A method to the “madness” – Smita Maroo

Today we are chatting with Smita Maroo – Senior Vice President (Animation, Digital Kids, L&M) Shemaroo Kids. Over the last 2 decades, Smita has been at the forefront of Shemaroo taking it from strength to strength. Today the agenda is to understand a little more about Shemaroo’s brand new offering Yedaz – Bollywood Madness…..

  1. Tell us what was the idea behind creating Yedaz- Bollywood Madness who were the people involved and what was the vision?

SM:

Idea:

Shemaroo houses the biggest Bollywood film library. Such is the work environment where everyone talks and breathes Bollywood. We like to believe, every moment we live is a story and someone behind the lens is filming us, such is our love for Bollywood. In India, for most people, there are few films, few characters, dialogues or songs that they closely relate to. The challenge was to bring this love and passion for all Bollywood things in a tangible fashion to the end customer. That’s when we thought why not print this Bollywood madness on clothes we wear, on home accessories, and spread the love! Little did we know what was to follow was a deluge of madness and ideas for goodies! So, madness prevailed and amidst this, we found the apt name for the brand Yedaz which means mad people literally and hence our tagline “Bollywood Madness”!

People involved:

The core concept of having Bollywood themed merchandise was conceived at the management level. However, to bring this to reality, we first tried working with a lot of creative agencies externally. Still, they could not help crack a design which would translate our vision. So finally, the core team of the L & M division brainstormed, and after many trials and errors, we eventually cracked our winning formula, which was very simple and intuitive.

Vision: The vision is to keep the iconic Bollywood legacy alive for generations to come in the form of tangible Bollywood merchandise that every Bollywood fan can proudly own.

 

  1. How has Yedaz adapted to the changes and trends in the merchandising industry since it began its journey in 2016?

As the business environment is very dynamic and is constantly evolving, we at Yedaz aim to engage with the audiences through various modes such as ground events, campus events, social media engagements, and so on. We continuously talk to our customers, take their feedback, and incorporate into our products. Thereby adapting to the trends in the market. For example, one of our customers asked for a Bollywood themed whiskey glass, and we promptly delighted them by bringing out a range of whiskey glass designs.

  1. What are the offerings at Yedaz and what is your plan on expanding these offerings?

 SM:

Offerings:

Today Yedaz is the official Bollywood licensing and merchandising rights holder. It is a one-stop shop for all Bollywood themed products ranging from T-shirts, coffee mugs, coasters, beer mugs, whiskey glasses, shot glasses, fridge magnets, cushion covers, badges, mobile covers, notebooks, tote bags and much more which are available on major

e-commerce platforms as well as our own Yedaz website.

Expansion Plan:

Since we want to build up a complete ecosystem of Bollywood licensing in India, we are doing a strategic partnership with many of the licensees to grow this segment together. Also, at our own pace, we are expanding into various new categories. We are also tying up with current and new upcoming e-commerce platforms nationally as well as internationally.

  1. What are the channels of distribution you work with? Also, tell us about the recent collaborations you have done?

Distribution:

As a brand, we started with a digital presence on all the e-commerce platforms and our own website yedaz.com. Also, we are tying up with many of the licensees and slowly venturing into offline markets as well.

 

Collaborations:

  1. ADLABS IMAGICA

We are now associated with India’s favorite theme park Imagica, and all the latest Bollywood Merchandise from Yedaz is now available across Imagica Stores. It is a chance for all Bollywood fans at Imagica to grab and take their favorite Bollywood merchandise home!

  1. MACMERISE

We have officially partnered with Macmerise for Bollywood themed mobile accessories for all the markets where Macmerise is present.

 

 

 

 

 

 

 

 

 

  1. Tell us about some of the recent developments with Yedaz?

SM:

Developments:

Yedaz.com has been growing steadily. Initially, we started with just 3 e-commerce platforms, and now we have grown to many more such as Amazon Prime, Flipkart, Snapdeal, Pepperfry, Rediff, Paytm, Paytm Mall & Shop clues. Also, recently Yedaz was awarded as the winner in ILA 2018, and we have been nominated for LIMA International Licensing Awards 2019.

pic courtesy Flipkart.com

 

 

 

 

 

 

 

 

 

 

WINNER FOR LICENSOR OF THE YEAR (Category – Bollywood – at the Prestigious India Licensing Awards 2018)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

NOMINATION FOR LIMA INTERNATIONAL LICENSING AWARDS 2019 -Category – Entertainment / Character Live Action

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

As you also head the licensing division at Shemaroo, what has your experience been in the licensing Bollywood in this Hollywood era? How do you plan on growing the Bollywood licensing industry in India and globally?

SM: Even though Bollywood is a huge industry churning more than 800 films every year when it comes to licensing and Bollywood, this space has never been exploited. In fact, we at Shemaroo are trying to create a new segment of official Bollywood themed merchandise. Hollywood has been well established around the world and has reaped the fruits from the licensing industry whereas Bollywood licensing business is just about seeing the light of day. So far, the biggest challenge was how to present Bollywood themed merchandise, which we have cracked. Currently, we are engaging with licensees to help integrate iconic Bollywood designs with their products.

There are a plethora of opportunities and this is just the beginning. India and Indians around the world are Bollywood fans. We at Yedaz want each Bollywood fan to own a piece of Bollywood in their everyday life. To be able to achieve this, licensing of Yedaz designs across multiple product categories both in India and globally is the way forward.

Thank you for speaking with us. We wish you all the best!

 

 

From cable to fables – our chat with Sanjay Dhar, President, Amar Chitra Katha

Today I’m chatting with media veteran and dear friend Sanjay Dhar. Sanjay was instrumental in launching Turner International in India back in 2000 including Cartoon Network CNN and HBO. He’s worn multiple hats since then including that of VP biz Dev and sales at Pearl media, Co-founder of Clockwork Events, Co-founder and COO at outdoor advertising company Integrid Media and even ventured out on his own as part of a mobile start up LSD Media. Post that he ran Vipul Shah’s Sunshine Pictures for a while. He is currently serving as President at Amar Chitra Katha – home to some of the most famous characters in India including Shikhari Shambu and Suppandi from Tinkle and National Geographic – one of the most respected names in infotainment. Thanks for speaking with us at indialicensingpost Sanjay!

 

  1. Sanjay give us a little background on ACK’s strategy in India. Is it difficult lifting the weight of a legacy brand with so many hardcore fans? Does it impede you or give you the further impetus to innovate?

 

SD – Yes it is a gigantic legacy to carry, and also a little overwhelming sometimes, because of the millions of lives that Amar Chitra Katha and Tinkle have touched over the last 50 plus years. But this enormous love and respect for the brands is also the source of our strength and inspires us to keep telling stories of and from India, in a style that is uniquely ours and that continues to inform, entertain and inspire, in spite of the overload of entertainment formats that are jostling to find a foothold in the consideration set of children and adults. Our growing sales of the same titles that we have been printing for the last 5 decades goes to prove that our storytelling style is timeless, and will always be relevant and loved by all age groups. Of course, we are constantly exploring options of making our stories available on more and more diverse platforms – like digital and video, and we do adapt our stories to better suit the experience that consumers of content expect from that platform, to ensure that we continue to satisfy the needs of our fans no matter where they see our content.

 

  1. Do you believe Indian media has come of age to support home grown ip? Given your background in media and connection with brands are you scouting for suitable partners to syndicate your content?

SD – Frankly, I think we still have some distance to cover in this regard. Things are definitely getting better, but even now getting fair value for our brand and content – be it through syndication or sponsored content or licensing tie-ups, continues to be a challenge in the absence of standard industry norms and practices. It is really a deal to deal situation.

 

When outsiders look at Indian characters from a licensing perspective – Chhota Bheem and Chuchu tv are the only names that seem to come to their lips. Does ACK plan to change this with its roster of characters? Any plans you can reveal to us?

SD – Yes, that is a question that is asked of us quite frequently. Without revealing too much, I can share that we are planning to make our presence felt in digital and video content world quite significantly in the coming days, and you should be hearing a lot of news in this area very soon, and very frequently, over the next few months.

According to the LIMA Licensing International study 2018, character licensing is around 46% of the $270 billion licensing

market at retail – 50% of this in the US alone. APAC delivers around 5-6%. Do you believe ACK can make its presence felt given its pedigree and loyalty from its fans globally?

SD – ACK and Tinkle has a significant number of fans worldwide, mostly in the Indian diaspora. Our first aim is to reach out to them and capitalize on our brand and characters as quickly as possible. That is the low hanging fruit. Subsequently, we are sure that given the timelessness of our stories and growing international interest in entertainment originating out of India, achieving a large fan following in the non-Indian audiences worldwide will not be difficult.

 

You have created some animation content around suppandi which is available on YouTube. What about other VOD platforms? Are you in discussions with any of them?

SD – Yes, we are. Hopefully you will hear some news on this front soon as well.

ACK mural

 

Are you seeking out licensing partners? What are your terms of engagement?

SD – We are always looking out for good licensing partners. We don’t have fixed terms of engagement as of now, we evaluate each proposal on the merit of the potential partner who has approached us, his areas of strength, and most importantly, how passionate he is about our brands. If these things are to our satisfaction, we are always willing to work on a win-win arrangement.

 

  1. How has Nat Geo been fairing in India? Does it help that you have a staunch following for this brand as well? Any figures you can reveal to us?

SD – Without revealing figures, I can share with you that, in an otherwise challenging magazine market, both our magazines – National Geographic and National Geographic Traveler are actually growing – both in circulation and ad sales. As a brand, National Geographic stands head and shoulders above all the rest, for it’s quality of content and readership, and is a major asset for us. And you said the magic word – loyal. That is something no amount of money can buy. You just have to be good enough to deserve it.

 

Nat Geo has a strong play globally and also an e-commerce store to sell memorabilia. However, the India site has products which are extremely expensive e.g. DVDs for $60+. Do you believe fans will shell out such money?

SD – Our knowledge of the consumer products is negligible so we would not be the right people to assess the potential of sales of such products.

 

2 questions before we wrap up,

    • now that Tantri the Mantri has ascended the throne, will he rule the 7 kingdoms wisely?
    • SD – your guess is as good as mine. Our editorial team is keeping the future episodes with Tantri as king very close to their chest, so my friend, I cannot help you much there. But keep reading Tinkle, as there are exciting times ahead, that much I can assure you
    • .
      Do President’s get to appear in a Tinkle strip?

SD – Only if the art director thinks the President has an interesting face. Since I haven’t made the cut so far, I think you can safely say that rank and designation don’t always make a difference.

10 minutes with….Metro Star’s Claire Potter

 

 

The licensing industry is continually evolving as agencies and brands learn to traverse the unique challenges that are always on the horizon. From the growth of online retail to the changing consumer perceptions of brands, today’s licensing leaders are learning to adapt on the fly.

To better understand how the industry is facing these challenges, we spoke with Claire Potter, managing director, Metrostar, about how she conducts her business and what she sees on the horizon in licensing. Our far-reaching interview includes insight into how things are different when you own your agency and delves into the personal side of talent management.

Read our full interview with Potter below.

 

What do you look for in a licensing partner?

Potter: We look for cultural as well as commercial compatibility. Our clients like to work with companies who share their values as well as those who share their ambitions, so we spend a good deal of time talking with potential partners about the way they work and where they want to take their business. It’s important to us that our clients’ brands are a key part of that–rather than just an interesting add on.

What are effective methods you use to identify potential partners?

Potter: We tend to approach retailers first. The final decision-maker is always the buyer, so understanding what they are looking for and making sure, in turn, that they know what our clients’ properties can offer them is important. They will often recommend a supplier company they would like us to work with. We’ve done business this way at Metrostar for years, and as a result, we have managed many retail exclusives and direct-to-retailers (DTRs) for our properties, big and small.

What role have tradeshows played in your outreach strategy for licensees?

Potter: They’re crucial. They’re a unique window on what is coming into retail. It’s always interesting to see what companies and other brands are doing and whether the level of licensed product is increasing or decreasing in a category. It’s also a rare opportunity to meet with partners and potential partners face-to-face, and in this highly digital era, there can never be enough of those.

How do you see the licensing industry changing in the next five years?

Potter: I think the dramatic decline of traditional retail in favor of online is both the biggest threat to licensing and the biggest opportunity. It levels the playing field somewhat, giving smaller and niche properties the ability to access partners and consumers. However, it’s far more fragmented than traditional retail, making it harder to manage, and the domination of Amazon poses challenges. But it is the future, and properties that manage it well will be the winners.

Metrostar manages the brands of individual talent. Can you share some of the challenges and opportunities involved with managing a person’s brand as opposed to a company or fictional character?

Potter: It’s utterly personal managing someone’s career. Successes and challenges are felt more keenly. Licensed product is a tiny part of our talent management business, which is mainly focused upon TV, books, personal appearances and endorsements. Relationships are important in any business, but they’re crucial to our talent. We need to make sure we’re well connected at every level from broadcasters to producers to publishers and brands.

What do you look for when you first start working with a brand and developing a licensing program?

Potter: Something which I absolutely love! Owning your own agency is an utter privilege because you don’t have to ask permission. You can just decide. Before Metrostar, I worked in huge corporations like Unilever and the BBC. Getting things done–even at a senior level–was a challenge. I absolutely loved brand management, but by the end I was doing relatively little of it, so my business strategy for Metrostar is to–within reason–pick properties which I think are intriguing from a brand management perspective and which will take us on interesting adventures.

Interested in learning more about Metrostar and other leading companies in licensing? Visit Brand Licensing Europe from Oct. 1-3 at ExCeL London.

Source: https://www.dropbox.com/s/bwv6twihtcjxtz7/Screenshot%202019-05-23%2012.05.30.png?dl=0

The big daddy of franchising & licensing – Gaurav Marya

Gaurav Marya has been a serial entrepreneur since his college days setting up businesses in mobile phones, restaurants, entertainment, and advisory services. Today he is hailed as the father of Indian franchising.

He runs Franchise India which has become the largest integrated franchise and retail solutions company in Asia, and possibly the world.

Thanks for speaking with IndiaLicensingPost.com

ILP: Tell us about some of the key milestones you accomplished while building your empire.

GM: Today being hailed as the father of Indian franchising, my journey began since my college days when I was a serial entrepreneur setting up businesses in mobile phones, restaurants, entertainment, and advisory services.

Franchise India has grown exponentially since then. With a team of 700+ employees, 40+ offices and outreach in 300 towns and cities, the Group has touched more than five million individual entrepreneurs, impacting more than 2,50,000 businesses. Our media division organizes 300+ conferences and expositions across 100+ cities in India, and in the Middle East and Sri Lanka. We publish 4 magazines, reports and books that have both wide circulation and critical appreciation. Our franchise business website attracts 264,000+ unique hits every month.

ILP: Can you help demystify the difference between franchising and licensing for our readers? How big is the franchising business in India vs the licensing business in your opinion?

GM: Currently India is one of the fastest growing large economies of the world with amongst the youngest populations at an average age of 29 years. With growing affluence, there is tremendous demand for better products & services spread across the country which requires brands to set up stores closer to the customer. This Franchising & Licensing route gives an option of faster roll-out to the brands with a financial commitment from the partner. The brands can focus on-the-business role with marketing & product development being overseen by the brand owner. India is already the second largest franchise market in the world after the US with about 4,600 operating franchisers and 1.5 lakh franchisees. Franchise industry in India is today estimated to be at USD 47-48 billion. This is growing at 30-35 percent year-on-year and a sales turnover of the sector was recently valued at over US$7 billion. Franchising in India is getting to a point where we are witnessing a lot more maturity in the way it is shaping as compared to almost a decade ago. However, this industry has clocked the annual growth rate of 30% with a market size of USD 7.2 billion, the second fastest growing industry.

Brand licensing in India is at a very nascent stage and is set to grow manifold in the foreseeable future with rising brand consciousness among consumers and higher penetration of modern retail and e-commerce. The Indian licensing and merchandising industry is pegged at $1.2 billion and is expected to grow at a fast pace, credits to the influx of global as well as home-grown IPs. While character/entertainment genre dominates the global licensing landscape, it is fashion that rules the L&M scenario in India with a market size of $731 million. The country is growing economically and technologically at a phenomenal rate according to projections by the World Bank and IMF. Licensing can play a key part in partnering with companies and making profits in India.

ILP: Apart from Franchise India your company also organizes one of the largest licensing shows in the country – India Licensing Expo. This year will be its 3rd edition – what are your expectations?

GM: After the successful second edition of India Licensing Expo last year, we are ecstatic to inaugurate our third edition of the event. India Licensing Expo is a dedicated hub for industry business across diverse verticals like cinema, music, corporate, fashion, character, and sports licensing all under one roof. This platform will also bring together voluminous brand opportunities, elaborate knowledge forums, exclusive licensing appreciations, fun character parade and many more. In the scenario, where India is a brand-hungry market, we see a natural inclination towards licensing as an effective retail strategy. Brand licensing has been well accepted as a retail strategy in India, and through ILE 2019, we will bring the universal perception to the Indian landscape. The owners of intellectual properties (IPs) comprising the major character, entertainment, celebrity, and corporate brands are keen to enter the Indian market. Everyone wants to tap the 1.3 billion customer-base that the country has, especially when the consciousness of brands among consumers in 900+ cities are very high.

ILP: When do you think a brand is ‘license ready’?

GM: Licensing is directly proportional to ‘Popularity’ & ‘Aspiration’. For a brand to successfully surf the tide of brand licensing, it is imperative to evaluate the brand on two parameters ‘Is the brand popular enough?’ and ‘Do the target audience aspire to adorn the brand’. We often see, a brand without creating its mark on retail, embark on their licensing journey, this increases the probability of uncertainty, a brand to hit of well through brand licensing should cross the stage of infancy and move to maturity in its product cycle. Licensing a brand is a way to create business growth with relatively low investment – but if you haven’t taken the time and effort to grow a successful business and brand in the core category, it’s too risky to handover a brand to someone else to experiment with.

Also, there are other parameters to be considered while plotting brands future – for example how well protected are you legally and what’s your broader marketing strategy? Once these parameters are taken care of, that’s when the brand can be successfully extended through licensing. However, I truly believe every brand has licensing potential and one doesn’t need to throw a double six to start the game of licensing, just choose the right time to play it.

 

ILP: Apart from a ChuChu TV or Chota Bheem, very few Indian brands have been able to make a dent on the global stage. Given your global perspective, where have we fallen short?

GM: It’s not fair to blame consumer acceptability or similar factors, I believe the major reason is the balance between good animation quality and merchandise quality, it is of vital importance to maintain quality standards for both. This is where the global properties are moving ahead. Also, a major factor is the lack of investment from licensor’s side.

A good example would be the Yankees, Of course, retailers and manufacturers are happy paying good royalties and having NY on their products but this is possible only because of the kind of marketing spend done by the brand to promote the property. This really marks the success of a brand in the domestic market as well as globally.

ILP: Do you think the licensor-licensee relationship needs further fine tuning especially in a market like India which is rapidly evolving?

GM: I would definitely agree to this, there is a major need for fine tuning between both the parties. India being a unique market, Retail here is dynamic and evolving rapidly with the focus shifting towards organized retail, yet it holds a very small percentage currently.

Unlike in a typical market, where a licensee does not require hand-holding and is well versed with the entire operation of licensing, India is still at a nascent stage where special netting of synergies is required to successfully carry out the program. Here the role of an agent becomes more crucial, where they need to bridge the gap between Licensor & Licensee, as It is just not about milking the brand with a short-term goal in India, but patiently driving towards the goal by both brand owner as well as the Licensee.

ILP: What systemic changes are required to take the licensing business to the next level in India?

GM: Primarily, a cordial relationship between the Licensor & Licensee plays a very important role and lack of alignment often leads to frustrating losses of time and money. Good understanding of each party’s expectations ensures the program gets off on the right foot to achieve the success both that of licensor and licensee as envisioned when they partnered.

Secondly, I would like to stress upon the marketing of the brand, which is more important than it seems. In other developed markets brands are constantly investing backward to promote itself, but somehow when it comes to India, brands are a little apprehensive before investing in this market. It is so important to go full out for a brand in any given territory to make the licensing program successful. I also believe that there is a lack in the ethical practice of brand licensing in India. Of course, due to high unorganized retail, infringement is a point of concern here, but in order to mitigate this, the regulatory body should be formed with stringent rule & regulations. To ensure moral practices are being followed, a regular visit by the brand /body should be planned and right action should be taken against the party in case of infringement. Currently, due to the brand-hungry market, someone’s loss becomes others gain, which creates a grey area. If this can be judicially controlled, the licensing business can surely grow at a much faster pace.

ILP: Which is one of your favorite brands at Bradford License India and one which you would love to represent but haven’t yet had a chance to?

GM: All of our brands in the portfolio are very important and dear to us, so no favorites to call out. To answer the latter half, with the growing Fashion & lifestyle space we would really like to have more Fashion and corporate brands on board with us.

ILP: Bradford License, your brand & licensing agency represents quite a wide array of brands across categories from Character & Entertainment to Sports, Music, Celebrity & Art. Which categories are under-penetrated in the Indian market according to you? 

GM: We feel music & art are definitely two genres that are under-penetrated. To add to it, we feel there is immense potential of this category in India, but because of poor handling of the entire proposition, it is unable to derive the value and novelty it deserves.

ILP: What’s your advice to young aspiring licensing professionals?

GM: Licensing is a great industry to be a part of. As I said, we are still at a nascent stage, indicating the amount of growth opportunity coming our way. Till now we may have only cracked 10% surface of the total industry potential, marking huge space left for exploration. So my advice would be to get your smart caps on and gear up for some big business.

ILP: How does Gaurav Marya keep his finger on the pulse of global franchising and licensing?

GM: Franchising & licensing offers a convenient market entry option to brands with global expansion. A brand can target a market with a sizeable opportunity through these routes even as a brand has a limited market understanding. The financial commitment is considerably reduced when foraying a market through these routes with a strong upside with master fee & royalties.

 

About Bradford License India Pvt. Ltd.

Bradford License India is a joint venture between Bradford Licensing LLC and Franchise India Group. This venture has marked as India’s first complete licensing solution provider, complete with Franchise India Group’s expertise of 19 years in brand development, opportunity identification, business matching and consulting in India and Bradford Licensing’s 32 years of expertise in the licensing industry. Developing and managing licensing program from over 10 years, Bradford License India currently represents 50+ global brands and enjoys a well-established network in retail. For more information call Shifa Rastogi at +91 9999697442 or email at info@bradfordlicenseindia.com

 

About License India:

License India, an exclusive brand licensing media & exhibition vertical of Franchise India Group. India’s first licensing media services company formed with the objective to increase awareness and support the growth of licensing in the country. Alongside media division, License India organizes business-to-business licensing shows encapsulating conferences, workshops, expositions, and awards, under Brand Licensing India, and India Licensing Expo. License India excels in the licensing space with its strategic and knowledge-based verticals. For more information call Shifa Rastogi at +91 9999697442 or email at info@bradfordlicenseindia.com

Arjun Sankalia

Syncing up with Sony Music’s Arjun Sankalia

To say our guest on indialicensingpost.com is a veteran of the music industry is an understatement of the highest order. He’s worn many hats along his long and illustrious career from strategic marketing manager to handling the complete international music profile to amateur hobbyist DJ to present day as the senior director International music and publishing and head of licensing at Sony Music Entertainment.

A big warm welcome to Arjun Sankalia. Thanks for talking to indialicensingpost.com

Arjun: Thank you. It’s a pleasure.

ILP: You’ve been with Sony Music for over 19 years now, which means you’ve seen the glory days to the Napster phase and now the whole digital boom. Tell us a little about your journey. Did you want to quit at any point and seek safer climbs?

AS: There are many questions in there. It’s very interesting that you mention Napster. If I remember correctly I think Napster happened 2 weeks after I joined Sony Music in May of 1999, so I don’t know if I’m the “bearer” of bad luck but it’s quite a coincidence. How did my journey begin? I decided I wanted to be in the music business very early, since the 8th or 9th grade, I’ve always wanted to do something to do with music. I’ve always been very passionate about music, since the age of 8 or 9 I started collecting records and recording cassettes off the radio. So I was always looking for opportunities to do something with music because someone once told me that if your interest or hobby becomes your career, then you’re not working. So, I took that pretty seriously. When I was starting off my career there weren’t necessarily many opportunities… meaning Sony obviously wasn’t there, this was way back in the early 90’s, so in an effort to get a degree or a qualification I went out and did an MBA degree in Advertising and I was very clear that I wanted to do international music, so that ruled out all the Bollywood labels, so to answer your question, yes I did hedge my bet as far as my career was concerned and I actually worked in advertising for 3 years. To answer your question did I feel like quitting? I actually did quit in 2002 and went back to work in an advertising company but quickly realized that advertising is not what I want to do for the rest of my life and I quickly came back to Sony Music in three and a half months and have not left since then.

ILP: According to the LIMA Global Licensing Report 2017, Music (product licensing and merchandise based on music groups etc –  which doesn’t include licensing of music itself for advertising and other commercial purposes) clocks 1% of the 262 billion $ pie. Is this in-line with your assessment?

AS: I don’t know the right way to answer that question. If you look at the $ 262 billion figure that would not only include recorded music but worldwide concert grosses and things like that because the current IFPI valuation of the music business is around $14-15 billion. So if you were to take that $2 billion number against the $14 billion figure, I would think that would be in line for the licensing & merchandising business, though I would not necessarily consider myself an expert on the same.

Music Merchandise Grew to $3.1 Billion in 2016

ILP: How big do you think the actual music licensing & merchandising business in all formats is globally and in India? Which one commands the largest share?

AS: Licensing of music in ancillary products or into products like hobbyist, TV shows etc in the West is quite large, but obviously it is not that large in scale in India for various reasons like cost, development of retail, I would suspect a large amount of merchandise which is sold in the West is via LIVE events and through retail, both of which (LIVE and organized retail) are still growing in India. I don’t think we are there yet.

Nai Palm Sony Music

ILP: According to the LIMA Global study – in Retailing of licensed merchandise – India ranks 20th and contributes just 0.3% compared to US at 60% of the overall business. Are you seeing green shoots as far as licensing is concerned? Are channels like e-commerce and modern retail helping? Given that music consumption is on the upswing, the L&M business could get a fillip as well?

AS: You’re definitely right. We are seeing green shoots in the overall licensing & merchandising business. I can see from where we are sitting (near the office), there is a merchandise store which is called Planet Superheroes which is right across the road and one kilometer down the road, there is an Entertainment store called Title waves, but I don’t know if this has to do exclusively with music and rightfully so. I don’t know if you were to compare the sales of Avengers vs Star Wars vs music – what the ratio would be. But again to answer your question, yes green shoots are there in terms of retail and there are people out there going and investing in retail. Yes ecommerce is playing its part. Its taking care of availability. I could be sitting in Baroda or Kanpur and a “Bazinga” t-shirt is just a click away. But one must juxtapose is over the last 5-8 years it with the death of conventional retail, with stores like Rhythm House shutting down

and Planet M. Another way to put it is if modern music retail were still around it would benefit the sales of music merchandise because if I’m in a music store I’m more likely to buy music merchandise, the music store would be more skilled at assessing that if I’m selling say 10,000 Justin Bieber cd’s I could sell a 1000 Justin Bieber t-shirts. Now, fact of the matter is there is no music retail and modern retail is underestimating the opportunity to sell music merchandise.

Image result for fan wearing an ed sheeran tshirt

ILP: India is one of the countries where digital music sales have overtaken physical sales. According to the FICCI M&E report 2018, sales through digital channels account for 65% of overall music sales. More than half of the sales are through ad-supported streams, followed by mobile personalization (25%). Digital downloads accounted for a mere 2% of the overall sales – has the dust settled for the foreseeable future at least or are you suspicious of another technology disruption around the corner?

AS: I’m actually not suspicious of a tech disruption. I think one should look at digital in India and China differently. What digital and ad-supported has done to the business is that it has actually expanded the addressable market substantially. You’ve never had as many people participating in music consumption by sheer volume using the same kind of device. You’ve had record players at one point, then cassette players and cd players but device penetration has always been low or limited. Now if you were to take every mobile phone is a music player, and there are 800-900 million users in the country and once there are 100% smart phones along with data penetration. The other great thing is with all the streaming services out there, the need to pirate either consciously or subconsciously has reduced dramatically. I haven’t been to a train station lately, but earlier if you went there, you could pick up an mp3 CD with 100-150 songs burnt onto them for a 50-100 buck. Today at least in the top 30 cities, I don’t see the need for anyone to buy these as the music is readily available to you and given the central position the mobile plays in everybody’s life why would you want to do it? Now you can’t even give a CD away, 5 years ago you could give it to someone thinking they will grab it. Now most computers don’t even come with a CD drive.

ILP: Music companies seem to be venturing into a wide range of activities such as producing edutainment-based content for children, current affairs magazines, concerts, themed restaurants, artist management, hardware products, business content & spiritual content to name a few. Which activities have you explored and how have the results been?

Sony Music devotional music

AS: Spiritual content we’ve always had within the company, and that could have been organic or inorganic, because spiritual / devotional music is 5-7% of the market, I’ve seen in places like Mapusa (Goa) market you get a lot of gospel music, if you go outside Siddhivinayak you will find a lot of devotional music which followers pick up on their way in or way out, so we’ve always been in the spiritual / devotional space. We recently around 3-4 years ago started a kids content division, which produces edutainment and DIY stuff, there’s some really cool stuff which will be launched shortly. We’ve not ventured into the LIVE space, but we are in the talent management / artist booking space with some of our artists.

ILP: Has the rate of piracy declined with the introduction and increased affordability of new streaming services?

AS: I would say Yes. I don’t have the stats, but I would surmise even anecdotally that after accessibility has increased, the rate of piracy would have dropped. For example, how would you carry around 100 cd’s in the car? There is no need. Because even if you buy it how you going to listen to it? If you were to look at the sales of headphones and blue tooth speakers, then you’ve got a music system. strategize can see that there is definitely an upswing. If you go to a hostel you will find most of the students playing their music on their Bluetooth speakers. The phone has become such an integral part of you now, you first ask can I do it on my phone and if I can, why should I buy something else? I don’t own a music system at home. Many people spend a huge amount on music systems but use blue tooth speakers. These things prove that the mobile is playing the music off a legit service. If you’ve got 220 million users on in india on you tube, that’s a sizeable number. And with the CD you were either playing it in the car or at home. I don’t think those exist anymore. I don’t know when the last time was I put the CD into even a DVD player. Things have changed drastically.

“I don’t own a music system at home.”

ILP: YouTube still remains the no. 1 destination for music and music video consumption. Facebook is looking to jump into the fray as well. Does this bode well for the music labels? Tell us a little more about your licensing strategy with respect to these players.

AS: Yes, it does bode well from an overall aspect, it does bode well for the music industry. Youtube being the #1 service and #1 place for self-expression and others express themselves I presume that Youtube is the #1 source for music consumption in the world. But there are various issues related to Youtube which I’m sure you’ve read about which pertain to the “Value Gap” which is that the remuneration from Youtube is not necessarily in-line with what one would get from a standalone music service. But those issues are being addressed and Google has launched its own music service in various places. But my philosophy is that Youtube is a licensed and legitimate way to consume music and the nuances of how to make it more equitable for all stakeholders are being looked at.

ILP: Why haven’t we seen as many brands licensing music for their commercial communication? According to Pradeep Guha of 9X Media, he feels and I quote “the fault lies with the stakeholders of the music business who tend to discount their own product. Advertisers consider music almost the last in the food chain as far as their spends on commercial communication is concerned” unquote. Your views on the same?

AS: I think it might have to do with an overall knowledge, consciousness, awareness of copyright. When I was in advertising there were these urban legends that one didn’t need to pay for music if I change a note or if you used it for less than 20 secs you didn’t have to pay. I remember in the 80’s there were line by line copies of international tracks without any worry of copyright infringement. So because of this lack of awareness no one was aware of how much it would cost to clear the copyright. The second legacy issue is I think I think Pradeep Guha is right in the sense that it’s the “last thing in the food chain“ ad filmakers haven’t been paying as much attention to the use of music in their communication. However things have started to change with more awareness with people paying what is considered to be fair value for the track being used. For example we licensed the Ed Sheeran’s track “Shape of You” to a Unilever brand last year and it got approved by International offices and it was a decent amount. It’s more of a mindset issue where if say the production cost of a film is a crore (10 million) and they’ve kept aside 10-15% for the track, then it becomes a budgetary issue. What I try to tell people is that if you think the track really fits well with your communication then instead of pegging it to your production cost, peg it to your overall media spend. Because a 1 crore commercial might actually have a 100 (1 billion) media plan behind it. So instead of 50 lakhs of 1 crore, is 50% but 50 lakhs of 100 crores is not necessarily the same. You may lose out on a few on-air rotations of the spot but the deal is a lot more equitable and realistic.Because if you’ve written a script around that particular song, it should command a lot more value. So they look at it as part of the whole media buy and not as a fraction of the media budget.

ILP: Give us some examples of successful sync or music licensing deals that have happened in the recent past?

AS: Shape of You done with a Lever brand, Black Keys song will go air shortly, Saregama’s done a lot of sync deals. We’ve licensed music to Micromax to Bajaj for a motorbike which had a track from Bhaag Milka Bhaag. Theres a lot of action happening in this space. Even in the Chinese market a similar state existed – it takes 8-10 years to work out. So at some point in time we will also catch up.

ILP:How does a new artist go about licensing their music? Do they have to produce the track and come with hobbyist video or will Sony music help them with that?

AS: Yes you can come with the finished product and we will help them market it. But more often than not we sign up an artist and work with them on overall artist development. There are many aspects involved like song writing, song production, the whole creative process, the physical process which has to do with the creation of the song, then the deployment of the track either in India or around the world, then there’s marketing within which comes music video creation. Now, here many things have changed. Earlier when broadcast was big you would showcase your music video on multiple TV channels to sell your product, today there’s a stat that says millennials look at their phone about 150 times a day and if let’s say out of those 150 times, they are 80 times looking at Instagram, then you need to be present in the persons media feed. And now with the culture of everyone becoming a creator, you can’t have just one video, you need to have a whole allied marketing strategy with dance off challenges, memes and all these ancillary pieces of content to sell that piece of content. The idea is you need to have multiple pieces of content instead of just one showing up in people’s media feed at any point in the day and we help people strategise on how to go about it. And today the beauty of social, with the extreme access that fans have to their stars, I could write to Donald Trump if I wanted to via Twitter. If I see my favourite artist playing with their dog and I like dogs, I’m going to be a lot more interested in their content. So there’s a wide spectrum of content which needs to be put out. All of this needs to be factored into the plan.

Image result for keke dance meme

Image result for kolaveri di meme

ILP: In this age of social media overload what’s the tipping point for an artist to be taken seriously by a music label to license their music? Is it a million fans on Youtube?

AS: I don’t think there’s a specific number. With A&R guys the finesse lies in identifying the parameters for spotting the talent early in the artists trajectory rather then when they’ve already got a million fans and have become mini-celebrities.Its like the stock market you want to jump in as early as possible. And there are many tools and companies worth a lot of money like Soda tone which can help you identify what is buzzing among people. I read this book, there was this story about how on the Sunset strip there would be all these record executives who would go there  to see these glam metal bands perform and if you saw more than 3-5 A&R guys sitting in a bar, then there would be most of the labels bidding to sign that act. But if 3 months earlier you were the only guy there then your chances would be much better.

ILP: Does Sony music help Indian music artists launch globally?

AS: Yes, we are keen to take Indian music to the world stage. That is an objective. Indian music has had its moment on the global stage with AR Rahman at the Grammys but when will we have our sustained moment. But I think the question to be asked is  when will we have our own Meghan Trainor or our own Despacito and I think that will happen sooner than later because if you see the rise of Latin or K-pop outside of Latin America and Korea around the globe, India should follow soon whether its hindi or english or tamil, one does not know. If I were to be bold I were to say next 3 years if I was not I would say the next 5!

Thanks for speaking to us at indialicensingpost.com Arjun! We look forward to keeping the communication going and receiving feedback from our listeners and readers and your responses to the same. Cheers!

Nick-ing it in the bud – Dan Frugtniet

We caught up with Dan Frugtniet – VP – Licensing & Business Dev at Viacom International Media Networks (VIMN) on the sidelines of the India Licensing Expo for a candid chat on his travels across India, state of play for his portfolio of brands, piracy, and his advice to first-time entrepreneurs.

ILP: You seem to have a highly in-depth knowledge of India having traveled extensively across the country in the 90’s and now in your current role as VP, Licensing & Biz Dev for Nickelodeon & Viacom Consumer Products. How has the licensing industry shaped up according to you since then?

Dan: I’ve traveled a great deal across India back in the 1990’s and have some fantastic memories of your country. I joined Viacom 8 years ago and witnessed how much India has changed dramatically over the years. Especially the licensing space has seen huge changes I would say in the last 3 years. It’s always a pleasure to visit India and this is my second visit to the India Licensing Expo so thanks again for welcoming me!

ILP: In your current position at Viacom you oversee the Emerging Markets region, please share some of your insights on how these markets are shaping up vis a vis the global landscape.

Dan: Each market has its own nuances, tastes and preferences and we like to look at them independently rather than a one size fits all approach. All of these markets for Viacom Nickelodeon Consumer Products are showing a positive upward trend as far as licensing is concerned and we continue to expect YoY growth as we move through 2018-2020.

ILP: Which are some of your key properties and some of those in the pipeline?

Dan: Our 3 biggest brands in the portfolio from an India licensing perspective are MTV, SpongeBob SquarePants & Dora the Explorer. SpongeBob has his 20th Anniversary in 2019 so there will be lots of activities to help celebrate including new Seasons and a 3rd Movie in the pipeline, and Dora is 20 years old, but they still have massive consumer fan bases around the world. So, we continue to nurture and grow these evergreen properties. But we are also now very much focused on Paw Patrol and rolling out new categories and SKU in India over 2018-19 and onwards. This property is a global pre-school juggernaut and continues to win awards and gain fans all over the World!  At the same time, we are beginning our journey with Shimmer & Shine, an awesome girl’s pre-school property, and Mattel will launch Toys Q1.2019 in India with new licensees and new categories to come.

ILP: When do you think a brand is license ready?

Dan: That’s a million-dollar question. I think a property needs to build a strong and robust connection with the audience in an impactful manner (which in our case could be through a TV show or digital content). With that built-in audience, it gives a licensor like ourselves the confidence to go out into the market and monetize it with consumer products.

ILP: According to the latest LIMA figures the global licensing business is valued at $272 Billion of which character/entertainment licensing comprises a majority share of 44.7% at $121 billion. Viacom has a significant play in this space. What has been your strategy to grow this category and take it to newer heights?

Dan: At Viacom, being a big portfolio Licensor and specifically a pre-school powerhouse in the character entertainment space, we are continuously investing in both nurturing our evergreen franchises as well as building and launching new  properties  that will appeal to our core target-demographics i.e. kids 2-12yrs. We want to be present wherever they are and entertain and educate them in the best possible way. JoJo Siwa is a great example. JoJo has a HUGE global following as a tween social-media talent – her YouTube footprint has had 1.3 billion views! We created a consumer products programme for her, and JoJo’s signature hair-bow became a global trend with over 10+ million bows shipped in 2018!

ILP: Closer home, retail sales of licensed merchandise in India have grown a total of 44% to $1.476 billion over the last 4 years. This despite a HUGE grey market. How is Viacom tackling the problem of piracy? Any key steps based on learnings from other markets?

Dan: Yes, piracy is a HUGE issue we all face globally and we continue to work with the customs and police departments in all our markets to ensure our IP is protected through enforcement, etc. We rely on our partners to help report counterfeit products and then take immediate action to address it. Anti-counterfeit operations require the support of all key stakeholders from Licensors / Licensees / Government Depts / Retailers and Distributors.  Part of the problem-solution is to identify and clean markets of fake goods, but there also needs to be a focus on education of consumers and parents that counterfeit products are potentially dangerous and may injure a child.

ILP: You have experience in vertical licensing businesses with a client direct model as well as Licensing Agent model in a variety of territories. Which has proved to be more productive and efficacious?

Dan: In India, we work with our JV business Viacom18, and they manage all of our IP in India and South Asia and do some amazing work and deals in the region. Myself – I have spent the last 13 years working on Direct-to-Licensee and also Agent models so understand the nuances of each, and they both have an important place within any Global Licensor to expand their licensing business.

ILP: What are your key checkboxes for signing up a licensee?

Dan: For me personally, I like to see a lot of passion in potential licensees that they are going to give their 110% to not only recoup their MG investment but to also develop an innovative product that is priced competitively and ultimately is appealing to our target-demos and sells at retail.   Ultimately, trust is a very important factor, this is an essential part of any successful licensing deal as let us not forget that the contract terms are long and we need to work together for years, so it should be a happy partnership built on strong foundations for the long-term. Finally, I would say communication is the other key factor, if there is a problem I want to hear about it right away from my Licensees or Agents, then together we can find the solution!

ILP: What is your advice for a young entrepreneur looking to set up a licensing business?

Dan: Find your passion. Do you have an idea that you think you can execute or a product that you believe in and also believe that other people need and would pay for? Then go out there and start networking. Meet with a few experienced folks in the business, get their feedback and together sharpen the idea or product until it has achieved a certain critical mass. The next big thing could be waiting for you just around the corner. Keep your eye out for it and remember to come to the Viacom Nickelodeon Consumer Products team first!

 

 

“Re-Imagining” Entertainment – Dhimant Bakshi

We managed to catch up with Mr. Dhimant Bakshi, Jt CEO, Adlabs Imagica on the sidelines of the India Licensing Expo. To listen to the interview you can scroll to the bottom.

 

ILP: Give us a little background on Adlabs Imagica. We know its a 130 acre property in Khopoli, which is on the outskirts of Maharashtra and is India’s answer to DisneyLand, but tell us more about what you have to offer?

Dhimant: This is a dream our promoter Mr. Manmohan Shetty saw years ago when he visited DisneyLand in California and his dream was why can’t we create something with Indian content that is a themed destination with Indian pricing in approach but international in terms of ride quality and guest experience that is world class. It is a dream that we all live by. We firmly believe that the Indian demographic is perfectly poised for such an offering and we really want to give Indian-nes in our entire experience apart from various other international flavours that we can blend in, and get some of the best in class rides made. Some of our rides are as good as Universal or Disneyland both from a safety stand point and ride quality. So we also said we have to create Indian IP which is related to the park and convey the Indian-nes in what we really do.

ILP: Talk us through the buffet you have on offer at Adlabs Imagica. You have a waterpark, a theme park, a snowpark etc.

Dhimant: Our approach was to build an entertainment district really. So we started off with the theme park which is a 74 acre property with 25 rides and attractions. Apart from that we have a 20 acre water park with 14 rides and the wave pool, apart from that we have India’s largest snowpark with real edible snow and we have a 4 star hotel called Novotel Imagica , managed very well by Novotel. So apart from these 4 anchor properties we recently launched “House of Stars” which is India’s first official Bollywood hall of fame which has sets as well as characters. Apart from that we have “Eyelusion” which is trick-eye museum, which is a first time one would see this concept in a theme park. We also have integrated with “Chhota Bheem: The Ride” which is the first character based roller coaster ride in a theme park. And since you used the word buffet, I must use the word “sumptuous” to describe our offering at Adlabs Imagica. One can really pick and choose what they would like to consume. There’s something for everyone. And what really tops this up is after a day of fun and entertaining experience, there is a wide range of themed-cuisines options which is designed and operated by our own team. This is coupled with merchandise and fantastic guest experience that, of course, has to go without saying.

ILP: So now lets talk about the business of licensing – how do you think licensing can help Adlabs Imagica?

Dhimant – Apart from being very obvious that it adds to the revenue stream, more importantly what we feel is that there is a need of Phy-gital experience that one has to get. We as a theme park can give a physical-outdoor recreational experience that one would really look for. With the onslaught of media and so many characters coming and going, they need a place to live in really, when most other characters start from a animation, TV show or game etc.

Ours are all original characters – designed, created and owned by our in-house team, its a long journey. While we will look up to Disney for inspiration, our efforts is to slowly and steadily make products and services that are appropriate for Indian market. Make them affordable, yet aspirational without trying to charge an undue premium. And we really want to fight piracy and find a more collaborative solution of licensing wherein it’s a more revenue share approach as well. It is not just me charging you a licensing fee and not caring what happens to you later. We want a win-win and collaborative approach for both parties.

ILP: How is this merchandise being distributed? Is it primarily at the theme park?

Adlabs Imagica’s range of bags

Dhimant – Yes, primarily at the theme and water park, but very interestingly we have made forays into Hamleys. it’s more a retail arrangement not a licensing arrangement like a DTR. Apart from that we also have Amazon, Flipkart, Myntra, Jabong, Limeroad, First Cry – many such online channels through which we sell our merchandise. And people recognise and love our characters, whether it’s a Gautam Budhnagar or Trivandrum, the love travels far and wide and thats what really gives us the high / impetus to create more such characters. (So the strategy seems to be make them fall in love with the characters at the theme park and get them to buy when they travel back?) Catch them young and watch them grow.

ILP: Any other plans in the L&M space that you can talk us through right now?

Dhimant – This is really our first effort in the licensing market. The way we planned was to spend the first 4 years building our own characters, we really were not open to getting in external characters, primarily for the reason, that once you get into the trading mindset you will never build your own brands. Apart from the investment, it’s the time and effort that our team has spent on creating the characters from scratch and getting them right, and then, opening doors for other characters. We see Imagica as a place for all characters, very secular. Infact, we are open to other alliances. We definitely want that India progresses and content is consumed well, and merchandising options is going to be a logical output. If you see right now with the number of channels, it is complete media over-load so 1 is to build affinity and 2 to retain. Building affinity may happen but is retention really happening? We believe in having a 360 degree view. And the term which was used yesterday was ‘Sustainability’. There are conventional channels like TV and digital media for animation, but there is going to be a humongous overload and people will NEED to take a break and look towards physical form of recreation(then all roads will lead to places like Adlabs Imagica) and I hope and pray the industry opens up to more such collaborative licensing models. It shouldn’t be You vs Me, it should be YOU & ME.

 

ILP: Whats your advice for a budding entrepreneur wanting to start a business especially given the tectonic changes we are seeing in the retail space?

Dhimant – Before I go to entrepreneurs, I think what you have articulated as a question is a great business need. There are many angel networks and organisations like LIMA who can offer direction and guidance to young geeks and entrepreneurs and get sounded off on what they can do and receive feedback. We are happy to be a part of such organisations. There are many buzzwords and many people get floored into them without really taking a stock of their situation. Coming to your question, at an industry level we should probably build an incubation centre if I may use the word. And second, seeing what your idea can do for people, solve a problem, not just because there’s a whole lot of moolah sitting there and let me make money out of it. It is about going to the basics and have it all well thought out. It has to be a more long term approach. Essentially, it should be long term.

Thanks for the chat and the insights and thanks for talking to us at IndiaLicensingpost.

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Getting SKOOL’d in the business of FUN

Many consider Mr. R Jeswant (SVP – Sales & Mktg) Funskool India to be one of the doyennes of the Indian toy industry. We managed to get some time with him for a chat about his life before and at Funskool!

ILP: Tell us a little about your journey before you joined Funskool?

R. Jeswant (RJ): I have been with Funskool (India) Limited for over 18years now after joining the company in April 2000. Prior to that, I’ve worked with TI Cycles of India as Regional Manager at Delhi and Kolkata and was heading Product Management when I left in 1996 . I have also had a stint with Blue Star Ltd as  General Manager (Sales) in their Packaged Airconditioning Division at Chennai and before joining Funskool I did spend 3 years in Sana’a(the capital of The Republic of Yemen) heading a company which represented Philips, Whirlpool etc… as exclusive distributors for the Republic of Yemen.

ILP: You’ve been at Funskool for more than 18 years. How has the journey been, please tell us a little about the highlights.

RJ: It has truly been a fantastic experience. I started as DGM(Sales), then GM (Sales & Marketing) and am Sr VP(Sales & Marketing) now. From when I started to now, the business has grown more than 10 times, We have over the last few years been able to build many of our own brands, have added many new licenses, represent many more companies as exclusive distributors for India etc…Many of us have been with the company for long periods and the journey together to get Funskool to its position as India’s leading toy company has been a wonderful experience.

ILP: Looking at the Funskool catalogue you seem to have licenses from all the majors like Cartoon Network, Disney, Warner Bros and many more. How have these brands fared in the Indian market from a toys point of view?

RJ: Licenses are beginning to work very well in toys though it is nowhere near what it is in the more developed markets. The toy market here estimated at around US$  450 million at retail is about 0.5% of the world toy market of nearly US$ 90 Billion. In addition to Disney, Warner Brothers, Viacom etc… we also manufacture products for the Indian market under license from some of the major international toy companies like Hasbro of USA, Takara Tomy of Japan, Ravensburger of Germany, Jumbo of Netherlands, University Games of USA and many others.

ILP: You also retail your own brand of toys – Giggles for infants and toddlers, Handicrafts – your arts and craft line, FunDough – your range of colorful dough and Play & Learn – your range of educational products. Was there are a conscious shift to launch these product lines to fill gaps that overseas brands were not able to meet?

RJ: Affordability is very critical in the Indian market . Customs duties went up by 10% in the last union budget, GST introduced in July 2017 resulted in roughly a 5% increase over VAT, introduction of new testing standards for all imports into India, all resulted in imports becoming more expensive. With our own brands and licensed products manufactured at our factories we are able to hit optimum price points which take products to within reach of the average Indian consumer for toys.

ILP: Considering you’ve witnessed the toy industry from such close quarters for almost 2 decades, what are some of your key learnings?

RJ: There is very little history for toys in India. Most parents have not had much exposure to branded toys and do not understand the need for toys in the development of children. The toy market is just evolving here and there is a dearth of shelf space for toys. The high rentals in malls and the rather low returns from the toy area compared to some of the more evolved categories result in a lower allocation of space for toys. Affordability is critical and we have an advantage here because of our ability to manufacture quality products at affordable prices. We have also embarked on a program which we have called “Operation Reach” to get to smaller towns where branded toys are sparsely available as of now. We hope this will give us the first mover advantage and pay off in the long term. During the last 6 months, we have added 75 small towns to our distribution network which is, without a doubt, the largest in the country. We service over 5000 retail points, have 16 warehouses across the country, 6 Regional offices and over 85 sales and marketing personnel.

ILP: It is estimated that 20% of the Indian population is between 1-12 years old. That’s a HUGE addressable market, isn’t it?

RJ: This is the reason why all major toy companies are making a beeline for India. They all feel that India with its large young population will be the market of the future. We are very upbeat about the future and estimate the market to grow at a CAGR in double digits for several years into the future.

ILP: According to the LIMA global study 2017, the Toys category comes in 2nd (13.3%) after apparel (14.9%) of the Global retail sales of licensed merchandise which amounts to approx. $262 Bn. India seems to be lagging far behind! What can be done to improve this scenario?

RJ: With more young parents who have had some exposure to branded toys and licenses coming into the market, we expect to see exponential growth in the market soon. With viewership for Indian Animation surging (Chotta Bheem is a glorious example) and companies like Disney, Warner Bros and other licensors building awareness for their properties in India, the market for licensed products is bound to grow. With manufacturing activity for toys picking up in India, the licensed products should also become more affordable and that is when the sales will really grow faster.

ILP: How do you keep the wheels of innovation churning within the company, considering you are catering to a very demanding audience?

RJ: The toy industry is driven by novelty and by merchandise based on TV animation and movies. We have a full-fledged team of design and product development professionals who work tirelessly to come up with new toy concepts. The concepts are then tested with children, retailers and our own sales teams before they see the light of day! Tooling is expensive and therefore till the Indian market really evolves molded toys based on animation or movies will have to be imported to a large extent as the Indian market at this moment is just not big enough to justify large investments in tooling unless a worldwide market is targeted. This will take time. However, when it comes to the generic infant & preschool toys market which is the biggest chunk of the Indian market, we have made considerable investments in tooling because the generic line of products tend to have longer life cycles. Our investments in our own brands like Giggles, Fundough etc..have paid off well and we are now present with some of our own brands in markets outside India as well.

ILP: According to your website, Funskool is India’s largest toy company, with a revenue of around INR 220 Cr. (public source) What percentage of this is attributable to Indian brands vs foreign brands?

RJ: We expect our locally manufactured products to be roughly 40% of our domestic business during the current financial year.

ILP: We also noticed that your website funskoolindia.com doesn’t sell toys directly but diverts traffic to Amazon. Is this because of FDI norms? Is a full-fledged e-commerce shop in the offing? Do you think it will deliver adequate volumes?

RJ: We sell our products online through Amazon, Flipkart, First cry and on many other e-commerce platforms. While there are no FDI norms that prevent us from selling through our own online platform, we feel that at this point of time it may be more prudent to sell through the major e-commerce players. We may look at having our own e-commerce portal sometime in the future.

ILP: Which is the best performing brand for you?

RJ: The biggest success for us has been Giggles, our own Infant & Preschool brand. This has been most satisfying and we expect the brand to grow much stronger in the years to come.

ILP: You mentioned in another interview that Rubik’s cube is one of the most pirated toys in India. Any theories on why this is so?

RJ: Rubik’s cube for which we are the only authorized licensee in India sells very large numbers. The product that we distribute is of a much higher quality than the cheap imitations that are available in the market. Knock Off’s or imitations of best selling products are bound to flood the market and that is happening in the case of Rubik’s cubes as well . However, where there have been patent/trademark violations strict action has been taken in the past.

ILP: To what extent does piracy affect the board games / toy industry? What measures has the government taken to reduce the same?

RJ: Legal remedies are always available to check piracy but are often cumbersome and not worth the effort. While piracy is a problem, it has not got out of hand probably because of the size of the Indian market itself!

ILP: What are your key checkboxes before you license a brand?

RJ: The relevance of the license to the Indian consumer, how the license lends itself to toys, investments required in developing licensed merchandise are all considered before we decide to go ahead.

ILP: Which distribution channel has proven to be most effective for the toys category?

RJ: For high priced toys, toy specialists like Hamley’s and large stand-alone toy stores are very important. However for brands like Giggles which we target at a wider spectrum of customers, hypermarkets, and mom & pop stores are very important. We have a strong presence in toy specialists, hypermarkets, department stores as well as Mom & Pop stores. Our own retail chain of “Funskool” stores now has 16 stores and we are targeting to increase the number rapidly.

ILP:What would be your advice to an entrepreneur looking to get into the licensing business?

RJ: To tread carefully! Toy distribution is not easy and unless you have the infrastructure to reach out to across the country and to service the network it may be better to stick to a limited geographic area.

ILP: Tell us of one instance which comes to mind where licensing helped?

RJ: We are hoping to have a licensed range of our own Giggles brand in the market soon and we are all hoping that it will happen soon. Our biggest success in licensing has been with Beyblades. We have had the Beyblade license for India for several years now and the products are sourced from Takara Tomy of Japan. Over a period of time Beyblades has probably been the largest selling toy for boys in India and continues to do well. Whenever a new animation season of Beyblades is on air, sales start to peak. We will have new animation on air soon and are looking forward to sales hitting new highs!

Building an amazing body of work!

Driven by the values of trust, quality and excellence, Bodycare International in the past two decades has become a force to reckon within the innerwear market. Founded in the year 1992 by Mr. Satish Gupta, the company today enjoys the distinction of being the country’s leading manufacturer and supplier of Kids Undergarments, Thermals & Loungewear for the complete family.

IndiaLicensingPost spoke with Mr. Sachin Gupta, Director at Body Care International to get more insights on the company and more importantly his views on the licensing business.

ILP: Body Care was founded back in 1992 and has since grown by leaps and bounds not just in India but on the International stage. Can you shed some light on your growth in terms of growth of business or market share since inception? What do you attribute this to? Who are your key competitors?

Sachin Gupta (SG): In 1992 we started with just an installation of 2 sewing machines in our home and now have state of the art infrastructure with below facts and figures

  • The best manufacturing facilities comparable with those found across the globe.
  • About 300,000 sq ft area with units located at Noida, Delhi, Dehradun and Tirpur.
  • We produce north of 25 million pieces per annum and are further expanding.
  • We employ over 2500+ people.
  • We have a pan India presence with 300+ Distributors
  • Also a presence at 15000+ retail outlets

For more details can refer to our company website http://www.bodycareapparels.com

ILP: You are currently tasked with HR, finance, admin and purchases of the company? That’s quite a diverse profile. How did that come to be?

SG: Being a family run business we are involved and aware of all the functions but the specific responsibilities are divided among family members based on their interest and capabilities and especially where one has the best skill sets.

ILP: According to the LIMA Global study 2017, licensed apparel at retail accounted for almost 15% of the overall $252 Bn retail market. How big do you think that share is in the Indian market?

SG: In India, the licensed apparel market is still not that big but growing at a faster pace. As per my understanding, it’s more related to retail formats as well. As more & more organized retail grows, the share for Licensed merchandise will increase.

ILP: Bodycare has been a pioneer on many fronts including:

  • Being the first to introduce Lycra stretch fiber in Inner Wear in India.
  • First to introduce Procian Printed Girls Panties in India
  • Latest Seamless innerwear technology

 

Would you also credit some of your success to the strategy of licensing global brands for your product portfolio? How has licensing helped you?

SG: Yes, the acquiring license at early stage has helped us lot not just in term of branding but has helped us increase our global exposure as well, which really helped in developing world class products.

Our tie ups with International licensors has also helped us to know the best international practices followed in branding and marketing.

ILP: Can you recount any one licensing program which worked well for BodyCare?

SG: Hannah Montana with Walt Disney, I feel is the most successful licensing program till date.

  1. What are your expectations from a licensor?

SG: Our key asks from any licensor are as follows:

  • They should create and maintain demand for the character.
  • Provide us licensees with style guides & design support by sharing best products across the globe.
  • Marketing and promotional support

ILP: Since you are in the organized retail space, how do you view piracy? What steps do you think the authorities can/should be taking to tackle the menace of piracy?

SG: Piracy is certainly a big challenge for our company as we trade in original IP. The current laws in India are not that strong which is actually helping the culprits. Many a time, licensors are not able to safeguard their own brands and take strong action, hence violators can operate without fear.

WWE Shop Souled Store

Archana Keskar on WWE’s winning formula!

When you think of WWE, images of gigantic men and women, body slamming each other come to mind. But there’s much more at play beyond the ring. World Wrestling Entertainment, Inc., aka WWE, is an American integrated media and entertainment company that primarily is known for its brand of sports entertainment. It has branched out into other fields, including moviesreal estate, and various other business ventures. As of 2018, it is the largest wrestling promotion in the world, holding over 500 events a year, with the roster divided up into various globally traveling brands. Over the years WWE has managed to build a very strong licensing & merchandising business which riffs off its on-air programming.

Archana Keskar, Senior Director Consumer Products Licensing & Retail, South East Asia & South Asia, WWE helps to demystify this massive goliath for us.

ILP: You have dabbled in the licensing business for quite some time and with multiple brands including the STAR Network, Disney, Cartoon Network and now WWE. What’s it about the licensing business that you find most exciting and spurs you to dream bigger and jump higher?

AK: The brands I represent. If you believe in a brand, it’s personality & attributes, you are better placed to plan brand extensions. This is the same reason a consumer buys into WWE and licensing is a great tool that allows a win-win partnership between licensors & licensees. You are only limited by your imagination: which other business model allows brand extensions across multiple product or service categories to deliver 360 degrees consumer value?

ILP: Do you believe the business of sports licensing is coming/has come of age in India?

AK : I think, in general, licensing as a business model still has some distance to travel in India irrespective of the genre. However, more sports and sports leagues are getting support and exposure, and are now more mainstream than before. With increased support to the segment, the overall relevance and brand association opportunities will continue to grow.

ILP: WWE is a $1 billion brand at retail. Most of us in India was first exposed to WWE thanks to the likes of “Stone Cold” Steve Austin and The Undertaker. Now you have a whole new generation to serve. How has WWE evolved to meet the change in the demographic?

AK : There are more consumer touchpoints for WWE than ever before. As well as more than 550 live events around the world every year, WWE programming is available in more than 800 million households worldwide, and is broadcast in more than 180 countries and 24 languages. WWE Network, our subscription-based TV service, had a record 2.1m subscribers as of WrestleMania 34. In social media, WWE is the number one sports channel on YouTube ahead of the likes of the NBA and FIFA, and is the second-most viewed channel on YouTube overall with more than 22 billion lifetime video views. WWE has more than 900million total followers across all 18 platforms. WWE has a diverse roster of more than 250 Superstars and Legends

Toys (WWE)
Toys (WWE)

representing nearly 30 different countries speaking 17 languages and counting, and featuring household names like 16-time World Champion John Cena to new talent like our very own Jinder Mahal who was the first World Champion of Indian descent, last year. We also enlist new talents from different countries every year. Collectively, they are global personalities, icons, heroes with huge star power that is relevant to consumers of all ages.

 

 

ILP: Globally WWE works with over 200+ licensees. What are the checkboxes from a WWE standpoint before appointing a new licensee?

AK: Passion for WWE, expertise in a specific product range or service and distribution strength. There is very high demand for WWE products in India and to meet this, we are looking for experts in varied category segments.

ILP: Talk us through the licensed product portfolio in India and other categories in the offing?

AK: We work with some of the best in different product categories like Mattel for Toys, 2K, Scopely for Console & Mobile Games, Topps for Trading Cards, DK Penguin Random house for Books,

Books WWE
Books WWE

Funko for Collectible figurines, Parle & Perfetti Van Melle for Promotions and WWE Superstar Authentic merchandise is available on our e-commerce platform, wweshop.in, launched in partnership with The Souled Store. Our core target consumer segment being the 15-25-year-old young adults followed closely by kids (4-14years) and to meet their demand, we are now in discussions with local companies across multiple categories including but not limited to Apparel, Footwear, Bags, Stationery, F&B, Home products, even promotional tie-ups.

ILP: Give us an example of a great licensed brand fit with WWE?

AK: WWE is a lifestyle brand with a portfolio of globally popular Superstars. Other than Action Figures and Games, Apparel & Superstar Fashion Accessories has the highest demand. With hundreds of Superstars to design for, the range possibilities are immense.

ILP: Which is the one license program you’ve run at WWE which qualifies to be in your personal hall of fame?

AK: The best is yet to come.

ILP: India is still a very conservative country when it comes to entertainment opportunity. How do you get past the gate-keepers (parents) to sell licensed merchandise to kids?

AK: Let me share a few examples; WWE video games have always been in the top 5, 2018 is the 11th year for our Trading cards, Mattel launched the WWE Action Figures & Playsets in April this year and few SKUs are already out of stock, Superstar authentic gear sales from our ecommerce platform – WWEShop.in  

has consistently grown since launch last year. To break this down, WWE is an aspirational brand with mass connect across Young Adults & Kids segment alike. In terms of popularity, India is our number 1 market for TV viewership or social media following and people of all ages attended our India Events in the last two years. With demand this high, the only way we will be relevant to all gate-keepers (retail & parents) is to have good quality products & promotions with reputed companies and aim is to add to the existing product range in the country.

ILP: Any key learnings you would like to share regarding your journey as a licensor of one of the biggest sports brands in the market?

AK: WWE is unique. We are a sports-entertainment brand and the global consumer base connects with the larger than life Superstars; their personalities and stories. Our brand is not dependent on a single championships or sports series but is relevant every day of the year without a break. Therefore, innovation is key, be it Content or Consumer Products.

WWE Title belts
WWE Title belts

ILP: What does the roadmap for WWE look like over the next 5-10 years? Will consumer products or content syndication drive the agenda?

AK: Both go hand in hand. India is a very important market for us and we are carefully evaluating opportunities for localization across all lines of business.

ILP: What does Archana Keskar watch on the tele when she’s not watching WWE?

AK: We have interesting content every day of the week but when am not tuned into WWE, I catch up on Hindi movies. But it’s interesting as sometimes even that brings me back to WWE like Dangal, Sultan or even Brothers.