Merger of humanity and technology is the future of marketing: Chris Stephenson, PHD
The APAC Head of Strategy and Planning talks to exchange4media about the latest product from PHD and his vision for the agency of the future
Chris Stephenson, APAC Head of Strategy and Planning, PHD, was in India recently to present the agency’s vision for the future. He spoke about ushering in a new era, which today sounds like science fiction.
Handing over Merge - the book that portends a future where humanity and technology will both virtually and biologically, merge, Stephenson says, “Merge is all about the coming together of humans and technology, to the point where you can’t tell where one stops and the other begins.”
“We’re about halfway through that journey, and we’re in the third of the five stages. Where we are now is interesting for marketers. But where we are going next will have huge implications on how products and services are delivered,” he said.
Stephenson spoke to exchange4media about PHD’s latest product, Investment Planner, which will advise a client on budgets and effective spending. Stephenson believes that disrupting the agency model itself and offering Strategic Consulting can give agencies an edge over management consultancies that are making serious bids to become preferred partners to marketers. And thus began a conversation about how marketers can leverage machines and technology smartly and effectively.
Here are the edited excerpts:
What are the five stages of the journey of man and technology working together?
The first stage began in the middle of the last century when we started surfacing data. Computers and networks have allowed us to surface data. Stage 2 was towards the end of the last century when we used four main technologies: operating systems, browsers, search engines and apps to organise data. So, towards the end of the last century we started organising data. That gave way to where we are now. From the last decade or so, we’ve been in an age of extraction; extracting from data. Extracting platforms allow us to share photos or YouTube videos. Whole new companies have been extracted from this data, for example: Airbnb, Spotify and Uber. So that is where we are right now.
The big question revolves around that: How do we extract value and usefulness from data and information? Also how to build data-driven businesses and data-driven marketing plans, and then create relevant products and services for people in new and instantaneous ways. That is familiar territory. Everything from content strategies, to new kinds of e-commerce, to experiential internet or virtual reality solutions; in all of this, marketers are asking how they can use data and information. That is where we are now.
Where are we going next?
Everything is underpinned by machine learning and artificial intelligence, chatbots and increasingly by VPAs (Virtual Personal Assistants). Right now, they’re (machines) responding to us; we ask for it to do something and it responds. The 4th stage is where we don’t have to ask, technology would be able to anticipate what we need. Stage 4 is anticipation. Stage 4 will have huge implications for marketers. We may think stage 3 changes are big, but just wait until we get to stage 4. Once technology is serving up goods and services for us, they are not going to wait for us to ask for these goods and services.
From a marketer’s point of view, they will not have to try to convince humans to buy products and services, they’ll be convincing machines to buy for humans. A whole new host of questions will arise, such as how do I make sure Google recommends me if you’re planning a trip to Atlanta?
These are the big questions and the question for marketers in that world would be around how they organise their data, how do they surface their data so their products and services can be found seamlessly and instantaneously, not by a humans, but by an algorithm and by a machine. Keeping track of the different ways of visualising and seeing the world, such as augmented reality, virtual reality and mixed reality, so that when that data is surfaced, it is surfaced and redeveloped in convenient ways.
I think the third question for marketers is how to stay agile and keep pace with the changes. Speed and change are accelerating, and it is imperative that brands and marketers understand these changes, so that they are ready for stage 4 when it arrives.
There is a fear that AI will take away the CMO’s job. Do you think there is a certain inhibition from the marketing community, or how do you see the marketing community treating what AI can really do?
Firstly, I’d be very surprised if AI takes away a CMO’s job. There are going to be changes in jobs and how we work, but we are good at that, we’ve done that before. How many jobs do we do today which existed a hundred years ago? We shouldn’t be afraid of the nature of work changing, as we’ve done this before.
What is different this time is that we will be working with something new. We’ll be working with machines. And if you try to compete with machines, you’ll lose. But the same is true for machines. The best chess players in world today are not machines, they are not humans. The best chess player in the world is Centaurs. Centaur is human working alongside a machine. That is the future of jobs, working alongside machines. It is not just the machines doing it, or just us doing it, we’re tuned together. In the future, we’re not going to be judged by how better we are than machines; we’re going to be judged by how well we work with machines.
Some say that the old guard of marketers in India are yet to adapt to new technology. If you had to judge the current scenario in APAC and India, how would you say we are doing?
I don’t know that well enough, especially how India is doing. I think it would be unfair for me to guess that. More broadly from an APAC perspective, I think as an industry, we’re not moving fast enough. I also think we’re not investing enough in the right places. We are not automating or restructuring fast enough, and we must do a much better job at rebuilding the plane whilst keeping it in the air.
As an industry, if we don’t get better at this, there is a danger that other people will do it for us. We know the threat in the industry is coming from management consultants and huge tech players such as Google, Amazon, Facebook, Apple and Alibaba.
Clients are thinking about in-sourcing; they’re thinking about what they can bring in-house and what they can use to do things more efficiently and effectively if they don’t have anything external or any agencies to do this.
We need to work harder and faster, if we don’t, then no one can say that we didn’t see where the threat was coming from.
P&G is experimenting with this new agency model that breaks barriers and brings the best together. What do you envision the agency of the future to look like?
I think the agency of the future is much more agile and malleable. The idea that you work exclusively with anyone is going to be unusual. Agencies in the future will work in teams and that includes clients. For example, if you are strategically thinking about organising your data and technology to surface it into searchable ways for algorithms and VPAs, I think most clients wouldn’t know where to start. Agencies are great places to build those skill sets, and we must invest in those skill sets and create those new roles.
We know it is coming and PHD is excited about that. It may happen in 5 years, it may happen in 50 years, but it will happen.
Be it AI, technology companies or management consultants, they are disrupting the current ecosystem. We have seen a different breed of companies in India such as Jio and Patanjali disrupting the telecom space or the FMCG space. How would you advise clients to tackle disruption at such a large scale?
There is only one answer: disrupt yourself. That’s the only advice I can give. Disrupt your business before somebody else does, because you can do it safely and in a tested and learned way, with better knowledge of your business. Other people are guessing at how they can disrupt your business, you’re not. You know your business, so experiment and test, not blindly, but strategically. You must invent new business models from within.
What are the new business models you would suggest for agencies?
For agencies, I think there’s a model around strategic consultancy. There are whole new business models around selling, machine driven and consultancy.
PHD is already doing that. We have a new product called Investment Planner. With it, we advise a client on how much they need to be spending and what should their budget be. That question has not been answered very well, until now. At best, the answer to that question has been based on econometrics and share by share market. Econometrics assumes the future will be like the past and share by share market assumes that everyone else is behaving in the same way that you are. At our worst, we’ve just been looking at what everyone is spending and it’s not the same. What we want to do is look at the relationship between media or marketing spends and revenue generation.
We must build revenue curves when we invest in marketing and media. We must look at what revenue we generate. But this is specific to each category and market. To do that, we must build thousands of revenue curves for each category and for each market. But because of the differences in the markets, consumers, volumes, product metrics or pricing, we cannot build those thousands of curves manually. We must use machine learning to do that. We’ve used AI to build a data landscape in which those curves exist. It is fascinating because it is a whole new way of planning. Because when you build a curve in that landscape the curve which emerges from that is based on the questions you ask it. It is a new model for us and we’re launching it this month. PHD is passionate about inventing the future so that we can predict it better than anybody else.
Will this model be launched in India as well?
Yes. But there will be a launch for our existing clients first. Our absolute priority is our clients and they will get first access to new products, tools and services.
It is the best example of how we are using technology to create new products and services for our clients and to be able to give our clients strategic consulting in this new way.
Do you see marketers in the APAC region being more concerned about GDPR implementing safeguards and realigning their business here?
I see it across APAC and I think it is a conversation which marketers want to have. There has been an unnegotiated contract that brands have had with consumers for quite a long time now. In stage 1 and 2 of the merge, the value transaction was around attention. So people gave media attention, and this media attention was sold to brands, so brands were able to then fund free things to people such as news, TV shows, journalism and music on radio. All of that was paid for with attention.
Around the turn of the century that changed. As stage 3 got underway, the contract changed, and we didn’t pay with our attention, but we paid with data. And we did get valuable things such as photo sharing sites, video sharing sites, social media, movies and music. But no one negotiated that contract, no one said it is not free.
Most marketers have been very aware that they have been dealing with consumers with an unnegotiated contract. What GDPR does is allow us to negotiate that contract and it is a good thing. Marketers are embracing it because it is the right conversation to have. It is good to be absolutely clear with consumers on what their data is extracting and what value they’re getting for it.
What do publishers have to gain? What would happen in this new ecosystem?
There are going to be a lot of different responses. It is still early to say what the winning models are going to be. But any publisher is now very used to digital disruption and this is just the latest in a series of things presented by the Internet that digital publishers must navigate. Obviously, the responses will depend on where you are geographically., but all these strategies and models are around the right conversation. If you’re doing it (GDPR) in Europe, it makes sense to do it everywhere.
In context of the Cambridge Analytica data breach, GDPR and what we know about consumer behaviour so far, do you see the consumer behaviour changing?
Absolutely not, we’re in this great age of extraction. The contract, although unnegotiated, is still a good one. Giving advertisers and platforms access to our data has given us huge value. Presented with that choice, there aren’t many people who would opt out of that choice of the great products and services. The contract is a good one, but now we must make sure everybody knows what the contract is.
Transcription Credits: Sudha Joshi
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Scrolling up or down: Where is India's digital news business headed?
As advertisers tightened their purse strings, media players faced a muted growth on their digital platforms in Q1 FY24. Veterans from the industry share the cause & effect of the situation
As the first two quarters for the fiscal year 2023-24 come to a wrap, news publishers are not only experiencing tectonic shifts in their print and broadcast media business, but their digital arm too is facing dynamic consumer shifts.
In an increasingly converged world, besides making sense on ROI matrices, digital offers extended reach at a very low cost, an ability to engage with the viewers in a two-way conversation, co-opt them into the content creation process, empower them by giving them a voice and retain them. The cost and business efficiencies clearly operate at many levels, says Sanjay Trehan, a digital and new media advisor.
According to a study by Reuters Institute, India is a strongly mobile-focused market where 72 percent readers access news through smartphones and just 35 percent via computers. However, despite the glittery user penetration numbers, advertisers, it seems, are not finding it worth investing their money in digital news publisher platforms.
For NDTV, the revenue was down by 35 percent in Q1 of 2023-24 due to lower advertising spends both on broadcasting and digital. Nevertheless, despite low advertisement spends, digital business remained profitable. For Network18 as well, revenue was flattish during the quarter as a weak advertising environment had an impact on the digital segment.
Jagran Prakashan Media’s Q1 FY24 digital revenue stood at Rs 14.43 crores as against Rs 16.78 crores in Q1-23. Mahendra Mohan Gupta, Chairman and Managing Director, Jagran Prakashan Limited, stated in the financial results that “Digital business had nearly the same revenue as in Q1 of the previous year partly because of unfavourable market conditions and partly because of inability to monetise the consumer base to the expected level.”
The Indian Express experienced a slowdown in ad revenue in the last two quarters but subscribers and events business performed well, according CEO Sanjay Sindhwani.
Focussing on sector-wise advertisers, Sindhwani underlined that the IT sector, which spends majorly on digital, has been severely impacted in the economic slowdown. The auto sector has supply chain issues where their order books are full but delivery is an issue. Now, because they are overbooked, advertising is not required for them, he said. Edtech is somewhat tumbling now, which has also resulted in layoffs and cost-cuts. In fact, the whole startup sector has been cost cutting heavily. Gaming was still big but has not seen much growth in the recent past due to regulatory issues and their restrictions on advertising.
For Republic, over the past year or so, there has been a significant shift in direct advertising towards digital publishers along with the always-growing network demand, shared Tapan Sharma, Head of Digital, Republic. The network’s revenue has also grown alongside the continuous growth of revenue in the industry.
Sharma believes the drop in advertisers is happening because advertisers and agencies have now become more aware, vigilant, and methodical with digital ad spending and campaign management. They are looking for better Return on Ad Spend (ROAS) and improving campaign efficiency.
“As a result, publishers who have not prepared themselves well to address the ever-evolving media planning and buying environment may be facing the challenges of monetising via advertising,” added Sharma.
Digital business sustains on two factors - Advertisers and subscribers. On one hand, where the advertisers are declining, publishers are generating quality content to increase their subscriber base who are ready to pay for paywalled content.
Trehan added, “For content behind paywalls to work, it has to be exclusive, differentiated, value-added and premium in nature viz. data and research. The more one has this kind of content, the better will be their subscription traction. Based on this Karmic principle, NYT today has about ten million subscribers, perhaps the most of any publisher in the world.”
The advertising revenue is further split into two - direct and programmatic. Publishers who have been heavily dependent on the latter have faced declining revenues because they have lost the traffic due to certain changes in Google and Facebook’s policies.
Pradeep Gairola, Business Head- Digital, The Hindu, has seen a positive growth in subscription revenue but not a large one. Fifty percent of their revenue comes via subscriptions and paywall content. The direct to programmatic advertising ratio for Hindu currently is at 70:30 split.
But there are obstacles for publishers who are more dependent on subscribers than advertisers too. Major one being, the subscriber revenue is not about acquisition but retention. And, Indian publishers have retention rates much lower than international publishers.
Gairola highlighted, “When we approached the business ages ago, we lacked the wisdom that this is not an acquisition business but a retention business. Retention depends a lot on what kind of audience you have been able to acquire. Secondly, what have you done to ensure that the audience builds a relationship with you and builds a habit around you.”
It is a pertinent industry problem because Indians are accustomed to free content. Unlike other countries, news in India has always been fragmented as an industry and has never charged a penny to its readers. This is also why The New York Times, The Guardian, and other international publishers have higher retention rates.
According to Sharma, the newspaper industry has not really made any significant increment in the subscription fee for the past many years. Whereas a digital news consumer was never asked to pay anything to read or watch news by Indian digital news publishers at large.
“Additionally, the sheer amount of content we are generating, we are not able to communicate or showcase the same to the reader. We haven't been able to establish to the reader how we add value,” shared The Hindu executive.
Further Sindhwani added, as a news publication, if one has to do credible content then it costs money. Customers need to appreciate and value good content in order to be able to pay money for it. The sooner the audience will understand that, the sooner they will be able to differentiate between free content and paid quality content.
Trehan also observed a trend of upward revision of subscription rates for digital when bundled with other value offerings. As more and more products are being bundled along with the main offering, rates are being hiked. Games, puzzles, premium content, exclusive videos are now becoming a part of the 'All Access' subscription.
Sharma believes news subscriptions in India will see significant growth over the next two to four years and publishers will certainly need to focus on offering discrete quality content consistently for paid users.
“The Indian digital news readers are now much more evolved and so is the industry. Within the next few years, the industry will experience habit creation amongst the users of paying for a digital news subscription. This has already started happening in the metros and will further grow in the rest of the markets,” he added.
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Twitter suffers massive outage for 2 hours
The problem reportedly started around 6.30 am on Thursday
Thousands of Twitter users were not able to login to their accounts on Thursday morning as the social media site experienced a massive outage for nearly two hours. The problem, which started around 6.30 am, lasted till round 8.30 am.
Users were unable to log in on Twitter website. However, the microblogging site was working fine on mobile phones.
According to outage tracking website Downdetector.com., User reports indicate Twitter is having problems since 7:13 EST" . Some users also reportedly complained that their Twitter notifications were not working.
In India, Twitter users are getting this message while trying to access the website: “Something went wrong, but don’t fret — it’s not your fault. Let’s try again," with options to refresh or log out.
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How 5G is set to draw more advertisers to emerging tech & gaming
The gaming industry, the fastest-growing space in digital advertising, has the most to gain from introduction of 5G, given that India is a mobile-first country in every segment, say industry players
The 5G spectrum auctions, set to begin on July 26, will see a total of 72,097.85 MHz of spectrum worth at least Rs 4.3 lakh crore put under the hammer. With Adani Data Networks now also staking its claim, in what was already a heated contest between Bharti Airtel, Reliance Jio, and VI (formerly Vodafone Idea), the amount is expected to exceed Rs 1 trillion, according to various industry experts.
The impact on the telecom industry aside, India’s subsequent adoption of 5G is expected to have huge implications on India’s growing digital economy, as well as its booming advertising and entertainment industry, which is expected to reach Rs 4,30,401 crore by 2026 at 8.8% CAGR, as recently reported by PwC's Global Entertainment & Media Outlook 2022-2026.
Mitesh Kothari, Co-founder and CCO, White Rivers Media, believes that consumers now understand internet technologies better than ever before. People who were cost-driven are becoming experience-driven and are actually willing to pay more for a better experience.
“5G is set to bring an immersive AR/VR, 4K video and mobile gaming experience to entice consumers. Plans clubbed with digital services are more likely to penetrate as people are more willing to pay for an ‘all-included’ experience. And, of course, 4G is going to be around anyway, so the ones who cannot afford 5G will always have an option,” he says.
On the impact of raised prices on the Indians who are about to come online, Ashwarya Garg, Co-founder, HYPD Marketing Technologies, said, “We have grown from 250M internet users to 900M internet users today. While the country today has 4G, there are still areas and localities where only 3G prevails. And in a few places, there is only 2G. It is roti, kapda, makaan and the internet today. So, there is no question about a dip in internet adoption,” he says.
Garg further says, “With the release of any new technology, there is a race for faster and quicker adoption. We will surely see a lot of ATL/BTL and influencer-led activities, campaigns specifically designed to educate and adopt on the 5G networks. We should expect a lot of activation via gaming creators, YouTubers, and artists popular on OTT platforms, all of whom would educate them about the end use case.”
Juhi Hajela, VP of Global Marketing at now.gg, points out that despite its massive growth and future potential, with only 47 per cent internet penetration, India is still growing its connected base. “Over the years, we observed that mobile internet connections emerged as a driving force for internet access in India. As a mobile-first country, improved mobile data connectivity will bring a new wave of consumers to utilize the high-speed internet.”
New Ball Game
And the gaming industry, which is the fastest growing space in digital advertising, has the most to gain, given that India is a mobile-first country, across every segment. Experts like Rohit Agarwal, Founder and Director of marketing agency Alpha Zegus, point out that in a country where mobile gaming dominates over 80 per cent of the online gaming and esports segment, there is no doubt that data speeds and data charges hold tremendous value in the growth of this industry.
“The industry has already seen a CAGR of about 37% in the past couple of years, and telecom operators like Jio, VI, Airtel, etc. have accelerated the growth with the introduction of 4G at a highly competitive price point. In the next five years, the CAGR is expected to hit close to 40%, and in my opinion, over 20% of this would be driven by the introduction of 5G, as 5G will allow gamers from remote parts of India to play high-quality games with ease,” says Agarwal.
This would allow tournament organizers to organize more localized events with higher participation and will be able to reach a wider viewing audience. This, in turn, will give brands more sponsorship opportunities, not only to reach out to a bigger audience base but also to experiment with more complex advertising formats which would otherwise be very data dependent.
Gaming creators and streamers will benefit from this improved speed. That would also mean 3G, 4G connectivity will become highly affordable, allowing more consumers to access it.
“India is heading toward becoming the top gaming country in the world. We expect that with 5G auctions, the existing internet service that is already affordable will become faster, allowing Indians to follow their gaming passion. However, limiting device specifications is a real challenge for some players,” says Halja, concluding, “We believe that mobile cloud gaming solution is an excellent fit for the industry, allowing gamers to pursue their passion without being limited by low-end devices.”
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Razorpay row: Cause for concern for other digital payment brands?
Industry experts say while online payment firms have to be sensitive about user data, the controversy is unlikely to have a lasting impact on brand image
The recent controversy surrounding Razorpay sharing AltNews donor data with the police has once again raised concerns around user privacy in digital domains. The internet has been standing divided for the past few days discussing the legalities and the impact of Razorpay’s move but could it have a lasting impact on the brand image or digital payments at large in the country? Marketing experts disagree.
Speaking to e4m, an industry expert mentioned that the agitation was not certainly only against Razorpay as a brand but about privacy laws or the lack of it. “The brand image might not get impacted in the longer run. Social media controversies die out as soon as they blow up. But yes, they must be making an effort to ensure their existing users and partners that their personal data is safe,” they added.
Rashid Ahmed, Head of Digital, Infectious Advertising had a similar response. “If there's a legally valid request by relevant authorities in India, it would be required of a business or service systems provider to provide requested user information, in accordance with the law. Most large digital enablement service providers have fairly thought through and detailed usage and privacy policies, and a request for data would likely have required a sign-off in consultation with their legal teams. Since the payment gateway provides services to a large number of businesses, it is unlikely that a volume of users who chose not to use the gateway will make any significant impact on the overall base.”
Privacy concerns to grow
However, the concerns around user privacy will only mount with increased user awareness. In fact, it’s not the first time that Razorpay or digital payment gateways have gotten into such a situation. Just a few weeks ago, Razorpay had complained that the company was unable to reconcile receipt of Rs 7.38 crore against 831 transactions as hackers and fraudulent customers stole the amount. And in May 2018, Paytm had come under fire for a similar situation after Cobrapost reported that it had shared personal data of users in Jammu & Kashmir with the Indian government. Albeit, the platform had denied any such claims.
Samsika Marketing Consultants MD Jagdeep Kapoor pointed out, “Privacy is going to be a concern but the platforms, which will keep working ethically and protecting the user data will see no harm in the long run. Brands really have to be sensitive about user data.”
Subscription-based news platforms safe
Asked if the whole controversy could bar people from subscribing to news outlets as data sharing with payment partners would be inevitable, the experts said that the decision would solely rely on the content that such publishers produce, and not on payment gateways.
Kapoor highlighted, “Any industry these days: be it the payment gateways or publishers, or hotels, are taking a lot of user data. You cannot avoid sharing your data and therefore the onus to safeguard it lies on these companies. If a publisher is not tampering with your personal data or sharing it outside, I don’t think users will not subscribe.”
However, Khan felt that the subscription-based model might take a hit. “Many transacting users also have their financial details such as cards, tokenized and set up with their preferred gateways. So, this may also propel businesses to opt for multiple payment gateway service providers.”
Additionally, publishers and any such service providers might look for multiple payment gateways to give users the choice of preference. “Businesses requiring digital payment gateway services will likely opt for multiple service providers, to mitigate against service unavailability, or user preference where gateways is concerned. Many transacting users also have their financial details such as cards, tokenized and set up with their preferred gateways. So, this may also propel businesses to opt for multiple payment gateway service providers,” Khan said.
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1 year of Google News Showcase in India: 130 publications part of the programme
Google News Showcase now supports 8 Indian languages.
Tech giant Google has signed deals with 80 media partners representing more than 130 publications for Google News Showcase, an online news experience programme. Launched last year in India with 30 publisher partners, Google News Showcase has completed one year in the country.
The tech giant's partners include Times Group, The Hindu Group, HT Digital Streams Ltd, Indian Express Group, ABP LIVE, India TV, NDTV, Zee News, Amar Ujala, Deccan Herald, Punjab Kesari, The Telegraph India, IANS, and ANI.
"This time last year, we announced a package of investments to support India’s news ecosystem, including launching Google News Showcase - our new product experience for readers and licensing program for news publishers," Google's Kate Beddoe, Director, News Partnerships, APAC, and Durga Raghunath, Head of India News Partnerships, said in an official blog.
"Since Google News Showcase launched in India last year, we’ve signed deals with more than 80 partners representing more than 130 publications, including national, regional, and local news organizations like Times Group, The Hindu Group, HT Digital Streams Ltd, Indian Express Group, ABP LIVE, India TV, NDTV, Zee News, Amar Ujala, Deccan Herald, Punjab Kesari, The Telegraph India, IANS and ANI. We continue to work towards adding more partners."
Google News Showcase has also expanded to more languages over the past year and now supports a total of 8 languages, including Kannada, Marathi, Tamil, Telugu, Malayalam, and Bengali - along with English and Hindi. "We’ve also continued our work providing training and resources for news businesses and journalists, for example, GNI Startups Lab, GNI Newsroom Leadership Program, and GNI Advertising Lab," the blog reads. Update
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Amazon miniTV to premiere short film 'Sorry Bhaisaab' on December 16.
Directed and written by Suman Adhikary and Sumit Ghildiyal, the film has Gauahar Khan and Sharib Hashmi in lead roles
Amazon miniTV announces a short film – Sorry Bhaisaab, produced by Arré Studio featuring popular actors Gauahar Khan and Sharib Hashmi in lead roles. Directed and written by Suman Adhikary and Sumit Ghildiyal, Sorry Bhaisaab will premiere on 16th December for free, exclusively on Amazon miniTV on Amazon’s shopping app. The film is a relatable humorous take on the desires, motivations and aspirations of the middle class and their eternal quest for things to make their lives better.
“At Amazon miniTV, we always try to bring fresh, engaging and relatable content for viewers. We are delighted to partner with Arré Studio once again to bring yet another heartwarming and entertaining short film. This is a great addition to our library of award-winning short films”, said Harsh Goyal, Head of Amazon Advertising.
“Sorry Bhaisaab showcases the desires and aspirations of a common middle-class family with a relatable plot. This short film is a very special project for us, as at Arré, we endeavour to narrate different and unique stories that touch audiences’ hearts and entertain them thoroughly. We are delighted to collaborate with Amazon miniTV on this since it will give the film a wide reach across see millions of Indians from all parts of the country.” said Niyati Merchant, Co-Founder and COO, Arré................
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