iWorld
Eros Now leverages content to create a new culture for viewers
MUMBAI: Amid a cluttered over-the-top (OTT) space in India, Eros Now always faced less challenge than other players to differentiate itself. With Eros International’s deep-rooted history in the film industry, the digital arm played with a specialised strategy since the beginning. While the subscription-based business model in the Indian OTT market is still nascent, the company has always prioritised SVOD model. However, riding the waves of change, the company is also updating content strategy, even working on something very interesting from its business model perspective.
Recently, the leading OTT platform reached over 100 million registered users and 7.9 million paying subscribers worldwide with a 58 per cent quarter-on-quarter growth. Speaking to Indiantelevision.com, Eros Digital COO Ali Hussein discussed the factors that fuelled the growth along with what will be the content strategy going forward.
Talking about the significant surge in terms of paid subscribers, Hussein mentioned the combination of efforts including programming, marketing strategy, enhanced relations with telco partners and marketing alliance partners as key contributors to the customer uptake. The new movies added to the catalogue, as well as refurbishing content helped to develop a consistency from the programming perspective. Active marketing both at the digital level and brand level also played a key role.
While the OTT platforms keep adding subscribers, high churn rates are challenging for subscription video businesses. “Essentially we learnt from data that there are two kinds of significant components. One is the larger users experience on the product side and second is in terms of being able to kind of refurbish content. So, I think the combination of two efforts from the consistency of programming leads to a larger subscriber affinity and two is, in terms of being able to ensure that we are able to create a user experience at the core,” he says.
“Then there are certain other remarketing strategies we establish in terms of being able to cluster our audience better and ensuring that we get a month-on-month growth,” he added.
Though, since its launch, the OTT platform has been hailed for its rich movie library and currently is also working on the movie catalogue, the company is not willing to entirely depend on it.
However, despite originals being an important part of programming strategy, he does not believe in gambling all the money for it. The team is working on short-form content ideas also as a part of the overall content strategy.
In late April, Eros Now premiered its first direct-to-digital film Meri Nimmo kicking off a new trend of distribution as well as adding a new dimension to its content strategy. Viewers have responded well to the film. Moreover, it has helped to attract new users to the platform.
“From a qualitative point of view, it was a very good thing. Something that we will do going forward also in terms of looking at digital original film as a key part of content strategy,” he said.
The success of the first initiative in the genre has helped the company to fix focus on such projects. Currently, it is looking at multiple projects that will be released direct on digital.
Very recently, Eros Now launched a new brand campaign titled ‘Bolo kya dekhogey’. It claims that the quality of organic users coming on the platform has gone up drastically after the launch of the campaign. Usually, many players go to third-party digital agencies for marketing campaigns but Eros Now relied on in-house creativity.
“We are also a production house first; we develop a lot of creative ideas. So, people who worked on the quality movies over the years should be able to come up with good creative ideas itself to market around products. Historically, we have been the one marketing our movies also,” Hussein explains.
Since the beginning of this year, from appointing some new key executives including Hussein to launching new brand campaign, expanding content library, extensive marketing, the first half has been momentous for the streaming platform. The company is heading in a direction to reach about 12-15 million paid subscribers in next 12 months on the back of such focussed strategies.
eNews
How short, addictive story videos quietly colonised the Indian smartphone
A landmark Meta-Ormax study of 2,000 viewers reveals a format that is growing fast, paying slowly and consumed almost entirely in secret
CALIFORNIA, MUMBAI: India has a new entertainment habit, and it arrived without anyone really noticing. Micro dramas, those short, cliffhanger-driven episodic stories built for the smartphone screen, have quietly embedded themselves into the daily routines of millions of Indians, discovered not by design but by algorithmic accident, watched not in living rooms but in bedrooms, on commutes and in the five minutes before sleep.
That, in essence, is the finding of a sweeping new audience study released by Meta and media insights firm Ormax Media at Meta’s inaugural Marketing Summit: Micro-Drama Edition. Titled “Micro Dramas: The India Story” and based on 2,000 personal interviews and 50 depth interviews conducted between November 2025 and January 2026 across 14 states, it is the most comprehensive study of the category in India to date, and its findings are striking.
Sixty-five per cent of viewers discovered micro dramas within the last year. Of those, 89 per cent stumbled upon the format through social media feeds, primarily Instagram and Facebook, without ever searching for it. The algorithm did the heavy lifting. Discovery, as the report puts it bluntly, is algorithm-led, not intent-led.
The typical viewer journey begins with accidental exposure while scrolling, moves through a cliffhanger-driven incompletion hook that makes stopping feel unfinished, and is reinforced by algorithmic repetition until habitual consumption sets in. Only then, when a platform asks for an app download or a payment, does the viewer pause. Trust, not content quality, determines what happens next, and many simply return to the free feed rather than pay. It is a funnel with a wide mouth and a narrow neck.
The numbers on consumption tell their own story. Viewers spend a median of 3.5 hours per week watching micro dramas, spread across seven to eight sessions of roughly 30 minutes each, peaking sharply between 8pm and midnight. Daytime viewing is snackable and low-commitment, squeezed into morning commutes, work breaks and coffee pauses. Night-time is where the format truly lives: private, uninterrupted and, for many viewers, socially invisible. Ninety per cent watch alone, compared to just 43 per cent for long-form OTT content. Half the audience watches during their commute, well above the 37 per cent figure for streaming platforms, a direct reflection of the format’s low time investment advantage.
The audience itself breaks into three segments. Incidental viewers, comprising 39 per cent of the total, are passive consumers who stumble in and rarely seek content actively. Intent-building viewers, the largest group at 43 per cent, are beginning to form habits and seek out episodes but remain cautious. High-intent viewers, just 18 per cent, are the ones who download apps, tolerate ads and occasionally pay: skewing male, younger and urban.
What audiences want from the content is revealing. The top three genres are romance at 72 per cent, family drama at 64 per cent and comedy at 63 per cent, precisely the same top three as Hindi general entertainment television. The format rewards emotional familiarity over complexity. Romance in particular thrives because it demands low cognitive investment, needs no elaborate world-building and plays naturally into the private, pre-sleep viewing window where inhibitions lower and emotional intimacy feels safe.
The most-recalled shows, led by Kuku TV titles such as The Lady Boss Returns, The Billionaire Husband and Kiss My Luck, share a common narrative DNA: rich-poor conflict, hidden identities, power imbalances, melodrama and cliffhangers that make stopping feel physically uncomfortable. Predictability, the research warns, is fatal. Each episode must re-earn attention from scratch.
The terminology question is telling. Despite the industry’s embrace of the phrase “micro drama,” viewers have not adopted it. They call the content “short story videos,” “short dramas,” “reels with stories” or simply “serials.” One respondent from Chennai said bluntly that “micro sounds like a scientific word.” The category is at the stage that OTT occupied in 2019 and podcasts in the same year: widely consumed, poorly named and not yet crystallised in the public imagination.
Platform awareness remains alarmingly thin. Only three platforms, Kuku TV at 78 per cent, Story TV at 46 per cent and Quick TV at 28 per cent, have crossed the 20 per cent awareness threshold. The rest languish in single digits. This creates a trust deficit that directly throttles monetisation: viewers who cannot remember which app they used are hardly primed to enter their payment details.
Yet the appetite is clearly there. Sixty-five per cent of viewers watch only Indian content, drawn by the TV-serial familiarity of the storytelling, the comfort of Hindi as a shared language and the sight of actors they half-recognise from decades of television. South languages are rising fast: Tamil, Telugu and Kannada together account for 24 per cent of first-choice viewing. And AI-generated content, still a novelty, has landed better than expected: 47 per cent of viewers call it creative and unique, with only 6 per cent actively rejecting it.
Shweta Bajpai, director, media and entertainment (India) at Meta, called micro drama “a category that is rewriting the rules of Indian entertainment,” adding that the discovery engine being social distinguishes this wave from previous content formats. Shailesh Kapoor, founder and chief executive of Ormax Media, was characteristically measured: the format, he said, is showing “the early signs of becoming a distinct content category” and, given how closely it aligns with natural mobile behaviour, “has the potential to scale very quickly.”
The format’s fundamental mechanics are working. It enters lives quietly, through boredom and a scrolling thumb, and burrows in through incompletion and habit. The challenge now is monetisation: converting a category of highly engaged but deeply anonymous viewers into paying customers who trust the platform enough to hand over their UPI credentials. The story, as any micro-drama writer knows, is only as good as the next cliffhanger. India’s platforms had better have one ready.
