MAM
New AIR package pitched as attractive for advertisers
MUMBAI: The newly developed All India Radio (AIR) packages might be something ad agencies and advertisers should have a closer look at.
Percept Picture Company division Techniche Media CEO Vivek Salian says: “AIR is offering a package on Vividh Bharati called Vividh Bharati Network (which includes 29 cities) for Rs 5,000 per 10 seconds air time. But a better alternative is a sponsored programme on the Vividh Bharati network. A half-hour slot would cost only Rs 54,000 plus production charge of anything between Rs 15,000 to 20,000. The FCT (free commercial time) of 180 seconds per city can be used for direct plug-ins. One third of the FCT can be banked, i.e. played on other time slots.”
Salian’s firm Techniche Media (a division of PPCPL) is a radio and audio production house that provides consultancy services to advertisers, ad agencies and PR agencies. “The advantage of a sponsored (recorded) radio show is that the show can be conceptualised as per the brand / target audiences requirement, so that the client derives maximum possible mileage,” adds Salian.
Rates were as high as Rs 10,000 for a 10-second spot some time back and AIR’s efforts to rationalise the rate structure is an indicator that the public radio broadcaster is becoming market savvy.
Another strong advocate of Vividh Bharati and AIR is outdoor advertising specialist company DS Mittle & Sons director and RAPA’s 2003 council president Brij Mittle. Mittle, who has been involved in radio and ad jingles software production says: “Radio hasn’t been exploited to the extent to which it should have been. Ad agencies must realise that people will come back to radio in fiscal 2003-4. The FM sector has seen a revival of sorts but Vividh Bharati is still not getting it’s due. The mainline media executives simply don’t realise the significance of Vividh Bharati as a medium. Or even if they do realise – they are aren’t doing enough to promote the stations.”
Mittle, who owns one of the oldest recording studios in Mumbai, adds: “Consider some programmes on Vividh Bharati that still have a piece of our mind space – Bhule Bisre Geet or Chitralok on Vividh Bharati still evoke some kind of a nostalgia that today’s programmes don’t. The government must must take steps to reduce licence fees and public and private radio channels must rationalise their rate structures.”
Says Salian: “Programmes such as Binaca Geet Mala anchored by the inimitable Ameen Sayani delivered tremendous value for the brand. The association was very strong and the brand was inextricably linked to the programme and the anchor. We need to replicate this success.” Techniche Media has re-positioned itself to explore the opportunity that exists in offering consultancy services to ad agencies, radio channels and advertisers.
Well, Prasar Bharati has already set the ball rolling. In fact, Prasar Bharati has grabbed Rs 906 million for the triangular one day series between India-Australia-New Zealand (10 matches during October) and two test matches ( between India and New Zealand) – with Doordarshan getting Rs 880 million and All India Radio (AIR) getting Rs 26 million.
Prasar Bharati Marketing Division director Vijay Laxmi Chhabra says: “For the first time, we created a package wherein Doordarshan and AIR were marketed jointly. The scientifically devised package ensured that AIR bagged nearly five times what it got for the India-West Indies series last year. Our effort signifies the great results that can be obtained by clubbing the two Prasar Bharati arms together and marketing them jointly.”
As Mittle says: “Most of the FM radio channels sound the same – haven’t been able to differentiate themselves much from each other. They sound like clones.”
Brands
Kwality Wall’s reports standalone losses following strategic HUL demerger
Ice cream major faces Rs 64 crore Ebitda loss amid commodity inflation and muted Q3 sales
MUMBAI: Kwality Wall’s (India) Limited (KWIL) has released its first set of financial results as a standalone entity, revealing a challenging start to its independent journey. Following its successful demerger from Hindustan Unilever Limited (HUL) on 1st December 2025 and its subsequent listing on 16th February 2026, the company is navigating a transition period marked by structural changes and high input costs.
For the quarter ended 31st December 2025, the company reported revenue of Rs 222 crores. Despite the revenue base, the bottom line was impacted by several factors, resulting in an Ebitda loss of Rs 64.2 crores. When calculated on a Pre-IND AS 116 basis, the Ebitda loss stood at Rs 83.8 crores.
Organic Sales Growth (OSG) declined by 6.5 per cent year-on-year during the quarter. Volume growth, however, saw a marginal increase of 1.2 per cent. The company reported a gross margin of 41.5 per cent. Additionally, exceptional expenses amounting to Rs 94 crores were recorded, primarily linked to non-recurring costs during the transition phase.
Performance across portfolios and channels was mixed. Within the impulse portfolio, brands such as Magnum and Cornetto recorded mid-single digit volume growth, indicating steady demand in on-the-go consumption. However, the in-home portfolio, which includes take-home packs, experienced muted consumption. The company is planning a relaunch of this category with improved offerings ahead of the 2026 season.
Quick commerce (Q-Com) continued to emerge as a strong growth driver, delivering robust double-digit growth during the quarter. Meanwhile, the company also expanded its physical distribution network by increasing the number of company-owned cabinets across markets.
Margin pressure during the quarter was driven by a combination of one-off factors and broader cost inflation. Gross margins were impacted by around 600 basis points due to trade investments made for stock liquidation. Additionally, cocoa price inflation contributed to another 400 basis points of pressure on margins.
Deputy managing director Chitrank Goel attributed the muted performance partly to prolonged monsoons and transitional challenges linked to the GST framework. Operating expenses also increased as the company invested in establishing its standalone supply chain, operational systems and corporate infrastructure following the demerger.
Looking ahead, the management remains focused on a volume-driven growth strategy. To restore profitability, the company has initiated a cost productivity programme aimed at reducing non-consumer-facing costs. It is also working on building regional manufacturing networks to optimise logistics expenses and improve operational efficiency.
The commodity outlook for the near term remains mixed. Dairy prices are expected to remain firm due to tight supply conditions and rising fodder costs. Sugar prices may also move higher following increases in the Minimum Selling Price (MSP). While cocoa prices have moderated recently, currency depreciation has offset some of the potential cost relief for the company.
