iWorld
How broadcasters can use Facebook better?
MUMBAI: Facebook’s daily active user base in India clocked a whopping 22 per cent growth rate by the second quarter of 2016, which is much higher than the 17 per cent growth rate the social media giant enjoys globally. Naturally, addressing its India-only usage and the issues concerning it is of key to Mark Zuckerberg. From improvement in quality perspective, Facebook is addressing these issues on several frontiers, including guiding television networks on how to grow on FB organically.
“When we speak of partnerships with television networks, it has nothing to do with how they interact with the platform as an advertiser. If networks are able to strategize and track a good campaign on Facebook, then it can grow organically. If networks crack the content code that triggers shareability of a Facebook post, then it doesn’t need any artificial push,”
shared Facebook India’s head of television partnerships, Vishu Ray.
This guidance often includes educating networks on the best practices to increase the shareability of the posts, using all the Facebook tools such as FB 360 degree, instant articles and Facebook Live to the optimal use, and creating engaging content on FB.
While ‘how to use FB’ might sound like a simple thing to explain to television networks, given the fact that the social network is constantly adding new features, some specially meant for this market, the task at hand isn’t that simple.
“We added Facebook live as a feature six to seven months back, but within Facebook Live several new changes are being made. For example, now users can not only go live from their smart phones etc, they can go live through multi-camera setups as well, which also allows one to switch between multiple cameras,” Ray added.
Some eight to 10 news networks have also adopted Facebook chatbots that directly interact with FB users through the messenger to bring them their choice of news.
Ray made it clear that currently Facebook partnerships with television networks isn’t a monetised association. “As of now, we aren’t thinking of making money from these partnerships. The focus is to share best practices, which, by the way, are also available to all networks and publishers through our news blog that anyone can access. We understand that networks have many mediums to consider. May be the other platforms, specially in the video category has been consistently performing over the last few years.
Facebook’s video options being a late entrant means that those coming on board have a higher jump to make in a much shorter time, thus requiring an external hand-holding,” Ray explained.
When it came to paid campaigns on Facebook, Ray pointed out that most of the flow of advertising on Facebook is very self-served and flexible. If the content is compelling enough, media brands especially don’t need to spend too much. The occasional spends that they do, can be carried out through their media agencies.
Facebook is beginning to give special focus on the regional networks as well, said Ray. “The first focus is the southern market as the users are heavy media consumers. Bengali and Punjabi regional channels are another point of focus for the television partnerships wing at Facebook India,” he said, adding that Facebook’s multi-language feature that supports up to 12 Indian languages is a good tool for regional networks to use and generate more engagement.
Having observed how networks are using Facebook in the last couple of years, Ray used a couple of pointers on how networks are going wrong in their Facebook usage.
“Broadcasters so far have been paying close attention to how Facebook has been working for brands, and thinking in terms of like numbers and share numbers. That may not be the best way to look at it from a media brand’s (big or small) perspective who need to ask themselves if a certain post will get people excited,” Ray shared.
“We have also begun to understand that audience are generally put -off by content with a promotional tone to them. Usually, the audience reacts better to informal language, and a more native and conversational posts,” Ray added in parting.
Gaming
Dream Sports sees 100 plus exits after gaming ban forces overhaul
Company splits into eight units as real money gaming law hits revenue.
MUMBAI: For a company built on fantasy leagues, reality has suddenly rewritten the rulebook. More than 100 employees have exited Dream Sports, the parent of Dream11, after the company reorganised its operations following India’s ban on real money online gaming. The shake up came after the Promotion and Regulation of Online Gaming Act, 2025 came into force in August 2025, prohibiting games where users deposit money expecting winnings. The regulation struck at the heart of the fantasy gaming industry and dramatically affected Dream Sports’ core business, wiping out about 95 percent of its revenue and all of its profits.
In response, the Mumbai based company shifted into what chief executive officer Harsh Jain described as “startup mode”, splitting its operations into eight independent business units in December.
Around 700 employees were reassigned across these newly formed ventures based on their experience and interests. However, roughly 15 percent opted to leave the company.
A spokesperson for Dream Sports said many of those who exited were experienced professionals accustomed to running scaled businesses rather than early stage ventures.
“Since some of these employees were experienced with running high scale businesses and not startups, around 15 percent chose to leave and join other scaled companies or start ventures of their own,” the spokesperson said.
Despite the departures, the company noted that the attrition rate is only slightly higher than its earlier level of around 10 percent before the ban. Dream Sports now has close to 950 employees and is not currently hiring, choosing instead to focus on stabilising its existing workforce.
The restructuring has transformed Dream Sports from a fantasy gaming company into a broader sports entertainment platform. The eight units now operate independently, each focusing on different segments of the sports and technology ecosystem.
These include Dream11, sports streaming platform Fancode, sports travel service DreamSetGo, mobile game Dream Cricket and artificial intelligence initiative Dream Sports AI, which includes sports analytics platform Dream Play.
Other ventures include fintech product Dream Money, open source initiative Dream Horizon and the philanthropic arm Dream Sports Foundation.
As part of cost saving efforts, Dream Sports also relocated its headquarters from Bandra Kurla Complex to Worli earlier this year. The new office, called Dream Sports Stadium, brings teams from its various brands together under one roof to improve collaboration and operational efficiency.
Jain had earlier said the company removed bonus lock in timelines for employees hired in recent years, allowing those who wished to leave to exit with pro rata payouts.
“We want people who are fully into the startup mode and willing to work for it, and we will share that reward if it comes,” he said.
Founded in 2008 by Harsh Jain and Bhavit Sheth, Dream Sports was last valued at 8 billion dollars after raising 840 million dollars in 2021 from investors including Falcon Edge Capital, DST Global, D1 Capital Partners, RedBird Capital Partners, Tiger Global Management, TPG and Footpath Ventures.
The new gaming law has forced several companies in the fantasy gaming sector to either shut down or pivot their business models, signalling a significant reset for one of India’s fastest growing digital entertainment industries.
