The story of media regulation is India would be funny if it was not so pathetic.
Can the television industry's new generation work at solving its old problems?
Trai, consumer groups need to do some homework on the economics of their insistence.
It is critical that media brands that don't sell their editorial, and there are dozens of those, get together to shame the brands doing it, writes Vanita Kohli-Khandekar
After almost a decade of privatisation, the FM radio business just can't seem to get the cash registers ringing hard enough. According to an industry press release in December 2009, on revenues of Rs 800 crore, accumulated losses stood at Rs 2,400 crore.
Over the years many things changed. There are however three things that haven't changed -- the filmi influence on the event, its tepid content and its time management. If Frames has to move on to the next level then Ficci needs to work hard on these.
The country is an old hand at pitching for international productions.
Why don't media companies work harder at having annual reports and balance sheets that are well arranged, easy to read and comprehensible?
Ramesh Agarwal has busted almost every major myth in the publishing business. He plans to continue doing that...
The Rs 2,200-crore (Rs 22-billion) STAR India is one of the big employers in broadcasting this year. It has already put in place a new management team and is hiring in large numbers (that it refuses to share), say consultants.
Viewership after 10 pm in the four southern states is just about half of that in Hindi speaking markets.
Is the radio industry stuck in some kind of time warp?
Scrabble's unique business model gives a new direction to India's digital cinema market.
It has been known for long that The Times Group (Bennett, Coleman and Company) is the largest. While the News Corporation-owned Star Group briefly lay claim to number two spot, it is now clear that Subhash Chandra's Zee is way ahead of its former partner and now arch rival. At Rs 3,732 crore, the Zee Group is India's second-largest media firm.
The music industry has lessons for other entertainment businesses -- that of speed and greed. Move fast if you want to retain your businesses as distribution technologies evolve. And be a little more generous on partnering and revenue sharing, says Vanita Kohli-Khandekar.
Rupert Murdoch is the weather vane for the media business. Once he starts swinging in a certain direction, the rest of the media business, largely, follows. After writing off the Internet in 2001, he became an evangelist in 2005 and single-handedly swung opinion (and dollars) in favour of the Net.
Both advertising growth and investments into the business have been lackadaisical. It, therefore, seems to be a good time to look at the pattern of investments into the M&E industry over the last three years.
Last week's Supreme Court decision on cable-pricing means that 83 million cable homes will end up paying more for their television.
The third quarter numbers show the effect of the slowdown on the media business. There is a decline in net profits and margins for a sample of 16 listed companies such as HT Media, Deccan Chronicle and Zee among others. But what is eerie is the similarity between the print and TV numbers, which have generally been on different growth trajectories so far.
Home Shopping, it seems, is serious business not just on TV but across media.
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