e-commerce
CTV clicks with consumers as screen time turns into shopping time
MUMBAI – From binge-watching to binge-buying, connected TV is rewriting India’s festive shopping playbook. At the 3rd India Brand Summit 2025, Nikhil Kumar, chief growth officer at mediasmart, joined Indiantelevision.com group founder, chairman & editor in chief Anil NM Wanvari to chart how connected TV (CTV) has evolved from a niche experiment during COVID to a Rs 2,500 crore ad magnet today.
“When we first spoke about it five years ago, we said CTV would change the way the world perceives television,” Kumar recalled. “Back then it was new, almost niche. Today there are dedicated CTV conferences, panels, and players from OEMs and ad tech firms to SSPs and publishers. Everyone knows the power of CTV.”
The growth numbers back him up. India’s CTV ad spends are projected to touch Rs 2,500 crore in 2025, reflecting 40 per cent growth, as per industry reports. “That’s one of the fastest-growing slices of media we’ve ever seen,” Kumar noted.
What’s driving this growth? For Kumar, the answer lies in how festive season advertising has shifted. Consumers now hop seamlessly across screens mobiles in the morning, laptops at work, and smart TVs in the evening. “We’ve moved from asking where the ad is shown to who the ad is shown to,” he said.
Acquired by Affle group, mediasmart has positioned itself not just as a CTV player but as an omnichannel partner. “No consumer lives on a single screen. People are constantly engaging with multiple touchpoints mobile, CTV, even OOH. Our job is to help advertisers minimise frequency fatigue and maximise relevance across devices,” he explained.
Kumar stressed that AI is now the backbone of ad delivery tracking attention, optimising frequency, and ensuring seamless user journeys from TV to mobile to purchase. From QR codes on screen to shoppable ads and interactive formats, engagement has become more dynamic and measurable.
“Ads are evolving. A campaign today might prompt a viewer to scan a code, explore an offer on mobile, or engage with gamified elements on their TV. This interactivity is making advertising far more actionable,” Kumar said, pointing to case studies where TV-to-mobile commerce spiked festive sales.
Brands too have gotten sharper. From weather-optimised ads in Mumbai’s monsoons to contextual integrations in daily soaps, marketers are weaving themselves seamlessly into storytelling. “Consumers don’t want repetition. They want relevance,” he quipped.
Looking ahead, Kumar sees three big shifts:
● AI-powered personalisation that adapts by region, language, and timing.
● Shoppable and interactive ads that nudge viewers from watching to buying.
● Better measurement, as agencies and OEMs collaborate to unify fragmented ecosystems.
Kumar signed off with a reminder: “Brands should think beyond ads and impressions. Integrated journeys connecting CTV with offline sync, store visits, and mobile engagement will deliver real festive impact.”
As the festive season nears, one thing is clear, CTV is no longer just screen time, it’s shopping time.
e-commerce
Flipkart rolls out 105 per cent bonus for 20,000 employees
Strong FY25 performance drives payouts even as layoffs and shifts unfold.
MUMBAI: In a year where belts were tightened and rewards loosened, Flipkart seems to be playing both offence and defence trimming roles on one hand while handing out a generous 105 per cent bonus on the other. The Walmart owned e commerce major has rolled out a 105 per cent bonus payout for 2025, covering nearly 20,000 employees, signalling a year of steady operational momentum even as the company navigates restructuring pressures. The payout, communicated internally by chief human resources officer Seema Nair, is tied to performance across key metrics including growth, operational efficiency, financial outcomes and people indicators, a combination that suggests the company is inching closer to its long stated goal of sustainable profitability.
Employees at SD level and below are set to receive their bonuses in March, while payouts for senior leadership, including vice presidents and senior vice presidents, will follow after the close of the performance cycle. The elevated 105 per cent multiplier stands out in a sector where cautious payouts have increasingly become the norm, pointing to what appears to be a relatively strong internal scorecard for FY25.
Yet, the announcement arrives with a noticeable contrast. Earlier this year, Flipkart reduced its workforce by around 300 roles as part of its annual performance review process. While officially framed as performance driven, the juxtaposition of layoffs alongside above target bonuses reflects a more nuanced balancing act, one that prioritises cost discipline while continuing to reward and retain high performing talent.
This dual approach is becoming increasingly common across the technology and e commerce landscape, where companies are navigating an uneven hiring environment while under pressure to deliver profitability. Rewarding top contributors, even amid selective workforce reductions, allows firms to maintain morale and retain critical talent without losing sight of financial prudence.
At the same time, Flipkart is also undergoing leadership shifts that hint at a broader strategic recalibration. Nishant Verman has been appointed senior vice president for corporate development and partnerships, while group chief financial officer Sriram Venkataraman is set to step down. Ravi Iyer will take on expanded responsibilities within the finance function, marking a reshuffle at the top as the company gears up for its next phase.
These changes come amid reports that Flipkart is planning to shift its holding structure back to India, a move widely interpreted as groundwork for a potential public listing. While timelines remain fluid, the combination of stronger financial discipline, leadership restructuring and employee incentivisation suggests a company preparing itself for greater scrutiny and scale.
For employees, the 105 per cent payout offers a welcome boost in what has otherwise been a period of adjustment. For Flipkart, it is a signal that even as it cuts where necessary, it is willing to spend where it counts. In the high stakes game of growth versus profitability, the company appears to be hedging its bets carefully, rewarding performance while reshaping itself for what could be its most defining chapter yet.
