We haven't seen the next Prannoy Roy or Raghav Bahl in the Indian digital space: Parry Ravindranathan
Bloomberg Media’s Parry Ravindranathan on why India hasn’t seen the next big digital entrepreneur
As the world moves towards a digital-centric future, media giant Bloomberg Media is consolidating its digital presence across the globe. This includes rebranding its digital properties as a new entity called Bloomberg Business, which merges together Bloomberg Business Week and Bloomberg.com. Globally, the initiative is being spearheaded by Justin Smith, a well-known figure in the media industry and who is also the founder of Quartz. Parry Ravindranathan , MD of Bloomberg Media, Asia Pacific, has the mammoth task of ensuring this transition occurs in the vibrant and varied Asia region. We caught up with him in a recent visit to Mumbai to get his thoughts on the Indian market, the future of news media in a digital age, and why India has not seen a digital version of a Raghav Bahl or Ronnie Screwvala yet. Excerpts.
What necessitated the consolidation of your digital presence ?
We have one of the largest most robust digital businesses in the world. If you consume business news, we are kind of ubiquitous. Open any newspaper and a good part of the content will be ours and this is the same for any medium; magazine, digital, TV, etc. It is a very varied and fairly cross platform business.
We always had fairly robust digital businesses but I think the difference was that they were not put together into one unit, which kind of integrates well into TV and all of our properties. What Justin and Michael Bloomberg (founder of Bloomberg Media) started was the process of integrating all of our businesses. The next step was to regionalize the business to make it grow faster, to increase the audience, to invest in regional growth, we always invested heavily in television but some of the other businesses like digital were more centralized. We believe in regionalization. We believe that the content we create should have some relevance for the regional audience that we are targeting. We kind of went back and relooked at it and came out of a plan to take this to the next five years and the next decade.
How did you approach the entire process?
The first step was to completely change Bloomberg.com and to have a much more coherent strategy on the digital business to make it much more robust and enable it to compete with even smaller businesses. I always say that our biggest competitors are not the big large players any more. The digital space has created avenues of disruption which allow the small players sitting in a garage and take on large companies like us. So we have to be in a position to disrupt and innovate faster than anyone else can to stay dominant. I think the process has begun in India and you can see that. You can already see this disruption in the more mature markets with the likes of Vice, Vox, Upworthy, etc. Business Insider and BuzzFeed are becoming real challengers to well established businesses. Bloomberg’s strategy, which in some ways goes back to our roots, is to be the start-up, entrepreneurial company that we are.
Our real mission is to go back to it and this is when we went back to our digital businesses and decided to go for a complete revamp and also broaden the base of the Bloomberg brand. Our role in the consumer side of the business is to become broader than just finance. If you are from the finance world you will know Bloomberg. What we are trying to do is to broaden that from just finance to encompass even the business world. Every story has a business angle and we are that. So that’s how we want to broaden our entire audience and client base. So we attacked it with a single point of entry by merging Bloomberg.com with Bloomberg Business Week. We redesigned it, made it hip and cool and made it into a very powerful player in the magazine business, which is a tough place to be in. Business is sometimes not cool, adding that cool element is also something we are trying to do; by making it a little bit more fun. What we have done is taken the ethos of Business Week and the design philosophy and applied it to Bloomberg.com, which has been rebranded as Bloomberg Business.
Where does India figure in these plans?
Bloomberg Business is the first, real launch for us and what we are doing in Asia is to launch a regional version and, over a period of time, localize it further. For example, India is a very important market for us and I believe that in terms of the kind of content we create, we are in the best position to do this. It might not be right at the top now but we believe in making investments right now. Unlike most companies in the world we are not held back by quarterly results. We think long-term and we have the freedom to make investments that will bear fruits in a few years time.
Is this philosophy of having a broader outlook limited to the digital medium or does it extend to all facets of the organization?
It is part of our overall philosophy. Broadly, in television, in the last few years, and certainly in Asia and now globally we are moving from just being pure financial. We have been doing that for a couple of years and this has paid rich dividends in Asia. We are market leaders in the region in our category. We compete with CNN when it comes to breaking news. We are on the field like a BBC or CNN would. The big stories like the Air Asia disaster or the Hong Kong protests, we cover from a business angle but we are doing it on the field. We are, in many ways, different from any of our competitors. We are broader in our perspective. Are we broad enough? Not yet, but we are getting there. Brand positioning is rarely a physical change, it is a perception change and it takes a long time, a lot of effort internally to change and externally to get the communication out there. The transition in a lot of places, like television, is nearly there.
We just launched Bloomberg Live, our events business. Again, it is a very important part of our strategy for the region and again it will be much broader with not just financial events but events on technology, innovation, luxury, etc.
Isn’t it a bit risky to move away from your core strength of financial reporting?
We are not moving away from financial sector, we are just broadening our scope. The financial space remains our core strength and we do not want to abandon it. I don’t think there is a risk attached to broadening ourselves. In fact, I would argue that there is more risk involved in limiting yourself to one silo because each and every industry that we are covering is evolving every day. In our own lifetime, newspapers are becoming less and less important. News is still important but the way you consume it has changed. I don’t think we can be wedded to one platform or medium of distribution. Any business that intends to grow over a period of time, which is wedded to one model, is going to struggle in the next few years because every space is getting disrupted. Business models are getting changed. In some sense, that chaos is a great business opportunity to do other things as well. In the long run, we have said that we will start verticals, we have technology, a separate Bloomberg Markets. We have content, all we have to do is to make it more consumer facing over a period of time.
India as a market has traditionally lagged behind the curve. Your thoughts.
Technology follows consumption and consumption follows technology, it is a cycle and unless the cycle changes you will continue to lag behind the rest of the world. It is also important that you can monetize your digital properties. I think this is the best time to be a news entrepreneur. I don’t think India has seen the next big digital entrepreneur. We have not seen the next Prannoy Roy, Raghav Bahl or Ronnie Screwvala in the Indian digital space. There are plenty of people who might get there but have not done so yet.
Why do you think this is so?
It is because of infrastructure and consumption. Broadband is not ubiquitous in India. We (Bloomberg) create 85 million page views worth of video globally and if you look at demographics, you expect India to be among the highest but this is not the case because of the infrastructure challenges. It is because infrastructure has to catch up. Once it does, it will change the game. Content platforms will evolve. In other countries, content is being consumed quicker because we know what people want. To be honest, I do not know what kind of content India wants. No one really knows what good content in India is because not a lot of content is being consumed compared to the mature markets and the demographic advantage.
So, how does Bloomberg plan to crack the Indian market?
I will not pretend and say that we know the solution. The big problem most companies have is creating the content. Our challenge is the other way around—what is the right content for the right market. How do we bring the content in such a way that it interests you? How do we create content like video, etc. which is more in tune with what this market needs? So, I would argue that we are a step ahead; one step closer to if at all there is a solution in the next 4 years and we think there is. We believe we should have a Bloomberg Business India. It is not very far away. It is not years away. We already get a lot of volume from India. We haven’t invested in the past in areas like digital in India. We will always be a global player in a local market. That will always be our position in any market.
On the broadcast front you had a partnership with UTV. Is there scope for similar JVs on the digital front?
I won’t say yes or no. There are pros and cons to both approaches. We usually like to own the property in the digital space because anything digital is obviously global. This makes it a little more important to own it. Having said that, we are good in the English domain; that is the language that we are in at the moment. I am not saying that we have not experimented with other languages. We have a Japanese website, which we will be relaunching very soon. But some of the languages are very difficult and these might be the areas where we would look at partnerships. Regional language content is a gigantic opportunity, especially when it comes to business content in local languages. For example, take the finance industry in India. A fairly large part of this industry speaks in languages like Gujarati. So, it could be an opportunity but we are not actively scouting for partnerships right now.
What is the kind of traffic you see from India?
India would probably rank in the top 3 traffic sources for us in Asia and in the top 15-20 globally. The potential is huge.
How are you approaching the issue of monetization?
Very soon digital revenue will surpass TV revenue for everyone. We are such a cross platform player that it will probably happen sooner for us than anyone else. There are two arguments—everyone says it is difficult to make huge revenue on digital but that is not true. Take the example of Vice and so many of these new digital companies who all generating revenues. It all depends on the market and as the market matures you will see more monetization opportunities.
We have launched things like Bloomberg Spectrum for advertisers, which are new creative options for our clients. These are basically based on maximising engagement. Some of it like scroll-in motion, you might have already seen. The better the digital infrastructure of the country, the more the ad options. Digital engagement is a more personal engagement and that is the difference.
AOL recently launched its own programmatic platform. Is it a path that Bloomberg is likely to take?
I would not say yes or no because we have not gone there yet. I think we are open to anything that makes sense to get a larger audience and a larger section of the ad revenue. We want to make sure that we are client-focused and audience-focused. I will not rule out any kind of engagement. But it is too early to say whether we will be programmatic. We are doing everything with caution. We are thinking every part of it. We will evolve as the industry evolves.
But is it a direction that you are seeing publishers moving towards?
I think the Googles, LinkedIns and Facebooks are increasingly becoming competitive for media companies. All media companies use them as a distribution tool but they are also becoming competitors. Whether that formula has crystallized, I cannot say. You might see us distributing on Facebook and Twitter and at the same time they might be competing with us too. That is the biggest change—you do not know who your competitors are. Everybody is a competitor. Those days are gone when you can say that “These four are my competitors”. You have to constantly looking over your shoulder. What programmatic also does is put pressure on us as content creators. We want to be fairly paid for our content, especially since we do not work on a subscription model.
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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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