digital media trends

‘Indian consumers moving from what’s on TV to what do I feel like watching mind-set’: report

Compiled by FICCI-LAIFC-KPMG, the report argues that the way forward for over-the-top platforms in India is to invest in regional and original content.

Indian media consumers, particularly young Indians, “spend nearly four hours watching television per week as compared to 28 hours on mobile, of which 45 per cent of time spent is dedicated to entertainment”, according to the report The Digital journey – How OTT (over-the-top) platforms can remain on demand ready. The report, compiled by FICCI-LAIFC-KPMG, was released at the second edition of the FICCI knowledge series held in Mumbai on October 4 in association with the LA India Film Council.

Video occupies nearly 50% data traffic currently. “While sharing online videos on social media and consumption of short-form video content has been the first wave of data consumption, long-form content consumption is now seeing rapid growth on the back of improved connectivity and lower data costs,” the report said. “The consumers are moving from ‘what’s on TV’ to ‘what do I feel like watching’ mind-set.” The report also goes on to quote the popularity of such series as Game of Thrones and Bigg Boss as evidence. “Heavy spends by Amazon Prime Video and Netflix for acquisition of Bollywood movie rights also points to the potential of long form content viewing on OTT platforms,” added the report.

OTT video viewing is only likely to increase by 32% annually by 2020, it predicted.

More original and regional content in the digital space

While platforms such as Netflix were initially focused on English-speaking audiences from urban areas, the focus is now shifting to regional audience, argued the report. “The next 200 to 250 million VOD users are likely to come from the middle class, the masses and regional languages,” it said. “Consumers today spend 50 to 60 per cent of average time on Hindi videos, followed closely by 35 to 43 per cent on regional content videos, with a 5 to 7 per cent on English.”

Most digital platforms have already begun investing heavily, therefore, in regional and content that has ‘mass’ appeal. “Once known for niche content such as select movies and catch-up TV, the OTT market is now creating content for the mainstream audience, with shows such as The Timeliners, the Aam Aadmi Family which is aimed at appealing to the average middle-class Indian household...Major platforms such as Hotstar, Netflix and Amazon are also investing heavily in building local movie libraries and original content designed with a wider and more mass appeal. The recent high levels of bidding for Indian Premier League’s digital rights also follows the same trend.”

A platform like Alt Balaji is attempting to position itself between Netflix and the hugely successful prime-time Hindi soaps, added the report.

Platforms are also allocating separate budgets for original content, which can be seen as a move away from being mere licensing platforms. According to the report, out of an allocated budget of Rs 2,000 crores for original content, Amazon Prime Video has spent only around Rs 500 crores so far with tie-ups with production companies such as Excel Entertainment and Phantom Films. The budgets of Sony Liv, Voot, Eros and Hotstar for original content are under Rs 400 crores.

Reality shows and live-streaming particularly of sports tournaments are highly popular. Through Hotstar, IPL for instance reached close to 80 million unique users in 2016. The count was 35 million in 2015.

The challenges faced by digital players are manifold, making it clear that there is still a lot more ground to cover: the inability to arrive at a measurable return on investment from digital advertising, digital advertisement frauds, brand safety and most importantly, piracy. “The shutting down of some of these torrent websites has proven to be ineffective, as with the closure of one, many more emerge, as has been the case with sites such as KAT, Piratebay, Rapidshare, Megaupload, etc,” said the report.

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The evolving patient

Healthcare service customers, who comprise both the patient and his or her family and friends, are more exposed today to high standards of service across industries. As a result, hospitals are putting patient care right on top of their priorities. An example of this in action can be seen in the Sir Ganga Ram Hospital. In July 2015, the hospital launched a ‘Smart OPD’ system — an integrated mobile health system under which the entire medical ecosystem of the hospital was brought together on a digital app. Patients could use the app to book/reschedule doctor’s appointments and doctors could use it to access a patient’s medical history, write prescriptions and schedule appointments. To further aid the process, IT assistants were provided to help those uncomfortable with technology.

The need for such initiatives and the evolving nature of patient care were among the central themes of the recently concluded Abbott Hospital Leadership Summit. The speakers included pundits from marketing and customer relations along with leaders in the healthcare space.

Among them was the illustrious speaker Larry Hochman, a globally recognised name in customer service. According to Mr. Hochman, who has worked with British Airways and Air Miles, patients are rapidly evolving from passive recipients of treatment to active consumers who are evaluating their overall experience with a hospital on social media and creating a ‘word-of-mouth’ economy. He talks about this in the video below.


As the video says, with social media and other public platforms being available today to share experiences, hospitals need to ensure that every customer walks away with a good experience.

The promise gap

In his address, Mr. Hochman also spoke at length about the ‘promise gap’ — the difference between what a company promises to deliver and what it actually delivers. In the video given below, he explains the concept in detail. As the gap grows wider, the potential for customer dissatisfaction increases.


So how do hospitals differentiate themselves with this evolved set of customers? How do they ensure that the promise gap remains small? “You can create a unique value only through relationships, because that is something that is not manufactured. It is about people, it’s a human thing,” says Mr. Hochman in the video below.


As Mr. Hochman and others in the discussion panel point out, the key to delivering a good customer experience is to instil a culture of empathy and hospitality across the organisation. Whether it is small things like smiling at patients, educating them at every step about their illness or listening to them to understand their fears, every action needs to be geared towards making the customer feel that they made the correct decision by getting treated at that hospital. This is also why, Dr. Nandkumar Jairam, Chairman and Group Medical Director, Columbia Asia, talked about the need for hospitals to train and hire people with soft skills and qualities such as empathy and the ability to listen.

Striking the balance

Bridging the promise gap also involves a balance between technology and the human touch. Dr. Robert Pearl, Executive Director and CEO of The Permanente Medical Group, who also spoke at the event, wrote about the example of Dr. Devi Shetty’s Narayana Health Hospitals. He writes that their team of surgeons typically performs about 900 procedures a month which is equivalent to what most U.S. university hospitals do in a year. The hospitals employ cutting edge technology and other simple innovations to improve efficiency and patient care.

The insights gained from Narayana’s model show that while technology increases efficiency of processes, what really makes a difference to customers are the human touch-points. As Mr. Hochman says, “Human touch points matter more because there are less and less of them today and are therefore crucial to the whole customer experience.”


By putting customers at the core of their thinking, many hospitals have been able to apply innovative solutions to solve age old problems. For example, Max Healthcare, introduced paramedics on motorcycles to circumvent heavy traffic and respond faster to critical emergencies. While ambulances reach 30 minutes after a call, the motorcycles reach in just 17 minutes. In the first three months, two lives were saved because of this customer-centric innovation.

Hospitals are also looking at data and consumer research to identify consumer pain points. Rajit Mehta, the MD and CEO of Max Healthcare Institute, who was a panelist at the summit, spoke of the importance of data to understand patient needs. His organisation used consumer research to identify three critical areas that needed work - discharge and admission processes for IPD patients and wait-time for OPD patients. To improve wait-time, they incentivised people to book appointments online. They also installed digital kiosks where customers could punch in their details to get an appointment quickly.

These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the marketing team and not by the editorial staff.