MAM
Havas Group India concludes the Havas Spark 2.0 internship programme with Gen Z Report 2022
Mumbai: Havas Group India has recently concluded the second edition of its flagship internship programme, Havas Spark, and launched the intern-led Havas Spark 2.0 Gen Z Report 2022.
One of the advertising industry’s biggest internship programmes, Havas Spark 2.0, which kicked off in April 2022, saw 21 bright, young interns transform into integral members of the Havas Group India network. Launched in 2021, Havas Spark is a one-of-a-kind, six-month intensive training programme that gives aspiring industry entrants an opportunity to explore various career paths in a structured yet flexible manner.
In a graduation ceremony conducted on 11 October, which marked the completion of Havas Spark 2.0, a report called Gen Z Report 2022 was launched. The study presented in the report was conceptualised and executed by the interns as part of their curriculum. The purpose of the study was to provide insights about the newest generation of Indian consumers by exploring how they perceive brands, what drives their purchase decisions, their media consumption patterns, and more.
To get a more defined and representative view of gen-z within the Indian context, individuals aged 16–24 years across nine metro and tier-1+ cities formed the sample. An additional layer of insight was added by virtue of the researchers, i.e., the Havas Spark interns, belonging to generation-z themselves. The final report, which included both quantitative as well as qualitative analysis approaches, shed light on several interesting outcomes that help us better understand gen-z and bust commonly held misconceptions about them.
One of the top insights of the study was that 70 per cent of gen-zs are more willing to consider buying from a brand that stands up for environmental and social causes that they believe in. The revelation that gen-z prefers brands whose values align with their own raises questions about the presumption that they are careless and voracious consumers. Furthermore, sustainability, for gen-z, transcends the label of “environmental cause” to encompass a more conscious, mindful mindset that is manifested in small actions as well as larger, more institutional-level ones; for example, not littering, carrying one’s own bag to the market, or even reusing plastic containers, all inform the concept of sustainability.
Another interesting insight is that when it comes to attracting gen-Z’s attention, the humour factor (27 per cent) works best, followed by luxurious (26 per cent), emotional (17 per cent), and with satire and serious tones each taking 15 per cent. This may be indicative of why instant and meme marketing are so popular.
From the perspective of brands, sustained brand loyalty from consumers is prized. Inability to adapt to changing times emerges as one of the key reasons gen-z (according to the study, 60 per cent) lose interest in a brand. Other reasons include poor user experience (54 per cent), poor customer service (49 per cent), a limited product range (42 per cent), false celebrity endorsements (32 per cent), and, finally, unjustified product prices (21 per cent).
Brands that are digitally savvy, adopt the latest tech to make the consumer journey more seamless, and effectively leverage social media platforms are the go-to choice for gen-z. When it comes to digital consumption, social media is where gen-z expresses themselves the most (18 per cent), with Instagram and YouTube being the most popular platforms.
On average, 29 per cent of gen-z spend one-two hours per day on these two platforms. When it comes to influencers, gen-z feels that influencers represent their own values and beliefs and reflect what they aspire to be.
In addition to generating insights, the study served the dual purpose of busting some preconceived notions about gen-z. One of the most misunderstood aspects about them is their relationship with money. Contrary to the belief that they do not handle their finances responsibly, results reveal that gen-z is an extremely money-savvy generation. They actively discuss and educate themselves on wealth growth and management, redefining money as a means of elevating quality of life.
As per the report, some other observations about gen-z are:
Gen Z is a stressed and anxious generation, but at the same time, they are proud advocates of mental health and wellbeing.
Gen Z prefers smart work that stimulates growth as opposed to hard work. Additionally, gen-z believes organisational structure is important, but hierarchical boundaries should be porous, allowing them the ability to impact final decision-making.
Gen Z continues to demand transparency and authenticity from brands over big claims and celebrity endorsements.
Havas Group India chief human resource officer Vandana Tilwani said, “The programme is meticulously designed so that the newcomers are actively involved in the day-to-day operations of their respective disciplines as well as challenged to go the extra mile by engaging with clients via live projects. This experience not only gives the interns a taste of how the industry operates but is also a conscious effort on the part of Havas Group India to pump fresh voices and perspectives back into the industry.”
She added, “The experience of working on the gen-z 2022 report has been a key element in the overall learning journey of the Spark. Our effort is to provide as much real experience as possible in these six months, which is why the whole programme has been designed to ensure that the transition into a full-time role is seamless and natural.”
Commenting on the findings of the Gen-Z 2022 Report, Havas Media Group India head of strategy Sanchita Roy said, “Gen-Z is perhaps one of most misunderstood generations of our times and probably the most enigmatic at the same time. In keeping with our philosophy of finding meaningfulness in everything we do, we launched the second edition of our gen-z study with the Havas Spark interns this year. The study, divided into two parts, not only explores gen-z’s relationship with brands and the media but also busts some of the myths surrounding them. The report will help brands not only make a meaningful difference but also plan more effectively as they try to forge stronger and better connections with this digitally native audience with a natural penchant for quick changes.”
Digital
Content India 2026 opens with a copro pitch, a spice evangelist and a £10,000 prize for Indian storytelling
Dish TV and C21Media’s three-day summit puts seven ambitious projects before an international jury, and two walk away with serious development money
MUMBAI: India’s content industry gathered in Mumbai this March for Content India 2026, a three-day summit organised by Dish TV in partnership with C21Media, and it wasted no time making a statement. The event opened with a Copro Pitch that put seven scripted and unscripted television concepts before an international panel of judges, and by the end of it, two projects had walked away with £10,000 each in marketing prize money from C21Media to support development and international promotion.
The jury, comprising Frank Spotnitz, Fiona Campbell, Rashmi Bajpai, Bal Samra and Rachel Glaister, evaluated a shortlist that ranged from a dark Mumbai comedy-drama about mental health (Dirty Minds, created by Sundar Aaron) to a Delhi coming-of-age mystery (Djinn Patrol, by Neha Sharma and Kilian Irwin), a techno-thriller about a teenage gaming prodigy (Kanpur X Satori, by Suchita Bhatia), an investigative crime drama blending mythology and modern thriller (The Age of Kali, by Shivani Bhatija), a documentary on India’s spice heritage (The Masala Quest, hosted by Sarina Kamini), a documentary on competitive gaming (Respawn: India’s Esports Revolution, by George Mangala Thomas and Sangram Mawari), and a reality-horror competition merging gaming and immersive fear (Scary Goose, by Samar Iqbal).
The session was hosted by Mayank Shekhar.
The two winners were Djinn Patrol, backed by Miura Kite, formerly of Participant Media and known for Chinatown and Keep Sweet: Pray & Obey, with Jaya Entertainment, producers of Real Kashmir Football Club, also attached; and The Masala Quest, created and hosted by Sarina Kamini, an Indian-Australian cook, author and self-described “spice evangelist.”
The summit also unveiled the Content India Trends Report, whose findings made for bracing reading. Daoud Jackson, senior analyst at OMDIA, set the tone: “By 2030, online video in India will nearly double the revenue of traditional TV, becoming the main driver of growth.” He noted that in 2025, India produced a quarter of all YouTube videos globally, overtaking the United States, while Indians collectively spend 117 years daily on YouTube and 72 years on Instagram. Traditional subscription TV is declining as free TV and connected TV gain ground, forcing broadcasters to innovate. “AI-generated content is just 2 per cent of engagement,” Jackson added, “highlighting the dominance of high-quality human content. The key for Indian media companies is scaling while monetising effectively from day one.”
Hannah Walsh, principal analyst at Ampere Analysis, added hard numbers to the picture. India produced over 24,000 titles in January 2026 alone, with 19,000 available internationally. The country now accounts for 12 per cent of Asia-Pacific content spend, up from 8 per cent in 2021, outpacing both Japan and China. Key exporters include JioStar, Zee Entertainment, Sony India, Amazon and Netflix, delivering over 7,500 Indian-produced titles abroad each year. The top importing markets are Saudi Arabia, the UAE, Egypt, the United States and the Philippines. Scripted content dominates globally at 88 per cent, with crime dramas and children’s and family titles performing particularly strongly.
Manoj Dobhal, chief executive and executive director of Dish TV India, framed the summit’s ambition squarely. “Stories don’t need translation. They need a platform, discovery, and reach, local or global,” he said. “India produces more movies than any country, our streaming platforms compete globally, and our tech and creators win international awards. Yet fragmentation slows growth. Producers, platforms, and tech move in different lanes. We need shared spaces, collaboration, and an ecosystem where ideas, technology, and people meet. That is why we built Content India.”
The data, the pitches and the prize money all pointed to the same conclusion: India is not waiting for the world to discover its stories. It is building the infrastructure to sell them.
