumbai is
very important to service our clients for their needs in the West,” explained Sethi.

The agency has recently added several accounts in its roster, which include Tops, Clinic Dermatech, Spark Engineering,
Purva Sanskritik Kendra, Himalaya Opticals, and Kapoor Watch Co among others. Over the last one and a half months,
Noshe Oceanic had acquired total business to the tune of Rs 10 crore, informed Sethi.

Explaining the communication strategy that the full service agency adopted while working for a client, Sethi, said, “Our
basic endeavour is to touch the human chord, so whatever be the communication, if we are able touch the human chord,
we have delivered. We’ve got 7-10 clients in every industry that we cater to and the best part is that we are having so
much of competition as well and yet we are able to justify the kind of deliverables we have. The kind of ethics we work
with, the kind of professionalism that we express and show in our working style, I think, has worked to our credit and we
have been able to differentiate the strategies adopted for each of them in a distinct manner.”

Sethi further said that the agency had grown by 100 per cent last year and was planning to double this growth this year.

Though Noshe Oceanic has been in the advertising business for the last 16 years, it is only now that the agency is
expanding to other cities. Giving reasons for this, Sethi said, “We have always maintained a low profile, besides the kind
of clients that we were handling at that point of time were not right enough to be hyped up to an extent they are today. We
wanted to first have a control over Delhi and North India in terms of retail ventures. We wanted to first have that kind of
situation where people recognise our pursuit towards retail, our endeavours towards creating retail in a different fashion.
Now that people have started recognising that, we thought it is the right time to spread our wings, that’s how we are
looking at different markets.”




Monthly Media Dossier                                                                                             Feb 2006
                                                        Page 56 of 56
GroupM’s Sunitha Gopalakrishnan to move to Jakarta, Manjiri Kamat to Malaysia
Source: exchange4media
Date: Feb 13, 2006
Link:
http://www.exchange4media.com/peoplemovement/movement_fullstory.asp?section_id=23&news_id=19807&tag=14534
&pict=6

GroupM’s Sunitha Gopalakrishnan and Manjiri Kamat are all set to take on senior positions within the network in Asia.
While Goplakrishnan, Mindshare India’s General Manager, will shift base to Jakarta and spearhead the launch of
GroupM’s Indonesia operations, Kamat, GM, Maxus Mumbai, is moving to head GroupM’s Mediaedge:cia (MEC) in
Malaysia.

Gopalakrishnan will be heading Mindshare’s new unit in Jakarta to take care of the newly bagged Unilever business. She
had joined Mindshare from O&M in 2001 and has handled clients like ICICI bank, ICICI Prudential Life Insurance,
Prudential ICICI, Mirc Electronics, Kodak, Castrol, Alembic, DuPont and Leela Hotels.

Divya Gururaj, Business Director, Mindshare, will be taking over from Gopalakrishnan as the new General Manager. “This
is a very nice opportunity for me. Indonesia is a different country and this new assignment will be very challenging and
surely very exciting. I will be moving to Indonesia as Managing Director, Mindshare, Jakarta, and Divya Gururaj will be the
new GM. We have worked very well as a team and she has been doing good work on ICICI Prudential Life Insurance and
Onida,” said Gopalakrishnan.

Vikram Sakhuja, Managing Director, Mindshare said that these moves were part of the natural career progression.

Commenting on her move to Malaysia, Kamat said, “I look forward to the challenge of working in a new market. I am sure
the experience that I have gathered, working in a market like India, will help me. I am glad that I am leaving Maxus
Mumbai in the able hands of Rathi Gangappa. She was groomed for this job and is well equipped to carry on our agenda
in Mumbai.”

Kamat has contributed to growing the Maxus business in Mumbai and was overseeing accounts such as Hutch, Tata
Motors, Pidilite, VIP, Walt Disney, IDBI, Bajaj Allianz. She has been with the group for close to 15 years, starting with HTA
in 1991, then moving on to Mindshare in 2001, and Maxus in 2003.

Gangappa, Business Director in Maxus Mumbai, takes over from Kamat as GM Maxus Mumbai. Gangappa has close to
10 years’ experience, having worked in Lintas and Maxus Bangalore before moving to Maxus Mumbai in 2004.

CVL Srinivas, CEO, Maxus, said, “Manjiri has done a great job at Maxus Mumbai, and we are sure she will turn out to be
a big asset to MEC Malaysia. The big advantage of working in a network like ours is the career development opportunity
one gets. Manjiri’s move is yet another example of that.”




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 57 of 57
Lintas Media to launch Media Futures on February 24; Insight’s Raj Gupta to head project
Source: exchange4media
Date: Feb 16, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19869&section_id=8&pict=8&tag=14596&email=

Lintas Media Group (LMG) is all set to add more services to its client offerings and the latest is Media Futures, which
would offer consultancy services for publications and TV channels in various domains, largely in the non-traditional space.
The service would be launched on February 24, 2006. LMG’s Raj Gupta would take charge of Media Futures as
President, in addition to his present responsibilities as President, Insight.

LMG has partnered with Garcia Media, an international publication design specialist, market information company Taylor
Nelson Sofres (TNS), and international broadcast design specialist, Bruce Dunlop Associates (BDA), to give shape to the
new venture.

The launch would be officially announced on February 24 and, so, no comments were forthcoming from any official at
LMG. An official invite nonetheless quoted Gupta as saying: “We are pleased to announce the launch of Media Futures, a
pioneering suite of services for media brands in India. Media Futures is being launched in association with Garcia Media,
TNS and BDA.”

It is learnt that the new venture would be looking into areas of new media, innovative formats, product service definition
and design and below-the-line activities. However, more on the service and the value-additions for clients in India would
be known only in the last week of February.




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 58 of 58
Times OOH wins 40 pc of Kolkata Metro sites to emerge as biggest player
Source: exchange4media
Date: Feb 16, 2006
Link:
http://www.exchange4media.com/OutOfHome/news.asp?news_id=19870&section_id=26&pict=9&tag=14597&email=

After taking a significant portion of the sites in Delhi Metro, Times OOH has managed to corner a sizeable portion of the
Kolkata Metro outdoors property too. The tender for the outdoor property of Kolkata Metro was announced earlier in the
month, the results of which were declared on February 14. Times OOH has emerged as the largest winner with 80 sites,
giving it 40 per cent share of the property. The next best is a local company, Sharsons, with 15 sites.

The hoardings in Kolkata Metro sites serve the same purpose as any other hoarding given their road facing positions.
According to A P Parigi, MD & CEO, Entertainment Network India, this was one attribute that made the property attractive,
especially for players in the outdoor segment.

In the tender announced, 180 prime hoardings were up for grabs stretching across 22 stations across Kolkata. In all, 27
companies, including the likes of Clear Channel, Selvel and Pioneer, participated in the bidding. Clear Channel bid for 13
sites but lost in all; Selvel bid for five and got a couple; Pioneer bid for 18 and got seven; and Ad Service got six sites.

For Times OOH, this is a significant development. Speaking more on this, Parigi said, "We started on a humble note, but
we are now in an expansion mode and what you see manifest itself in Kolkata is part of the overall strategy in that
direction. This is also a signal of our interest and commitment in the OOH media sector."

Parigi also divulged that the company had earmarked Rs 35 crore to import LED technology in OOH, which could be seen
at famous international outdoor sites like Times Square in New York, among others. "We are here to grow the sector,"
asserted Parigi.




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 59 of 59
Changes at Leo Burnett’s BTL arm: LeoActivation ceases, Arc beefs up
Source: exchange4media
Date: Feb 18, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19893&section_id=1&pict=4&tag=14620&email=

Leo Burnett’s below the line (BTL) offerings are seeing a definite shape now. Hitherto, the agency had LeoActivation and
the recently launched Arc in the segment. However, now brand LeoActivation ceases, while Arc has two heads – Romit
Mitra, supervising all activities of Arc, and Sujit Nair, who has just been promoted to take charge of Proprietary Events as
AVP. Nair will continue to report directly to Harish Parameshwaran, Director, Leo Burnett.

Explaining more on the present structure, Arvind Sharma, Chairman, Leo Burnett, said, “LeoActivation now becomes Arc.
But with in Arc, Proprietary Events will be an independent function and Sujit will take care of that. Romit is responsible for
everything else.”

Leo Burnett had launched its international below-the-line arm, Arc, a couple of months back, while the brand
LeoActivation was put in place three years back. Nair has played a key role in setting up LeoActivation and in its progress
so far. Sharma is confident that in the new structure, Arc will be able to do even better work for its clients in the BTL
segment.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 60 of 60
Mindshare to commence independent operations in Sri Lanka
Source: Business Standard
Date: Feb 21, 2006
Link: http://www.business-
standard.com/common/storypage.php?storyflag=y&leftnm=lmnu1&leftindx=1&lselect=1&chklogin=N&autono=215956

Group M's media agency Mindshare, which was till recently under the aegis of J Walter Thompson (JWT), is in the
process of setting up its own independent operations in Sri Lanka.

While a dedicated unit for Unilever was set up in Sri Lanka, under the name of Fulcrum, all media operations were being
handled by the advertising agency itself.

MindShare Fulcrum is part of WPP Marketing Communications. It is the sole media investment management group for
HLL, providing media planning and buying services.

MindShare has appointed former Lever’s head Sunil Manocha as managing director for it’s Sri Lankan operations.
Manocha will be reporting to Vikram Sakhuja, managing director of MindShare South Asia.

Manocha said, “We are targeting a formal launch for Mindshare in SriLanka in March. This is an opportunity for a ‘media
specialist’ to enter the market as ad spends are increasing. Radio interestingly is also a very powerful medium in Sri
Lanka, while press on the other hand is stagnant in terms of spends.”

Mindshare handles international clients such as HSBC, Unilever and Pepsi and its local clients include Celltel, Munchies
Biscuits, CIC Paints, Ceat, Galleface Hotels and MAS Holding.




Monthly Media Dossier                                                                                       Feb 2006
                                                     Page 61 of 61
Rediff, TME bag Fortis Securities Account
Source: agencyfaqs
Date: Feb 21, 2006
Link: http://www.agencyfaqs.com/cgi-bin/re.html?u=http://www.agencyfaqs.com/news/stories/2006/02/21/14245.html

Rediffusion DY&R has bagged the creative duties for Fortis Securities. Its media arm, The Media Edge (TME) is the
agency-of-record (AOR). The size of the business is estimated to be around Rs 7-10 crore.

Just last week, Rediffusion DY&R and TME had bagged business worth Rs 5 crore from Delhi-based real estate company
Taneja Developers. Both these businesses will be handled out of Delhi.

Confirming this development to agencyfaqs! , Sachindra Nath, head, strategic operations, Fortis Securities Limited, says,
“This is the first time we have hired agencies to handle our creative as well as media duties. Till date, we had been self
promoting ourselves through word of mouth. But we felt that there was a need to increase our brand communication
activity.”

He adds, “More than just an agency which would execute the communication plans, we were looking for advisors to chalk
out the right strategy for the brand. In the process, we realised that both Rediffusion and it media arm TME presented a
great strategic approach for the brand.”

According to Nath, even Mudra and Lowe were in the fray for this business.

The company plans to explore all options in its media plans be it television, print, online, and BTL activities. However the
share of each media will be formulated in due course.

Shan Jain, head of Delhi operations, The Media Edge, is perked up by the two recent wins. He says, “Delhi, as a market
has huge potential, and with these two wins we have been able to create a dent for ourselves. Both the accounts hold
immense potential for growth and executing media planning for them will be a pleasurable challenge for us.”

For the record, Fortis Securities Limited, a part of the Ranbaxy Group provides integrated financial services such as
broking (stocks & commodities), depository participant services, portfolio management services, and advisory on mutual
fund investments.




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 62 of 62
Lokesh Tiwary joins Rediffusion Public Relations as President
Source: exchange4media
Date: Feb 21, 2006
Link:
http://www.exchange4media.com/peoplemovement/movement_fullstory.asp?news_id=19931&section_id=23&pict=2&tag=
14658&email

Lokesh Tiwary, President, Enterprise Public Relations, is joining Rediffusion Public Relations as President. He joins on
February 22, after spending 16 years at Nexus.

Commenting on Tiwary’s appointment, Diwan Arun Nanda, CMD, Rediffusion DYR, India, said, “Lokesh brings along with
him tremendous experience in advertising and public relations, which is bound to make us offer superior value to our
clients. Today, clients are increasingly looking at public relations to work strategically for them, and under Lokesh’s
leadership I am certain that we will enhance our reputation as being able to provide a complete communications package
to our clients.”

Tiwary started his career with Enterprise Nexus in 1990 (then Enterprise Advertising), and rose to the position of Vice-
President of the Delhi branch. He took over as President, Enterprise Public Relations, in August 2004, with the task of
reviving the outfit.

Said Tiwary, “Today, clients are looking at much more out of their PR agencies. While salience across media is important,
clients are also increasingly looking for strategic and proactive partners. There is a slow but steady realisation that
powerful brands can be built via public relations, and hence, the need to invest in a strategically developed PR
programme.”

Tiwary comes in to head Rediff PR following Anupama Chopra’s move to EMAAR MGF Land Pvt Ltd, as Head-Corporate
Communications.

“One of the first tasks I have cut out for myself is to nurture talent and invest thoroughly in training as we operate in a very
dynamic industry. The endeavour at Rediffusion PR will be to create an enviable team and offer our clients unparalleled
value, be it through inputs, delivery or technology,” explained Tiwary on the job at hand.

Rediffusion DYR’s public relations agency is 10 years old.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 63 of 63
Primesite’s Indrajit Sen joins Jagran engage as COO
Source: agencyfaqs
Date: Feb 24, 2006
Link: http://www.agencyfaqs.com/cgi-bin/re.html?u=http://www.agencyfaqs.com/news/stories/2006/02/24/14285.html

Indrajit Sen, who till recently was the president of Primesite, Mudra’s out-of-home (OOH) agency division, has joined
Jagran Engage as COO and business head. It is the new venture of Jagran Prakashan Limited and will be an OOH media
solutions division.

At Jagran Engage, Sen’s role is to primarily lead a national team which will be in the OOH business from the media
owning perspective. Engage will offer complete OOH media solutions to its clients nationally and not only sell individual
sites. This means, Engage will provide brands with OOH media planning and consolidation services -- besides creative
adaptations, maintenance and monitoring – at very competitive rates. Engage will be supported by The Independent
Group, which has major interest in the largest OOH companies in Australia and South Africa.

In his earlier assignment Sen was responsible for turning around Primesite and catapulting the loss-making division
among the top 3 in the OOH industry. Primesite also was the largest revenue earner amongst the Mudra Group brands
this year.

A post-graduate from BITS, Pilani, Sen has spent 10 years with The Times Group as the head of Response in various
territories. Prior to that, he had extensive experience in marketing with different verticals in Indian and foreign markets.

For the record, Jagran Prakashan has already declared its commitment to the OOH business and its intention to be a
long-term and dominant player in this media segment. Engage plans to occupy niches and develop the capability of
offering solutions with a national footprint by scaling up rapidly.

To enable Engage to do so, Sen is putting together a team of very experienced and seasoned players from the industry.
Jagran Prakashan also expects the synergistic effect of its other media divisions, including that of its event marketing
division, Jagran Solutions, to contribute in making the OOH plans a great success in a short time frame, and improve the
group’s overall capabilities to offer unique and effective pan-media communication solutions to its clients.




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 64 of 64
Dentsu PR wins Grand Prix Award
Source: Indiantelevision.com
Date: Feb 24, 2006
Link: http://www.indiantelevision.com/mam/headlines/y2k6/feb/febmam59.htm

After nine years, Dentsu PR is the first Japanese entry to win the Grand Prix Award for the Dementia Debunked
campaign. The International Public Relations Association (IPRA), the foremost association for international public
relations professionals, awarded Dentsu PR its first ever Grand Prix Award for excellence in public relations.

The award ceremony in London, England, recognized Dentsu PR for work done on the Dementia Debunked project, an
ongoing educational campaign about the disease undertaken for pharmaceutical companies Eisai Co. and Pfizer Inc. The
Grand Prix Award capped off a tremendously successful 2005 for Dentsu PR as last July, this campaign also took top
honors in the IPRA awards sub-category of 'Health Organizations.'

In selecting Dentsu PR for the highly coveted Grand Prix Award, jury chairman Sheila O'Sullivan said, "All 40 members of
the jury panel unanimously recommended it. The Dementia Debunked campaign should serve as a reference for the
entire global PR community, especially the research and surveys which were outstanding."

Dentsu PR had competition from 239 entries from 39 different countries around the world.

Dementia Debunked, conducted between November 1999 and December 2004, used exhaustive qualitative and
quantitative research involving hundreds of hours of interviews with the caregivers of dementia sufferers to identify
misperceptions about the disease in Japan. This first phase program revealed the depths of dementia's stigma in
Japanese society, the medical community's inadequate understanding of the disease, and the low incidence of early-
screening among people most at risk.

Using the wealth of data accumulated, Dentsu PR collaborated with Japan's medical community to better educate both
doctors and patients about the disease and provided Eisai and Pfizer with a far better understanding of ways to approach
treatment of dementia sufferers amid a rapidly aging Japanese population.

Dentsu PR account executive Kenji Hanaue has overseen the Dementia Debunked campaign since its inception in 1999
and continues to work on the project today. "To receive the PR world's most prestigious award is an incredible honor.
Compared to America and Europe, awareness of PR in Japan is quite low but I'm hopeful that this award will help raise
the importance and necessity of PR here," says Hanaue.

Dentsu PR has won five previous IPRA Golden World Awards-- 1991 (two awards), 1993, 2003 and 2004 -- though 2005
marks the company's first in the "Health Organizations" category as well as their first ever Grand Prix Award.

Since its inauguration in 1961, Dentsu Public Relations has been Japan's largest public relations agency. As a pioneer in
the field in Japan, the company has been helping Japanese and foreign clients for over 40 years to communicate with
their critical stakeholders -- consumers, governments, investors, employees, and communities. Headquartered in Tokyo
with a branch in Osaka, Dentsu PR is a wholly owned subsidiary of Dentsu Inc.




Monthly Media Dossier                                                                                        Feb 2006
                                                      Page 65 of 65
Times OOH’s innovative inflatable grabs eyeballs in Mumbai
Source: exchange4media
Date: Feb 27, 2006
Link: http://www.exchange4media.com/OutOfHome/news.asp?section_id=26&news_id=20014&tag=14741&pict=10

You cannot miss this bus shelter if you are crossing VT Station in Mumbai. The brainchild of the out of home (OOH)
division of the Times Group, the innovation involves putting up a huge inflatable chameleon on top of the bus shelter with
the message ‘Size does not matter but visibility does’.

The giant chameleon instantly catches the eye of commuters and gives a taste of the immense possibilities of putting up
such eye-catching three dimensional inflatables than mere two-dimensional surfaces.

Farid Kureshi, COO, Times Innovative Media Pvt Ltd, said, “The inflatable’s objective is to move away from conventional
surfaces for advertising through OOH. Also, something as innovative as this ensures a higher brand recall. This is a
powerful idea and highlights the creative landscape that is available for brands across all categories, for example,
automobiles and FMCG companies.”

Commenting on the impact of an inflatable, Kureshi said, “Our communication is aimed at attracting more eyeballs and a
three-dimensional feature is definitely more powerful than a two-dimensional one. Inflatables also highlight the brand
much more effectively.”

He added, “We’ve had a fantastic response from clients. Advertising agencies and clients are waking up to the fact that
outdoor advertising can be effective and interesting. Though we have only one inflatable at the VT station, we will put one
up in the Mumbai suburbs in a few weeks.”

“Since we are media sellers, the advertising community and clients can expect many more innovations from Times OOH.
We are soon going to put up large-scale video matrix walls in Mumbai. These will be similar to large display screens in
Times Square and London. As these screens are very advanced technologically, they are weatherproof and have
excellent picture quality.”

These screens can be operated remotely through a laptop and clients can buy particular time slots to reach their target
audience.

“We will start with a 400 square feet screen as this is considered as an effective size for OOH advertising. The advantage
of these screens is that moving images are much more popular to static images,” Kureshi said.

He added, “These screens take your message a step further and are advantageous because it is much cheaper than
buying expensive airtime on TV for your commercials. You can also run your TVCs on these outdoor screens and this
makes up for the high cost of producing commercials for TV only and enables greater brand recall and reinforcement.”




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 66 of 66
Dentsu to launch its third creative agency
Source: agencyfaqs
Date: Feb 27, 2006
Link: http://www.agencyfaqs.com/news/stories/2006/02/27/14295.html

Dentsu India is planning to launch its third creative agency, Dentsu Creative Impact. Shruti Jain, who has moved from
Rediffusion DY&R, Delhi, will head the new agency. Denstu India has also announced the launch of a media agency
recently, to be headed by Sanjoy Chakrabarty.

Currently, Dentsu India runs two full-service agencies – Dentsu Communications and Dentsu Marcom.

It is learnt from industry sources that the new agency has already bagged some new business, significant among which is
that of Haier Telecom, which has moved from Grey Worldwide’s G3 Communication. The size of the business is pegged
to be worth Rs 10 crore.

Incidentally, Dentsu Marcom handles another mobile phone business – that of Sony Ericsson.

In late 2003, Dentsu Inc., Japan, in a joint venture with Mogae Consultants, a company owned by Sandeep Goyal and
Tanya Goyal, launched Dentsu Communications in India. A few months later, another full service agency, Denstu
Marcom, was launched.




Monthly Media Dossier                                                                                      Feb 2006
                                                     Page 67 of 67
                        INDUSTRY WATCH




Monthly Media Dossier                        Feb 2006
                             Page 68 of 68
Sahara One to handle Aastha's ad sales
Source: Indiantelevision.com
Date: Jan 31, 2006
Link: http://www.indiantelevision.com/mam/headlines/y2k6/jan/janmam103.htm

It is a partnership that promises to be mutually beneficial. Sahara One Media and Entertainment Ltd has signed a long
term agreement with Aastha Broadcasting Network Ltd, wherein the former will be handling the latter's ad sales business.
The company will handle the ad sales of Aastha's Indian feed beginning 1 February 2006. With this, Sahara One Media
and Entertainment will have three channels under its umbrella as far as the ad sales function is concerned - Sahara One
Television, Filmy and Aastha TV.

Giving the rationale behind the deal, Sahara One Media and Entertainment CEO Shantonu Aditya said, "There is a huge
opportunity in the religious and lifestyle space. Aastha is a leader in the religious space and commands almost 70 per
cent of the market share. The revenue potential is great in the space. Religious channels' ratings are almost as much as
that of music channels and sometimes even higher and there is certainly the potential of it growing even further."

"Over the past three months, the ad-sales team of Sahara One has given a strong performance as a result of which ad
revenue has increased several-fold. Our agreement with Aastha is a reflection of the industry's confidence in our strong
potential, and I am sure that together Sahara One Television and Aastha will provide even greater reach, value and
effectiveness to advertisers," Aditya added

As for Aastha, the network is looking at concentrating on programming and worldwide distribution. Hence it decided to
outsource its ad sales function to Sahara One. Aastha Broadcasting Network chairman and managing director Kirit Mehta
said, "Aastha has gained significant viewership and reach and has occupied noticeable space in the ever expanding C&S
television universe that offers advertisers an attractive opportunity to reach mass audience. With us concentrating on
content creation and worldwide distribution activities, we deemed it appropriate to outsource ad sales and marketing
expertise."

"Considering the performance of Sahara One Media and Entertainment and the marketing infrastructure established by
them, we decided to enter into a mutually beneficial relationship. I am confident it will be a win-win situation for all -
Aastha, Sahara One, and most importantly, the advertisers."




Monthly Media Dossier                                                                                         Feb 2006
                                                      Page 69 of 69
No plans to launch 2 channels: BAG Films
Source: The Economic Tines
Date: Jan 31, 2006
Link: http://economictimes.indiatimes.com/articleshow/1394106.cms

BAG Films has denied any plan to launch two channels as has come out in a section of the media. The figures of
investment of Rs 300 crore for news channel and Rs 1,000 crore for entertainment channel came up during discussions
only as a reference to industry estimates for setting up such channels.




Monthly Media Dossier                                                                                  Feb 2006
                                                   Page 70 of 70
Initiative study compares global media costs with India
Source: agencyfaqs
Date: Feb 01, 2006
Link: http://www.agencyfaqs.com/cgi-bin/re.html?u=http://www.agencyfaqs.com/news/stories/2006/02/01/14059.html

Initiative and Futures Worldwide have conducted their annual survey on the cost of buying advertising on traditional media
to reach 1,000 adults (CPT) in 54 countries around the world.

This media cost and inflation report provides clients with the true cost of media from an advertiser’s perspective, to help
them in their international budget allocation decisions. The prices will have a direct impact on the weight of advertising
that can be afforded within a given budget. The data thus enables marketers to plan ahead and optimise their media
expenditure across the different media channels and various regions.

As per the report, in 2006, all media costs will rise ahead of economic inflation, for the first time since the survey
commenced in 2000.

The global average in media continues to rank in the same order from the most expensive, cinema, with a global average
CPT of US$ 59.43 (around Rs 2,635), followed by the Internet (US$ 16.38, or Rs 740), magazines (US$ 11.14, or Rs
500), newspapers (US$ 9.23, or Rs 415), television (US$ 7.06, or Rs 317), radio (US$ 6.32, or Rs 285) and the world’s
least expensive medium, outdoor, at a global average cost of US$ 5.37 (around Rs 242).

Comparing global costs with India costs, India offered the lowest CPT for cinema advertising (US$ 6.28, Rs 283) vis-à-vis
global cinema CPT (US$ 59.43, Rs 2,674). Across media, Indian media costs are significantly lower than global media
costs, with the exception of radio, where the CPT figure stands almost equal at US$ 6.5 (Rs 293).

While comparing India’s media costs in 2004 and 2005, it was found that radio had witnessed a 100 per cent rise from
US$ 3.09 (Rs 140) to US$ 6.47 (Rs 292). Next came the Internet, with a 70 per cent increase in its CPT, from US$ 2.22
(Rs 100) to US$ 3.78 (Rs 170). Following the Internet are television with a 23 per cent increase, newspapers with a 24 per
cent increase, and magazines with a 19 per cent increase.

Global media year-on-year trends point to an expected rise of 9.1 per cent in the cost of cinema in 2006, the highest price
hike of all the media surveyed. The cost of advertising on the Internet is expected to rise by 5.9 per cent in 2006, and it
will command the second highest price after cinema. Demand is being driven by a surge in Internet users because of the
rapid uptake of broadband and new and increasingly engaging formats for advertisers. Internet advertising investment is
concentrated among a handful of global Internet players and demand has outstripped supply. Outdoor remains the least
expensive and new technological innovations, combined with its unassailable position as a mass medium, make outdoor
an undeniably attractive proposition.

The global average in media costs is being driven by developing countries in East Europe, as well as Latin America and
China, where high economic growth, surging demand and scarce supply are pushing prices up sharply.

Mature markets, such as the US and the West European countries, are seeing a more sedate rise in media costs, often
below economic inflation, although the picture varies from medium to medium. For instance, the US, the world’s largest
advertising market, has the cheapest newspaper, magazine and outdoor prices in the world, but the highest television and
Internet costs.




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 71 of 71
Asia offers the lowest cost for cinema advertising, with the exception of Hong Kong, which has the fourth most expensive
cinema costs in the world. Japan, the world’s second largest advertising market, boasts of the highest radio costs and,
although prices have remained flat in general in the market, there are signs of economic recovery. A significant finding of
the report is that the cost of television in China is set to rise by a staggering 20.1 per cent in 2006, due to rising costs and
falling ratings.

The report supplies costs by medium, by country and by region, which are real and not a rate card, including typical
agency fees. Initiative’s global media research arm, Futures Worldwide, works closely with Initiative experts from around
the world to provide the meaningful analysis critical to putting these figures into context.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 72 of 72
Pitch-ed battle in offing as ad firms unveil new fee plan
Source: Business Standard
Date: Feb 02, 2006
Link:
http://www.business-standard.com/search/storypage_new.php?leftnm=lmnu1&leftindx=1&lselect=1&autono=213800

A battle between clients and agencies is brewing over a new fee proposal - pitch fee - being put forward by the advertising
agencies' body, Advertising Agencies Association of India (AAAI).

The reasoning behind the pitch fee - proposed to be levied on clients - is that the agencies incur operational costs while
preparing speculative campaigns based on the clients' brief.

AAAI has set up a consultative committee to draft guidelines for the new system. The terms of reference for the committee
include the punitive action to be taken against non-complying members.

The consultative committee consists of Josy Paul, chairman and national creative director, David, K Ravi, managing
director, Pinnacle Advertising, Mahesh Chauhan, president, Everest Integrated Solutions, Nirvik Singh, president, South
East Asia, Grey Worldwide, Preet Bedi, president, Rediffusion DYR and Rajeev Ruia, managing director, Overture
Communication.

While the panel has been able to elicit responses from agencies, clients are not receptive about paying the fee.

Bharat Patel, chairman, Indian Society of Advertisers (ISA), said, "No industry body should intervene in a deal between an
agency and a client. Such bodies are meant for settling payment disputes. Third-party associations, such as AAAI, should
not get involved in matters that concern the client and agency. And if they are planning to make the fee mandatory, clients
will look for agencies that do not impose this."

However, Rajeev Shukla, head of marketing, Hyundai Motors, is of the opinion that pitch fee is a good system by all
means.

"The agencies do have to work a lot for preparing the pitches. So it is fair that they are remunerated for this. However, that
the fee should be determined by the ad spends of the client does not make any sense. The fee should be a flat fee or
should be based on operational costs."

A section of the clients was of the opinion that a pitch should be considered as the initial investment going in for the
purpose of business procurement.

Rajesh Jejurikar, executive vice-president - marketing and sales, Mahindra and Mahindra, said, "Agencies themselves will
break away from the structure later on. Pitch fee, essentially, is a business development fee, which should be borne by
the agency and not by the client. This is the case in most business-to-business (B2B) sales. Clients are unlikely to accept
this."

Saugata Gupta, head of marketing, Marico, seconds, "Any service provider has to pitch for business, agencies are no
exception. In any case, I believe they themselves will break this rule. It is to be remembered that clients also should
remain stable and have a responsibility of not calling for frequent pitches."




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 73 of 73
Girish Bapat, head of marketing, LG, says, "The impact of this will be that clients may stay away from mainline and AAAI
agencies."

However, AAAI members fear that the mandatory pitch fee may work only for multinational agencies as younger agencies,
particularly those with lesser credentials, may be forced to stay away from this system.

The copyright of the ideas and creatives presented at the pitch remains with the agencies, and the clients are not allowed
to use then if the agency has not won the bid.

Another issue that is being discussed is that once the information that an agency has reported a pitch becomes public,
more agencies are likely to rush to present pitches.

Moreover, in places such as New Delhi and Kolkata, AAAI agencies are often pitted against non-AAAI members, many of
whom are active and growing. This could pose trouble for member agencies.

In addition, there are a lot of small and mid-sized agencies, which operate like independents, calling themselves creative
hot-shops and still not aligned to any industry body.

It has been pointed out that clients would take a combination of a creative hot-shop or a non-AAAI member agency and a
media agency for handling their business. Small and medium-sized creative agencies of AAAI may, therefore, turn out to
be the losers.
--------------------------------------------------------------------------------



FACE-OFF

Pitch fee is to be paid by clients to ad agencies for speculative campaigns they prepare based on the clients' initial brief
Ad firms want the pitch to be considered an initial business investment
Agencies say they incur operational costs while preparing the initial campaigns




Monthly Media Dossier                                                                                             Feb 2006
                                                        Page 74 of 74
Moving beyond the commercial break
Source: agencyfaqs
Date: February 3, 2006
Link: http://www.agencyfaqs.com/news/stories/2006/02/03/14089.html

The world of advertising will just not be ignored. Earlier, you got to see it between programmes, but now it has reached
into the programme itself. What are we talking about? The programmes on the ad world on news channels!

While this concept was pioneered by the English business news channel, CNBC TV18, with its programme, ‘Storyboard’,
other news channels such as NDTV Profit were quick to follow with programmes such as ‘All About Ads’. Even Hindi news
channels such as Janmat have jumped onto this bandwagon with a show called ‘Commercial Break’.

While ‘All About Ads’ on NDTV Profit features ad world news, an interview with an ad guru and ends by playing out an
international ad, ‘Commercial Break’ works on the same lines by focusing on the profile of one ad agency. It also talks
about the top five ads, but goes a step further by asking viewers to comment on a certain ad.

Markand Adhikari, vice-chairman and managing director, Janmat, says, “We started off with ‘Commercial Break’ on
Janmat to round off our programming mix. But then it made sense also because the ordinary viewer is as much interested
in an advertising programme as he is in other entertainment news, be it of the film or the television world.”

He adds, “Today, advertisements have become a part of the common man’s life. It’s very difficult to ignore them.”

Media planners such as Basabdutta Chowdhuri, COO, Madison Media Plus, feel the same way. Chowdhuri says, “It
wouldn’t be right to say that these programmes are only meant for advertising professionals. Rather, I would say that
these shows are for the evolved audience, who watch them like any other entertainment based programmes.”

However, Shruti Verma Singh, host and producer of ‘All About Ads’ on NDTV Profit, says her show targets advertising
professionals primarily, but that there are also advertising and management students who watch the programme.

So, what do these channels need to reach the desired audience, whether the target group be professionals or laymen?

Preeti Nair, executive creative director, Lowe, says, “Though this is a nice concept, the channels would have to market
and advertise their shows much more aggressively. They also have to be a lot more crisp and add more of the news
component. After all, advertising is all about spice and the shows have to be spicier so that both the advertising
professional and the common viewer can be equally interested.”

Nandu Narasimhan, creative head, Grey, says he also feels that the shows lack something. “The anchors and the guests
are all good, but to be meaningful, the shows have to be longer in duration. Right now, they just scrape the surface in a
10-15 minute talk or debate with most of it being edited out. If their aim is to inform people about the advertising world, a
small talk won’t help,” says Narasimhan, adding, “The debates should go on to allow the details to come out.”

To reach out to a wider audience with a new concept might be the mantra for now, but definitely, ad shows need to break
the established mould sooner rather than later.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 75 of 75
Mobile display vans: Providing visibility on the move
Source: exchange4media
Date: Feb 03, 2006
Link:
http://www.exchange4media.com/OutOfHome/news.asp?news_id=19672&section_id=26&pict=6&tag=14399&email=

The outdoor advertising industry in India has come a long way and has emerged as an important medium giving a
plethora of options to brands. These include bus shelters, hoardings, kiosks, gantries, and the mobile display vans, which
have become immensely popular in the National Capital after the concept started in Mumbai a few years back.

Brands are increasingly turning to these display vans to increase visibility, some well-known names include CNBC, KSB
Pumps, WorldSpace, Globus Shirtings, Mahagun Developers, Pushpanjali Constructions, Unitech, Pyramid Mall, and SBI
Life Insurance.

The concept of mobile vans, whose sizes vary from 14x7 ft, 16x8 ft to 20x10 ft, started in Delhi in 2001, wherein one can
find these vans stationed in strategic locations like Defence Colony, Nehru Place, Aurobindo Marg, Rajouri Garden, Mayur
Vihar, Vikas Marg, Noida, Greater Noida, Gurgaon, Faridabad, Ring Road, and Outer Ring Road, thereby lending brands
the desired visibility.

Sharing his insights on this medium, Pramod Bhandula, Chief Operating Officer, Selvel Media Services Pvt Ltd, said, “It’s
a vibrant OOH medium proven all across the world. I see a great potential in India as 70 per cent of rural population in
India can be tapped with this medium as well for metros, it can be a gift to the city. Instead of having permanent steel
structures, the mobile vans are better to handle as they can be removed quickly if need arises to clear the road or a
particular area. The skyline does not get a permanent fixers of billboards. It is well established and clients can reach with
limited numbers to various locations and target audience.”

According to Mukesh Gupta, Managing Director, Graphisads Pvt Ltd, “This is very different from every other medium in
the sense that this is not static. Since this is an innovative medium, this has already captured the attention of everyone.
More and more advertisers have switched to this medium because of the benefits this medium offers. The future belongs
to mobile vans.”

Citing the advantages that these vans have other forms of OOH advertising, Gupta said, “First of all, it’s the mobility of an
ad message. Secondly, latest technology, as the mobile vans offer colourful designs printed through digital technology
with life-like pictures. Exclusive creatives are made for mobile vans. Thirdly visibility, as hydraulic vans offer extra height
for the messages seen from a distance with ease.”

Lets now have a look at what the brands have to say about this innovative medium of advertising.

SBI Life Insurance runs its mobile vans primarily in South, West and East Delhi. While commenting about this medium,
Marketing Officer with SBI Life Insurance who did not want to be named, said, “The medium is extremely good and viable
and has tremendous potential which is yet to be explored primarily because of lack of clarity on regulations. The best part
of this media vehicle is the flexibility it affords in an out of home campaign. Depending upon the need it can be placed in
any part of the city. Also it can be a brilliant platform for creating localized awareness within a city coupled with a
promotion / event or as a stand-alone awareness vehicle. It can also double up along with hoardings. Keeping in view the
mobility it affords, it naturally becomes an ideal choice for an interactive communication in OOH. The potential for this
medium is immense.”


Monthly Media Dossier                                                                                             Feb 2006
                                                        Page 76 of 76
According to Ajay Chacko, Head-Marketing, CNBC TV-18, “Delhi has a dearth of outdoor space and this is a good way to
address the issue.”

If we take into account the money that the brands have to shell out in order to advertise on this medium, SBI Life
Insurance spends about Rs 1.251.5 lakh in Delhi (depending on whether the van has hydraulic lifts or not), while in
Mumbai the cost is between Rs 3.5 lakh and Rs 5 lakh, depending on the location.

On the other hand, CNBC spent anywhere between Rs 2 lakh and Rs 3 lakh per month per van, informed Chacko.
However, Gupta of Graphisads put the money roughly in the region of Rs 95,000 per month.

The mobile display vans are undoubtedly cheaper when compared to other forms of OOH advertising. Driving home this
factor, Gupta observed, “This is a value for money medium. The other out of home modes of advertising are static.
Advertisers have considered this medium as the most effective medium and are showing a lot of interest. In fact, demand
is more and supply is less. Cost is not a limiting factor for many advertisers. It is the reach.”

CNBC’s Chacko and SBI Life Insurance also echoed the same thought. Considering its cost effectiveness and the sheer
visibility that the brands can get through these vans, mobile vans certainly have a bright future not only in metros like
Delhi and Mumbai, but will also gain momentum in cities like Hyderabad, Bangalore, Punjab/Chandigarh, Haryana,
Kolkata, Ahmedabad, etc.

Graphisads already supplies vans to many towns in Uttar Pradesh, Punjab and Haryana.




Monthly Media Dossier                                                                                        Feb 2006
                                                      Page 77 of 77
CNN- IBN to air new celebrity show ‘Being’ from February 4
Source: exchange4media
Date: Feb 03, 2006
Link: http://www.ians.in/categorynewspreview.php?topicid=17&topicname=Media

We Indians can never have enough of celebrities, be it their lifestyles, personal lives, idiosyncrasies, controversies, or
glamour quotient. Keeping this in mind, CNN-IBN has taken the initiative to give viewers a peek into celebrity lives via a
new show called ‘Being’ from February 4. The series will be aired every Saturday at 8.30 pm.

‘Being’ will showcase celebrities from various walks of life – sports, politics, films, art and business. To be hosted by
Anuradha Sengupta, the 30-minute programme will go deeper in their lives, thereby unraveling some interesting facets
about them in the process.

Commenting on the new series, Dilip Venkatraman, Director-Marketing, CNN-IBN, said, “CNN-IBN takes a look into the
lives of these celebrities and tries to explore how it is like “being” oneself. For instance, in the first episode, CNN-IBN will
try to know and explore what it is really like “Being” Anoushka Shankar.”

Grammy Nominee Anoushka Shankar, who has been playing the sitar since the age of nine, is the only artist in the world
to be trained completely by her father and legendary sitar virtuoso and composer, Ravi Shankar.

She became the youngest ever nominee in the Best World Music Album category in 2001. In 2004, Anoushka was chosen
as one of 20 Asian Heroes by the Asia edition of ‘Time’ magazine.

The channel, however, didn’t disclose the names of the other celebrities who will be featured in the forthcoming episodes
of the show.

GBN, a TV18 Group Company, is a 74:26 joint venture between the TV18 Group and professionals – Rajdeep Sardesai,
Sameer Manchanda and Haresh Chawla.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 78 of 78
Marketers make a beeline to ride Metro
Source: The Economic Times
Date: Feb 07, 2006
Link: http://economictimes.indiatimes.com/articleshow/1403548.cms

The Delhi Metro has come as godsend opportunity for marketers bereft of big out-of-home (OOH) advertising options ever
since the Supreme Court acting on a public interest litigation banned hoardings in the national capital seven years ago.

Even though it's early, with just three operational lines covering 56 km between themselves, marketers of every hue &
colour are already lining up to ride the Delhi Metro ad bandwagon. "The perception that a medium such as the Metro is
only appropriate for advertising to the price-driven consumers is fast changing.

With the availability of display options such as translites, standees, kiosks and compartment display strips, even premium
brands have started looking at the metro advertising," says Gautam Chadha, country head, TDI Media Services, one of
the agencies handling advertising in the Metro corridor.

Commuters are already getting familiar with big national and global brands such as McDonalds, Intel, HDFC, L'Oreal,
Titan Fastrack and Sony that are plastered across the Metro. Samsung, which is globally big on the outdoor media, too,
has big plans for the Delhi Metro.

"Samsung has a significant presence in malls and multiplexes and other strategic landmarks in order to make the brand
visible. We have made a provisions on doing something visible and innovative on the Delhi Metro in the next two months,"
says Ravinder Zutshi, deputy MD, Samsung India.

The Rs 1,000-crore India OOH media is, in fact, veering towards transit media such as Delhi Metro, what with consumers
spending more and more time on commuting.

"In today's fast paced lives transit media has done well for marketers worldwide. The Delhi Metro has not been marketed
well enough," says Indrajit Sen, president (primesite), Mudra Communication's outdoor arm. He has a point.

One, the ad rates, at Rs 20,000-30,000 for a one-month display at a key station such as Connaught Place with over 4.5
lakh commuters a day is way below comparable outdoor media costs in either the Mumbai Locals or even the Kolkata
Metro.

For a station such as Andheri on Mumbai Local, the whole station branding for a month costs Rs 8.5-lakh for a month." As
more sections open up, we have seen an increase in the returns from licensing of advertising spaces," says Anuj Dayal,
chief PRO, Delhi Metro Rail Corporation.




Monthly Media Dossier                                                                                         Feb 2006
                                                      Page 79 of 79
Global Broadcast News buys into Jagran TV to run Channel 7
Source: exchange4media
Date: Feb 11, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19791&section_id=6&pict=2&tag=14518&email=

The development that has occupied news space for a while now, in terms of speculative reports and vehement denials
from Global Broadcast News (GBN) and the Jagran Group, has finally fructified. GBN (a TV18 venture with Rajdeep
Sardesai and Sameer Manchanda) has announced its intention to make a strategic investment in Jagran TV Pvt Ltd’s
(JTL) Channel 7.

After the investment is completed, GBN and JTL will have equal ‘inter se’ ownership interest in Channel 7. An official
communiqué put out on February 10, 2006, stated that Mahendra Gupta, Chairman of JTL, would continue to lead the
Board of the joint venture, while the editorial, production, distribution and other operations of Channel 7 would be
integrated with all the news channels of the TV18 Group.

This strategic investment is expected to be completed over the next 60 days, subject to a satisfactory due diligence
followed by the receipt of necessary board, shareholder and regulatory approvals.

The joint press statement quoted Gupta as saying, “Channel 7 has built a strong position in the news industry within a
short period. We look forward to partnering with CNN-IBN and the TV 18 Group, which will provide a bigger platform to the
channel.”

Raghav Bahl, Managing Director, TV18, added, “The experience and respect that the Dainik Jagran Group commands will
be an invaluable asset for this partnership. With such a powerful 4-channel bouquet of market leaders (Channel 7, CNN-
IBN, CNBC-TV18, Awaaz) straddling the entire spectrum of general and business news in English and Hindi languages,
the TV18 Group will become the indisputable leader among India’s news broadcasters.”

An informed source close to the development told exchange4media that Rajdeep Sardesai would be the Editor-in-Chief of
the channel in its new structure and a Managing Editor, who would report to Sardesai, would be appointed to run the day-
to-day operations of the channel. In essence, the editorial control of the channel will be with GBN.

Sources in the industry pointed out that GBN had been keen to enter the Hindi news genre to complement the CNN-IBN.
This deal with Channel 7 has ensured that issues like distribution and editorial hands are largely taken care of.




Monthly Media Dossier                                                                                        Feb 2006
                                                      Page 80 of 80
`Ads should speak the language of target group`
Source: Business Standard
Date: Feb 11, 2006
Link: http://www.business-
standard.com/strategist/storypage.php?chklogin=N&autono=214865&lselect=2&leftnm=lmnu7&leftindx=7

For effective advertising, it is important to be aware of region-specific choices and tastes and not bank on a universal idea
for all target audience, according to advertising industry representatives.

Speaking at a seminar on ‘Current trends in advertising’, organised by The ICFAI School of Marketing Studies, R
Seshadri, director, Anugrah Madison Advertising Private Ltd, said that rural people like simple and straightforward
communication.

Elucidating through brands like Samsung, Babool and Asian Paints, Seshadri explained that what might work for the
urban audience may not go down well with the rural folk.

“It is important, therefore, to think in the local language and address the specific problems of the target audience through
your communication,” he added.

Santha John, managing director, Mindset:eyw Advertising Pvt Ltd, explained how different advertising programmes were
designed for HSBC based on the kind of audience in each city.

“In Vizag, for instance, a Hello HSBC programme was evolved wherein the target audience was invited to visit the facility
with a guardian and experience the working conditions. This was because Vizag had some cultural issues with regard to
allowing girls to work at odd hours. In comparison, we used media vehicles like FM radio and outdoor advertising in a city
like Bangalore,” she added.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 81 of 81
Anil Dhirubhai Ambani Group beefs up its media function
Source: exchange4media
Date: Feb 13, 2006
Link:
http://www.exchange4media.com/peoplemovement/movement_fullstory.asp?section_id=23&news_id=19811&tag=14538
&pict=10

Anil Dhirubhai Ambani Group (ADAG) is going all out to ensure media presence across sectors even as its non-media
verticals – Reliance Infocomm, Reliance Energy and Reliance Capital – are all seeing growth as well. In a bid to
restructure the consequent increase in ad spends, ADAG is beefing up its media function with the appointment of Nitasha
Narad and Gauresh Pathare.

As is known, the company had recently appointed Sandip Tarkas, former CEO of Media Direction, to head its media
duties. Joining Tarkas now as AVP-Buying are Narad and Pathare.

Narad comes from GroupM, where she was an Investment Director of the Central Trading Group. Prior to that, she was
with Madison Media. Pathare has worked extensively on the Hindustan Lever brand in his stint at MindShare Fulcrum,
which was followed by his decision to join Times of India, where he is still serving the notice period.

While Narad comes on board this week, Pathare will join ADAG in March 2006. Both Narad and Pathare would report to
Tarkas in their new duties.

The officials will be working closely with Reliance ADAG’s media agency, Optimum Media Solutions. Giving a rationale on
strengthening the media team, Tarkas said, “Our investment in media, especially in the television and print mediums, is
significant and is going up dramatically. There has been a fair amount of change as well in the way we consume media.
The appointment of Gauresh and Nitasha will bring further efficiency in our media needs.”

Commenting on the reasons to zero down on these professionals, Tarkas said, “They bring a lot of rich experience in the
buying function. Gauresh is the expert in print and Nitasha in television.” Tarkas is clear that the best way today is a great
client-agency combination when it comes to media, which is also a reason why ADAG has seen these changes.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 82 of 82
Ad industry registers enviable growth: Pitch goes behind the scenes
Source: exchange4media
Date: Feb 13, 2006
Link: http://www.business-standard.com/search/storypage_new.php?leftnm=lmnu9&leftindx=9&lselect=&autono=211911

The later half of 2005 and the year 2006 so far have seen various publications speaking on the growth in the Indian
advertising industry and the year that was. Advertising, marketing and media magazine, Pitch, however, has gone a step
ahead and takes a close look at the components that led to this growth – both medium wise and growth in the various
sectors of the industry.

In the first part of the third edition of the annual industry survey, The Advertising Outlook 2006, Pitch scans developments
across three media, measures ad spends on each media and analyses which industries have fuelled this growth. To give
a snapshot at the points that the survey throws, it is seen that television and print have grown by 15 per cent each last
year.

TV has seen spends on Rs 5,003 crore and Print has seen 5,700 crore – in effect claiming 90 per cent of the Rs 11,915
crore spent in the year. The survey shows that the television growth can be largely attributed to the recovery of the FMCG
sector. It examines the spends increase on various genre, networks and programmes – in essence showing that anything
on television has managed to extract a little extra from the advertiser in 2005.

Growth in print has been attributed to increase in ad spends by educational institutes, real estate, independent retailers,
durables marketers and automobile companies amongst others. The survey show that English press continues to
dominate the spends in the sector. Pitch has also given a break up of which publishing group has grown by how much
and in this, the percentage growth has been the highest for Jagran Prakashan. In the language wise growth, English print
has grown the highest at 34.7 per cent.

In regards to the other sectors, that the survey dissects, Outdoor has been termed seeing modest growth, triggered by
retail boom and mall mania. Radio has seen a 33 per cent growth, Internet has grown by 57 per cent and there is good
news for cinema as well, considering the sector has shown a positive number as compared to the negative streak it had
seen for quite some time now.

Perhaps the more interesting aspect of the survey is the closer look at the highest placed in the value chain – advertisers.
The growth in the industry has led to increase in advertising spends and Pitch looks at which sectors have spent the most.
The best news of the year is the awakening of the FMCG sector. Over 20 per cent growth by a slew of categories has the
dormant FMCG sector logging double digit growth. FMCG has in all contributed 40 per cent of the total ad spend. In the
category wise spends, toilet soaps have registered the highest growth at 3.2 per cent.

In a similar manner, the survey has examined durables, which has contributed 7.2 per cent to the total ad spend,
automobiles giving as much as 6 per cent, and telecom is at 3 per cent. In addition to this, independent retailers and realty
has come under the scanner too.




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 83 of 83
BCCL to acquire 6 pc stake in Sahara One Media & Entertainment
Source: exchange4media
Date: Feb 14, 2006
Link: http://economictimes.indiatimes.com/articleshow/1378667.cms

Bennett, Coleman & Company Ltd (BCCL), owner of The Times of India Group, is all set to acquire a 6 per cent stake in
Sahara One Media & Entertainment Ltd by subscribing to 1,100,000 new equity shares at a price of Rs 344 per share
aggregating to Rs 37.84 crore, thus valuing the company at around Rs 629 crore.

Shantonu Aditya, CEO, Sahara One Media & Entertainment, said, “I am delighted to inform that we are in the process of
signing an equity deal with BCCL where, subject to necessary approvals, they will acquire 6 per cent of Sahara One
Media & Entertainment Ltd.”

Aditya further said, “This is just an indication of our performance in the last few months and the fact that Sahara is a
serious contender in the media and entertainment domain, for both movies and television. We have informed the Bombay
Stock Exchange of the proposal and, as I said, subject to all mandatory approvals from the BSE and our shareholders for
which an EGM has been called, we would be delighted to go through with this proposal.”

He added, “The Times of India is one of the most successful and reputed media houses, and this investment by the highly
professional Times Group in our company is an endorsement of our professionalism, success and future potential. I am
sure that the Sahara One Media & Entertainment brand will continue to grow.”

Recently, Sahara One had signed an advertising sales agreement with Aastha, according to which, starting February 1,
the sales team of Sahara One Television is responsible for all advertising sales of Aastha for its India feed. Sahara One
Media & Entertainment is also looking at expanding its business with new channels in the near future. Its first initiative in
2006 to broaden its base in entertainment business was providing content to Hindi movie channel Filmy.

“We have begun the first day of Filmy with paid advertising and I think that is commendable,” Aditya said.

“One of the greatest gains last year,” Aditya informed, “has been the increase of our brand equity in the market; with the
successes and the addition to the team of professionals already on board. Sahara One as an overall organisation has
earned commendable respect as a serious contender in the media and entertainment industry.”




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 84 of 84
SSI plans to set up 18 multiplex screens
Source: The Hindu Business Line
Date: Feb 15, 2006
Link: http://www.blonnet.com/2006/02/15/stories/2006021501680800.htm

SSI Ltd, through its entertainment arm Telephoto Entertainments, plans to set up 15-18 multiplex screens in the next 12
months, according to Mr Kalpathi Suresh, Chairman and CEO, SSI Ltd.

The company has acquired land for a five-screen multiplex in Villivakkam and for a seven-screen multiplex in
Arumbakkam on the Inner Ring Road. The estimated project cost would be Rs 20-30 crore, he said.

Mr Suresh said the company would operate these multiplexes and not go for operational tie-up with other companies.

The company plans to have adjacent food courts and gaming parlours, which is a departure from the prevalent model of
locating multiplexes inside shopping malls.




Monthly Media Dossier                                                                                      Feb 2006
                                                     Page 85 of 85
Incredible India finds its way to Times Square
Source: agencyfaqs
Date: Feb 15, 2006
Link: http://www.agencyfaqs.com

Amidst the plethora of brands being advertised at Times Square is Incredible India, which is probably the first Indian brand
to reach that destination. But what makes this billboard stand out is its unmistakably Indian flavour. The Incredible India
campaign, in its new avatar, focuses on attracting tourists by showcasing India as the ideal destination for Yoga,
Ayurveda and wildlife, in that order.

Prathap Suthan, national creative director, Grey Worldwide, explains why this campaign stands out: "The difference lies in
the expression which, according to me, is very Indian. Where one normally uses photography for billboards, which is a
Western expression, the style used to communicate in this ad is the kitsch look."

Suthan continues, "Opting for the kitsch look is based on everyday observations from all over India. These images have
been drawn from village folk art and common imagery seen across India, images that bring to mind the colours,
uniqueness and diversity of India."

The latest campaign is aimed, not at backpackers who see India as a cheap holiday destination, but at tourists who are
willing to pay to get a feel of what makes India irresistible. With this objective in mind, the campaign is being taken to
London, New York, Paris and Zurich as well.

The billboards are interesting, to put it mildly. One billboard shouts, 'Get rid of 21st century stress. Stand for 5,000 years.'
Another one says, 'Change the way you stand', while the accompanying illustration shows human figures standing on their
heads. Yet another billboard in New York City says, 'Get to know Yoga from its mother.' A fourth one says, 'Perhaps it's
time you learned to breathe.' All these words are supported by illustrations of human figures in different Yogic postures.

One of the billboards to promote wildlife tourism says, 'Even the world's oldest civilisation has a wild side.' In another
outdoor initiative, this time on the famous red buses of London, the same illustration figures with the catchline, 'Go back to
3000 BC and get a healthier life.'




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 86 of 86
Dubai’s tourism department strengthens marketing activities in India
Source: exchange4media
Date: Feb 15, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=3&news_id=19852&tag=14579&pict=13

Dubai’s Department of Tourism and Commerce Marketing (DTCM) plans to strengthen its marketing activities in India
through a number of initiatives. Commenting on the importance of the Indian market Khalid bin Nassar, Overseas
Promotions, DTCM, said, “India is a key market for Dubai and is one of our top five markets. We hope that new marketing
initiatives will further boost inward traffic into Dubai from the sub-continent.”

The marketing activity started with the Department recently participating at one of India’s largest travel trade fairs – Travel
World 2006 – where it won an award for Best International Stall Design. During the event, DTCM focused on professional
buyer-seller interaction across various levels in the industry.

Carl Vaz, Country Manager-India, DTCM, said, “Our participation at this event is only the beginning of various initiatives
that will be launched across key states in India. We will shortly put in place joint promotions with leading brands in India,
multi-city travel trade road shows and programmes to also attract the Hindi film industry.”

As part of its marketing initiatives, Dubai’s DTCM has also launched a cross branding promotion in India with McDonald’s
and contest2win.com. The promotion is being conducted from February 9 to March 3 during which Destination Dubai
would be promoted across 30 McDonald’s outlets in southern and western India catering to over 2.6 million customers
during the period.

Co-participating with Dubai’s DTCM are leading destination management companies and hoteliers – Al Bustan Residence
Hotel Apartments; Arabian Adventures; Bavaria Executive Suites Dubai; Concord Travels and Tours; Desert Link
Tourism; Lama Desert Tourism; Orient Tours; Royal Gulf Tourism, Dubai; Sofitel City Centre Hotel and Residence; and
White Sands Tours and Travel.

Commenting on the potential for tourism between the two countries, Khalid bin Nassar, further said, “Dubai caters to the
vacation needs of urban Indians by offering a world class, multi-faceted destination experience with desert safaris, golfing,
theme parks, water sports, beach resorts and sea cruises.”

The department expects to play an important role in boosting bilateral ties by promoting a widespread awareness of the
opportunities Dubai has to offer in both business and tourism. Its 11-member delegation also seeks to boost Indian
outbound traffic and network by tying up with over 500 leading travel agents and tour operators across India.

In India, Dubai’s DTCM will also promote commerce and tourism through marketing activities such as presentations, road
shows, advertising, brochure distribution, direct sales meetings and media education programmes.




Monthly Media Dossier                                                                                             Feb 2006
                                                        Page 87 of 87
E-City to concentrate on Fun Multiplex, Digital Cinemas; plans Rs 300-cr investment by 2008
Source: exchenge4media
Date: Feb 17, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19877&section_id=8&pict=1&tag=14604&email=



Amongst the five strong different ventures E-City operates in the entertainment space, the growth thrust will be on Fun
Multiplex and E-City Digital Cinemas. The other three businesses - E-City Entertainment, E-City Films and E-City Property
& Management Services - will thus provide the support base to the growth of the entire division. The company also
proposes to invest Rs 300 crore by 2008 in all the five business properties.

Atul Goel, CEO, E-City, said, "We had set a target of investing Rs 500 crore in five years and we have already put in Rs
200 crore. Looking at the various growth opportunities, we will invest more than Rs 300 crore by 2008."

Fun Multiplex, which operates with the brand name, Fun Cinemas, is projected to be running 125 screens by July 2007,
and has already signed with more than 30 multiplexes nationally for the same.

Said Goel, "Fun Cinemas is now working extensively on raising the industry bar of theatrical opulence with renowned
leisure space designers, acoustic consultants and cinema technicians. There is a large, untapped opportunity to segment
the market on the lower price points, with a largely functional and comfortable offering, but without the frills. On the lines of
the no-frills airlines, there will be no-frills multiplexes. This will happen as more cinema seats supply hits the market. We
will concentrate on this area a lot more."

"With E-City Digital Cinemas we plan to digitise 500 screens by the end of 2007. The initial focus is to identify and digitise
screens in the Mumbai Territory (consists of Western Maharashtra, Gujarat and parts of Karnataka). We also have plans
to tie up with and digitise 100 screens by mid-2006 as an interim goal. The company has already signed up nearly 50
screens for digitisation and we have put in place a strategy to refurbish single screen theatres, on a selective basis, to
ensure that the patrons enjoy better cinematic ambience and a state-of-the-art audio-visual experience," Goel said.

There are plans to consolidate the position of E-City Digital Cinemas in the motion picture exhibition industry, as a total
solution provider.

E-City Films, which is in the business of film distribution and syndication of quality film software, will be distributing 'Elvis
has left the Building', 'Truth about Love', 'Five Children and It', etc, at the beginning of 2006.

Among ECF's recently acquired movies are 'The Flock', starring Richard Gere and 'I Could Never Be A Woman', starring
Michelle Pfeiffer, both from Bauer Martinez Studios. The other line-up includes 'Vegas Baby', 'Dungeons & Dragons', 'The
New World' and 'Cellular'.

For E-City Property and Management Services, which was set up to provide the most integrated and reliable mall
management and asset services in the country, the focus area will be the Northern region. "We have already picked up
three new properties and we will look to expand in the North," added Goel




Monthly Media Dossier                                                                                               Feb 2006
                                                         Page 88 of 88
SaharaOne Motion Pictures opts for a game of chance for ‘Malamaal Weekly’
Source: exchange4media
Date: Feb 20, 2006
Link:
http://www.exchange4media.com/e4m/news/newfullstory.asp?news_id=19910&section_id=5&pict=8&tag=14637&email=

Films marketed like any other product or services can attract a decent footfall and viewership, and there are several
examples in Bollywood to prove this. One of the most notable in recent times is ‘Mangal Pandey: The Rising’, where the
aggressive marketing of the film and various tie-ups drove a large audience.

Different ways and means are tried to promote film offerings, considering the unique selling propositions of the film’s
storyline or its cast and crew, different aspects are leveraged to reach out to filmgoers. In some cases, the mega stars
have been used for making public appearances. In other cases, controversies have been created around the time of the
release in order to evoke people’s curiosity. In still other cases, special merchandise pertaining to the film has been
launched in order to publicise the film.

A unique invite was sent across to a section of media and celebrities for the yet to be released SaharaOne Motion
Pictures film ‘Malamaal Weekly’, which is based on the theme of lottery, generating the right amount of curiosity about the
movie as well as the release of the film’s audio cassettes and CDs. Guests and delegates were given invitations in such a
way as if they were playing a game of lottery. The lottery invitations urged them to play and also assured of prizes.

Director Priyadarshan, who is noted for his comedy capers, claimed that this was the first instance of lottery being used
for promotion of a film. It is also believed that the experiment will pave the way for increasing and improving the social
acceptance of lottery in the country. Spice Marketing, which is involved in marketing of ‘Malamaal Weekly’, has been
instrumental in conjuring up this innovative method.

Preeti Sahani, Head of the Communications Department, SaharaOne Motion Pictures, said, “This is a two-pronged
initiative where we tried to leverage the essence of the film, which is lottery, and the strategy is in sync with the film’s
message that everyone and anyone can win a lottery. This new theme will be mentioned in the posters of the film, which
will be seen in single screens as well as multiplexes across the country.” The film has been made at a budget of Rs 7
crore, 20 per cent of which will be spent on marketing and communications.

It is learnt that the marketing team of the movie is in the process of giving final touches to the strategy of attracting the
attention of filmgoers with the help of lottery. For this, 400 lottery tickets will be issued to cine goers and one lucky winner
will get a chance to win a prize amount of Rs 1.25 lakh. It is not clear as yet whether the brand marketing team of the film
will issue this special lottery or whether it will tie up with some lottery company to issue the special lottery tickets.

It is also understood that the film’s brand marketing team is searching for a lottery brand or company, which is willing to
partner with it for issuing the special lottery. If the marketing team doesn’t find the lottery brand or company, then the
alternate plan is to forge a tie-up with the Sony TV game show, ‘Deal Ya No Deal’ or Zee TV’s ‘Kam Ya Zyaada’.




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 89 of 89
UTV invests $5 million to set up hi-tech animation facility in
Mumbai
Source: exchange4media
Date: Feb 22, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=8&news_id=19947&tag=14674&pict=6

UTV, one of India’s leading integrated media and entertainment companies, has invested $5 million in a brand new
animation facility at its studio in Mumbai. The studio will be fully functional from April 1, 2006.

The investment will be used to create a world-class facility over 25,000 square feet replete with 225 workstations with
blade render farms and Max software and equipped for high definition work for clients in North America and Europe.

Said Ronnie Screwvala, CEO, UTV, “We were the pioneers in animation in India, and in the next 18 months our focus will
be to emerge as a clear leader in South Asia for service outsourcing as well as origin of content.”

At present, the work output is for 15 movies for direct-to-home videos of some of the most well-known international
classics, a 52-episode TV series and 20 short series. The facility operates 24x7 with a built up capacity to execute over
150 minutes of high quality 3D animation a month.

Ronald Demello, COO, UTV, said, “We believe we are executing the single largest workflow out of India at present, and
our excellence in 2D, and now 3D, animation has been acknowledged by our growing repeat customer base from Disney
and Fox to Cine Group and Saban.”

Screwvala added, “In the next 60 days we will announce two animation movies primarily for Asian audiences, but with an
appeal for a growing crossover audience too. These movies will be for theatrical release. We decided to do these
animated movies since UTV has a strong position in animation, we have a robust animation facility and we also have
Hungama TV, a channel for kids.”

Commenting on the factors that would drive Indian animation forward, Screwvala said, “The Indian animation outsourcing
industry is worth $75-100 million. Factors such as more people looking for Asian animation content and India being an IT
literate country with a strong knowledge and skill base in 3D technology will go a long way in developing the industry.”
complete plan for the sport and we feel that this sport will probably over a period of time have a steady progress,” Chopra




Monthly Media Dossier                                                                                          Feb 2006
                                                       Page 90 of 90
Cartoon Network, Pogo venture into theme parks
Source: exchange4media
Date: Feb 22,2006
Link:
http://www.exchange4media.com/kids/KidsFullStory.asp?news_id=19950&section_id=24&pict=7&tag=14677&email=

Turner International Pvt Ltd (TIIPL) has announced a strategic business alliance with International Recreation Parks Pvt
Ltd (IRPL) and Unitech Amusement Parks Ltd to launch two innovative theme parks designed around their Indian kids
channels Cartoon Network and Pogo.

While Cartoon Network Townsville will be situated in NCR’s Noida, Planet Pogo, is coming up in the Capital’s Rohini area.
The two theme parks will be the first ever from a kid’s network and will set new benchmarks in providing thrilling rides and
attractions to kids. While Planet Pogo will have eight rides and seven attractions spread across 3.5 acres, Cartoon
Network Townsville will be spread across 6.8 acres, with 13 rides and nine attractions. Planet Pogo is expected to open to
the public by October 2006, while Cartoon Network will open in mid-2007.

“As kids entertainment super brands, our constant endeavour has been to provide a complete lifestyle brand experience
through every initiative that we launch in India. It is thereby, fitting that we extend that we extend our expertise in the
realm of theme parks, providing for the very first time, world class, and next generation theme parks that will truly catapult
India in to international map of high quality destination entertainment centres for kids and their families,” said Ian
Diamond, Senior Vice-President & General Manager, Turner Entertainment India, Inc.

“As a company that is passionate about kids while being extremely quality conscious , I am very pleased to state that both
the theme parks – Cartoon Network and Pogo – are being developed by the best names in the field beginning with IRPL
and UAPL . It is our vision to develop a 21st century entertainment centre so creative in concept and so exciting in
application that visitors will continue to discover new ways to enjoy the theme parks. We have put in Rs 550 crore to set
up both the parks,” said Jiggy George, Director Cartoon Network Enterprises, India & South Asia.

Ravi Madan, Director, IRPL, said, “IRPL and UAPL have undertaken the development of amusement parks in Rohini and
Noida with the intention of creating first of its kind theme style amusement parks in India. Our tie-up with Cartoon Network
and Pogo has added yet another first to this unprecedented project.”




Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 91 of 91
Ad agencies find another way to grab attention
Source: Moneycontrol.com
Date: Feb 23, 2006
Link: http://news.moneycontrol.com/india/newsarticle/stocksnews.php?autono=203713

Agencies like O&M, Leo Burnett and Publicis have opened specialist units that offer integrated marketing
solutions to clients.

In the last six months, agencies like O&M, Leo Burnett and Publicis have opened specialist units that offer integrated
marketing solutions to clients. Indian agencies are perhaps for the first time trying to follow the global advertising agency
model, where over half of the revenues come from specialist marketing services.

It's hard to imagine any advertising agency at work, at an event like this. But behind all the celebrations of the silver
jubilee of the Art of Living Foundation, one serious below--the-line activity was at play. Centurion Bank of Punjab used the
event, to promote its newly launched credit card to two and a half million people and claims to have received 40 thousand
applications. The company's now sold on the power of below-the-line advertising.

Country Head, Retail bank, Centurion Bank Of Punjab, Vivek Vig told CNBC-TV18, "Technically there is a lot of clutter in
above-the-line advertising and Centurion Bank will have to spend disappropriate amounts on media to get visibility, and
that amount of money and investment can do much better in below-the-line."

The credit card launch for Centurion Bank of Punjab was the biggest activity for Arc since it started operations in India,
two months ago. A unit of Leo Burnett, specialising in below-the-line, Arc has only two clients so far, but says it's big
business. For instance the bank spends Rs 15-Rs 20 crore every year, and all of this only on below-the-line activities. And
is hoping to rope in seven such clients, by the end of this year.

President, Leo Burnett AP, Michelle Kristula-Green says, "Print is important, TV is still important, what's really changing
now is the way we communicate our brand messages to our customers. There are a lot of contact choices, and also they
want to choose when and where they want to interact with the brand and so you need to have a lot more speciality
knowledge and skill, in being able to use those contacts in the right way.

With more agencies buying into that logic, there's been a flood of activity in the last six months. The Rs 1,000 crore out-of-
home, OOH, market - essentially billboards, bus shelters and the like - will now get special attention. WPP launched
outdoor specialist, Kinetic while the Aegis Group, through Percept, launched Posterscope last year.

And that's only the out-of-home space. After acquiring marketing agency Solutions Integrated Marketing Services in
November last year, Publicis is planning to bring in its global BTL brand, Publicis Dialog, into India very soon. And Mudra
strengthened its below- the-line and out-of-home capabilities by acquiring promotions company Kidstuff in 2004.

Agencies in India are encouraged by global examples. For instance, Arc contributes nearly 45% to Leo Burnett's
worldwide revenues, while O&M's specialist units, like Ogilvy Activation, Ogilvy One and PR make up half the agency's
revenues. In India, it's already a pretty sizeable component. For O&M in India, these specialist units deliver about 35% of
its revenues.

CEO, India & South Asia, O&M, John Goodman says, "Outdoor is profitable because of rural high turnover, but low
margins cause huge amount of work to make it happen. It's difficult, interactive and a loss leader but it is now starting to
make money."

Monthly Media Dossier                                                                                            Feb 2006
                                                        Page 92 of 92
With below-the-line activities no longer meant only for extra ad budgets, catering to this communication need has become
a must for every agency. And while addressing client needs, specialist units are also doing their bit for agency
bottomlines. Looks like there will be a lot more launches in the near future.




Monthly Media Dossier                                                                                       Feb 2006
                                                     Page 93 of 93
Billboards’ hit countdown
Source: The Economic Times
Date: Feb 23, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=3&news_id=19558&tag=14285&pict=14

Come March and commuters on the city’s arterial roads may have to get used to streets without brightly-illuminated
hoardings. Of the city’s 1,500 hoardings, more than half are illuminated and may suffer the brunt of the proposed power
cut.

Says Indrajit Sen, president, PrimeSite, Mudra’s outdoor advertising arm, “The total loss to the outdoor industry due to the
power cut could be Rs 25-30 crore.”

Besides, the industry hasn’t factored in other notional losses that could arise from a decline in TV viewing due to power
cuts. Says Nirvik Singh, chairman, (South Asia) Grey Worldwide, “If there is a decline in TV viewership, clients will
question ad rates.”

And this wouldn’t be without precedent either. According to Meenakshi Madhvani, CEO, Spatial Access, a media audit
firm, “HLL tried to work out discounts in parts of the country which suffered frequent power cuts, but shelved its plans.”

The ad industry has been caught unawares. Ashish Bhasin, director, Lintas, IMAG, says last year, “there was some
inconvenience, but clients took it in their stride.” The market for out-of-home segment of advertising is Rs 400 crore
annually and summer is the peak season.

A prime outdoor location, such as the Mahim causeway, which links the suburbs to the main city, could cost Rs 5-6 lakh in
rentals, while electricity costs may be between 15% and 20% of total costs.

To offset a part of this loss, generators may be used to illuminate hoardings in some places. Agencies factor in the cost of
generators in Kolkata and Mumbai. But the cost of running generators is three times the electricity cost, says Sen.

Arvind Sharma, chairman and CEO, Leo Burnett, says, “Ultimately, the agencies will pay for additional costs.” Generators
can’t be run at housing societies and buildings, so it will be restricted to a few sites.

Adds Soumitro Bhattacharya, CEO, Madison Outdoor Media Services, “Clients will have to be offered discount if the
outdoor media display isn’t illuminated.”




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 94 of 94
Union Budget 2006-07: Media fraternity not too perturbed with service tax
Source: exchange4media
Date: Mar 01, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=8&news_id=20049&tag=14776&pict=2

The Union Budget 2006–07, presented in Parliament on February 28, is much on the lines as previous years as far as the
clauses that have any effect on the Indian media industry are concerned. A new addition in this year’s Budget is the
inclusion of “sale of ad space or time, other than print media, for advertisements” under service tax. Service tax has also
been hiked from 10 per cent to 12 per cent. However, this hike is not being seen as a big setback, but players still have
their differences on this point.

To put things in perspective, the increase in service tax for selling ad space is clearly stated to be observed in all mediums
– the only exception being the print medium. All players see the fact that the increase of almost 2 per cent is barely
something to fret upon.

Ernst & Young’s Industry Leader (Media and Entertainment Practices), Farokh Balsara, explained, “Service taxes were
expected to increase, but the point to note is that when one levies service tax, it does increase the cost of the service, but
does not stop people from consumption of the service. It becomes a part of life and we see both kinds of cases, where the
media owner chooses to bear the cost, but largely the advertiser factors it in his spends.”

Sam Balsara, Chairman, Madison Communications, asserted that the increase of almost 2 per cent should not worry any
one in the industry. What baffled him, however, was the point where the budget quoted: “…The new services to be
covered include ATM operations, maintenance and management; registrars, share transfer agents and bankers to an
issue; sale of space or time, other than in the print media, for advertisements;… and public relations management
services.”

“It is not really a new area,” said Sam Balsara, adding, “It is very clear that we have been paying service tax across
mediums for the last several years. We haven’t been able to understand what the Finance Minister has in mind when he
says service on everything except print. What I can only surmise, and I could be wrong, is that there was a bit of ambiguity
on the outdoor and other emerging mediums, and he removed any doubt with this clause.”

Nagesh Alai, Executive Director and Group CFO, FCB Ulka, too felt that the clause was more of a clarification, but for him
it was clarification on a different point. He divulged, “A few months back, the government had issued a circular suggesting
that print advertising would also be taxed. This clause is more of a clarification that that wouldn’t be the case.”

Raj Nayak, CEO, NDTV Media brings in a completely different line of thinking here, where he is clear that the budget does
lead to the creation of an unequal playing field. He said, “It is unfair to have a non-level playing field where you have
service tax in TV and radio advertising and there is no tax on print advertising. If you are taxing advertising, you should tax
any kind of advertising without discriminating between mediums.”

Elaborating further on this point, he said, “What is the rationale? Just to cite an example, my driver, who is an illiterate, is
better informed because of TV, which today has become viable enough to reach the poorer sections of the society. When
you tax TV advertising, by default you are creating an unequal playing field. If the objective was to raise Rs 600 crore, (12
per cent of the Rs 5,000 crore TV industry) a better thing have been to bring down the service tax to 6 per cent and
charge is across the board, that would be fair and beneficial to everyone.”




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 95 of 95
Nonetheless, Nayak was of the opinion that on the larger picture, the budget was a positive one. In regards to the
increase in service tax, he, too, believed that in a “buoyant economy, this should not pose a problem to anyone.”

This is much on the lines of what Zee Telefilms EVP, Network Sales, Joy Chakraborthy, thought, “I foresee no problem as
every client and agency has a contingency budget and they factor such development before they plan a fiscal year. The
increase anyways is marginal and was in always expected to happen.” He further informed that at Zee Telefilms, all
Network deals were exclusive of service tax and that service tax was subject to ‘as applicable’.

The reactions from the other mediums aren’t much different either. Giving the radio sector’s point of view, Hari Mathur,
CFO, Radio Mid Day, said, “In a sense, the cost to the advertiser has gone up, but this really just gets added and passed
on. This essentially is a marginal increase and so doesn’t alter the course for anyone.” Bringing a futuristic point of view
here, he added, “Service tax by 2010 is expected to be in the 16 per cent mark. A unified GST (goods and services tax) is
expected across products and mediums and this is just a phase by phase lead up to that.”

Prashant Panday, Deputy CEO, Radio Mirchi, added, “The increase affects everyone and in many ways one is reconciled
to these things. I don’t see too much of a change with this development.”

Pratap Bose, CEO, Kinetic, (South Asia), brought in the outdoor perspective saying, “Since outdoor, too, has been subject
to service tax in the previous years, where we actually have faced the problem of living with a 0 per cent to 10 per cent
service tax, this is an easier deal to digest.”

FCB Ulka’s Alai brings in a broader point of view here. He said, “In any instance of an increase in any tax, there is always
reallocation of budgets. But this really isn’t a significant increase given the kind of spends that we have in the Indian
advertising industry today. Also, people eventually do get used to such changes.”

A point that Alai and Sam Balsara brought out was that given the fact that there was the choice to offset service tax with
excise duty, advertisers did have the opportunity to encash on these benefits.

Said Balsara, “The bad news would be for those people who don’t have service tax or excise, who will not be able to claim
the benefit. But people who are paying brand ambassadors and so on, will get some kind of relief.”




Monthly Media Dossier                                                                                           Feb 2006
                                                       Page 96 of 96
Union Budget 2006-07: Public relations firms ready for service tax net
Source: exchange4media
Date: Mar 01, 2006
Link: http://www.exchange4media.com/e4m/news/newfullstory.asp?section_id=8&news_id=20049&tag=14776&pict=2

The public relations fraternity has welcomed Finance Minister P Chidambaram's proposal in the Union Budget 2006-07,
presented in Parliament on February 28, to formally bring PR services under the service tax net.

Welcoming the decision, Dilip Cherian, Co-founder and Consulting Partner, Perfect Relations, said, "This is a great move
on part of the government. We have been paying service tax for the last two years. So, we are at an advantageous
position as we have put the system in place by now."

Rajiv Desai, who recently quit IPAN as President to start his own consultancy firm Comma, said, "It's a good idea. There
should not be any problem to anybody to pay service tax as law-abiding citizens of the country."

N Chandramouli, CEO, Blue Lotus Communications Pvt Ltd, also maintained that his company had been paying service
tax. "While public relations management services have been specifically included for service tax only in this Budget, Blue
Lotus has been charging, collecting and depositing service tax since 2003, when management services came under the
scope of service tax. While it does increase the total outflow for the client, if the taxes are being used for the right kind of
development, then I would endorse the tax without reservation. Broadening the base of service tax will only help create
equity in the service sector."

The Finance Minister also proposed to raise the service tax rate from 10 per cent to 12 per cent and widen the indirect tax
net to double the collections to Rs 34,500 crore in 2006-07. During 2005-06, the government is likely to collect Rs 23,000
crore as against the budget estimate of Rs 17,500 crore.

Reacting to the hike in service tax rate, Kulpreet Kaur, Managing Director, Impact Public Relations, said, "In the budget
proposal, the Finance Minister, as usual instead of giving some relief to tax payers, gave a punch in the form of hike in
service tax rate from 10 per cent to 12 per cent, apart from the education cess. It has been raised for the fourth time –
from 5 per cent to 12 per cent. As a result, service users may prefer to pay by cash and not to account for the service
availed to save service tax."

Speaking about the repercussions of service tax on the PR industry, Perfect Relations' Cherian said, "I believe the move
will lead to consolidation among the small and non-organised PR firms because they may find it difficult to cope with the
service tax burden. These small firms will ultimately be acquired by bigger firms."

However, Rajiv Desai of Comma did not see any such thing happening.




                                                         --- ENDS ---




Monthly Media Dossier                                                                                              Feb 2006
                                                         Page 97 of 97

				
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