"Total dependence on research will kill instinct"

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Anil Srivatsa has always been a media man. From starting a city-based magazine in Bengalooru, to hosting a TV show, to anchoring a radio programme, he has been there, done it all. In fact, Srivatsa has hosted the largest syndicated South Asian radio show in the US, Anil Ki Awaaz, broadcasting across 50 US cities. This earned him a place in the 2003 Limca Book of Records. Of course, he is making full use of the gift of the gab. Today, besides being the COO of Radio Today Broadcasting (an India Today Group company), Srivatsa also hosts the top-rated late night talk show, Between the sheets. In this interview to Dhiren Dukhu of The Financial Express, Srivasta talks about the challenges facing radio in India.

How did you enter the radio space?

My mother was an RJ (radio jockey) with AIR (All India Radio). May be, through osmosis I picked it up. I have worked 14 years in television managing various departments. It (radio) is interesting—greenfield so to say. I can make a difference here. You don’t get that opportunity very often.

What is the scope for advertising in radio? Most of the commercials are carryover TV ads.

If video commercials are done right, they can be used for audio. When you close your eyes and listen to the audio, it should still tell you a story. If it’s done that way, it works. From my conventional training, when I went to school, that would be the first thing I would do.

There are not too many ads made specifically for radio. Government ads are the same all over, probably because they don’t have the budget to create different ads for different media. But even then I don’t see many of those (different ads for different media). But many corporate ads today are made specifically for the radio.

How much has the revenue sharing scheme has helped radio industry as opposed to the previous licence fee regime?

The revenue sharing scheme has made it more convenient and affordable for entering the radio space and continued sustenance. Under the previous regime, a one-time fee had to be paid, whether you made money or not. It was actually an expense. Now, if you make Rs 100, you give just 4% of that. While in the earlier days, you make Rs 100 but still you had to give Rs 2 crore. You can see the difference.

What I find intriguing is that the Today Group sold Red FM and then entered the space all over again.

We never wanted to leave the space. It was a deal dictated by business considerations. It was a good business deal, so we took it. Like you say, “you make me an offer which I cannot refuse”. The idea was not to leave the industry totally. So there is no reason why not (enter again).

You have worked in the US. Have you spotted any difference in the way advertisers use the medium in that country vis-à-vis in India?

All kinds of advertisers use radio—be it local or national. For whatever reason, in India we haven’t really used the potential of the local advertisers to the maximum. There is no difference per se in the way the medium is used by advertisers. People use the medium according to their needs.

Have you noticed any difference in the consumption habit of the audience in this country vis-à-vis the more mature radio markets?

It is not like the audience knows exactly what it wants. However, sometimes, they don’t know what exists—in other words, they don’t know what they can actually get. And once you give it to them they say, yeah this is good, I would take that.

In that sense, it is a mix of the two. I think people who work on the programming of all these stations have to take that into consideration. There is no set rule. Sometimes you have to guess what people want. It’s a subjective thing altogether just like any other medium.

What is holding the growth of radio as a medium? The fact that there is just one audience measurement system, and that too pretty new?

Officially, only RAM does audience measurement for radio. Because broadcasters do not have the wherewithal to undertake a lot of research by themselves. Of course, we do random checks on a daily basis. We have an in-house research department in Delhi just for that. That’s how much we are committed to research.

We use the findings to give direction in terms of our own policies and the changes we want to make in our programming. This is regardless of whether the advertisers take it or not. We need to keep a tab on what the listeners like or what they don’t.

What I mean is that, if I have an innovative idea, I don’t go out and ask people shall I do go ahead with it? I do it and then find out if the audience likes it or they don’t. It’s easier to do (something) first and then find out (the consequences). Research can add finite value. Beyond a point, you have to rely on gut feeling. There is something called instinct; research kills that, if you depend 100% on research.

So RAM can just about indicate the broad trends. It should not be treated as conclusive.

The advertising industry, unfortunately, looks at it as a currency. And they hang on to a currency which is seen as credible. However, credibility comes from many factors. RAM came into the market due to its TAM pedigree. And by their own admission it is meant to be a trend gauge. With RAM, there has to be your thinking as well. RAM without your inputs could be dangerous.