MAM
Publicis Groupe posts 7% growth in 2011
MUMBAI: European communications company Publicis Groupe has posted a 7.3 per cent rise in consolidated revenue in 2011 to 5816 million euro compared to 5418 million euro in 2010.
The company’s organic growth was 5.7 per cent in 2011 while in 2010 it was 8.3 per cent, which was a result of a recovery in the market after the downswing in 2009.
The revenue breakdown reveals that advertising contributed to 31 per cent of revenue and media to 19 per cent, while SAMS which includes digital contributed 50 per cent in 2011. in the previous year, advertising made up for 32.6 per cent, media for 20 per cent and SAMS for 47.4 per cent of the total revenue.
Geographically speaking, Latin America recorded the biggest leap in revenue growth at 31.7 per cent (374 million euro in 2011 as compared to 284 million in 2010). The Asia-Pacific region followed with a growth of 11.8 per cent earning 690 million euros this year compared to 617 in 2010. Europe, Africa & Middle East and North America followed with growth rates of 6.3 per cent, 6.0 per cent and 4.4 per cent respectively.
Publicis Groupe chairman and CEO Maurice Levy said, “In a context of sovereign debt crisis and economic slowdown, Publicis has not only outperformed the market, more remarkably it has improved on its own outstanding performance of 2010. The Group’s margin, which has improved very satisfactorily, is back on the 16% mark while we continued investment in technology and talent. We have continued to pursue our strategy of making targeted acquisitions in digital communications and high-growth countries.”
Publicis would take a cautious yet confident stride towards 2012, Levy added.
MAM
AI could unlock billions for India’s $30 billion media industry, says JioStar vice-chairman Uday Shankar
JioStar vice-chairman urges industry to seize once-in-a-generation AI moment to turn India into the world’s creative capital
DELHI: India’s media industry stands at a historic inflection point. Artificial intelligence, long discussed as a technological disruptor, could now become the lever that propels the country from a domestic content giant to a global creative powerhouse.
Delivering the keynote at the IndiaAI Impact Summit, Uday Shankar argued that AI offers India a once-in-a-generation opportunity to lead, not follow, in global media and entertainment.
Shankar credited the prime minister’s vision for centring India’s growth agenda around AI and described the summit as overdue . Drawing on three decades in media, he traced the industry’s transformation from the arrival of the first newsroom computers to the launch of India’s earliest digital platforms, each wave of technology reshaping speed, scale and audience engagement.
The numbers tell a story of staggering growth. In just 25 years, India’s media and entertainment sector has expanded from a few billion dollars to become the world’s fifth-largest market, contributing more than $30bn to the economy. Television households have jumped from about 70m to over 210m, with more than 800m video consumers today.
Yet global influence remains elusive. While South Korea exported Squid Game and Parasite to worldwide acclaim, and Puerto Rico produced the most-streamed artist on the planet, India has struggled to consistently break through beyond its domestic and diaspora audiences .
The constraints are structural. Hollywood studio productions command budgets of $65m to $100m, with tentpoles running as high as $300m. The average Indian film operates on $3m to $5m . A marquee US television episode can cost $20m to $30m; an Indian serial is typically produced for Rs 7 lakh to Rs 10 lakh per episode, roughly $10,000. The capital gap, Shankar argued, has narrowed ambition and limited global competitiveness.
AI, he said, changes the equation by rewiring the three pillars of the industry: content, consumer and commerce.
On content, AI-powered production is collapsing infrastructure costs and accelerating timelines. At JioStar, the company recently produced Mahabharat: Ek Dharmayudh, a 100-episode live-action series delivered three to five times faster than a traditional production pipeline. The implication is stark. The remaining constraint is no longer capital, but imagination.
On consumers, AI enables conversational discovery, interactive storytelling and regionalisation that goes beyond simple dubbing to reflect India’s linguistic texture. On commerce, it unlocks granular segmentation and dynamic pricing, moving beyond the blunt instruments of subscription and advertising that have defined the industry for a century.
The prize is vast. The global media market, currently worth nearly $3trn, is projected to reach $3.5trn by 2029. India’s share remains under 2 per cent. Even a shift to 5 per cent would generate tens of billions of dollars in additional value.
But Shankar cautioned that opportunity does not guarantee outcome. He called for three commitments: self-disruption before external disruption, aggressive skilling to create AI-native creative hybrids, and policy frameworks that accelerate rather than constrain innovation.
Hollywood’s defensive posture towards AI, he suggested, offers India a rare window to design the business models and regulatory frameworks that could set global precedents. The shift in advantage, he argued, favours nations with deep cultural reservoirs and massive audiences.
The question is no longer whether India can lead in the AI age of media, he concluded, but whether it will move fast enough to claim that position.
The stories were always here. Now the technology has caught up.
