In a world buzzing with non-stop information, the timeless magic of radio continues to captivate many. Sunil Kumaran, COO of BIG FM, passionately champions radio’s unique ability to adapt and thrive, making it a media powerhouse unlike any other.
Kumaran strongly believes that the radio business possesses unique strengths unmatched by any other media platform.
He also emphasised the pivotal role of technology in today’s world, highlighting its profound impact on the radio medium. He underscored BIG FM’s proactive stance in launching technologically enabled content delivery solutions amidst the evolving landscape of digital advancements.
In an exclusive interview with Marketing Mind, Kumaran explored a spectrum of insights, encompassing BIG FM’s post-COVID-19 growth trajectory, its integration of technological innovations, tailored advertising strategies, the industry’s current challenges, and much more.
BIG FM’s growth trajectory post-COVID
He emphasised that in the post-COVID phase, the radio business, especially BIG FM, has shown significant growth, reclaiming pre-COVID levels after a notable downturn during the pandemic. This upward trajectory marks a substantial recovery over the past few years. The radio industry, like other media sectors, is rapidly evolving post-COVID, with notable advancements and a level playing field emerging across the board.
“Our business is expanding into new areas, including digital outreach, audio spaces and on-ground initiatives, alongside the growing radio sector. The last quarter has shown remarkable growth, underscoring a positive trajectory overall,” he said.
“While we may not achieve the same level of growth as last year, the projected numbers indicate a significant increase, which is encouraging. Various categories are undergoing transformations, for example, radio is increasingly emphasising local content. This shift is reflected in our advertising revenues, with a noticeable preference for local advertisements contributing to radio’s growth trajectory. Looking ahead, we anticipate radio continuing along this localised trend,” he added.
Kumaran explained that technology plays a pivotal role at BIG FM, impacting operations in diverse ways. One key aspect is enhancing operational efficiency and reducing costs. The radio channel extensively leverages technology in its radio delivery processes, including backend operations, resulting in significant cost savings and heightened productivity.
“Another critical use of technology involves our client partnerships, which are fundamental to our revenue stream, primarily derived from advertising. Here, technology serves multiple purposes, optimising our engagement with clients and enhancing our advertising solutions,” Kumaran said.
“In our recent initiatives, there’s a distinct digital and technological aspect integrated throughout. For instance, ‘Super Duper Dhamaka’, introduced an innovative and dynamic concept – a gamified sale that combines the excitement of the stock market with the joy of retail shopping. Conceptualised with the aim of helping small-scale retailers to build back better, SDD takes a step ahead to making it a rewarding experience for all,” he added.
Furthermore, he went on to say that additionally, their world cup initiative, ‘BIG Bingo Cricket’, combined radio broadcasts with an interactive digital play along experience. Participants engaged directly with the cricket action online using interactive tickets, bridging seamlessly between FM and digital platforms to leverage technology effectively.
What makes BIG FM stand apart from its competitors?
Kumaran said, “Our approach is distinctly unique, particularly in our training methods. Rather than positioning ourselves solely as an entertainment station, we emphasise a station with gravitas. We believe in achieving balance and making a societal impact through our platform’s strength. Since our inception with the motto ‘Dhun Badal Ke Dekho’, our agenda has centred on leveraging our influence to effect positive change in people’s lives.”
BIG FM’s dedication is evident in various purposeful initiatives, whether on a national or local scale, which distinguish us and deepen our relevance to our audience.
“Our tagline encourages innovative thinking and staying attuned to changing trends, driving positive transformation. While our primary focus remains on music content, particularly timeless classics, our appeal naturally attracts an older demographic. This strategic positioning not only differentiates us but also gives us a clear advantage over competitors in the industry,” Kumaran said.
“We position ourselves as impactful contributors, distinguished by our pioneering technological advancements and innovative content development. Our commitment to pushing the boundaries is evident as we explore every facet of audio content creation with cutting-edge experimentation. In essence, we strive to exceed expectations with our work – that’s our driving force,” he added.
BIG FM’s evolution with integrated technological innovations
Delving deeply into the integral role of technology within BIG FM’s framework, Kumaran emphasised, “We are actively focused on launching technologically enabled content delivery. For instance, we are exploring AR and VR technology across various sectors, presenting effective partnership opportunities for clients. These sectors include real estate and jewellery, underscoring the integral role of technology in our strategy.”
“We are currently actively exploring the integration of machine learning (ML) and artificial intelligence (AI) into our operations. This includes leveraging AI-enabled tools within our creative processes to enhance both internal workflows and client deliverables,” he added.
He also pointed out that AI-powered RJs are often dismissed as mere gimmicks, yet they captivate many. Many news channels and radio channels employ AI, but AI RJs or anchors are simple text-to-audio readers.
“Our focus extends beyond AI RJs, we explore AI’s potential in creative endeavours, voice engineering, and production, though we are still in the developmental stages. Progress is underway, and soon, we aim to integrate AI into daily operations at scale, unlocking its true potential as an enabler, far beyond simple machine learning or text-to-audio formats,” he added.
Strategies for tailored advertising
Kumaran underscored that the radio business possesses unique strengths unmatched by any other media platform. For instance, BIG FM’s RJs function as micro-nano influencers, with over a hundred RJs at the channel’s disposal. This presents a powerful opportunity for client engagement, leveraging not just their on-air presence but also their significant reach on social media.
“Another advantage lies in our deep consumer insights. With over 15 years in the market and operational stations like ours in Rajkot, we can precisely tailor strategies for specific consumer segments. This localised approach allows us to implement effective on-ground initiatives and provide targeted recommendations that other platforms simply cannot match,” he said.
Furthermore, he explained that BIG FM is shifting its focus towards areas such as influencers, audio storytelling, podcasts and on-ground activities within the audio space. This trend is not exclusive to BIG FM, as all radio stations are observing similar shifts. However, BIG FM’s approach to the market is distinct.
“We firmly believe that client partners seek business solutions rather than mere communication solutions. When partnering with a client, the client has a business objective, challenge, or opportunity they aim to leverage. As a media entity, not just a media platform, our ability to offer business solutions is what differentiates us,” Kumaran said.
He added, “We are making a deliberate move in this direction, developing offerings that deliver business outcomes and create a tangible impact for clients. For example, an automotive client might come to us wanting to generate leads or test drives. We can design a structure or proposal tailored to generate these leads. This approach applies to every sector we engage with and it distinguishes us by providing more than just traditional radio services.”
Over the years, BIG FM has observed a significant shift in advertiser categories, particularly towards a preference for local markets. BIG FM’s presence in 58 diverse markets provides them with an in-depth understanding of each. This allows BIG FM not only to conduct statewide campaigns but also city-specific ones tailored to our clients’ needs.
“Combining our radio platform’s reach with comprehensive consumer insights and digital capabilities enhances our ability to deliver powerful local advertising solutions,” Kumaran stated.
He pointed out that this shift isn’t exclusive to local advertisers, national advertisers also leverage our local reach and effectiveness by strategically selecting markets for their campaigns. Additionally, they are seeing a rise in emerging categories, notably startups in specific geographic and demographic niches, finding our radio and integrated marketing offerings exceptionally effective for their needs.
In traditional categories, retail holds significant importance, while real estate plays an equally substantial role for us. Retail segments are experiencing notable growth, marking a significant trend in the industry.
“We had a fantastic run during the election season. Our product aligns well with what most parties seek, in terms of our brand identity and the consumers we attract. As one of the larger players, we cater to a more mature audience compared to others in the market. Our brand encompasses a variety of avatars, which worked in our favour,” Kumaran said.
“Consequently, we performed exceptionally well in political advertising, whether from government bodies or political parties, including the election commission. The big national parties were particularly forthcoming and engaged in extensive advertising. Overall, it was a successful season for us, meeting our expectations,” he added.
TRAI recommendations
“The important TRAI recommendations (for the radio sector) have been long-awaited by the industry and I am pleased to see them reach this level of consideration. Hopefully, we will see them implemented soon,” Kumaran said.
He also mentioned that these measures are crucial for the fundamental engineering of the radio business. Radio is a widespread and capital-intensive industry and without these structural changes in business operations and the licensing regime, it will be extremely difficult for businesses to remain profitable in the long run. So that’s the reason why this proposal is hard. We are looking forward to that. Hopefully it will happen soon.
“This will give us a shot in the arm because the basic radio business is under immense pressure. While we are offsetting that through other means, the core radio business remains under significant strain. These measures will provide much-needed help and respite if implemented. We are really keeping our fingers crossed and hoping it happens,” he added.
Audio space trends
Kumaran believes that one can’t view audio in isolation because consumers don’t perceive it in isolation. As consumers evolve, audio naturally follows suit. The primary direction of this evolution is towards a high degree of personalisation.
“Consider how radio content, particularly music, has evolved. Gone are the days of listening to a standard playlist. Now, you personalise your playlist based on your mood, events and other factors. Personalisation has become a crucial aspect of content delivery across all platforms, including audio. However, radio does face certain limitations in this regard,” he said.
Radio, combined with digital platforms, can significantly enhance the personalisation of consumer offerings. For example, there are numerous innovative ways to achieve personalisation. A simple request, such as dedicating a song to a loved one, demonstrates this concept. The integration of radio and digital media delivers a personalised experience to the consumer.
“Another key aspect is interactivity. Consumers no longer want to be passive content consumers, they want to be actively involved. They want to be in the thick of the action and have a say in it. This shift is why participative content is becoming more prevalent. For example, the ‘BIG Bingo’ engages listeners by allowing them to choose their own team while listening to IPL scores. This play-along format adds interactivity. We are also gamifying some of our products, like turning the show ‘Suhana Safar’ into a Bollywood quiz on digital platforms. Gamification leads to interactivity, engaging consumers with the content. Therefore, interactivity is the second most important factor,” Kumaran added.
While explaining the third critical aspect, which applies not just to audio but to all forms of content, he said that it is adding significant value to the consumer’s life. The era of the generalist is over. To capture an audience, our content must offer substantial value because there is an overwhelming amount of content available. For instance, if someone wants to watch thrillers, they have hundreds of options. Why should they choose your radio show or podcast? This is a crucial evaluation.
“Without delivering significant value in content that enhances my value equation, I won’t attract listeners, viewers, or an audience. This is where the strength of players like us becomes evident. If you want to enter the Tamil Nadu market, we can identify the top five pieces of content that will succeed. Our deep understanding of how to add value and create content that resonates with Tamil consumers is key. Therefore, adding value and making the content memorable is a major focus,” he added.
Key challenges for the radio industry
“Various businesses have managed to achieve pre-covid levels. However, addressing the specific challenge within the radio industry requires focused consideration. Radio faces unique obstacles in reaching consumers due to its absence from digital platforms, impacting its accessibility and measurement capabilities. These limitations highlight significant challenges, including inadequate measurement standards and associated cost structures,” Kumaran said.
To thrive, these challenges must be addressed over time. Many businesses, including BIG FM’s, view the radio sector through a broader lens beyond traditional broadcasting, he emphasised.
“For instance, our approach involves reimagining our 100+ RJ as influencers, thereby shaping a distinct business model. This evolution reflects a broader strategic shift beyond conventional radio operations. While growth in pure radio operations may be moderate, our overall expansion is substantial as we embrace diverse forms beyond traditional radio formats,” Kumaran stated.
