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Helmed by veteran TV executive Sameer Nair<\/a>, Applause Entertainment has, over the past one-and-a-half years, spent close to Rs 130 crore on creating a bank of high-quality premium drama series.
“We will soon be completing 15 shows,” said Nair, CEO, Applause Entertainment. “We've got another 15 in development, and another 15-20 in writing at an early incubation state. So currently, we are in a zone of operating in about 40-50 shows.”
From the ready series, Applause has already sold four to Hotstar<\/a>, the over-the-top (OTT) service of Star India<\/a>, and is in talks with Eros<\/a> Now, MX Player, Viu and ZEE5 for deals.
“We first decided to create content and then start showing to interested parties. And I must say that we're having very encouraging conversation. We have done our first deal with Hotstar for four shows and more are expected to be signed. These deals are a vindication to our business model,” Nair said.
But it was not a cakewalk for Applause. Initially there were sceptics and many producers were not keen on working with a third party. “Many people did say that they can directly work with the platforms. But we were very clear from the beginning on our business model. We took all the risks and invested in content from end-to-end. Now there is the proof of the pudding,” said Nair.
The company claims to have worked with a transparent model, where it charges premium on the base cost. If a platform wants to buy the rights of the content outright, the premium is much higher; if they want to licence it for certain duration, the premium comes down. However, Applause retains the rights to produce subsequent seasons of the series.
“We are bringing in transparency and asking for a premium, which is our right,” Nair said.
After 40-50 shows, Applause, he said, will also be open to partnering with international players to create much bigger shows.
Interestingly, the idea of Applause had germinated out of a conversation between Birla and Nair.
“We were discussing that there are going to be a lot of consumer touch points on digital, including telecom, broadcasters-owned, independent players as well as the big foreign majors like Netflix, Amazon, etc. So, in 2017, we realised that this is going to be a pretty vibrant market. And while everyone will set up platforms and build the B2C business -- because that's the big business, that's where the bigger fight is -- we knew that all of these B2C businesses are going to be driven by content,” Nair said.
Incidentally, the Indian viewer has not experienced premium Indian drama and once the whole saas-bahu saga started on TV, which became so successful, Indian TV never managed to get out of it.
But TV experts believe that now after 20 years, and a full generation later, with the whole OTT explosion and a lot more of individual viewing, premium drama is possible. India has been known to leapfrog and unlike in the West, where it went from one TV to multiple TVs, India instead has already moved from one TV in the living room to four devices.
“So in 2017, when we spoke, the idea was to set up a business which invests and creates content. So, it’s a risk and reward strategy and to Mr Birla’s credit, he saw it and bought into it,” Nair explained.
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Kumar Mangalam贝拉的掌声坡道上内容,准备试镜
戴头盔的资深电视执行Sameer Nair掌声娱乐活动,在过去的半年内,花了接近130卢比创建一个银行的高质量优质电视剧。
戴头盔的老电视执行Sameer Nair掌声娱乐活动,在过去的半年内,花了接近130卢比创建一个银行的高质量优质电视剧。
“我们很快就会完成15所示,”Nair说,首席执行官,掌声娱乐。“我们有另一个15的发展,另一个在早期孵化15 - 20在写作状态。目前,我们在约40 - 50显示操作区”。
从准备系列,掌声已经出售了四个Hotstar的顶级(OTT)服务星空集团印度公司,正与厄洛斯现在,MX的球员,威尼斯国际大学和ZEE5交易。
“我们首先决定创建内容,然后开始显示感兴趣。还有我一定要说,我们有非常令人鼓舞的谈话。我们所做的第一个处理Hotstar四显示预计将签署。这些交易是我们的商业模式辩护,”Nair说。
但它不是一件轻而易举的事了掌声。最初有怀疑论者和许多生产者并不热衷于与第三方合作。“许多人说,他们可以直接使用平台。但是我们很清楚从一开始我们的商业模式。我们把所有的风险和投资从端到端内容。现在有布丁的证明,”Nair说。
该公司声称曾与一个透明的模型,它指控溢价基础成本。如果一个平台想要直接购买的权利内容,溢价更高;如果他们想执照一定时间,保险费。然而,掌声保留权利产生后续系列的季节。
“我们引进透明度和要求溢价,这是我们的权利,”Nair说。
40 - 50的表演之后,掌声,他说,还将开放与国际球员合作创造更大的显示。
有趣的是,这个想法的掌声已经发芽了贝拉和奈尔之间的对话。
“我们正在讨论,会有很多消费者接触点数字,包括电信、broadcasters-owned,独立的球员以及大型外国专业像Netflix,亚马逊等。因此,在2017年,我们意识到这将是一个非常有活力的市场。虽然每个人都会设置平台和构建B2C业务——因为这是大企业,这是更大的打击是,我们知道,所有的这些B2C企业要由内容,”Nair说。
顺便说一句,印度印度观众并没有有经验的高级戏剧一旦整个saas-bahu传奇开始在电视上,电视成为如此成功,印度从未设法摆脱它。
但现在电视专家认为,二十年后,整整一代后,与整个奥特爆炸和更多的个人观察,溢价戏剧是可能的。印度已经被超越,与西方不同,它从一个到多个电视,电视印度而不是已经从一个电视在客厅里转移到四个设备。
“所以在2017年,当我们说话的时候,他们的想法是建立一个商业投资和创建内容。所以,这是一个风险和回报战略和贝拉先生的信用,他看到和买到它,”Nair解释道。
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