Around The World In Indie Days
(Culminating Experience)

An operational project/ business plan for an independent music TV show

	
  

Aalap Deboor
MA in Music Business & Global Entertainment

Index
1. Preface ………………………………………………………………………….. 4
2. Introduction ……………………………………………………………………… 5
3. Executive Summary ……………………………………………………………. 8
4. Industry Analysis ……………………………………………………………….10
4.1 Threat Of New Entrants……………………………………………………10
4.2 Threat Of Substitute Products…………………………………………… 11
4.3 Bargaining Power Of Suppliers …………………………………………. 11
4.4 Bargaining Power Of Customers ………………………………………. 12
4.5 Competitive Rivalry Within The Industry ………………………………. 13
5. Lifecycle Of The Industry …………………………………………………….. 14
5.1 Competition ………………………………………………………………… 15
5.2 Product ……………………………………………………………………... 15
5.3 Pricing ………………………………………………………………………. 16
5.4 Promotion…………………………………………………………………… 16
5.5 Distribution …………………………………………………………………. 17
6. Competitive Analysis …………………………………………………………. 17
6.1 Industry Delineation ………………………………………………………. 17
6.2 Competitor Analysis ………………………………………………………. 18
6.3 Industry Attractiveness ……………………………………………………. 22
6.3.1 Growth ………………………………………………………………… 22
6.3.2 Size ……………………………………………………………………. 23
6.3.3 Profitability/ Returns …………………………………………………. 23
6.3.4 Market Diversity ………………………………………………………. 23
7. Product Differentiation ………………………………………………………... 24
8. Value Proposition ……………………………………………………………... 25
8.1 Customer Jobs …………………………………………………………….. 25
8.2 Consumer Pains …………………………………………………………… 25
8.3 Consumer Gains …………………………………………………………... 26
8.4 Products ……………………………………………………………………. 26
8.5 Pain Relievers ……………………………………………………………... 26
8.6 Delivering Gains …………………………………………………………… 27
9. Business Model ……………………………………………………………….. 27
9.1 Key Partners ……………………………………………………………….. 27
9.1.1 Plausible Sponsorship Options ……………………………………... 27
9.1.2 Production House ……………………………………………………. 27
9.1.3 Studio Experts ……………………………………………………….. 27
9.2 Key Activities …………………………………………………………….... 28
9.2.1 Primary Activity ………………………………………………………. 28
9.2.2 Audience Participation ………………………………………………. 28
9.2.3 Community Engagement ……………………………………………. 28
9.2.4 Format ………………………………………………………………… 28
9.3 Value Proposition …………………………………………………………. 28
9.3.1 To The Independent Music Community …………………………… 28
9.3.2 To The Musicians ……………………………………………………. 28
9.4 Customer Relationships ………………………………………………….. 29
9.4.1 Quality Not Quantity …………………………………………………. 29
9.4.2 Two-Way Communication Process ………………………………… 29
9.5 Customer Segments ……………………………………………………… 29
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9.5.1 Main Viewer Base ………………………………………………….. 29
9.5.2 Creative Minds ……………………………………………………… 29
9.6 Key Resources …………………………………………………………… 30
9.6.1 Musicians ……………………………………………………………. 30
9.6.2 Independent Music Community …………………………………… 30
9.6.3 Studios ………………………………………………………………. 30
9.7 Channels …………………………………………………………………. 30
9.7.1 Main Outlet ………………………………………………………….. 30
9.7.2 Interactivity ………………………………………………………….. 31
9.8 Cost Structure ……………………………………………………………. 31
9.8.1 Web Presence ………………………………………………………. 31
9.8.2 Production …………………………………………………………… 31
9.8.3 Talent ………………………………………………………………… 31
9.8.4 Marketing, Publicity & PR ………………………………………….. 31
9.9 Revenue Streams …………………………………………………………32
9.9.1 Sponsors ……………………………………………………………...32
9.9.2 In-Show Mentions & Paid Segments …………………………….. 32
9.9.3 Collaborative Effort ………………………………………………… 32
9.9.4 Government Aid ……………………………………………………. 32
9.9.5 Financial Aid ………………………………………………………… 32
9.10 Miscellaneous ……………………………………………………………32
9.10.1 Musicians’ Perspective …………………………………………….32
9.10.2 Consumer Behaviour ………………………………………………33
9.10.3 Show Flow …………………………………………………………. 33
9.10.4 Personal Connect …………………………………………………..33
10. Value Chain …………………………………………………………………. 33
10.1 Primary Activities …………………………………………………………34
10.1.1 Research & Development ………………………………………… 34
10.1.2 Inbound Logistics ……………………………………………………34
10.1.3 Operation …………………………………………………………….34
10.1.4 Marketing & Sales ………………………………………………….. 35
10.1.5 Outbound Logistics …………………………………………………. 36
10.1.6 Quality Management ……………………………………………….. 37
10.2 Support Activities ………………………………………………………… 37
10.2.1 Employee Management ……………………………………………. 37
10.2.2 Legal Management …………………………………………………. 37
10.2.3 Procurement ………………………………………………………… 37
10.2.4 Technology Development ………………………………………….. 38
10.2.5 Firm Infrastructure ………………………………………………….. 39
11. Market Analysis ……………………………………………………………… 39
11.1 Target Consumer Segment ………………………………………………42
11.2 Brand Segment ……………………………………………………………42
12. Market Survey …………………………………………………………………43
12.1 Focus Group ……………………………………………………………… 44
13. Marketing Plan ………………………………………………………………. 46
14. Revenues & Finances ………………………………………………………. 47
15. Survey Result Analysis ……………………………………………………… 51
16. Bibliography ………………………………………………………………….. 61

	
  

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Preface
This culminating experience outlines my proposal for a music show
conceptualised for Indian television and the Indian independent music market.
This paper includes a business plan, market research data, industry and
competitor analyses and a marketing plan, all of which support the show’s
business model.

The purpose of this paper is to methodically put down an idea for a music
show that has been playing on my mind for a while now. When I learned last
June that all Music Business Masters students at Berklee Valencia were
required to work on a culminating experience, I finally found a great chance to
gather my thoughts around the project and put them down in an organised
fashion. This is also the culmination of those thoughts.

A significant portion of the market analysis in this report was conducted in
collaboration with my classmates Alejandra Menendez, Bret Ewen, Chris
Uribe and Rozelle McBarnette at Berklee Valencia as part of another project
we did together. Parts of the material gathered from that research undertaking
have been, with their due consent, utilised in this business plan. I thank them
for all the support they’ve offered me.

And finally, I’d like to thank my professor and CE advisor, Dr Emilien Moyon,
for his consistent support; Carl and Kareem, my good friends, for agreeing to
feature in the pilot; and my parents without whom I’d be little more than a
twinkle in an unknown eye.

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Introduction
Indie (n) – independent/ of Indian origin

Music on television started out in the early 1920s primarily as a marketing tool
intended to boost the sales of recorded music. One of the first artists to have
a visual aid accompanying her single was the erstwhile US blues superstar
Bessie Smith. Her video, ‘St Louis Blues’, was a simple two-reel recording of
her performance of the song, which ran in theatres three straight years from
1929 through 1932.

Television sets soon started to gain popularity among households around the
world, and a majority of the popular musicians of the era began to perceive
music videos as a great alternative to live performances. The Beatles, in
1964, through their mock documentary ‘A Hard Day’s Night’ experimented
with attributing visuals to their music, and the very next year, American singersongwriter Bob Dylan released his first music video ‘Subterranean Homesick
Blues’, which played in the prelude to his 1965 Don’t Look Back tour of
England.

Countless blues, country and rock bands of the era – including Queen, David
Bowie and many others – followed in their footsteps, taking full advantage of
the visual medium to express their art in a new, more creative way. Music
shows on television played these videos on heavy rotation during fixed slots in
the day, offering an alternative marketing means parallel to the radio. In 1981
came the US-based music channel MTV, which played music 24 hours a day.

	
  

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Musicians now had an additional aesthetic element to their songs, which
helped turn them into overnight superstars (Madonna, Duran Duran); directors
sprung up whose expertise lay solely in music video production; and by the
first half of the 1990s the music video business had erupted into a full-fledged
market operating under the umbrella of the music industry. Big US acts of the
late 1980s and early 1990s – including Nirvana, Pearl Jam, Metallica and Def
Leppard – took full advantage of this new trend.

Surprisingly, this period bears witness to a period in Indian music that, too,
saw the emergence and rise of independent artistes – groups of musicians in
pockets all over the country striving to free the nation from the kitschy throngs
of Bollywood. Taking inspiration from a vast multitude of Western and Indian
composers, these musicians formed bands, sang in English and other native
Indian languages, and played open-air venues and small pubs to crowds of as
less as 100 who bought tickets at throwaway prices.

Over time, this group of passionate musicians and gig goers – now known as
‘scenesters’ – came to define an entire generation of highly discerning,
enthusiastic, DIY-spirited youth that would do everything in its grasp to
support and nurture a music scene they could identify with on a deeply
personal level. From Calcutta-based band High to Shillong rockers Great
Society, and Bombay hard rock group Indus Creed to the New Delhi folkfusion maestros Indian Ocean, the Indian diaspora of independent artistes is
testament to a slow albeit steadily growing market that – even though not

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nearly as big – has found a spot right along the mainstream music market
dominated by Bollywood.

Today, major cities in India including New Delhi, Mumbai, Bangalore, Shillong
and Chennai are home to over 5,000 bands and DJs who dabble in a wide
variety of genres ranging all the way from hip-hop and rap to rock, metal and
a majority of the music styles that EDM encompasses. Music programming
has become innovative and embraces a variety of platforms, and music
content telecast on major youth TV channels across the country including
Channel V, 9xM, and MTV India – with shows such as Launchpad, Rock On,
and MTV Roots – are proof that the market is growing and viewership is
steadily on a rise.

Since the early 2000s, music festivals such as Sunburn, Storm, Escape,
MAD, Ragasthan, and India’s biggest multi-genre music event Bacardi NH7,
solidify brands’ belief that this market is here to stay and will only grow bigger.
Small to medium sized gigs in tier 1 cities spread gradually to tier 2 cities, and
eventually settled into music-themed restaurant chains including the popular
Blue Frog, Hard Rock Café and Kino 108 many among others. Today, weekly
independent music events are a common occurrence at big and small venues
alike, encouraging more and more artistes to venture beyond their bedroom
projects and start playing to a live audience. Metal bands have been finding
spots at such international festivals as Wacken (Eccentric Pendulum), rock
artistes represent the scene at festivals like Glastonbury (Pentagram), and top
DJs (Armin van Buuren, Tiesto, David Guetta, and Avicii among many others)

	
  

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have played multiple gigs across the country. As a result, more music than
ever is being put out and heard, and a host of television and Web media
houses are jumping on the bandwagon to create content around the scene.

But perhaps one of the biggest signs that suggests independent music is now
no longer just a ‘scene’ but a blooming industry of its own is the 2014 launch
of MTV India’s new independent music channel Pepsi MTV Indies. I have had
the good fortune of working on the launch of the channel in its years of
inception, and have interviewed many independent and Bollywood artists
during the research stage, a majority of whom were of the unanimous opinion
that the vast scope for content and the sheer volume of emerging artists merit
a voice, a medium of their own.

Today, both Vh1 and 9xO (owned by the 9x media group) feature segments
on Indian independent music besides catering to international music, but in
perhaps what may be termed as an unprecedented occurrence, India now has
a 24-hour full HD music channel with original programming that caters
exclusively to independent music. The media already exists. It’s now time for
content to catch up.

Executive Summary
I plan to pitch to MTV Indies a show entitled Around The World In Indie Days
(abbr. ATWIID) that features emerging Indian indie artistes in collaboration
with emerging talent from cities abroad with burgeoning independent music
scenes. In essence, this show will pick some of the finest young Indian talent

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from across genres, take them to a city in another country, introduce them to
independent artistes there and feature a collaboration between them.
The show will showcase independent musicians and give their fans an indepth view of their lives, and aim to highlight the work that goes into being an
independent artiste in today’s times. Original music composed by featured
artistes, too, will be shown in each 20 to 30-minute episode, and a common
narrative thread of experiencing the city and music vicariously through the
artiste will be essential to the format.

Episodes will be telecast on television, and promos, lead-up previews and all
peripheral content will be uploaded to the Web as part of the launch campaign
for every season. After telecast, episodes, too, will be uploaded to the Web.
Viewers will have access to all this content at no cost. Except in the case of
Web downloads of episode songs, which will be priced minimally.

Our key target demographic comprises a broad cross section of people
ranging from hip adolescents and young adults to middle-aged professionals
in the age group of 16-35 (male and female). This consumer base lives in tier1 and 2 cities around the world, is well versed in musical trends, patronises
live music events at their local watering holes, supports their independent
scene, doesn’t always go by what seems popular, knows its genres, artists,
labels, and has a keen sense of differentiation between good music and bad.
Moreover, their fandom extends to the real life of the artistes they appreciate.
Reaching out to this discerning audience group are show sponsors that
associate with independent music as part of their core brand philosophies.

	
  

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Potential sponsors will have a global presence, definite youth connect and
music embedded deep into their core philosophies. ATWIID, if picked up by
the channel, will be India’s first major independent music show shot overseas,
telecast on one of the biggest television networks in the world. Its major
differentiating factor is its attempt to internationalise Indian talent while also
further opening up the Indian live music market to unsigned talent from
outside the country. Furthermore, it gives a cultural overview and an industry
analysis of independent music markets from cities all around the world and
can serve as a great tool for industry dissection.

Industry analysis
The Porter’s Five Forces analysis framework provides a general sketch of the
Indian independent music content industry as it stands now. A study to this
end will help determine the long-run profitability of the industry, the factors
that help shape it, the feasibility of content innovation within it, and its
competitive intensity and attractiveness in terms of new companies wishing to
set up base in it.

Threat of New Entrants – 2
With the heavy proliferation of content and the sheer spike in the number of
independent musicians and live events throughout the country, the
possibilities and avenues of content creation have only increased. This is
furthered by the cheap availability and easy accessibility of content creation
technology in the market including digital audio workstations, cameras,
software and hardware equipment such as audio interfaces, etc, which come

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as a welcome relief to the high sunk costs and capital requirements earlier
associated with video content creation. Loyalty to existing brands, if any, is
very limited, innovations aren’t patentable, and economies of scale are
practically non-existent, therefore making the threat of new competitors very
real.

Threat of substitute products – 6
While audio-visual content, in and of itself, cannot be substituted for the sheer
aesthetic value they provide – thus, in a sense making our product a unique
offering – there are many Web and TV-based video properties that showcase
independent music and artistes that could plausibly stand to eat into our
viewership. One particular show that comes quite close in its offering to
ATWIID is Dewarists, which features collaborations between independent
artists travelling around India. However, the show was recently syndicated to
a channel belonging to Viacom 18 (MTV India) from a rival network, and
excludes the audience content curation angle introduced by ATWIID. While
the cost of switching over to a potential substitute is very little, content quality
plays a huge part in determining the jump rate. Additionally, if an artiste who
features on our show is also part of another show through which he gains a
huge fan following, that could only increase our viewership later on.

Bargaining power of suppliers – 7
Our suppliers are the artistes we feature who provide us with their time to
create the content that we share with our consumers. Since the industry is
currently on a boom, the number of artistes is certainly very large. While

	
  

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songs are unique entities that, even if composed by artistes who traditionally
belong to the same genre, are always exclusive in more ways than one, we
face a very low cost of switching over to a substitute. To add to this, there’s a
very high competition among emerging artistes, making their bargaining
power very low. Just the sheer volume of emerging talent is so big that a
majority of independent musicians are known to make television appearances
and even perform gigs for no cost at all. Thus, promoters and other large
corporates usually are faced with a huge list of alternatives to pick from
among performers in any genre.

Bargaining power of customers – 3
With the vast amount of independent music content floating throughout the
market, it’s extremely hard to keep track of all the artistes that are part of the
industry. From a consumer standpoint, the amount of diversity in independent
music content proffers a wide variety of buyers – some with large spending
capacities and some with relatively lesser – with a wide number of options.
A major part of the market is mostly still saturated with a younger
demographic with limited disposable incomes, and so it would be crucial to
provide them with content at low costs that they perceive as high value. Price
sensitivity in the market is very high, and within this small subsection of the
overall Indian music market the audience dictates what content works and
what doesn’t, and has alternatives to switch to if they don’t like what they see.

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Competitive rivalry within the industry – 2
With web series started off by independent magazines (The Music Project by
Tehelka), production houses (Metal Bharat by OML), independent musicians
themselves (Headbangers’ Kitchen by Sahil Makhija aka the Demonstealer),
and, of course, original programming by television channels, the options are
far too many. The industry is growing at a rapid pace with the rise in the
number of music festivals across the country, and festival coverage is gaining
prominence. The absence of a regulatory body to control competition poses a
formidable threat to programmed content. Thus, the competition is fierce.

	
  

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Lifecycle Of The Industry

The Indian independent music market has recently surpassed the growth
phase and is steadily gaining ground in the maturity phase. Top content
producers and media companies are vying for a majority share in the total
viewership pie, and independent players are establishing base as well, taking
away market share from the big guns. Video streaming as a medium has
nearly reached full exposure due to an increase in consumer interest caused
by the spread of independent music itself. Indian indie music streaming
services such as RadioVeRVe, and music sales portals including
Tempostand, OK Listen!, and ArtistAloud – backed by one of India’s biggest
content aggregators Hungama – allow for artists who had once only
dominated local markets to sell their music internationally and syndicate it to
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film and advertising. Through social media, consumers have begun to reach
artistes and initiate interactions with them, causing a shift in music
preferences. Recently Control ALT Delete, a Mumbai based promotion
agency exclusively for metal music, launched a campaign titled “Our
Sponsors”, and instead of featuring the names of brands on event posters it
featured the names of all the people who had contributed in their own small
ways to make their events happen. Such paradigm shifts in the industry make
it essential to closely analyse some of its lifecycle aspects:

Competition
Audience focus is beginning to shift on brand loyalty; a perfunctory glance at
social media figures reveal that Coke Studio @ MTV has over 2 million
subscribers, MTV Unplugged has over 1 million subscribers and the Nh7
Weekender music festival has almost 300,000 subscribers. In this phase,
competition has already begun to look at securing a stronger foothold in the
industry by differentiating its content through a careful selection of artistes,
genres, live events and peripheral activities. Innovations have to be made at
this stage as anything mundane will be undercut by competing brands and
properties.

Product
While there is definitely variation in the products related to our market, the
level is still minimal and far off from its full potential. A large amount of content
still revolves around live and studio sessions, interviews, festivals, gigs, and
behind the scenes activities. With ATWIID the audience gets involved right at

	
  

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the creative stage of the entire process, making them so much more than just
consumers of content. Moreover, while incorporating all the above-mentioned
aspects the show plans to integrate social media, brands and exclusive
merchandise into the mix and bring to the table a far more interesting product.

Pricing
With newer revenue models such as Pay What You Want and crowdsourcing
taking the lead – funds for the newest season of heavy metal cooking show
Headbanger’s Kitchen were crowdsourced entirely through India’s premiere
crowdsourcing portal Wishberry – there is a general sentiment in the market
that the audience is not averse to paying for content that offers high value.
That said, paid channels on Direct To Home and satellite are offered by a host
of providers including Tata Sky, Videocon, Airtel and Dish TV, and MTV Indies
is being offered at a nominal price of Rs 9 per month. At this price the network
has already clocked a reach of 17 million homes within two months of launch,
proving that it is tantamount to make good content available at competitive
pricing strategies.

Promotion
Driven and championed by the DIY cause, promotion within the industry is
centred around social media. A huge portion of the target market spends most
of its time discovering new artistes and genres on the Internet, and keeps
track of festival and live event schedules on independent music portals. Most
interpersonal communication happens either through word of mouth or closed
chat groups, and has proven to be a really effective marketing tool

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considering the steady rise in the number of people working to build the
industry. Companies, too, are now stressing their competitive differences, and
try to differentiate their products by dabbling in different genres, offering great
peripheral content, or roping in strong brands and media partners.

Distribution
Assimilation and distribution of content is concentrated mostly within media
streaming Websites and TV networks. With specific regard to distribution
channels the industry is quite at the peak of the maturity phase, seeing as
how audio-visual content is already being transmitted across so many
platforms such as mobile devices (MTV Indies launched with a mobile app
that aids in the easy discovery of independent Indian music talent), Internetconnected televisions (IPTV), and video game consoles, with low barriers to
distribution networks.

Competitive Analysis
Industry delineation
A niche industry within the broader ‘audio-visual content for television’
industry could be delineated as one that produces audio-visual content for TV,
provides independent music brand integrations to sponsors, and peripheral
content for online streaming. This content delves into the process of artiste
discovery, travel & lifestyle, music production, composition and distribution,
artiste promotion, publishing, and social media. The creation and growth of a
new, vibrant subsect within an existing industry is the result of a generation
that has successfully brought together various platforms of engagement and

	
  

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melded them with the forms of entertainment they prefer the most. This
industry has only begun to explore its full potential since the past five years,
and although audio-visual and entertainment content channels are ever
evolving, their success is based on the diversity of the distribution networks as
well as the experience given to the consumers.

Industry growth since 2008

Competitor Analysis
Popular music channels in India include Vh1, MTV, ETC Music, B4U Music,
Zee Music, 9x0 and 9xM, apart from a variety of regional channels that cater
to specific states only. Channels that cater to mainstream music generally
telecast Bollywood songs through the day, and account for a large portion of

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the total music viewership and advertising revenues. While Vh1 and 9xO
focus on international music and a majority of MTV’s music blocks have
recently shifted focus to Bollywood music, all these channels have
independent music segments, which, compounded by original programming,
are plausible competitors. Stiff competition against Channel V was obliterated
in July, 2012 when the channel changed its USP and began focusing its
content on the youth entertainment genre.

Table highlighting market shares of all players

MTV India – Bollywood music, independent music, shows, youth reality TV
Market share: 14%

	
  

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Sony Mix – Bollywood music, regional TV & songs
Market share: 14%

9X – International, Bollywood and independent music, shows
Market share: 12%

UTV Stars – Bollywood news, movies, music blocks
Market share: 11%

Zoom – Youth centric entertainment content, fiction & reality shows
Market share: 9%

Mastiii – Bollywood and regional music videos
Market share: 7%

MTunes HD – Bollywood and regional music videos, hosted shows, indipop
Market share: 6%

B4U Music – Bollywood, indipop, bhangra, interviews, chart rundowns
Market share: 6%

Music Xpress – Original & syndicated shows, reality TV, fiction, music blocks
Market share: 1%

Herfindahl Hirschman Index = 860

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With an HHI of 860, the industry is definitely very competitive. However,
channels like Vh1 India aren’t in direct competition with MTV India considering
they belong to the same network. By the same analogy, although it is way too
early to calculate the exact market share of Pepsi MTV Indies, the dominant
position of MTV India in the Indian music market asserts the fact that the
channel is expected to get off to a good launch and register high television
rating points from the get go. Additionally, both MTV India and its flagship
reality show MTV Roadies presently feature among the top 30 Indian brands
on social media, so more leverage is gained through strong Web presence. In
addition to television channels, a battery of shows created for the Web could
also be considered competition in terms of the artistes they feature and their
close resemblance to specific features of the show’s format.

P-Man Music Files – Rohit Pereira, bassist for metal band Exhumation and
vocalist for dubstep act ViceVersa, travels to gigs and festivals around the
country interviewing independent musicians, digging deep into the pulse of
the scene and discovering all the little quirks that make it, fused with his
distinct offbeat brand of humour.

Headbangers Kitchen – Perhaps one of the most popular metal musicians in
the country – with over 12 years of touring and recording experience behind
him – Sahil Makhija aka The Demonstealer of black/ death metal act Demonic
Resurrection produces and hosts this cooking/ interview show. The first half of
every 20-minute episode features a live preparation of one of Makhija’s
unique recipes, and the second half features an interview with an international

	
  

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or Indian metal act.

The Music Project by Tehelka – Through this web series, one of India’s
biggest investigative journals, Tehelka, gives independent artistes a means to
introduce themselves to their audience. The idea is simple – each artiste jams
on their instrument while talking about themselves, their music, inspirations
and musical background.

Society presents Chaiwala Sessions – ‘Chai’ is the Hindi word for tea, and
Society Tea is arguably one of the oldest and most well known tea brands in
the country. Almost entirely sponsor-backed, the Chaiwala Sessions
showcase independent acts playing stripped-down versions of some of their
songs at roadside tea stalls all across the country. Very recently the show tied
up with India’s biggest independent music promoter and artiste management
agency Only Much Louder to feature some of the most popular Indian indie
acts including Swarathma, Nischay Parekh, Spud In The Box, The Bicycle
Days and The Supersonics.

Industry Attractiveness
Judging by standard criteria, it is possible to get a balanced view of the level
of attractiveness of the industry:

Growth: Demographic trends suggest that more and more youth between the
ages of 15 and 25 are beginning to take up music as either a fulltime
profession or hobby. To this end, a lot of these very people consume video

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content related to independent music, to get a hang of the different genres
dominating the scene and discover other musicians and media outlets. Social
and technological trends reveal that with an increase in the sales of media
outlets like television, internet connections, and mobile phones, the
consumption of independent content has become easier and will only
increase in the years to come.

Size: Since this industry is of low capital intensity (i.e. not much capital is
required to enter), the critical mass required to promote diversity of
competition is very much within reach. With independent music markets the
main appeal, initially, is highly localised, and presently it is of the right size to
allow for a diversity of competition.

Profitability/ Returns: In many cases the Returns on Funds Employed
(ROFE) in the independent music sector have been far lower than the
average cost of funds (COF). However, with the backing of one of the most
popular youth networks in the country and agency-funded programming this
should change.

Market Diversity: For a large part the industry targets a highly niche market
segment, especially considering Bollywood music still dominates more than
40 per cent of the music sales in India. However, more and more people even
older than MTV’s target audience of 18-25 have been part of the scene since
its inception, and are continuing to contribute to it and consume content.

	
  

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The industry for independent music content is, in a way, super fragmented
with promoters, managers and even artistes themselves turning into content
producers and uploading videos and other content to blogs, YouTube
channels, etc and monetising by way of effective cross-channel marketing
strategies and Web monetisation techniques. That said, any new content
entity that adopts a unique marketing mix to their offering stands to attract the
attention of artistes who are always looking for new ways to promote
themselves and their music.

Product Differentiation
The primary goal achieved through the show is the production and distribution
of quality audio-visual content for telecast on TV and the Internet. A set of
fringe activities surrounding the show will put artistes and fans on a level
playing platform by letting consumers curate content the way they want to see
it, utilising fan resources to build artistes’ careers, and monetise off record
sales and distribution.

The industry as it seems right now is extremely competitive and a new player
might find it unattractive to enter, but both entertainment and technology
mediums are continually evolving and with it the consumption pattern of
users. ATWIID will act as an Indian and international artiste discovery platform
that also presents unique musical collaborations between two very different
indie scenes. Audience will have a large say in the content creation process,
and even the smallest artistes will be remunerated for their work.

24	
   	
  

Music released through the show will be put out in the market through the
show’s website, social media platforms and, at the end of the season,
compilation albums. This music will be made available for purchase, and
royalties will be split with all featured artistes. A plausible extension of the
concept could be a music festival featuring a select few artistes from the show
in collaboration with Indian artistes.

The show’s key differentiating factor is the international environment it puts
the Indian independent music scene into.

Value Proposition
In terms of the consumers’ standpoint, the following factors have been taken
into consideration to see if the product is a good market fit:

Customer Jobs
Our average consumer intends to keep himself updated with the goings-on of
the Indian and international independent music scene. Not only does the
average viewer want statistical information about his favourite artistes’ gigs,
album releases, singles, and collaborations, he also wants to delve into the
artistes’ lives, get to know them up close and personal and have a say in the
way they view this all this content.

Consumer Pains
One of the biggest hurdles our consumers face is the unavailability of an
information source where they get to curate the material that is put out.

	
  

25	
  

Additionally, fans of the independent music market want to see their favourite
Indian indie artistes make an impression on the global music market by
featuring alongside indie artistes from major cities around the world.

Consumer Gains
Viewers are hoping for a one-point portal for video content. The deal inked by
Pepsi and MTV India has in the offing a monthly talent hunt activity that seeks
to discover indie musicians from within the country, get them gigs, and thus
keep the industry abuzz with activity. Consumers are hoping for more music,
diversification into different genres, and finally, an international connect.

Products
MTV Indies’ launch programming brief states:
A plan to telecast “80 per cent music videos and 20 per cent independent
content including films, street art, custom-bike design and stand-up
comedy. The channel is language neutral and offers content in a host of
Indian languages, besides Hindi and English. The repertoire of shows
includes Open Files (which showcases the journey of artistes), Unusual
Suspects (which features bike designers), Busking (where artistes will
perform unannounced at street locations around the country, and Indipedia
(which describes the independent music scene in graphic terms).
ATWIID fits perfectly within the programming roster, and will effectively blend
In with the other content to reach out to a highly focused target market.

Pain Relievers
By tapping into the tastes of the artists as well as the tastes of the fans, the
show will be following the true “pulse” of the independent music scene in India
and abroad. This means new independent music content for fans and a foray
into international independent music scenes.

26	
   	
  

Delivering Gains
Through a well-rounded programming approach the channel hopes to deliver
functional, social and emotional gains to consumers and artistes by nurturing
talent, fostering it, pushing it beyond the country’s territories and having the
world take notice.

Business Model
Key partners
Plausible sponsorship options: Since the show will primarily cater to the
independent music market comprising youth between the ages of 18 and 35,
our main sponsorship revenue could potentially come from major brands
dealing in goods that is popular among this target group, including
refreshment/ energy drinks, sportswear, fashion & clothing, music hardware,
cellular network, etc. The only key requisites are a global presence and a
strong youth connect.

Production house: A film and TV production house whose expertise lies in
filming music content (preferably comprising musicians themselves) with
strong logistical backing.

Studio experts: A dedicated group of in-studio experts, preferably
handpicked from our viewer base, that assists us with collaborations and
sound engineering.

	
  

27	
  

Key activities
Primary activity: A TV/ Web indie music show that takes Indian independent
artistes to major cities around the world documenting their lives and getting
them to collaborate with local musicians there.

Audience participation: Every episode is uniquely suited to the artistes
featured in that we hold audience engagement in high regard and take
suggestions from them to formulate all creative aspects.

Community engagement: Our main online outlet - the Website - will also
double up for an interaction platform where fans interact with each other and
create a canvas of ideas for different artistes to pitch to show producers.

Format: No host. The show is in piece-to-camera format where the artiste
talks directly at the camera leading the viewer through his journey.

Value Proposition
To the independent music community: We let our viewers into the lives of
the independent artistes they so admire. Here's a show where you get to
really know the person behind all that music you really like, the way you want
to know them. You get to see the city they live in through their eyes, and
finally, watch them at work in collaboration with another artiste from your
country of origin. One of the main draws – the audience designs aspects of
the show.

28	
   	
  

To the musicians: Each musician gets a 10-minute solo feature in an
episode, where he gets to reach out to his fan base, let them into his creative
process and show them how music weaves into his personal life. The show
provides a welcome break from traditional social media outreach methods and
encourages the artist to be part of a collaborative feature helmed by who else
but his fans.

Customer relationships
Quality not quantity: Our viewers are just as important to the show itself as
the featured artistes. We're going to work on building a tight-knit group of
viewers that regularly contribute suggestions, artiste recommendations and
help out in whichever way possible. The idea is not to have a huge viewer
base - it is to have a thoroughly dedicated one.

Two-way communication process: Our viewers are going to communicate
with each other and us on the Web, and suggestions for episode flow are
paramount considering its primarily the indie music community that's going to
keep the show running. The running credits at the end of every episode will
feature the names of contributing members.

Customer segments:
Main viewer base: We're targeting youths between the ages of 18 and 35,
the main demographic of the indie music community, from big cities in all
countries with access to the Web, a high interest in discovering new music on
the Internet and the financial capacity and willingness to spend on music and

	
  

29	
  

music related products. This varied group regularly goes to concerts, is up-todate with the goings on of the independent scene and has a very refined taste
in music.

Creative minds: The show will hold in high regard all creative suggestions
from this motley bunch of viewers, and, in fact, incorporate them in every way
possible to offer a unique viewing experience designed by the fans.

Key resources:
Musicians: Technology that is both inexpensive and easily available has
given rise to a continually emerging community of independent musicians
around the globe - across genres. Our aim is to tap into this community, and
extol its creative genius.

Independent music community: We pick our cities and musicians through
an online poll that requires our viewers to make suggestions and vote for
featured artistes. Our viewers don't just sit back and watch the episodes;
they're an integral part of them.

Studios: In every city we travel to we're going to tie up with a local studio
(preferably where one of the artistes does all their work) and shoot there.

Channels
Main outlet: This is primarily a television show with an extensive peripheral
presence extending to the Web and mobile. The aim to sign to MTV Indies,

30	
   	
  

which has a strong youth connect, an independent, DIY thought process, and
music in its core brand philosophy.

Interactivity: The Web will be used to implement innovative audience
engagement strategies and extend the reach of our community. Through our
website and mobile app we will take content suggestions for each episode
and initiate personal interactions between an artiste and his fan, and make it
part of the final episode ready for telecast on TV and YouTube.

Cost Structure:
Web presence: Most of our web outlets can be set up for free - including our
Facebook, Twitter, and Tumblr accounts. However, a significant amount of
money will be spent on the initial creation and subsequent maintenance of our
Website where most of our audience interaction will take place.

Production: A large chunk of the sponsorship money will be spent in
production, crew management, transportation, stay, food and salaries for the
artistes.

Talent: Every featured artiste will be paid.

Marketing, publicity & PR: The show will primarily rely on its viewers to
spread the word after initial spends have been made on traditional media
outlets including TV, Web, print and outdoors. These costs will appear on the
P&L statement of MTV Indies, which it will bear using sponsorship money.

	
  

31	
  

Revenue streams
Sponsors: Our primary revenue stream is sponsorship. Moreover, featured
artistes get paid for their effort and time.

In-show mentions and paid segments: Music brands looking for innovative
marketing opportunities can get in-show aston band, strap and ticker
mentions, and logo displays. Moreover, any music equipment brands (guitars,
speakers, amps, mixers, mics, etc) willing to lend gear for the shoots will merit
in frame integrations.

Collaborative effort: The song created by the artistes at the end of each
episode will be uploaded to our Website and other publishing platforms for
download, revenues from which will be routed back to the artistes.

Government aid: Lots of countries offer government financial support for
portrayal of their cities as places of cultural tourism.

Financial aid: Lots of governments offer financial support to initiatives that
may increase cultural tourism in their countries.

Miscellaneous
Musicians' perspective: It's a great time to be an independent musician.
There's a vast array of social networks that not only helps you put your music
out there but also gives you a great sense of who your fan base comprises.
That said, there's also an overwhelming number of artistes today, and you

32	
   	
  

need to be innovative with your marketing strategies. Through the show you
have a great opportunity to show a side of yourself that traditional forms of
social media wouldn't otherwise highlight.

Consumer behaviour: The independent music community is a fast evolving
one and is extremely supportive of the musicians they like. They purchase
music, attend concerts, invest in merchandise and go to any length to ensure
their favourite acts have the resources to keep making music.

Show flow: Position this as a show by artistes for fans. Starting with the
musicians to the questions to the collaboration, everything is decided by the
audience. The show flow a 5-6 step online process put up on our website,
which will invite suggestions from our audience, and the best ideas for each
episode will be made part of the show.

Personal connect: The idea to is make the show design as personal as
possible. To this end, if a viewer were to suggest bringing an artiste over to
his studio/ home for a jam session or recording, that will be arranged for.

Value Chain
The value chain of activities needing to be performed relate to the show in this
circumstance, and not necessarily to the network that the show will be pitched
to. However, one of the primary aims of the network will be to develop a bond
between artistes and the audience through video content centred around
independent art. Taking this into consideration, the value chain is innately

	
  

33	
  

centred on catering to every prerequisite for the production of video content
and its worldwide distribution. The following is the description of the Primary
and Support activities involved in the process of content creation:

Primary activities
Research and development: MTV Indies, as a channel that closely observes
popular culture and publishes its observations and opinions in the form of
videos and text in the public domain across a variety of platforms, will have to
stay constantly apprised on developments in the global and Indian
independent music scenes and possess a keen sense of popular genres,
artists and trends. Based on these observations the producers then decide
the tone, approach and quality of the show’s content.

Inbound logistics:
a) Pre-production: An in-house team of producers will manage all the activities
related to the production and post-production stages of the show. This
includes camera, lighting, transport, stage, designs, crew, etc.

b) Team of curators: Ideas acquired from the audience in the initial stages of
development will be refined by the production team and the next stages of
creative development will be carried out.

Operation:
a) Production: The actual creation of the content will include various onground aspects such as managing a crew (floating and in-house), all talent

34	
   	
  

associated with the show, supervisors, creative directions, producers,
production executives, the audit team, etc.

b) Post-production: Mainly focuses on the packaging, editing and designing of
the videos and all related content to be put out. The in-house crew of the
production house that the show is outsourced to will handle edits, peripheral
content rollouts for digital, sound design, levelling, etc.

Marketing and sales:
a) Sponsorship: As an anchor sponsor-backed channel (Pepsi), and 3-4 other
major sponsors putting money behind its flagship programs, MTV Indies – as
also publically declared in their launch – have the financial backing for three
months’ worth of original content. Brands that are of specific relation to the
show include beverage/ food/ music equipment companies that identify with
the independent sentiment (or wish to venture into that territory), have a
strong youth appeal and a multi-country presence.

b) Syndication and partnerships: Quite a lot of MTV India’s current catalogue
of shows is syndicated to other parts of the Middle East and South East Asia
for syndication. Moreover, the channel plans to enter the Sri Lankan and
Bangladeshi independent music industries, too. If the markets there suggest
any kind of interest in this content, syndication is a bright option.

c) Brand integration: Besides anchor brands, the channel will also accept
regular advertising. In return, as has been done for other shows on MTV

	
  

35	
  

India, the programming team will devise in-show brand integrations and
product placements to generate revenue.

d) Online social media marketing: The marketing and digital teams will work in
tandem with featured artistes and encourage them to make mentions of the
show on their social media outlets. These teams will also engage closely with
the audience through the channel’s Website and social media to gauge
traction and invite suggestions for content.

e) Outdoor/ print marketing: Time-bound/ focused specifically on certain
regions

g) Cross-channel promotion: The Viacom 18 network is a multi-channel
network operating across market segments. Channels such as Vh1, MTV
India and Comedy Central routinely advertise each others’ properties on TV
and social media, and news channels such as CNN-IBN are perfect to reach a
wider cross-section of the audience. On social media, MTV has a collective
presence of over 10 million subscribers, which could be utilised as a great PR
tool.

Outbound logistics:
a) Release: Beta tape delivery from the production house to the channel’s
MCR (Multi-channel Control Room) will be handled by a runner from the
production house. Uploads of all our content on the Web (on our platform and
various others) will be managed by the programming and digital teams.

36	
   	
  

b) Distribution: The show will be made available to consumers across regions
through strategic partnerships with other TV and Web streams and portals.

Quality management: Close working relationships between the research &
development and programming teams will ensure that this function delivers
relevant, edgy, engaging video content that far outdoes the ocean of audiovisual music-related content out there in the market.

Support activities
Employee Management: The hiring of a production house and the creative
director, chief cameraman and his assistants, lighting and sound crew, etc will
be undertaken by the channel programming team. All day-to-day functions will
be managed by this outsourced crew, who in turn report back to the channel
programming team and the in-house show producers.

Legal Management: A subsect of the channel programming team is the
research and legal team, which handles contracts for all featured artistes,
liaises with the production houses and metes out payments. This team will
also work closely with artistes’ management teams in securing permissions
for their music featured on the show and to periodically send them the
royalties generated through the release of the collaboration.

Procurement: Obtaining permissions and licenses to shoot wherever
required will be one of the main necessities of the production process.

	
  

37	
  

a) Location: The in-house team of producers will brainstorm with the creative
director and producer to figure out locations for every season. A producer
might be sent to the city in advance of the shoot to perform a reconnaissance
and decide which locations work best for video shooting.

b) Equipment & logistics/ technical riders: All equipment will be provided by
the production house to whom the show is outsourced. The company need
only have basic camera gear, sound and light equipment and travel shoot
accessories as dictated by the rider.

Technology development
a) Tools for streaming: The in-house digital team will work on a watertight
online structure to push out the show and all its peripheral content across
social media, ensure seamless online streaming of all the videos, keep
interactions with fans to the maximum, and liaise with the app development
and maintenance company as needed.

b) Website/ portal management: A special online editorial team has been put
in place for MTV Indies, which manages all the content on their Website. This
team will work with the digital team to manage the show’s Web presence
and update textual content on all its platforms.

c) Crowdsourcing: One of the show’s most attractive features is its openness
to audience suggestions in terms of the artistes featured and the context and
content of every episode. An open platform will be provided online for our

38	
   	
  

viewers to write in with ideas, suggestions and artiste recommendations. This
will be officiated through efficient crowdsourcing technologies – built on the
show’s website – through which consumers can talk to each other and the
show’s curators, and ensure only the best content finds its way to the final
product.

Firm infrastructure: The informal, relaxed company culture and easy
interdepartmental communication and strategising initiatives make it possible
for people from all teams to pitch in with ideas and suggestions at every stage
of the production.

Market Analysis
Even outside of independent music, India’s media consumption patterns
across a variety of platforms seem to forecast a time not so far off into the
future of young professionals across the length and breadth of the country
immersed in the latest technology, consuming, sharing and critiquing cuttingedge content. Some statistics presented by research group IdeateLabs
suggest that as of 2014, India – a country of 1.2 billion people – has 900
million mobile phone subscribers, 130 million smartphone users and over 200
million Internet users. In essence, one-tenth of the country uses cellular
networks, one-thirteenth has presence on at least one social network, and
one-sixth uses the Internet. This era of new age, youth consumers from tier-1
and tier-2 cities can collectively be referred to as the “screenagers”, who use
the Web to search for content, form impressions about brands based on this
content, and actively look to seek and share their experiences with peers. In

	
  

39	
  

five years, India’s largely untapped rural market will grow twice as big as its
urban market, with its population skewing significantly under the age of 35
(our target market) than other BRICS countries (Brazil, Russia, India, China,
South Africa).

In terms of consumer segmentation, the most relevant map in this case has
two distinct criteria: audience’s social engagement and love for independent
music content.

Screenage Scenesters – This segment is a big part of the independent music
scene in that it closely follows indie artistes, attends gigs, buys merchandise
and music, has interactions with musicians, other fans and gig organisers on
social media, and engages in conversation, opinion-posting and general
banter on social media. This is the ideal audience for ATWIID as this segment

40	
   	
  

is the most discerning lot, aren’t hesitant to speak up about their likes and
dislikes, and are always willing to contribute to the scene in any way they can.

Disengaged Scenesters – This segment, too, keeps itself up-to-date on their
local independent scene and is very passionate about music, but has no
inclination towards social media platforms. They might attend gigs, pay for
music and possess a highly refined sense of content, but they will seldom
express their opinions on a public forum. While the show is aimed at this lot
too, it is difficult to incorporate their suggestions into our development process
as they hardly ever express themselves openly. This group is also the most
likely to spread word about the show by word of mouth.

Screenage Filmies – This category comprises mainstream (Bollywood) music
aficionados who have a very active presence on social media. While much
less than a majority of this group listens to indie music or contributes to the
scene in any way, they’re more than likely to give indie artistes’ a perfunctory
listen owing to the large amount of time they spend on social media networks
keeping themselves apprised on the Indian music industry. The aim is to
reach out to this group, appeal to their tastes and convert them into diehard
fans.
Disengaged Filmies – People in this segment comprise a majority of the
Bollywood audience who might be very knowledgeable about Indian film
music but lack the inclination to listen to or support independent musicians.
They are big on radio and mobile phone usage (especially ringtones), but a

	
  

41	
  

big percentage of this audience is unilingual, making it difficult to promote
Indian music that isn’t in their native languages.

Target consumer segment
The show’s main objective is to target Screenage Scenesters – people with a
high intensity of digital and social media interaction – in the age group of 1835. This group thrives on deep and close connections with artists whose
music they enjoy. This connection manifests itself in their undedicated support
for independent artistes who they discover through shows like ours. Due to
their high levels of engagement on social media sites including Facebook,
YouTube, Twitter, Tumblr, etc, the show’s reach becomes exponentially
larger. Since most of their time is spent on the Web, any piece of content or
information related to it posted on the Internet is immediately picked up by
them and shared to their friends. Thus, a direct interface to fans is created
from where we get valuable information about consumer preferences and
tastes. The close relationship we build with this group makes us attractive to
brands who wish to reach out to this astute, perceptive, trend-setting
audience.

Brand Segment
Most TV programming revenue in India comes through sponsorships, unless
a network (such as Viacom18) is also closely involved in activities such as
merchandising, consumer products, films, live events, etc. In the case of
Pepsi MTV Indies, industry sources have pegged Pepsi’s investment at Rs 3

42	
   	
  

crore (30 million) a year, about which channel head Aditya Swamy had this to
say:
We don’t want 200 advertisers; 20 will do. We want to work with key clients
and people who have invested in the space of independents. It’s not a
small investment for the kind of space that they have invested in.
ATWIID will, too, primarily rely on sponsorship money to meet with production
and talent costs. In order to present the show to a plausible client, the channel
must make a strong case by presenting data gathered from a highly mixed
worldwide audience base comprising both independent musicians and content
consumers. The data encompasses music tastes, consumption preferences
and patterns, and audience levels of engagement with their independent
scenes. These consumers are well-versed in musical trends, don’t base their
likes and dislikes on popularity quotients, identify and appreciate a mix of
genres, artists, labels, and differentiate good music from bad. Their fandom
extends to the real life of the artists they support, and will go to any length to
make music a sustainable career for musicians - by promoting their music,
buying records & merchandise and going to concerts. Through these
questions we aim to gauge audience interest, intended level of participation,
the feasibility of our content format, the practicality of our monetisation
structure, and get a general sense of their opinion on our contribution to the
independent music community.

The Market Survey
A mix of exhaustive qualitative and quantitative studies performed by Spainbased production house Mascletà Media – on online forums and through live
interviews – involving participants from a host of countries all capable of being
	
  

43	
  

categorised as Screenage Scenesters threw up largely favourable results.
The main aim was to:
•

Provide a strong basis for the formulation of marketing plans

•

Reaffirm our knowledge of the audience’s wants and needs

•

Measure sales trends and monetisation opportunities

•

Gauge audience openness to sponsorship from brands

•

Develop a content structure that involves consumer input

The company discovered that music was the most preferred form of digital
entertainment compared to video games, sports, movies and television.
Seventy-two per cent placed music at the top of their list, and a clear majority
(80 per cent) said they made a point to catch up on their favourite form of
entertainment at some point during the day. An overwhelming 89 per cent was
interested in discovering independent artists from various cultures and
countries. It was also enlightening to find that the audience wanted a say in
the production and conceptualisation of the series they patronised. Multiple
responses suggested increased interest in a show after the producers had
incorporated their opinions in it with regard to content and selection of artistes.

Attached to the end of this document are the results of the quantitative survey
represented in chart format.

The Focus Group
Personal interviews were conducted with varied sample audiences in both
India and Spain that included men and women between the age groups of 20
and 40 across a wide range of occupations. From Spain, a group of four from

44	
   	
  

the Universitat Politecnica d’ Valencia was chosen, comprising a 20-year-old
Valencia local studying electrical engineering, a 21-year-old Italian studying
veterinary science, an 18-year-old Alicante local studying in high school and
an 18-year-old law student from Como, Italy. From India, a Mumbai-based 28year-old ad firm executive, a 37-year-old independent artiste from Bangalore,
and a 25-year-old social media professional from Kolkata.

Excerpts from the interviews:
1. How big a role does social media play in your consumption of
entertainment? (Facebook, Twitter, Youtube, etc.)
Social media plays a fundamental role in the consumption of entertainment
content. Mainly because it is the best, easiest and fastest way to share any
kind of information no matter if it is music, photos or video content. They
follow most of the entertainment content they consume online rather than
conventional ways such as radio or TV. They consider that the
conventional is less common.
2. Would you prefer an individual celebrity (Curator) be in charge of the
direction of the show or a team of producers?
They all agreed that they would follow the show more for the famous artist
or curator as opposed to the content or the genre of the show. They added
that some people would make the show more attractive to watch. For
instance, if the curator were Daniel Marley, (a Reggae singer and
composer) he would give more credibility and attractiveness to the show
than rather than having Enrique Iglesias as a host. They also provide the
example of the comedy “Two and a half men” that was affected in terms of
ratings and the number of fans after Charlie Sheen left the TV series.
3. Would you want to have input in the direction of the show?
“Now-a-days the interaction between the producers of the content and the
followers is the most important thing” the interviewees stated. It is not only
important to give your opinion and to know that it is heard; feedback and
interaction (sometimes in real time) are some of the things that have
changed thanks to the social media. Fans want to be part of the projects in
some way and feel like they have influence in the decisions of what they
like and follow.
4. Does brand sponsorship affect your chance of watching a show?

	
  

45	
  

“Of course, it is common that brands aid in reaching more people” They
affirmed. Furthermore, there are some brands that back and help to identify
the quality and commercial image of the shows or events they sponsor.
The interviewees also considered that when an event or show is not well
accepted by fans, it would affect the image of the brand.
5. What are some of your favorite brands?
To answer this question, the interviewees gave a large number of
beverages and alcohol drinks brands rather than clothes, electronics,
stores, food etc. They think that brands that sponsor music should have a
fresh image, have an innovative presence in social media and maintain
close interactions with consumers through events, festivals, shows, sport
tournaments and more. The brands they clearly related to the music and
entertainment industry are: Estrella de Galicia, Red bull, Coca-Cola,
Heineken, Jagermeister, Jack Daniels, Ray-Ban and Bacardi.

Marketing Plan
A solid marketing plan to support the show will ensure all our communication
reaches our audience on the platforms that they frequent. These platforms
include the Internet (Twitter, Facebook, YouTube and other video streaming
sites, music blogs, music news portals, entertainment websites, etc), youth
television channels, cinema halls, print (magazine and newspapers), mobile
and radio.

In close collaboration with sponsors, the show will devise a marketing strategy
that kicks off with a launch event featuring Indian artistes from the first season
of the show (and international, possibly, depending on their availability and
fee). This will subsequently be clubbed with a print and TV ad campaign
routed out to sister channels within Viacom18 and also other networks at a
cost to company. The social media outlets of MTV India and its all flagship
shows will be heavily utilised with specific focus on the MTV Indies Web
portal, which, headed by the ex-editor of Rolling Stone India, has been new

46	
   	
  

newly launched to disseminate information about Indian indie music.

A lot of focus will also be put on featured artistes’ social media outlets. Our
belief is that every artiste attracts a unique set of fans, and through
collaborations these fans discover the work of artistes whom they may not
have known previously. Thus social media in itself plays the role of a fan
aggregator, and the show’s aim is to facilitate a process through which fan
engagement and artiste discovery become a continual, automated process.

One of the major components of the show’s marketing plan is to position itself
as an international player in the audio-visual independent music market.
Although the show’s production is handled by an Indian channel, the
network’s reach is global, and all featured artistes will be given as much
international media coverage as can be leveraged through its reach.

A dedicated website, too, will be put in place – with a backlink to it resting on
the MTV Indies portal – that contains information about the show, artistes,
seasons, videos, behind-the-scenes footage, B-roll, bloopers, fan messages,
artiste testimonials, sponsor advertisements, blogs, etc.

Revenues & Finances
A guesstimate of the first season budgets across verticals will be provided by
the programming team in tow with the production team. This finance sheet will
essentially take into account Viacom18’s internal resources which will come at
no extra cost to company and external resources that the company will need

	
  

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to hire in each stage of the production.

In order to keep costs to a minimum, two freelance production crews from
India will be flown out every season, and production for the episodes will be
split equally among them. According to current market prices, costs can be
estimated thusly:

Crew
Executive producer – INR 5,000 per shift
Assistant producer – INR 3,000 per shift
Production manager – INR 1,000 per shift
Show director – INR 5,000 per shift
Cameraman – INR 2,000 per shift
Audio engineer – INR 2,000 per shift
Interns/ runners – INR 500 per shift
The total cost of one crew per shift is INR 18,500. Therefore, the per season
(12 episodes) split between 2 crews is 6 episodes per crew. At an estimated 5
days per episode (which equals 5 shifts), the total number of shifts required to
shoot the season by two crews equals 60. Hence, the total cost for all shifts
for both crews = INR 11,10,000.

Travel
With 7 members to a crew and two crews in all (14 members), and an
estimated INR 80,000 per member, the total costs for travel are benchmarked
at INR 11,20,000. Since 12 Indian artistes will be flown out of the country in

48	
   	
  

each season, the total costs for that add up to INR 9,60,000. Total travel
expenditure can be estimated at INR 20,80,000.

Food & Accommodation
At an estimated INR 7,000 for food, accommodation and miscellaneous daily
expenses for artistes and the crew (a total of 26 members), the total monthlong expenditure for talent and production is INR 29,40,000.

Talent fee
Every international artiste will be paid an average of INR 1,00,000 for an
episode. For 12 episodes, the total expenditure adds up to INR 12,00,000.
Every Indian artiste featured will be paid an average of INR 20,000 for an
episode. For 12 episodes, the total expenditure adds up to INR 2,40,000.
Thus, talent fee overall is estimated at INR 14,40,000.

Total
In all, the total expenses for the first season, going on the floor in August,
2014, stand at INR 75,70,000 (€94,625). Factoring in cost variations and
accounted expenses at 5% (INR 3,78,500) brings the total to INR 79,48,500.
Contingencies, earmarked at 3%, add up to INR 2,38,455, pegging the net
total at a modest INR 81,86,955 (€100,209). The sponsorship amount, thus,
will be an even INR 90,00,000 (€110,160), giving the network a profit margin
of close to INR 9,00,000. A percentage of this amount (approximately INR
4,00,000 – INR 5,00,000) – if used for the creation of consumer products,
publicity campaigns or the marketing of the show before launch date – will be

	
  

49	
  

figured into the budget beforehand. Thus, revenues from sponsorship will
subsequently need to be higher (circa INR 1,00,00,000) in order for the
network to turn a profit.

Resources for pre- and post-production have not been figured in as an
additional cost into the show PAF (Personnel Action Form) as these are the
network’s resources and work on a payroll, not additionally cost-prohibitive to
the show’s budget. These resources include producers in the conceptual
stages, editors, graphics, still photography and VFX teams, the digital and
social media teams, editing software applications, distribution through
syndication to other territories, and other related in-house resources within the
company.

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Survey Result Analysis

	
  

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