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The Mindshare Benchstrength:
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An agency’s edge come only with its people. With a total of seven offices , Mindshare’s revenue pie across markets is well distributed. Meet the agency’s general managers who talk about their respective markets and offices: Mindshare Fulcrum GM R Gowthaman: Set up in July 1995, Mindshare Fulcrum this year completed 10 years of being a dedicated secure unit of Unilever in India. Fulcrum started off as a TV buying shop, and by 1998 made headway into other media options as well. In 2000, this dedicated unit went on to become a fully integrated planning and buying shop. The role from 2000 to 2005 was this unit adorning Unilever’s single point agency. Says Gowthaman, “Fulcrum’s single point priority focus is return on investment (ROI). It contributes to 1/4th of Mindhare India’s overall revenue.” Interestingly, the brand name of Fulcrum is unique to India. Says Gowthaman, “Fulcrum buys a total of 150,000 spots every month with an annual turnover of Rs 80-100 million. Mindshare 1 (Mumbai) GM Hiren Pandit: “Mindhare 1 and 2 are separate units in Mumbai. The idea is not to fight but complement each other. The Mumbai market is a more mature market compared to a Delhi, hence the growth is much smaller. New businesses are relatively small, hence even a Rs 70 – 100 million account becomes a large client.” Pandit pointed out that to grow the market, the plan was to raise the bar and go beyond conventional media. Mindshare 1 contributes 18 percent to Mindshare India’s total revenue.  Mindshare 2 (Mumbai) GM Sunitha Gopalakrishnan: This portfolio spans across financial, durables, services, public service, local and international business. Mindshare Delhi GM Sunder Raman: “The Delhi market over the last five years has seen a dramatic growth in the market and over the years will become the single largest market. We’ve always been extremely strong in the Delhi market even before Mindshare came in. The challenge was to make headway into the new emerging categories. Mindshare commands a 25 per cent market share in the Delhi market.” The Delhi market contributes to 25 per of Mindshare’s overall revenue. Mindshare Bangalore & Chennai GM Girish Menon: “Bangalore being an IT city, we have the biggest IT players as clients – IBM and SAP. Both being worldwide clients, what makes it interesting is that we become a part of a larger community. Mindshare India (Bangalore) got the highest score in the multi layered review conducted by IBM worldwide. In Bangalore, the focus is clearly a richer customer contact experience, rather than just the conventional medium. Mindshare enjoys a 45 per cent market share in Bangalore.” In Chennai, Mindshare’s clients include Sun TV and Ford, its market share being 65 per cent in this market. While Bangalore contributes 8 per cent, Chennai contributes a total of 5 percent to the overall revenue pie. Mindshare Kolkata GM Chirantan Chandran: The recent addition to the Mindshare team joined on 8 July. “The Kolkata market is looking up as a lot of small and medium services accounts can be picked up. Real estate and retail as categories will be out priority for the future. Mindshare commands a 20 per cent market share here.” Kolkata contributes 7 per cent of the overall Mindshare revenue pie. |
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Lessons from global media markets on building enduring content franchises
Rose Audio Visuals COO and CFO Mitesh Patel.
MUMBAI: The global media landscape has undergone a fundamental shift. Success today is no longer defined by a single hit show. It is defined by the ability to build intellectual property (IP) that travels, evolves, and compounds over time.
At Rose Audio Visuals, this shift is central to how we think about content pitching and creation. We are no longer in the business of just making shows. We are in the business of building IP ecosystems.
From Hits to Franchises
Globally, the most successful content is designed to extend beyond its first outing. It travels across: Seasons, Platforms (TV → OTT → Digital), Formats (series → spin-offs) Shows like Stranger Things and Money Heist are not just successful series they are multi-layered franchises with global recall, fan engagement, and long-term monetisation. The key learning is simple: If content cannot scale beyond one season or one platform, it remains a project not a franchise.
Local Stories, Global Impact
One of the most powerful global trends is the rise of culturally rooted storytelling. Platforms today reward local authenticity combined with universal emotion. Stories that are deeply regional are no longer limited by geography they are amplified by it. Consider the global impact of Squid Game or India’s own Sacred Games. The takeaway is clear: The more authentic the story, the greater its potential to travel if the emotion resonates universally.
Monetisation Begins After the First Window
A critical global learning is that the true value of content is not realised at launch, it is realised over time.
Strong franchises unlock multiple revenue streams: Licensing, International remakes, Brand integrations, Digital extensions , Events and immersive experiences
Global players like The Walt Disney Company have mastered this approach, turning content into long-term ecosystems that extend far beyond the screen.
The first window is just the beginning. The real value lies in what follows.
At Rose Audio Visuals, we increasingly evaluate projects not just on commissioning value, but on their long-term franchise potential.
The Rise of Creator-Led Franchises
An important global shift is the emergence of creator-led IP ecosystems.
Creators today are not just content producers they are building full-scale franchises across platforms, formats, and businesses.
A powerful example is MrBeast. What started as YouTube videos has evolved into: Multiple content formats, Global audience scale , Brand extensions and businesses, High-impact experiential content This is a fundamentally different model digital-first, audience-owned, and infinitely scalable.
This model is still in its early stages in Indian but it represents a massive opportunity.
The next wave of Indian content franchises may not come from traditional studios alone but from creators who think like media companies.
Balancing Data with Creative Instinct
Streaming platforms today are deeply data-driven. Data helps Identify emerging genres, Predict audience behaviour , Inform commissioning decisions However, global experience shows that data alone does not create hits. Data informs scale, but storytelling creates impact.
Talent is the Foundation of Franchises
Enduring franchises are rarely accidental they are built through long-term creative partnerships. Globally, there is a clear focus on nurturing Actors, Writter, Show runner and director. Franchises are not built on scripts alone they are built on creators. This is an area where we continue to invest deeply building long-term relationships with talent rather than project-based collaborations.
Multi-Platform Thinking from Day One
Content consumption today is inherently multi-platform. A successful show must be designed not just for its primary platform, but for: Short-form extensions, Social media amplification, Digital-first engagement. Every show today needs a second life beyond its original format.
India: A Market at an Inflection Point
India today stands at a unique moment in its content journey.
We are seeing significant opportunity in Regional markets (Telugu, Tamil, Marathi and others) Emerging formats such as micro-dramas, Scalable, franchise-driven fiction IP
India does not lack stories. What we have historically lacked is structured franchise thinking something that is now beginning to evolve.
The Way Forward
The biggest lesson from global markets is this: The future belongs to companies that do not chase hits, but systematically build franchises. Because while hits may deliver immediate success, franchises create long-term value, recall, and compounding growth.
At Rose Audio Visuals, this belief shapes how we develop, greenlight, and scale content across platforms.
For content companies today, the question is no longer “Will this show work?” It is: “Can this become a franchise?”
A Personal Note
Having worked across content, business, and strategy, one thing has become increasingly clear to me, the most valuable companies in our industry will not be those that create the most content, but those that create content that endures.
Building a franchise requires patience, conviction, and a long-term lens something that the industry is only now beginning to fully embrace.As we continue this journey at Rose Audio Visuals, our focus remains simple: to move from volume-driven creation to value-driven storytelling. Because in the end, stories may start conversations but franchises build legacies.
