Women and Entrepreneurship

Ekta Kapoor Contd...

She was a hands-on manager, closely involved with all aspects of the serials– from the concept, to the script, the actors and the sets. She believed she had a knack for choosing the right faces for the right parts. Since she felt she understood audience preferences, she maintained full control over the development of serials. She paid a lot of attention to detail and monitored all aspects of BTL's serials for the first few episodes. After she was convinced that her creative team could manage on its own, she eased off. However, she still kept track of the ratings and responses. If there was a crisis, like a fall in ratings, she stepped in again. Ekta was constantly on the look out for new ideas for serials and claimed to source most of her stories from real life situations or people.

She sourced the concept of KSBKBT from a short story she read in a magazine. BTL productions were lavishly presented and slickly marketed. Most its new serials could easily sail through on the basis of its past successes, but Ekta Kapoor ensured that nothing was left to chance. She advertised constantly to create visibility. In fact, she even made some of the characters in her serials praise other serials. For instance, some of the characters in the serials are shown discussing her other serials or finishing housework quickly to catch up with them. Her unique style of naming the serials (all names started with K and all the titles were structured in a strange manner) also drew the attention of viewers. She was once advised by an astrologer that the letter 'K' would be lucky for her.

As a result, she started naming all her serials with K. According to Ekta, ninety percent of her serials beginning with that letter have been successful, so she does not see the need to change the practice. On the human resources front, Ekta Kapoor seemed to be something of an autocrat. She yelled at her subordinates as she believed that if she did not shout, things would not get done. She was also completely indifferent to star status and expected all the actors in her serials to toe her line.

Erring or rebellious actors were replaced by others, or the character done away with in the serial to dispense with the actor. Analysts felt that Ekta Kapoor was able to succeed because of some of the shrewd business decisions she took. Firstly, she did not depend on any one channel, but catered to a wide range of channels. This reduced over dependence on one channel. Secondly, BTL diversified risk by distributing resources between commissioned and sponsored serials.⁶ This ensured a good mix of risk and returns. Thirdly, the cost of production was kept under control by shooting most of the serials in BTL's own studios.

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6] Commissioned serials are those whose rights the broadcaster (in this case the channel) buys for a fee. These represent a low risk option for a producer as the returns are assured. Sponsored programs are sold by the producer to advertisers, and the proceeds of the sale belong to the producer. The channel does not buy the rights to the serial; it only offers a slot in which to telecast it, for a fee.

Case Details

Case Code : LDEN013
Themes: Corporate Social Responsibility, Woman Entrepreneurs
Case Length : 13 Pages
Period : -
Organization : Mahila Griha Udyog, Balaji Telefilms Limited, Biocon
Pub Date : 2003
Teaching Note : Available
Countries : India
Industry : Varied

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