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Indian Media Review: Shashi Sinha addresses the elephant in the room — common measurement
MUMBAI: All eyes were trained on this year’s media review by The Advertising Club, what with the stalwarts of the industry repeatedly endorsing it on the social media weeks before the event took place. And indeed, the topic that the session addressed hit close to to every stakeholder in the industry alike — be it publishers from across media, advertisers or media agencies. It was on having a common currency of measuring the effectiveness of media for advertising across platforms.
IPG Mediabrands CEO was one of the key speakers at the review. Shashi Sinha started off on a more comfortable note of how agencies can help businesses grow with an effective measurement.
According to him, “Instead of complaining that clients are demanding more accountability from the media they bought, agencies need to understand that better measurement gives CMOs better rationale for justifying better budgets.”
This ‘better measurability’, as per Sinha, is being achieved in several ways at present, primarily — introduction of BARC’s measurement system for broadcasters, revival of the Indian Readership Survey (IRS) by next year, and digital.
The issue, Sinha emphasised, came down to whether the fraternity wanted to take a few more steps further to improve the system of measurement across media after understanding the need of the hour or whether they wanted to stall the progress and delay the combined measurement system.
Speaking specifically of the digital measurement system, Sinha shared that it was wrong to expect a panel of digital platforms or ‘OTT’ players to be self regulators of their measurement systems, given that the category is extremely fragmented. Therefore, he openly asked if “digital publishers are willing to be measured by third parties and be transparent with their numbers?”
Highlighting how the IRS, which Sinha expects to be fully functional in eight months, will increase the sample size of print publishers by 40 per cent, he added that multimedia evaluation was also being considered by the board.
Sinha expressed his welcome surprise at the Audit Bureau of Circulation (ABC) testing the measurement possibilities in the publishing side of digital (as BARC only caters to video consumption measurements). “Unlike video measurement, it is relatively cheap and is actually already functional for the last three to four months. We just need the heavyweights in the medium to come to a consensus for it to be fully rolled out,” Sinha added.
After addressing and updating the audience about the different scopes of measurements in each media, Sinha quickly moved on to emphasise the need to have a common source of truth or ‘a single view of truth’
This brings him to suggest the ambitious idea of Media Research Users Council (MRUC), the IRS, BARC and ABC to come together to contribute to a common pool of data that can be further sliced and diced in accordance with each media based on the clients requirement, although Sinha agreed that currently major challenges were in making that thought become a reality.
Instead, one could start with thinking along the lines of a measurement currency that each media can be compared in, and according to Sinha, it is CPT,
“Television measurement needs to move from CPRP to CPT format, and that’s a good starting point of having some commonality of currency between mediums. Publishers need to understand that moving from one currency system to the other doesn’t bring any difference in the buying and selling equation with clients. That will always be based on the demand-supply ratio,” assured Sinha, adding that the current CPT of channels is actually an opportunity to drive growth.
CPT or Cost Per Thousand is basically the advertising cost of reaching a certain number of viewers in a defined target group on television, while CPRP or Cost Per Rating Point is the cost of advertising time on television based on the price of time for a single rating point generated by the channel.
More mature markets such as the US, the UK and Germany have already switched to CPT as a currency when buying and selling television media.
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Madison World to launch AI platform M BrAIn for media planning
Agency group invests about $1 million as it shifts to AI driven growth planning.
MUMBAI: If media planning once ran on spreadsheets and gut instinct, the next chapter may run on algorithms and curiosity. Madison World is preparing to roll out the first version of its proprietary artificial intelligence platform Madison M BrAIn in early April, as the independent agency group accelerates its transition toward AI driven planning and product led media services.
The platform, expected to involve an investment of around $1 million, is designed to reshape how the agency approaches strategy by combining internal knowledge, external data sources and advanced AI models into a single intelligence ecosystem.
According to Madison Media, OOH and Hiveminds partner and group CEO Ajit Varghese the initiative forms part of a larger structural rethink within the organisation. “Traditionally agencies built frameworks around media planning and allocation. We are redesigning that structure into what we call a Growth Planning System (GPS),” Varghese said.
The shift reflects a growing belief that effective media strategy must begin earlier in the decision making process. Instead of jumping directly to channel allocation, planners must first decode the market itself identifying consumer barriers, purchase triggers and the core challenges facing a brand.
Once those insights are mapped, agencies can build clearer growth agendas for clients and design media strategies that connect more closely with business outcomes.
To support that approach, Madison has built Madison M BrAIn as what it describes as a human AI cognitive ecosystem. Acting as a central intelligence hub, the platform aggregates proprietary insights alongside external data sources and large language models, enabling planners to access deeper market intelligence before building campaign strategies.
Varghese said one of the core objectives is to democratise knowledge across the organisation. “In the past, this level of understanding was largely available to senior leaders or experienced strategists. With Madison M BrAIn, even a junior planner should be able to access the same intelligence and approach clients with a far more informed perspective,” he said.
The agency has already implemented the new planning philosophy internally and completed three months of testing for the AI platform, with early trials showing encouraging results in terms of learning capability and system performance.
While the first version relied on global large language models, Madison is now developing its own proprietary Small Language Model (SLM) to serve as the core of the M BrAIn ecosystem.
“The SLM will be able to read global LLMs, but the LLMs cannot read the SLM,” Varghese explained. “That ensures all the intelligence we build remains within the Madison ecosystem and strengthens our proprietary knowledge base.”
The first version of Madison M BrAIn is expected to go live in early April, with a more refined version targeted by the end of June. Over time, the platform will integrate additional external data streams and APIs including consumer insight platforms, social listening tools and client datasets.
These integrations are expected to enhance the system’s learning capability and enable it to generate increasingly sophisticated strategic recommendations.
Although the platform is currently being deployed for internal use, Madison sees potential for it to evolve into a licensable product in the future.
“At the moment, our focus is to stabilise and strengthen M BrAIn internally. But over time there is potential for this to become a product that could be licensed externally,” Varghese said.
The AI platform is also part of a wider technology transformation underway at the agency group. Alongside M BrAIn, Madison is building a broader digital infrastructure called the Catalyst operating system, which aims to integrate operational processes, data and product platforms into a unified ecosystem.
This broader technology stack could require an additional $1 million to $1.5 million investment over time, though spending will be phased and reviewed regularly.
“We are evaluating progress every three months and prioritising the most critical capabilities first,” Varghese said.
Madison expects the full AI and operating ecosystem to be fully functional within 12 to 18 months, positioning the agency to combine human strategy with machine intelligence as the advertising industry enters its next data driven phase.
