AgTalk | My priority is to turn around the flagship channel: MSM's NP Singh

When team Adgully met the newly crowned CEO of Multi Screen Media Network, N. P. Singh, he was an elated man. It was the rating’s day and the sheer joy of various channel’s success from the network was evident throughout our conversation with him. However, the validity, authenticity and credibility of the ratings system is under dark clouds, we guess we made it in good time to meet the new captain aboard MSM’s ship. We spoke to him at length about the flagship channel’s ill-performance, the focus on the English Channel’s of the network, immediate tasks at hand etc. Adgully in conversation with N. P. Singh, edited excerpts below:

Adgully (AG): What was the last bit of parting advice or cautionary note that Manjit Singh shared with you?

N.P.Singh (NPS): Manjit and I have worked very closely over the years, especially over the last five years, I have learned a lot from him and that I believe will carry on into the future as well. Manjit, however, will continue to be the Non-Executive Chairman of the company and remains accessible to me and that helps us take the partnership go forward.   

AG: What is the kind of culture that you have tried to inculcate over the years?

NPS: Over the years, we at MSM have tried to inculcate a culture of openness and transparency; we have encouraged all our employees to take calculated risks without a fear of failures and encouraged them to keep innovating constantly. As far as I am concerned, I have always been open to meet employees at all levels at any point of time and supporting them in every effort they take, thus boosting their confidence. I have kept myself very accessible which is because I like being with people. So, all in all, we have tried to create and maintain a culture that is honest, open, transparent, supporting, space and freedom to innovate and empowered ambiance very each can take decisions with regard to their respective responsibilities.

AG: You have faced sizable amount of criticism off late as far as Sony’s performance in the network is concerned. As the mother channel from the network has been ailing for a while, what are the three things that you as the new CEO would rectify and put it back into gear?

NPS: My single biggest priority is to turn the flagship channel around. I accept that the last one year or so has not been so good for the channel; we have not grown our viewership as much as we wanted to and there are multiple reasons behind that. But, going forward, you will see us taking very quick action on correcting our weekdays which is where our weakness lies. Our weekends have traditionally been very strong and continue to do so. We have very popular shows like Adaalat, CID, Crime Patrol, Comedy Circus and Boogie Woogie. Some of our weekday fiction shows have been quite well while some aren't. So I am taking a very close look at our overall fiction strategy and revamping our content on the weekdays. As far as time spent is concerned, our weekday shows like Maharana Pratap is amongst the top in India (18 minutes on an average). The reach of this slot (10 pm weekday slot) is weak in certain markets, however we are working on that through on-ground activations and aggressive marketing; and I am very confident that we will build reach in those markets as well. A lot of action will been on the fiction front, for example a prime-time daily with Mrs. Jaya Bachchan and later in the year there is a show with Mr. Bachchan in the lead. So in short, my three priorities are revamping the weekday fiction strategy, take action to make the channel more inclusive for smaller towns and lastly, further strengthen our weekends with new content and blockbusters films and events.

AG: Taking from the previous question, does a ‘not-so-well-performing’ flagship channel affect the business, performance or the yield of other channels from the network, although they might be performing well in their respective genres?

NPS: MSM now has a very robust network of eight channels and one digital platform in the form of Sony Live. We sell all our channels independent of each other with each channel having different teams to handle their businesses. Therefore, there is no impact on a particular channel with regard to sister channels from the network and that, I would say has worked very well for us. However, it is understood that the performance of the flagship channel remains the center of concern for all of us as we understand the fact that it is that channel that builds the perception for the network. Hence that, as I said, remains my priority. But on the brighter side of the story, all the other channels from the network are doing well; Sony Max, Sony Mix, AXN, Sony Pix, SAB TV, Sony Six are all doing well. 

AG: Facing stiff competition in their respective genres, where do you see brands like AXN and Sony Pix two years from now? Do you also see revenue power increasing both for English movie channels and English GECs?

NPS: AXN has been around in the business since 1998 has been the No. 1 English GEC in the country. There are misconceptions in the market, that there are other brands ahead of AXN; and is to do with re-building the brand. So in that direction, we have recently changed the packaging, re-furbished the content and more series on the channel which today’s generation relates to and also build overall perception of the channel through aggressive marketing. In terms of viewership numbers, AXN is by far the leader of the charts. As far as Sony Pix is concerned, in the last two years, we have re-energized the brand, late last year we changed the packaging of the Pix to make it more vibrant and youthful. We have top quality content (blockbuster films on the channel in 2013 were Skyfall, MIB3 and Amazing Spiderman 2) along with an output deal with Sony Pictures and MGM and similar package deal with other studios as well. However, there are some pockets where we have distribution weaknesses which are being addressed; hence taking Sony Pix from a No. 2 channel to a very strong No.2 challenger for the top seat. In the next one year or so, we are seeing advertising growth across all genres, some attracting more or some less. Also, we know that media planners state that they are looking at the growth of 15 – 18 % in the market which will flow down to all genres which are relevant for the advertisers. Our objective is to keep our brands very relevant for advertisers and this focus, I am certain, will give us growth in the future ahead.

AG: Sony, has always had an ‘urban approach’, unlike rivals who try to build content that might connect with smaller markets. Are you looking at building a better connect with those smaller markets?

NPS: Absolutely! That is our objective too. We want to make our brand and our content more accessible to viewers in the smaller towns and that will happen through a combination of content which is relatable to them, scheduling which suits their viewing habits and more aggressive marketing and communication in those markets. Some of the new ideas and concepts that are bringing in are those which will resonate with audiences from small towns to metros, appealing to a cross section of society.

AG: There have been certain shows on the channels that have had shorter shelf lives compared to those on the rival channels where shows run for years together. Is that because aspects like rating’s body, acceptance or non-acceptance of the formats / concept, expensive content etc have hard-pressed the decision of pulling off the shows? Are you looking at putting a team that evaluates these loopholes and correct them?

NPS: Is not about content being expensive or otherwise! It’s about bringing content that audiences relate to and accepts. Getting positive traction is more important to any broadcaster or any channel. But at the same time you have to maintain a balance in your viewership aspirations and PNL. And that balance is something that we have always tried to maintain. Also, contrary to popular belief, some of the longest running shows on Indian television have been on MSM network! We have CID on Sony in its 16th year, Taarak Mehta ka Oolta Chasma on SAB TV in its 6th year, F.I.R again on SAB TV is in its 8th year! We have always had some of the most popular and longest running shows on our network that I am sure nobody else can boast off. However, yes, the reality is that some of our fiction attempts have not worked and when a show is not working it is best for us to replace it rather than continue to invest behind it and over the years; we have made those calls and decisions for the respective channels. Having said that, there are a few shows that have been on the channels for more than two years or so and I believe will continue to do well.
 
AG: On your sports channel front, are you looking at acquiring more rights on Sony Six?

NPS: Six is picking up quite well and is doing well on the viewership charts. Along with various other format shows in the sports genre, we have recently announced the acquisition of the Australian Open starting next year and that will be followed with more announcements in the coming days!

AG: Almost all your competitors have a strong regional presence, unlike you. A robust network, MSM has laid its regional presence only as Sony Aath. Will this scene change with a new captain (you as CEO)?

NPS: We are evaluating this situation. Some time back, we had taken steps in that direction but it’s now that we are taking aggressive action in fructifying that. As far as action on Sony Aath is concerned, we the channel has stuck to its ground in an extremely competitive market like Bengali GEC. While CID Kolkata Bureau has done well, we are looking at re-energizing the strategies there as well.

AG: MSM has a good track record of investing huge sums in gaining satellite rights of Hindi blockbusters in the past. Does that continue to be an important aspect of the agenda sheet?

NPS: While viewers have watched and loved Aashiqui 2 on Max, off the top five films of 2013, four are with our network! Viewers would now relish a scrumptious blockbuster platter of films like Yeh Jawaani Hai Diwani, Krissh 3, Dhoom 3 and Ram-Leela on our network. However, we have not been out there to talk about it, but the question still remains, what else can I buy! (He laughs)

AG: Going forward, are you looking at an ad-rate hike:

NPS: Rate hikes are a part of business, and in the course of time they will happen. Since one cannot define a time period for this, I believe that as we work very closely with our agencies and advertisers, we would work the ‘increase or decrease in rates’ keeping in sync with market realities going ahead.

AG: In the last couple of months, there have been quite a few issues that have come in the way of the network as far as distribution is concerned. How do you plan to work on that?

NPS: We have been negotiating new deals with our distribution partners – the MSO’s and in such negotiation there will be a state of flux for some time, that is what we have gone through, but things have now stabilized again. However, since the network is so robust, we have some top quality properties and strong relationship with the distribution partners which in totality helps us to continue to do well.