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<ul><li><keyword id="19912128" type="General" weightage="20" keywordseo="chandra" source="keywords">Chandra</keyword> hit upon the idea to launch a TV channel after he saw big hotels showing CNN via satellite dishes during the Gulf War.</li><li><keyword id="19976119" type="General" weightage="20" keywordseo="zee" source="keywords">Zee</keyword> was India’s first private TV channel and had pioneered many superhit TV shows, reality shows and kickstarted the careers of many media barons.</li><li>Chandra entered the infrastructure business and planned a hostile takeover of IVRCL which failed.</li><li>By the mid-2010s, his new ventures had piled up a huge debt which pushed him to sell stake in crown jewel, Zee.</li></ul>Remember Hum Paanch? <keyword id="20328693" type="General" weightage="20" keywordseo="zee-antakshari" source="keywords">Zee Antakshari</keyword>? Phillips Top 10? These shows, now shared around social media by nostalgia lovers, were the first taste of Hindi TV programmes for many millennials. The generation saw the country move away from one or two channels with very limited entertainment programming; with the entry of private companies into satellite programming, forcing Indians to buy TVs that needed remotes. The man who made this revolution possible was Subhash Chandra, a bright young man from Hisar. Born into an Agrawal Bania family, Chandra entered into business early in his life, and in the 70s before TV wasn’t around in India. After his family business fell into debt, he had to abruptly leave college, go back to Haryana and work on repaying debts. He started off running a pulse polishing mill with moderate success, but his fortunes improved as he supplied grains to Food Corporation of India (FCI). By late 80s and early 90s, he was exporting rice and soybeans to Russia, and had also started a packaging company. It was all running smoothly, until one election season he saw that politicians were renting out vans with projectors and screens for their roadshows. He later learnt that Five-Star Hotels owned satellite dishes and were telecasting CNN during the Gulf War. That’s when the idea of broadcasting content with ads in between came to him, he told Outlook Business in <a href="https://www.outlookbusiness.com/specials-34/secret-diary-of-an-entrepreneur_2018/live-in-the-present-dont-recount-and-regret-the-past-4353">Secret Diary of Subhash Chandra</a>. <div type="image" title="hum paanch twitter" msid="107136147" hostid="261" caption="&amp;lt;p&amp;gt;Source: Twitter (Now X) &amp;lt;/p&amp;gt;"></div> The realm of reality TV As he went about it, he was laughed off by DD executives, who coolly told him that they employ hundreds of people and equipment worth thousands of crores. He then intended to lease a transponder in Hong Kong and broadcast from there. STAR’s Li Ka-shing was not so receptive to the idea of broadcasting business in India. After many twists and turns, he rented a transponder; and India’s got its first Hindi channel in the Star bouquet in 1992. Initially there was only three hours of programming, with reruns of old DD serials. But it soon branched<a href="https://www.livemint.com/Opinion/JV7xB6PWkkl5q2Glq8tT8K/The-zee-story-turns-20.html"> out with chat shows </a>like Chakravyuha. Many media barons like Ronnie Screwala who produced the chat show started their careers at Zee. Pritish Nandy also had a show on it called Fiscal Fitness. The hugely popular Aap Ki Adalat, which now airs on India TV, also debuted on Zee. Rajat Sharma, its popular interviewer, also expanded the group’s political vista. The Union Minister Smriti Irani was briefly a stringer for Zee News which was launched later by the group. She, however, also became the star of Star Plus’ super hit TV show Kyunki Saas Bhi Kabhi Bahu Thi in early 2000s. In addition to comedy shows, Zee diversified into drama shows like Neena Gupta starring Parampara in addition to <keyword id="20328692" type="General" weightage="20" keywordseo="zee-horror-show" source="keywords">Zee Horror Show</keyword>. Its hugely popular Antakshari show was hosted by stars like Renuka Shahane, Pallavi Joshi and Annu Kapoor. <div type="image" title="annu kapoor" msid="107136187" hostid="261" caption="&amp;lt;p&amp;gt;Source: Twitter (Now X)&amp;lt;/p&amp;gt;"></div> Bags of fan mail In spite of growing success, Chandra had to convince advertisers to shift from print and outdoor ads to TV advertising. He did it by lugging along bags of fan mail sent by viewers of his shows. By the time other players saw how valuable reaching all over India with Hindi shows was, he was miles ahead. He added more channels across movies, music in addition to news, across languages to his bouquet. By the time the world entered the new millennium, he had captured a large chunk of India’s eyeballs, not to mention hearts. The deal with Richard Li, son of Li Ka-shing also included an option to buy 25% stake in the venture within a year. By the time he realised it was good business, the option had long expired. Chandra refused to sell him the stake, took his company public, and the issue was subscribed 60 times over. The goatee-sporting man had become one of India’s first media barons and a billionaire. A failed hostile takeover By 2004, his media conglomerate was running steady, but Chandra, true to himself, was already hunting for the next big bet. The sector he chose was infrastructure. Back then, India was building roads, adding power generation as well as distribution assets, and setting-up ports and airports with a renewed fervour. Many small regional players like GMR and GVK became national companies after they won large-scale airport projects. It seemed like a good business. However, by the time Chandra entered it in 2008, the sector was showing signs of fatigue, due to credit crunch and more. Players were seeing the effects of adding heavy debt onto books. One such company was Hyderabad-based IVRCL which had a good set of projects, sizeable orderbook but was crushing under debt, in 2012. It was borrowing money for working capital purposes, and projects were moving ahead slower. Chandra believed that a hostile takeover of the company would catalyse its infra business which was executing a few highway projects. He went in and acquired a tad over 12% stake in the company when IVRCL too changed track. It stopped bidding for new projects, started monetising its projects and paring down its debt. Eventually Chandra had to sell off his stock at a loss. Takeovers are a high stakes game. Though the financials were never disclosed, the assumption, based on the company’s market cap at that time, he might have spent ₹200 crore on it. On the other hand, its own infrastructure business never scaled up later on, and continued to report deep losses for the next few years. It was a strategy gone wrong, as he later admitted in his open letter. Politics to pledging In 2016, Chandra made his political debut to become a Rajya Sabha MP representing BJP in Haryana. The close contest between him and the Congress candidate R K Anand was also interesting in other ways too. Chandra was declared winner after 14 votes were made invalid as they used the wrong pens. In 2022, Chandra changed his ‘native home <a href="https://www.newslaundry.com/2022/06/08/why-subhash-chandras-rajya-sabha-dreams-are-now-congresss-nightmares">town’ to Rajasthan</a> and filed his nomination as an independent candidate backed by BJP. He however accepted defeat after he fell short of over 40 votes. On the other end, his business was branching out into many businesses, with varying successes, soaking in capital. It entered financial services, acquired Peerless Mutual Fund, investment banking, private equity and much more. It went into education with a chain of K-12 schools, gold refineries in addition to related media businesses like Fun Cinemas and Dish TV. He also had plans for a wellness company. These expansions came at a cost, and a huge debt. The group soon had 87 operating companies which had straddled debt to the tune of ₹17,000 crore, as per estimates. How was so much money raised? The promoters had to pledge their shares in listed entities like Zee Entertainment, Dish TV, Zee Media Corporation, SITI Networks, <keyword id="19960022" type="General" weightage="20" keywordseo="zee-learn" source="keywords">Zee Learn</keyword> and Shirpur Gold refinery. Reports suggest that <a href="https://www.thequint.com/amp/story/news%2Fbusiness%2Fdoes-zee-news-need-a-commercial-bank-subhash-chandra#read-more">anywhere between 60-90% of their </a>shares in these companies were pledged with lenders in the mid-2010s. The chickens however came to roost in 2018 when the<a href="https://economictimes.indiatimes.com/markets/stocks/news/ilfs-crisis-spilling-beyond-finance-chandras-zee-feeling-the-heat/articleshow/67734787.cms?from=mdr"> NBFC IL&amp;FS bankruptcy spooke</a>d the markets, making it tough for him to rollover debt. The loss of crown jewel Soon, the promoters were forced to sell the stake that they had pledged. Zee’s promoter shareholding fell from 42% to a dismal 4% in its crown jewel, Zee Entertainment. In the meanwhile, its flagship Zee’s earnings also started dwindling, worrying analysts and investors; that led the market regulator to look into it. Between 2021 and 2023, its profits slid by 48%. In 2021, for the second time in two years, Chandra admitted to his mistakes that led to default. He announced <a href="https://economictimes.indiatimes.com/industry/media/entertainment/media/subhash-chandra-claims-91-debt-with-43-lenders-settled/articleshow/85007881.cms?from=mdr">that he had settled</a> 91% of his debts with 43 lenders. “I have no regrets for parting with a substantial ownership in the business and specially in the jewels of the crown,” he said in an open letter. Apart from the promoter crisis, the businesses were moving at a slow pace too. Satellite pay TV has become less attractive to viewers now used to streaming. Dish TV, owned by his brother, has been losing steam as well. Edtech is facing its own existential crisis. His digital ventures of Zee5 progressed but at a slow rate due to heavy competition. There are no updates on his plans for its metaverse venture, oddly named Maayaverse. On top of it, Zee’s plans to merge with Sony fell through, after two years of negotiations. Sony is also seeking a $90 million termination fee, which Zee intends to contest. That means more legal troubles, barely a year after it settled a dispute with J C Flowers, an asset reconstruction company. Chandra and his son Puneet Goenka are now part of a <a href="https://www.ndtv.com/india-news/sebi-subhash-chandra-punit-goenka-sebis-flowcharts-explain-how-zee-bosses-allegedly-faked-loan-recovery-4119857">probe by market regulator SEBI</a>, to see if money was siphoned off from the listed entities. That would be a tough spot to any businessman, let alone one who is devoid of crown jewels and without a seat in the parliament. SEE ALSO <a href="https://www.businessinsider.in/thelife/personalities/webstories/subrata-roys-journey-from-lucknows-sahara-shahar-to-londons-grosvenor-house-to-tihar-jail/slidelist/105234003.cms">Subrata Roy’s journey from Lucknow’s Sahara Shahar to London’s Grosvenor House to Tihar Jail</a>

From A to Zee: Subhash Chandra’s spectacular rise and fall

SaaS platform for online stores <keyword id="1249046" type="General" weightage="100" keywordseo="dukaan" source="Orion">Dukaan</keyword> has laid off nearly 30 per cent of its workforce, or around 60 employees - its second layoff in about six months. Inc42 reported that the latest layoffs impacted employees in the sales team and accounts. According to the report, the retail tech platform "shifted its focus to helping D2C brands scale up and this was the reason for the layoffs". In 2021, Dukaan raised $12.4 Mn in its pre-Series A round led by 640 <keyword id="16813517" type="General" weightage="50" keywordseo="oxford-ventures" source="Orion">Oxford Ventures</keyword>. It also raised $6 million in a seed round from <keyword id="366603" type="General" weightage="50" keywordseo="matrix-partners-india" source="Orion">Matrix Partners India</keyword> and Lightspeed India Partners. In the same year, Dukaan partnered with homegrown hyperlocal delivery platform Dunzo and e-commerce aggregation platform Shiprocket to integrate delivery into the platform for a seamless retail experience. Founded in 2020 by <keyword id="12033809" type="General" weightage="50" keywordseo="suumit-shah" source="Orion">Suumit Shah</keyword> and <keyword id="2201253" type="General" weightage="50" keywordseo="subhash-choudhary" source="Orion">Subhash Choudhary</keyword>, Dukaan is a comprehensive platform that provides end-to-end solutions ranging from inventory management, promotions, sales, payment and delivery for sellers across the country. In September last year, Dukaan partnered ShareChat and Moj to enable the merchants on its platform to collaborate with creators present on ShareChat and Moj to promote their products through video and live content. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/rare-vulture-species-sighted-at-dudhwa-national-park/articleshow/98691284.cms">Rare vulture species sighted at Dudhwa National Park</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/once-again-lemon-prices-soar-to-200-per-kilo/articleshow/98691510.cms">Once again, lemon prices soar to ₹200 per kilo</a>

Retail tech platform Dukaan lays off 30% of its workforce; second layoff in 6 months

Much before Diego Maradona's 'Hand of God' moment stirred the football passion in the region, it was the Brazilian maestro <keyword id="96776" type="General" weightage="100" keywordseo="pele" source="Orion">Pele</keyword> who began Bengal's tryst with the 'beautiful game'. Playing against <keyword id="6355782" type="General" weightage="80" keywordseo="mohun-bagan" source="Orion">Mohun Bagan</keyword> on a slushy and jam-packed Eden Gardens on September 24, 1977 in the twilight of his career, the three-time World Cup winner was overwhelmed by the depth of talent a "little known" Indian club possessed. Desperately seeking a revival after the dominance of arch-rivals East Bengal, the PK Banerjee-coached Mariners not only stopped the 'King of Football' from scoring a goal, but almost won 2-1 before a controversial penalty made it a 2-2 draw against the star-studded New York Cosmos. PK had given mid-fielder Gautam Sarkar the big task of man-marking Pele and playing in the dream match of his life, he had given it all, something that was later acknowledged by the legend himself. In the evening, Mohun Bagan had organised a felicitation ceremony for Pele where he was to be handed a diamond ring but the 'Black Pearl' was more interested in meeting the players first. Goalkeeper Shibaji Banerjee was the first one in the list. When the name of the sixth player was announced, Pele, surrounded by a galaxy of people, came out of the barricade and hugged the player. "Sporting a wry smile he told me, 'So, you are that number 14 who did not allow me to move...' I was left awe-struck," Sarkar remembered that evening vividly, even after 45 years. "Chunida (Chuni Goswami) was there standing beside me on the dias and heard all this. He soon told me: 'Gautam you now give up football -- what's there to achieve after hearing this compliment'. Indeed, this was the biggest achievement of my football career." "I don't want to boast about myself, but according to a newspaper report my photo is still hanging in the New York Cosmos club. He was so overwhelmed by our play that he wanted to meet the players first. Never thought a club team from a country like India would play like this." The exhibition match could see the light of the day because of the initiative of Dhiren Dey, a revered football administrator in Kolkata Maidan, then at the helm of Mohun Bagan as the general secretary. "It seemed unreal when Dhirenda told us that Pele would play against us. We all told him to 'stop lying, it's unbelievable'. But as days passed and we got to know about it, we all had sleepless nights," Sarkar told PTI. Preparation began three weeks in advance and Mohun Bagan had to prove a point. "The prospect of playing against Pele was one of the reasons why I moved from East Bengal to Mohun Bagan. As it happened, it all changed our club's fortune," <keyword id="786963" type="General" weightage="50" keywordseo="shyam-thapa" source="Orion">Shyam Thapa</keyword> who famously gave Mohun Bagan the lead said. Four days later, Mohun Bagan were to play against East Bengal in the coveted IFA Shield final and as it turned out, the Mariners won 1-0, ending their arch-rivals' title- winning streak. "It was a platform for us to revive our fortunes. The result gave us much-needed confidence to face East Bengal. We found our mojo back," well-known Mohun Bagan defender <keyword id="58350" type="General" weightage="50" keywordseo="subrata-bhattacharya" source="Orion">Subrata Bhattacharya</keyword> remembered. They continued their revival as they went on to win the Rovers Cup and Durand Cup. "We wanted to give everything in the field. The match helped us grow as a team," said then Mohun Bagan midfielder Prasun Banerjee, now a TMC member of Parliament. The best chance for Pele to score came off a free-kick from the top of the box. The ball rose and spun in towards the left upright before being saved by a diving Shibaji Banerjee. Pele revisited the city seven years back during the festive season of Durga Puja, this time with a walking stick but his aura had left everyone mesmerised, including the city's cricket icon Sourav Ganguly, a self-proclaimed Brazil fan. "I've played three World Cups. There's a big difference between being a winner and a runner-up. To hold that World Cup and a few Golden Boots must be phenomenal," Ganguly said in awe of the great man in the felicitation ceremony at the Netaji Indoor Stadium. Pele also reunited with the Mohun Bagan batch of 1977 including the legendary PK, <keyword id="536980" type="General" weightage="50" keywordseo="subhash-bhowmick" source="Orion">Subhash Bhowmick</keyword> and Shibaji Banerjee who are no more. "I accepted to come here in India because I love the people here," Pele said. The King of Football also had his sense of humour intact and gave a cheeky reply when someone in the dias asked him if there could be another Pele. "Listen, I'm sorry. My father and my mother closed the machine. There will be no other Pele." His last words before signing off were: "If I can help someway, I'll be here again."

When Pele was left mesmerised in 'football capital' of India

<ul><li>Subhash Chandra, Chairman of <keyword id="131292" type="COMPANY" weightage="20" keywordseo="Essel-Group">Essel Group</keyword> announced today that he has settled over 91% debt to lenders.</li><li>In his first Open Letter issued on 25th January 2019, Dr. Chandra had apologized for the hardships faced by the lenders due to the liquidity crisis triggered by the IL&amp;FS case and committed to repay the monies to the best of his abilities.</li><li>He also shared his next steps in terms of setting up a venture in the video space in the digital ecosystem.</li></ul>Chairman of the Essel Group, <keyword id="1114989" type="PERSON" weightage="20" keywordseo="Dr-Subhash-Chandra">Dr Subhash Chandra</keyword> today issued a second Open Letter, in which he shared the details of the debt resolution process and the steps taken to pay off the lenders. Dr Chandra revealed that over 91% of the debt has been settled to 43 lenders, and the remaining dues are in the process of being paid. In his first Open Letter issued on 25th January 2019, Dr. Chandra had apologized for the hardships faced by the lenders due to the liquidity crisis triggered by the IL&amp;FS case and committed to repay the monies to the best of his abilities. Backed by the immense support and trust bestowed upon him by the lenders, Dr. Chandra has managed to fulfill his promise. The asset divestment process certainly took a setback during the pandemic, which slowed down the overall debt resolution process. Dr. Chandra aspired to release the mentioned second Open Letter after settling 100% of the debt to the lenders, however the unprecedented times led to a delay. Sharing the key points pertaining to the debt resolution, Dr. Chandra said, “I am happy to report that we have come out of the financial stress situation by settling 91.2% of our total debt to 43 lenders in 110 accounts. 88.3% amount has been paid, while the remaining 2.9% is in the process of being paid. We are making all the required efforts to settle the remaining 8.8% of our total debt. I have no regrets for parting with a substantial ownership in the business and specially in the ‘jewels of the crown’. This was done to keep the family’s honor.” Dr. Chandra further elaborated on his earnest desire to settle the remaining outstanding dues before the end of this fiscal year or before. He also emphasized on the fact that he does not regret the decision taken to part with a substantial portion of his ownership in his key businesses, attributing this decision taken to preserve the honour of his family. He reiterated the exit from the Infrastructure, Financial services &amp; Print Media businesses. As a pioneer by heart and an optimist by nature, Dr. Chandra shared his next steps in terms of setting up a venture in the video space in the digital ecosystem. With a vast experience of 53 years, Dr. Chandra is all set to once again shake up the digital video landscape by leveraging state of the art technology. Giving a glimpse into his new entrepreneurial venture, Dr. Chandra shared, “I have earned a fair experience in the video business; hence I am exploring new ways / business opportunities in the “video in digital space” as well as <keyword id="7161942" type="UNKNOWN" weightage="20" keywordseo="AI/ML">AI/ML</keyword> (Artificial Intelligence &amp; Machine Learning) in the video space, without getting into any conflicts with <keyword id="353090" type="PERSON" weightage="20" keywordseo="Zeel">ZEEL</keyword>, in any manner. I will provide the specifics very soon and you all will witness the initial phase of launch, of a yet another pioneering venture.”

Dr Subhash Chandra reveals his plans of venturing into video in digital space

<ul><li>In the last few years, we have seen numerous instances of brands having to pull off ads after having offended people for various reasons.</li><li>Over the past 3 years, <keyword id="169284" type="General" weightage="50" keywordseo="asci" source="Orion">ASCI</keyword> received 1,759 complaints against 488 advertisements. It undertook a deep dive to identify trends in such complaints in order to deconstruct, not only the messaging that was found objectionable, but also the articulation of the complaint along with desired action asked for and came up with a report.</li><li>The report uncovered six major triggers knowing about which could help advertisers plan campaigns better.</li></ul> In recent times, several advertisements have faced controversy with various individuals or groups objecting to them. Given the sensitivity of our times, the <keyword id="35666" type="General" weightage="20" keywordseo="advertising" source="Orion">advertising</keyword> industry has had its work sharply cut out. The <keyword id="120108" type="General" weightage="20" keywordseo="advertising-standards-council-of-india" source="Orion">Advertising Standards Council of India</keyword> (ASCI) has been receiving hundreds of complaints every year against advertisements that people in India find offensive. Based on 1,759 complaints against 488 advertisements over the past three years, ASCI undertook a deep dive to identify trends in such complaints in order to deconstruct, not only the messaging that was found objectionable, but also the articulation of the complaint along with desired action asked for. The ads covered include those that may not necessarily be in violation of ASCI codes, but nevertheless offended people/ groups. The result: A report on ‘What India Takes Offence To’, which uncovers six major triggers. Socially undesirable depictions for commercial gains: Some ads were seen to reinforce depictions of society that perpetuated unhealthy practices or beliefs for the sole purpose of commercial gains. For example, ads that promote stereotypes such as fair skin, certain body shapes or ads that create undue pressure on parents and kids in the field of education. Inappropriate for children: This category had ads, mostly viewed at prime-time, that seemingly provoked children’s interest in ‘adult life’, particularly in the idea of sexuality and physical intimacy. The complainants were largely embarrassed or concerned parents. Ads where people seemingly crossed cultural boundaries: Depiction in these ads seemed to cross boundaries set by society or to make fun of what was considered sacred in our culture. Individualist depictions, particularly of youth and women, were key triggers. Many ads that showed intergenerational dynamics in non-traditional ways were also considered problematic by some people. Advertising mocking men: Ads where men were depicted in a negative or poor light, even in humorous or introspective ways, were considered offensive by some. Hurting religious sentiments: Ads portraying mixed religious narratives, depictions of new interpretations of traditions or the use of religious and cultural motifs in a humorous manner became a trigger point. Complainants questioned the intent of the ads and felt the need to guard against ‘conspiracies’. Depicting unpleasant realities: Everyday realities, when depicted in an in-your-face manner, triggered complaints from consumers who preferred a more sheltered and ‘civilized’ version of realities. Showcasing death, raw meat or blood tended to raise the hackles of these complainants. <keyword id="771216" type="General" weightage="20" keywordseo="manisha-kapoor" source="Orion">Manisha Kapoor</keyword>, Secretary General, ASCI, said: “Being in direct touch with the complainants gives ASCI a unique vantage point to understand what people find offensive in advertising. We are sharing these insights with our stakeholders to help advertisers plan campaigns better and be more cognizant of consumer sentiment.” This report makes observations that could help advertisers plan campaigns better. These include easy fixes, such as planning media placements with greater awareness and sensitivity, and also alterations to depictions that are peripheral to a film’s script but may have the potential to lead to objections. There would also be instances of brands deciding to stand firmly behind their advertising, particularly when it represents the core of their philosophy. <keyword id="212022" type="General" weightage="20" keywordseo="subhash-kamath" source="Orion">Subhash Kamath</keyword>, Chairman ASCI said, “At ASCI, we believe our role is not just to police the narrative but to also constantly add value to the industry by guiding our members towards more responsible advertising. These kinds of reports, along with initiatives like our ‘Advertising Advice’ service will help the industry a lot in that direction.” The Advertising Advice is a paid-for service, available to both members and non-members, and helps advertisers and brands understand, at the campaign planning stage itself, whether their claims are exaggerated or not. It helps them identify whether an advertisement potentially violates any ASCI guidelines. A panel of technical experts from the relevant field help the advertiser examine their claim and the evidence for technical claim support.

Here's what India takes offence to in ads according to ASCI

<ul><li><keyword id="12344584" type="General" weightage="20" keywordseo="gendernext" source="Orion">GenderNext</keyword> report maps gender depictions through an inclusive process involving advertisers, agencies, commentators, gender experts, policymakers and consumers.</li><li>The study finds that advertising needs to catch up with women, proposes the SEA Framework to give clear direction to marketers to help them navigate the complexities of gender depiction.</li></ul>To help brands and advertising agencies shape gender narratives in a positive way, The Advertising Standards Council of India (<keyword id="169284" type="General" weightage="20" keywordseo="ASCI" source="Orion">ASCI</keyword>) and <keyword id="884938" type="General" weightage="20" keywordseo="Futurebrands" source="Orion">Futurebrands</keyword>, have unveiled the GenderNext study – a comprehensive actionable insight study on the representation of women in advertising. s. GenderNext covers patterns of portrayals across multiple categories, such as personal care, fashion, beauty, home and hearth, gadgets and wheels, money and education. The study also touches upon how advertising portrays women versus how they see themselves and want to be seen. According to <keyword id="12344585" type="General" weightage="20" keywordseo="lipika-kumaran" source="Orion">Lipika Kumaran</keyword>, the lead author of GenderNext, the study reveals that while there are some positive moves, mainstream advertising still heavily borrows from an inventory of overused, and sometimes harmful stereotypical tropes. A detailed study of over six hundred advertisements revealed several problematic tropes- such as sensualising the act of eating by women, showing women as spenders in financial advertising, women running around the house while others lounge around, male gaze acceptance in beauty ads, showing women as lower down in tech-hierarchy in gadget ads, male celebrities challenging and instructing women, among others. A detailed list of such depictions across categories are captured in Annexure A. Women interviewed across different life stages and town classes pointed out that it is not them but others in their sphere who lag behind them, and they are the ones in need of empowerment. They feel that advertising can be their ally in this journey. The study found that for young unmarried women, common stereotypes used in advertising such as women joyfully undertaking the drudgery of work was not aspirational at all. Typical women’s day ads that show women emerge victorious after significant struggle were not considered particularly empowering. Women are tired of ads showing young women being bestowed with freedoms only after putting up a fight. The study proposes a category agnostic framework “The SEA (Self-esteemed - Empowered – Allied) Framework” that aims to guide stakeholders in imagining as well as evaluating portrayals of women in their advertising by building empathy and aiding evaluation. The study also proposes a 3S screener for scripts/storyboards, casting, styling to identify stereotype red flags. The screener looks at aspects of a) Subordination b) Service and c) Standardisation (. More details of the SEA framework and 3S screener can be found in Annexure B. <keyword id="212022" type="General" weightage="20" keywordseo="Subhash-Kamath" source="Orion">Subhash Kamath</keyword>, Chairman, ASCI said: “GenderNext acts as a guide for stakeholders – brand owners, marketers, advertising professionals – to aid the creation of more progressive depictions of women in advertising. The deep insights on women, and what they feel about advertising is a fantastic input into advertising creation, and we hope that brands and advertisers will be motivated by the findings to depict women in more progressive ways. We also intend to set up a task force to evaluate advertising guidelines on harmful stereotypes.” Santosh Desai, MD, Futurebrands Consulting said “As an influential form of popular culture, advertising has historically been a significant source for the propagation of gender stereotypes. While things are changing, what this study, initiated by ASCI and carried out by Futurebrands uncovers, is that gender continues to be represented in a skewed and discriminatory manner. Some obvious ways of stereotypes are less visible, but there are many other ways, both subtle and not-so- subtle, in which gender portrayals continue to be skewed. The GenderNext study has identified some common patterns of discrimination and has also created a framework that enables marketers to identify and eliminate such undesirable representations.” <keyword id="771216" type="General" weightage="20" keywordseo="manisha-kapoor" source="Orion">Manisha Kapoor</keyword>, Secretary-General, ASCI said, “The report is only the first of the many initiatives ASCI will put together in this space. This is a continuing conversation.” The study was sponsored by Rio Pads, who were the principal sponsor; Co-sponsors included Vivel, Eureka Forbes Ltd., Kellogg’s, Colgate-Palmolive, Diageo India, Mondelez India Foods Pvt. Ltd. and Procter &amp; Gamble Home Products Pvt. Ltd.; while Kotak Silk and Mahindra &amp; Mahindra Ltd were on board as Associate sponsors. Kartik Johari, VP of Marketing &amp; Commerce, Nobel Hygiene Pvt Ltd (makers of Rio pads) said, “We are privileged to participate in this seminal study on our culture’s perspective on femininity and womanhood. Advertising has the responsibility to take the lead on cultural conversations and to affect change. With this study, we hope to really create a guideline for lasting change which advertisers can use to authentically represent women across communication, and hopefully with it, start a national conversation around equality and humanity.” For this study, the primary research involved ad clinics with 160 respondents and 20 focus group discussions across 10 centres, in addition to tapping into Futurebrand’s proprietary study Bharat Darshan. More than 300 people were spoken to via social media. All stakeholders such as national and regional advertisers, agency and creative heads. Agender domain experts, policy makers and advocacy groups were consulted as part of the study enquiry.

ASCI and Futurebrands launch a new report to help brands and advertising agencies shape gender narratives in a positive way

<ul><li>Subhash Chandra announced the resignation from his position at a company board meeting organised on November 25. He will continue as non-executive director of the company. </li><li>ZEE was launched back in 1992 by Chandra and he has continued playing a key role in its journey. </li><li>The Board committee also appointed three new independent directors Sunil Sharma, Niharika Vora and Subodh Kumar.</li></ul>Subhash Chandra, the Founder and Chairman of Zee Entertainment Limited, has resigned from his position. The resignation was announced during a company board meeting organised on November 25. The board accepted his resignation but insisted him to continue being the company's non-executive director. Chandra founded the company back in 1992. Chandra’s resignation comes after a few major global investors bought 16.5% stake in Essel Group’s ZEEL. The discussion was taken in order to repay loan obligations to certain lenders of the Group. Earlier this year, Essel Group had also sold 11% in Zee Entertainment to Invesco Oppenheimer Developing Markets Fund for ₹4,224 crore. Subhash Chandra’s son, Punit Goenka, will continue being the CEO and MD of ZEEL.

Subhash Chandra quits as Chairman of ZEEL

New Delhi, May 31 (IANSlife) Veteran filmmaker Subhash Ghai feels that the nationwide lockdown in the country was a "major setback" for the Indian film industry. "Like any other industry, Bollywood will also have to face challenges as far as producing films is concerned," he tells IANSlife. Adding, "Like other industries, the film industry will also face challenges with new changes in producing films for big and small screen. The situation is still wait n watch post the lockdown. It was a major setback for us, but we will fight this out together. We are waiting for the cinemas to re-open; we will release the films again." However, the 'Karz' director believes that post this phase of fighting the global pandemic, the world will emerge to be a better version of what was before. "Trust me, it will be a better world with better wisdom, discipline, creative, innovative in socio political and economic platforms latest by post 2024. Changes in between may create chaos conflict and confusions in the world with new debatable decisions. But finally it will settle for better world. It will be 'yuga parivartan' period," says the 'showman of India'. Ghai, who is the Chairman of Media &amp; Entertainment Skills Council (MESC), is hosting a webinar on Vidyavaan, an initiative by MESC, which aims to provide informal vocational education and skill development. "It's all for people and students who are eager to know about our first time initiative of Vidyavaan -- a unique platform for informal education online and physical by connecting masters gurus and experts from various arts and crafts and professionals," he says. During the webinar to be held in the coming week, Ghai will answer students' queries as a Chairman of MESC. "Our key objective is to create a robust and vibrant eco-system for quality vocational education and skill development in Media &amp; Entertainment Space in the country. I will emphasis on skill-based education rather than only imparting academic education." (Puja Gupta can be contacted at puja.g@ians.in) --IANS pg/tb/

Lockdown a major setback for us: Subhash Ghai

<ul><li>Expert panel will offer non-binding advice, at a pre-production stage, on advertising claims and depictions</li><li><keyword id="169284" type="General" weightage="100" keywordseo="asci" source="Orion">ASCI</keyword> will help advertisers mitigate the risk of ads being misleading, offensive, unfair or unsafe, and ensure more responsible advertising.</li></ul>In order to aid responsible advertising practices and help brands be more mindful of the claims they make in their campaigns, the <keyword id="120108" type="General" weightage="20" keywordseo="Advertising-Standards-Council-of-India" source="Orion">Advertising Standards Council of India</keyword> (ASCI) has launched an “Advertising Advice” service. This paid service is open to all members and non-members of ASCI. It will point out to advertisers and marketers, at the campaign planning stage, if their claims could potentially violate any ASCI code or guideline. This will help them to take corrective action at the pre-production phase and will guide them to substantiate the claim and align the creative basis the ASCI code. As a self-regulatory body, ASCI aims not just to be an industry watchdog, but also help protect consumers from objectionable ads in the first place. For the advertisers, it provides confidential quick expertise to help them make more responsible advertising. Advertisers will be able to modify claims and depictions at the pre-production stage itself, thus saving them effort, money as well as possible loss of reputation once the advertisement is already in the marketplace. The service aims to help advertisers balance creativity with responsibility and is being offered in line with best global practices followed by different self-regulatory organizations. What is quite unique in the <keyword id="12147393" type="General" weightage="20" keywordseo="asci-advertising-advice" source="Orion">ASCI Advertising Advice</keyword> service is that the Advertising Advice panel will also include technical experts in different specialties who can examine the claim and evidence for technical claim support. It is important to note that this service is not intended to be a pre-clearance, and advertisers may use the advice to better their ads in a manner they deem fit. The Advertising Advice provided by the technical team and subject experts will not be a pre-clearance of the advertisement and neither is it a guarantee against complaints being filed by consumers. However, the service is expected to mitigate the risk of advertising being misleading, offensive, unsafe or unfair. ASCI will process any complaints they receive against such ads as per its normal process. The advisory panel for Advertising Advice service is completely different from the complaints process to avoid any potential conflicts. <keyword id="212022" type="General" weightage="20" keywordseo="subhash-kamath" source="Orion">Subhash Kamath</keyword>, Chairman, ASCI, said: “As ASCI steps into its next phase, the Advertising Advice service will be a crucial element in the cause of self-regulation. The service gives brands a chance to better prepare their campaigns and mitigate reputational risks. While there is no guarantee that consumers will not raise a claim against a brand, the advisory does help brands take steps to ensure that their campaigns don’t violate any norms formulated to protect consumer interest. We believe that this advisory service will provide the necessary support to the advertising ecosystem to create more responsible ads without affecting creativity.” <keyword id="771216" type="General" weightage="20" keywordseo="manisha-kapoor" source="Orion">Manisha Kapoor</keyword>, Secretary-General, ASCI, said: “The advisory can be used by brands to great effect while planning their campaigns. Brands wish to be competitive and push the boundaries of claims. With this service, we can support advertisers to make strong claims while not crossing the all-important lines of honesty, decency, fairness and safety. An external scrutiny by experts at the pre-production stage can add tremendous value to campaign development. Post release of the campaign, any stoppage can cause significant disruption and cost for an organization. But by making this a part of the way advertisers think of campaigns at an early stage, such risks can be mitigated. We see this as a win-win for advertisers and consumers, who then get exposed to fewer problematic ads.”

ASCI launches 'Advertising Advice' to help advertisers mitigate the risk of ads being misleading or offensive and ensure more responsible advertising

<ul><li><keyword id="182443" type="General" weightage="20" keywordseo="Aditya-Swamy" source="Orion">Aditya Swamy</keyword>, Director of <keyword id="6355629" type="General" weightage="20" keywordseo="Google" source="Orion">Google</keyword> India, appointed to the board of governors of <keyword id="169284" type="General" weightage="20" keywordseo="asci" source="Orion">ASCI</keyword>, <keyword id="2799363" type="General" weightage="20" keywordseo="sandeep-bhushan" source="Orion">Sandeep Bhushan</keyword>, Head of India Global Marketing Solutions at <keyword id="6354576" type="General" weightage="20" keywordseo="Facebook" source="Orion">Facebook</keyword> appointed as special invitee to the board.</li><li>These appointments will add digital expertise as part of ASCI’s vision for the future.</li></ul>Aditya Swamy, Director of Google India joins the board and Sandeep Bhushan, Head of India Global Marketing Solutions at Facebook, will be a special invitee to the board of The <keyword id="120108" type="General" weightage="20" keywordseo="Advertising-Standards-Council-of-India" source="Orion">Advertising Standards Council of India</keyword> (ASCI). As ASCI shapes the narrative of Indian advertising in a post-COVID world, representation from two of the world’s largest digital companies on its top decision-making body is a landmark step. The wealth of experience and insights Swamy and Bhushan bring to the table will not only help the self-regulator formulate better policies and guidelines for the advertising industry, it will also enable a better understanding of new challenges and their solutions. As ASCI works to ensure the protection of consumer interests, along with those of other stakeholders like brands and agencies, having Google and Facebook on the board will help it to sharpen its ability to implement its guidelines as well. Google and Facebook are synonymous with the internet. They are the two most powerful and influential digital platforms that shape our lives each day across a spectrum of fields, from business and political to social. The two internet giants connect the remotest corners of the globe and are the leading advertising delivery platforms too. As the digital advertising space is rapidly expanding around the globe, India especially shows a lot of promise. According to Dentsu’s Ad Spend Report from June 2021, the digital ad spend in India has grown from 20 per cent in 2019 to 29.4 per cent in 2021. And while television remains the most popular medium for advertising, its growth was only 7.7 per cent, which goes to show that the digital advertising ad spend is fast catching up with TV. ASCI’s ‘Trust in Advertising’ report revealed that it is not just the metro cities who are viewing digital ads. The viewership of digital ads in rural centres, too, was found to be at par with the metros. <keyword id="212022" type="General" weightage="20" keywordseo="Subhash-Kamath" source="Orion">Subhash Kamath</keyword>, Chairman, ASCI, said: “‘I’m delighted to welcome both Aditya and Sandeep to the board, this is a landmark moment. As we strengthen our roots in the digital space and streamline its functioning, it is extremely important that we collaborate with and learn from the leaders. Google and Facebook are the biggest digital players. We look forward to them helping us become a better conscience keeper of the industry.” Manisha Kapoor, Secretary-General, ASCI, said: “Having Google and Facebook on our board is a great start to the new journey ASCI is embarking upon. It is vital for us to have a keen understanding of digital operations. We will benefit greatly from the expertise that both these companies bring with them.” Swamy and Bhushan’s appointments strengthen ASCI’s refreshed vision for the future, which reflects in the recent launch of its new logo. The appointments also mark ASCI’s fast-widening focus on digital advertising and platforms, which began last year with a partnership with TAM to monitor 3,000 digital platforms for misleading marketing claims, as well as the launch of the Influencer guidelines and influencer monitoring through an AI platform. As advertisers’ focus shifts from traditional media to digital spaces, ASCI is ensuring that its stays ahead of the curve and streamlines the shift.

ASCI adds Facebook's Sandeep Bhushan and Google's Aditya Swamy to its board as it looks to strengthen its roots in the digital space

<ul><li><keyword id="6416838" type="General" weightage="20" keywordseo="coindcx" source="Orion">CoinDCX</keyword> and <keyword id="169284" type="General" weightage="20" keywordseo="asci" source="Orion">ASCI</keyword> aim to enhance confidence and credibility of India’s rapidly growing cryptocurrency and digital asset industry.</li><li>The move comes after crypto exchanges in India — which includes WazirX, CoinSwitch Kuber and CoinDCX —<a href="https://www.businessinsider.in/cryptocurrency/news/wazirx-coindcx-and-other-indian-crypto-exchanges-will-reportedly-have-new-advertisement-guidelines-in-the-next-seven-to-ten-days/articleshow/84756896.cms" data-type="tilCustomLink"> have been putting the pedal to the metal</a> when it comes to advertising in the country.</li></ul>Earlier last month, a notice by the Delhi High Court had asked Indian exchanges to add ‘standardised’ disclaimers to their ads in response to a plea that complained that the currency disclaimers are too small to read. Now, <keyword id="120108" type="General" weightage="20" keywordseo="advertising-standards-council-of-india" source="Orion">Advertising Standards Council of India</keyword> (ASCI), a voluntary self-regulatory organisation of the advertising industry has partnered with CoinDCX to mull over regulations to build transparency in <keyword id="11943645" type="General" weightage="20" keywordseo="crypto-advertising" source="Orion">crypto advertising</keyword>. With this membership, CoinDCX will actively support the advancement of advertising standards within India’s cryptocurrency and digital asset industry — thereby promoting transparency in communications and building public confidence in the space. Sumit Gupta, Co-Founder and CEO of CoinDCX, said: “We are honoured to be a member of ASCI that safeguards consumers' interests. The involvement reaffirms our commitment towards ensuring safety and security for our users, and to raise the bar for advertising transparency in crypto space in India. This will boost confidence among the users, and they can use our platform without any apprehension. Being the safest crypto exchange, we have always gone the extra mile to ensure we are fully compliant with the laws and imbue credibility and trust in our service and products.” Commenting on CoinDCX’s membership, <keyword id="212022" type="General" weightage="20" keywordseo="subhash-kamath" source="Orion">Subhash Kamath</keyword>, Chairman of ASCI said: “As ASCI steps into a digital age the nature of advertisers and advertising is changing rapidly. We welcome members representing these new industries, who believe in self-regulation. Collaboration and consultation with all stakeholders are keys to navigating the consumer protection challenges posed in this digital age.” Founded in 2018, CoinDCX has already onboarded more than 3.5 million users. It will now carry forward the vision of making crypto accessible in India and accelerate its efforts towards bringing 50 million Indians into crypto. With the growing positive sentiments in the crypto space this year, CoinDCX will continue to scale its dedicated products on the investments and trading side.

ASCI joins hands with CoinDCX to build trust and credibility in crypto advertising

<ul><li><keyword id="169284" type="ORGANIZATION" weightage="20" keywordseo="ASCI">ASCI</keyword> enters the next phase of evolution, unveils a new brand identity.</li><li>Advertising industry body invests in technology-led future to become more responsive, dynamic and inclusive.</li></ul>Freshfrom a series of new initiatives such as the <keyword id="11341642" type="UNKNOWN" weightage="20" keywordseo="Influencer-guidelines">Influencer Guidelines</keyword>, asci.social, the Guidelines for Online Real Money Gaming, the <keyword id="120108" type="ORGANIZATION" weightage="20" keywordseo="Advertising-Standards-Council-of-India">Advertising Standards Council of India</keyword> (ASCI) has unveiled a new brand identity to reflect the agenda of becoming future-facing and more inclusive. ASCI has always been the conscience keeper of the Indian advertising industry, and in this new phase, it aims to expand its offerings and services that will help advertisers balance creativity and responsibility. In addition to its time tested and robust complaint management system and process, the three new dimensions of ASCI’s future activities are: 1.Helping advertisers with services that help them “get it right”. These include advisory services and research-based insight studies. ASCI has already embarked on a massive study <keyword id="11830844" type="UNKNOWN" weightage="20" keywordseo="gendernext">GenderNext</keyword>, that looks at gender depiction in advertising, and aims to provide new starting points for advertisers for more progressive gender depictions. ASCI is also in the process of overhauling its Advertising Advisory service, which will support advertisers at the pre-production stage. This approach will provide the necessary thought leadership, provocations and support to the advertising ecosystem to create more responsible advertising. 2.Gearing up for the digital age: ASCI recognizes that with the digital age, not only are consumers seeing more ads on the digital media, but also their expectations and interactions with advertisements and the media world is changing. The industry has reorganized itself to reflect this new reality. The coming together of marketing and information technology is determining how advertisements get created and consumed. Updating our guidelines and procedures to keep consumers safe in the digital age is of paramount focus for ASCI 3.Deployment of technology: Use of technology tools, machine learning and AI systems to track and measure advertising content is going to be a critical part of ASCI, going forward. Technology will help ASCI be more vigilant, more real time in overseeing the sheer explosion of advertising content. Deployment of technology in its complaint management system will also enable a smoother interaction between consumers, industry and other stakeholders with ASCI. <keyword id="212022" type="PERSON" weightage="20" keywordseo="Subhash-Kamath">Subhash Kamath</keyword>, Chairman, ASCI, said: “ASCI has stepped into the next phase of challenges that impact the interests of consumers in new ways. With new-age challenges posed by the digital age, it is imperative for ASCI to take a leap into becoming a contemporary thought leader and add greater value to consumers, industry and all our stakeholders. The new logo represents this very interesting phase of ASCI’s journey, and the vibrant and optimistic outlook of responsible advertising. Our ideology and aim remain unchanged; however, we are now on the path to becoming a more dynamic and future facing organization.” <keyword id="1112320" type="ORGANIZATION" weightage="20" keywordseo="KV-Sridhar">KV Sridhar</keyword>, Chief Creative Officer (Global), <keyword id="11830843" type="UNKNOWN" weightage="20" keywordseo="nihilent-ltd">Nihilent Ltd</keyword>, which designed the logo, said: “The colourful logo palette denotes the vibrancy of advertising and communication itself, as well as the diversity of ASCI’s stakeholders who have taken the oath to self-regulate and create ads with responsibility. The idea of creativity with responsibility is central to ASCI. The logo also reflects the dynamic nature of media platforms and the newer interesting ways in which communication is being created and consumed today. The elegant and inclusive font reflects an organization opening up to newer kinds of stakeholders, an organization that is collaborative and demonstrates leadership in bringing together the needs of different stakeholders. It signals that ASCI is gearing up towards this fast evolving and dynamic environment of consumers and advertising. Advertising veteran Roger C B Pereira, Founder Member, ASCI, said: The world today is remarkably different from when we started ASCI in 1985. However, what is noteworthy is that the twin principles of consumer protection and fostering creativity remain unchanged.

ASCI unveils a new brand identity to reflect the agenda of becoming future-facing and more inclusive

<ul><li>Subash Chandra has an indelible place in the Indian history as the one who launched the country’ first satellite TV channel ‘Zee TV’ in the year 1992. </li><li>Reaching a top position among the top business tycoons of India was not an easy journey for this motivated entrepreneur. </li><li>Here are a few interesting facts about Subash Chandra that will inspire many. </li></ul>In 1992, Subash Chandra launched the first ever satellite TV in India called Zee TV. On November 25, 2019, the billionaire had to abide by SEBI regulations and relinquish his chairmanship of the company he founded - Zee Entertainment Enterprises after pledging his shares. Nevertheless, he continues to be associated with the company as a non-executive director. Here are a few interesting facts about Subash Chandra. Growing years Chandra was born in Adampur in Haryana and belonged to an Agarwal Bania family. As his family’s debt swelled to Rs 3.5 lakh, they could not support his education. He dropped out of school and took up the family business of trading and working with the Food Corporation of India. In 1992 he started Zee TV, the second private commercial TV channel and in 2003 he started Dish TV, the first ever satellite television provider in the country. His innovation in food grains supplies In 1983, Chandra had an innovative idea to store the food grains held in stock by the Food Corporation of India. Earlier the grains were stored in godowns. Chandra came up with the idea of keeping the grain in open yards and covering them with specially designated plastic sheets. He prepared the ground by convincing the FCI and procured machines from Switzerland to manufacture the special sheets. Since there were no trained engineers to coordinate with the production process, more than 98% of the production went to waste. Eventually he sent engineers to Switzerland and trained them to start the manufacturing process afresh and proved to be successful. Essel World is born Towards the end of 1980s, Chandra visited DisneyLand in the US. Inspired by his learning, he purchased hundreds of acres of land in North Mumbai and created Essel World, which was the first ever amusement park in India in 1989. Though Essel World did not give the expected success, it paved the way for the creation of Zee TV which came to challenge the domination by Doordarshan, the government-owned TV channel. An inspirer Subash Chandra launched a new show in order to motivate the youth and help them face and overcome the difficulties of life. The show was entitled “Dr Subash Chandra Show”. In 2004, Chandra was awarded the Global Indian Entertainment Personality of the Year Award. He won many notable awards like Entrepreneur of the Year Award by Ernst &amp; Young and Business Standard’s Businessman of the year in 1999; Indian News Broadcasting awards in 2010; and more. See Also: <a href="https://www.businessinsider.in/10-interesting-facts-about-ratan-tata-that-you-should-know/articleshow/69914798.cms">Interesting Facts about Ratan Tata</a> <a href="https://www.businessinsider.in/interesting-facts-about-oyo-founder-ritesh-agarwal/articleshow/70417612.cms">Interesting facts about Ritesh Agarwal</a>

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