MAM
Teamwork Communication to lead Hero Cycles and Hero Motors’ PR drive
MUMBAI: Teamwork Communication Solutions has bagged Hero Cycles and Hero Motors as its clients.
The agency will also undertake the repositioning of Hero Cycles as a lifestyle brand.
Teamwork emerged as the front runner in a multi-agency bid to get the coveted client, beating a number of other PR agencies who were in the fray.
Talking on this recent development, Teamwork Communication Solutions MD Kamal Narayan Omer said, “We are elated to be on board Hero Motors and Hero Cycles, one of the country‘s most reputed auto majors. This brings a new level of diversification into our clientele. Working with one of the most prestigious auto names in the country is definitely a new landmark for us.”
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Hero Cycles is aggressively expanding in high-end bikes with the introduction of several new brands and is in the process to reinvent its brand image and reposition it from a traditional cycle maker to an urban and lifestyle brand.
“We are sure our extensive experience in this segment will help the company in effectively communicating to its target audience,” he added.
The media communication and PR strategies of both companies were, till recently, looked after by Mumbai-based Adfactors PR.
“Teamwork is today a prominent name in the PR industry, their steady growth and expertise in the specialist PR arena is commendable. We are very optimistic that our new media partners will very ably serve the interests of our company and take our alliance to greater heights,” said Hero Cycles MD and co-chairman Pankaj Munjal.
A Guinness Book Record holder since 1986, Hero Cycles is the largest bicycle maker in the world. From a modest beginning of mere 639 bicycles in 1956, Hero Cycles now produces approximately over 19,500 cycles a day. The company’s annual turnover for the fiscal 2012-13 was Rs 1450 crore.
Hero Motors caters to the gears and transmission demands for its customers. The company’s Ghaziabad unit manufactures and supplies transmissions for high-end motorcycles and ATVs to BRP Rotax.
Brands
ZEEL transfers syndication business, invests Rs 505 crore in IP push
Restructuring, stake buy and FCCB moves signal sharper content strategy
MUMBAI: In the content economy, owning the story is half the battle monetising it is the real game, and Zee Entertainment Enterprises is doubling down on both. The company has approved the transfer of its syndication and content licensing business to its wholly owned subsidiary ZI-IPR Enterprises, alongside an investment of Rs 505 crore aimed at strengthening its play in content intellectual property (IP) acquisition, management and monetisation. The move, effective April 1, 2026, will see the business transferred on a slump sale basis at book value, including all associated assets, liabilities and commercial rights effectively consolidating IP operations under a more focused structure.
At its core, the restructuring signals a strategic shift. As content consumption increasingly fragments across digital and global platforms, the value of IP lies not just in creation but in how efficiently it can be distributed, repackaged and monetised across markets. By housing its syndication engine within ZI-IPR Enterprises, ZEEL appears to be building a more agile and scalable ecosystem, one that can better extract value from its vast content library while adapting to evolving distribution models.
But the company’s ambitions are not limited to restructuring. ZEEL has also approved an investment of up to Rs 20.09 crore in Culture of Real Experiences (CORE), acquiring a 51 per cent stake in the entity. The move expands its footprint into the broader creative and experiential space, suggesting a push beyond traditional broadcasting into areas where content, culture and immersive experiences intersect.
At the same time, ZEEL has moved to tidy up its financials, approving the redemption of $23.9 million in outstanding foreign currency convertible bonds (FCCBs) and cancelling an unused $215.1 million commitment. The twin steps are expected to ease pressure on its treasury, freeing up capital and improving financial flexibility as the company invests more aggressively in its IP strategy.
Taken together, the decisions reflect a company in recalibration mode streamlining legacy structures, sharpening its focus on content ownership, and exploring new avenues for growth. In a market where the lines between television, streaming and experiential entertainment are increasingly blurred, ZEEL’s latest moves suggest it is not just creating content, but building a system to make that content travel further and pay better.
