Latest news with #PrateekGarg
Economic Times
15 hours ago
- Business
- Economic Times
JioStar urges content producers to embrace balanced deals with shared risk model
At APOS 2025, Garg shared a roadmap to strengthen the economics of streaming in India through targeted investment, innovative revenue models, and long-term scale. As India's media market matures, content creation and financing are emerging as key areas of disruption, with broadcasters and streamers increasingly pushing for a more balanced model in which content producers share both the risk and the reward, marking a shift away from one-sided deals and toward co-investment that is already gaining traction. That was the message from Prateek Garg, Managing Director of Marigold Park Capital, an affiliate of Bodhi Tree Systems, which holds a 7% stake in Reliance and Disney backed JioStar, which runs over 100 TV channels and a streaming platform JioHotstar. Garg said the traditional model, where platforms and broadcasters bear the full financial risk of content that may or may not succeed, is no longer sustainable. 'For over a decade, the risk of content has been borne by the broadcaster and media players,' he said. 'It's time the risk reward equation gets more balanced.'As Indian platforms aim to serve the next generation of viewers, they are calling on their content partners to move toward a more collaborative model. This means co-investing in content and sharing in its performance outcomes.'We don't want to be the ones taking the burden of somebody else producing and us taking the full risk of that content not working,' Garg said, adding, 'That movement has already started. We will accelerate that in the next 20 to 18 months.' He also said that partners must be willing to share the risk, noting, 'It won't be a free ride.' At present, broadcasters either commission or acquire content from production companies. In the case of commissioned content, production companies receive a fixed margin on production costs, while acquired content offers them the potential for upside depending on remains the largest cost driver for broadcasters and streamers, with expenses rising steadily each year. JioStar vice-chairman Uday Shankar recently said the company's content investments will reach $10 billion between FY24 and added that media companies must keep investing to stay relevant as entertainment options grow and big tech platforms compete for consumers' time and attention. At APOS 2025, during a session titled Transforming the Media Investment Playbook: Case Studies & Perspectives with Media Partners Asia's Vivek Couto, Garg shared a roadmap to strengthen the economics of streaming in India through targeted investment, innovative revenue models, and long-term scale. 'We don't want to build a service for just 15 to 20 million viewers in India. It's a big market,' Garg said. 'Our model is: how do we become relevant for the largest part of society? That's where the top of the funnel will always remain our biggest priority.'JioStar's streaming platform JioHotstar, formed through the merger of Disney+ Hotstar and JioCinema, completed platform integration in a record four months. 'We migrated two apps with different business models into one app, zero consumer loss, zero monetisation loss,' Garg next 12 to 18 months, he said, will focus on innovating the revenue model. 'Globally, people have been slightly lazy when it comes to business model innovation in streaming. You'll see a lot of new things from our team.'While cricket has been central to user acquisition, Garg said JioStar is now investing in building platform stickiness beyond the sport. 'Cricket is the best aggregator we have. But with the support of cricket, we need to build new muscles so that by the time cricket gets over, we have a platform that isn't dependent on it.'The company is working on content diversification, including micro-dramas, and is building a loyalty programme aimed at daily engagement. 'Every Indian with access to the internet should come to us every day. That's the north star we're chasing.'Garg emphasised that streaming businesses must be capital intensive to compete at scale. 'This is not an industry where you can compromise at the top of the funnel,' he said. 'Don't run a business as usual model. One of the big tech companies will gobble you up in your own market.'Despite linear television's structural decline, Garg believes it still holds value. "The TV universe is declining, but the good part for our business is that we are driving a reallocation of revenues and gaining share from other broadcasters,' he competes with Zee, Sony, Sun TV, Netflix, and Prime Video in both the television and streaming TV, meanwhile, is on a steep growth curve. 'Fifty million people watched the IPL on connected TVs. As the shift from linear to connected happens, we're best positioned to capture that value.'
Time of India
16 hours ago
- Business
- Time of India
JioStar urges content producers to embrace balanced deals with shared risk model
As India's media market matures, content creation and financing are emerging as key areas of disruption, with broadcasters and streamers increasingly pushing for a more balanced model in which content producers share both the risk and the reward, marking a shift away from one-sided deals and toward co-investment that is already gaining traction. That was the message from Prateek Garg , Managing Director of Marigold Park Capital , an affiliate of Bodhi Tree Systems, which holds a 7% stake in Reliance and Disney backed JioStar , which runs over 100 TV channels and a streaming platform JioHotstar. Garg said the traditional model, where platforms and broadcasters bear the full financial risk of content that may or may not succeed, is no longer sustainable. 'For over a decade, the risk of content has been borne by the broadcaster and media players,' he said. 'It's time the risk reward equation gets more balanced.' by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like The Simple Morning Habit for a Flatter Belly After 50! Lulutox Undo As Indian platforms aim to serve the next generation of viewers, they are calling on their content partners to move toward a more collaborative model. This means co-investing in content and sharing in its performance outcomes. 'We don't want to be the ones taking the burden of somebody else producing and us taking the full risk of that content not working,' Garg said, adding, 'That movement has already started. We will accelerate that in the next 20 to 18 months.' Live Events He also said that partners must be willing to share the risk, noting, 'It won't be a free ride.' At present, broadcasters either commission or acquire content from production companies. In the case of commissioned content, production companies receive a fixed margin on production costs, while acquired content offers them the potential for upside depending on performance. Content remains the largest cost driver for broadcasters and streamers, with expenses rising steadily each year. JioStar vice-chairman Uday Shankar recently said the company's content investments will reach $10 billion between FY24 and FY26. He added that media companies must keep investing to stay relevant as entertainment options grow and big tech platforms compete for consumers' time and attention. At APOS 2025 , during a session titled Transforming the Media Investment Playbook: Case Studies & Perspectives with Media Partners Asia's Vivek Couto, Garg shared a roadmap to strengthen the economics of streaming in India through targeted investment, innovative revenue models, and long-term scale. 'We don't want to build a service for just 15 to 20 million viewers in India. It's a big market,' Garg said. 'Our model is: how do we become relevant for the largest part of society? That's where the top of the funnel will always remain our biggest priority.' JioStar's streaming platform JioHotstar, formed through the merger of Disney+ Hotstar and JioCinema, completed platform integration in a record four months. 'We migrated two apps with different business models into one app, zero consumer loss, zero monetisation loss,' Garg said. The next 12 to 18 months, he said, will focus on innovating the revenue model. 'Globally, people have been slightly lazy when it comes to business model innovation in streaming. You'll see a lot of new things from our team.' While cricket has been central to user acquisition, Garg said JioStar is now investing in building platform stickiness beyond the sport. 'Cricket is the best aggregator we have. But with the support of cricket, we need to build new muscles so that by the time cricket gets over, we have a platform that isn't dependent on it.' The company is working on content diversification, including micro-dramas, and is building a loyalty programme aimed at daily engagement. 'Every Indian with access to the internet should come to us every day. That's the north star we're chasing.' Garg emphasised that streaming businesses must be capital intensive to compete at scale. 'This is not an industry where you can compromise at the top of the funnel,' he said. 'Don't run a business as usual model. One of the big tech companies will gobble you up in your own market.' Despite linear television's structural decline, Garg believes it still holds value. "The TV universe is declining, but the good part for our business is that we are driving a reallocation of revenues and gaining share from other broadcasters,' he said. JioStar competes with Zee, Sony, Sun TV, Netflix, and Prime Video in both the television and streaming space. Connected TV, meanwhile, is on a steep growth curve. 'Fifty million people watched the IPL on connected TVs. As the shift from linear to connected happens, we're best positioned to capture that value.'
The Print
29-05-2025
- Business
- The Print
Progressive Infotech (Workelevate) Recognized in the 2025 Gartner® Magic Quadrant™ for Digital Employee Experience Management Tools
New Delhi [India], May 28: Progressive Infotech (Workelevate) today announced that it has been recognized by Gartner in the Niche Quadrant of the 2025 Magic Quadrant for Digital Employee Experience (DEX) Management Tools, marking its inclusion for the second consecutive year since Gartner started it. Workelevate takes a differentiated approach to DEX by bringing employees into the centre of Digital Workplace (DWP) strategy. Its platform unifies AI IT Copilot, Digital Employee Experience, and Endpoint Management–designed to deliver both high-impact automation for IT teams and intuitive self-service support for employees. 'Being one of the youngest vendors among legacy players and still winning trust from both partners and customers alike speaks volumes,' said Prateek Garg, Founder and Investor of Workelevate. 'Our focus is clear: automate IT support, elevate employee experience, and empower IT teams with full endpoint visibility and compliance–all within one unified platform. As the digital workplace evolves, we believe ITSM will remain the core stack, while adjacent capabilities–like Endpoint Management, Experience Management, Digital Assistants, and Knowledge Automation–will increasingly converge into a single platform. In our view this consolidation is critical to reduce tool sprawl, simplify operations, and create a unified source of truth for both IT and employees. In our view being recognized by Gartner for the second year reinforces our commitment to building for that future–intelligent, integrated, and experience-led.' With growing interest from global enterprises and managed services partners, Workelevate continues to gain traction as a modern alternative to traditional DEX tools. Its ability to deliver rapid value without the need for rip-and-replace makes it a strategic fit for IT teams and service providers looking to drive agility, faster adoption, and measurable end-user impact across hybrid and distributed environments. Workelevate delivers measurable outcomes, including over 60% ticket automation, 30% reduction in services cost, improved asset and patch compliance posture, and return on investment within 100 days of deployment. Gartner, Magic Quadrant for Digital Employee Experience Management Tools, Dan Wilson, Stuart Downes, et al., 26 May 2025. GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally, and MAGIC QUADRANT is a registered trademark of Gartner, Inc. and/or its affiliates and are used herein with permission. All rights reserved. Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner's research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. (ADVERTORIAL DISCLAIMER: The above press release has been provided by BusinessWire India. ANI will not be responsible in any way for the content of the same) This story is auto-generated from a syndicated feed. ThePrint holds no responsibility for its content.
