I have made a payment for ZEE5 subscription for one year through iTunes RS 699 but payment deducted from account. neither ZEE5 nor Apple services provide me any invoice about the amount. I am attached a copy of Payment done through UPI PhonePe.
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In the above case "this" keyword still refers to the outside context, so if you execute the above code at the root scope for instance, this refers to window. So you're actually just setting a property called "zee5" on the window.
But I think what you might be doing is confusing the way new objects are declared in js. For example if you did the following, changing the approach to use the function declaration as a constructor, then the context will change to the object you've just declared and you'll also get what you're expecting:
The recently released visual thriller Gaami, which has Vishwak Sen and Chandini Chowdhary in the lead roles, has done well at the box office. Made against a sci-fi backdrop, the film was made with a great VFX and the team worked on it for more than five years just to make sure it is made in the best way possible for the viewers.
Though there have been fans and audiences who watched the film on the big screen, it has to be noted that a bunch of audiences are waiting for its release on the OTT giant. Gaami is now streaming on Zee 5.
Vishwak Sen has done films with different concepts but this one has been way different from what he has done before. Other actors in the film have also done a great job. Directed by Vishwadhar, the film is produced by UV Creations.
But that is India for you. We are an OTT brand that servesin 12 languages in India, and 12 is also a little less. Our aim is to do thismore and more, but 12 is the minimum that, you know, we started with. YouTube,to give you an understanding, is in about six languages in India. So when welaunched about 18 months ago, we were sure that we needed to do better.
There are bundle digital. And what we call bundle digitalis, you know, people who consume their premium services through bundledofferings of telcos and many other ways that, you know, digital partners, andso on, and so forth, many others where people are landing their digitalsubscription. And what we call tactical digital are 25 million payingsubscribers. They may be lapsers.
They may be monthly subscribers. They may be annualsubscribers with 25 million paying subscribers in the country. This is thedigital video streaming, and this is an interesting category. These are justthe large players. There are lots of small independents also coming into thegame. But these are the large players now in the market.
They are traditional broadcasters in India, have done a verygood job of moving to OTT. Unlike most other parts of the world, traditionalbroadcasters actually lead the game in digital video streaming, and theypossibly came in early. They had the library. They understood the consumers.They also understood what it took to be able to engage their consumers on anongoing basis.
And much like in a country like India where people areacross many, many platforms right from a feature phone. And we really havefeature phone that delivers video in the country which starts at a $1pricepoint, $1 bundled service with the handset and the data, right up to HD smartTVs on the other, and 8k, 4k devices, and everything in the middle, right, fromChinese sub-$100 smartphones to iOS to, you know, to Samsung devices, and soon, and so forth.
The other was vernacular. Like I spoke to you guys, 12languages was minimal. We needed to do more and more but that also, 12languages in content, 12 languages in UI, in UX, in every single, you know,part of the platform so that everybody could consume it easily and seamlessly.And the last was voice.
We knew that, you know, even the handphones, the mobilephones, were not supporting so many Indian languages. So how do people reallysearch for content? Content discovery became a big issue, and voice wassomething that solved it. So voice search was something that we started fromthe very beginning. The younger, the much older, the lower down the substrata,they all use voice search to be able to find content in so many languages.
And that made sure that the app was really only tap, notype. And you could really get through the entire user journey without havingto type at all. You know, the other pieces that actually built us to what wewere was we realized that there were three things that were going to workbeyond vernacular, voice, and video and that was really about understanding howdo we distribute ourselves?
And so we went out and built some really good price pointrelationships with mobile partners, and really engaging them in a relationshipand engaging their users for both acquisition as well as retention. We thenbuilt out a platform for both AVOD and SVOD. So a big thing about Indianpopulation is that they want to watch catch-up TV but not pay for it.
And Minute.ly is a really good solution. And things likethat which are really ahead of even what YouTube was giving. It was an auto previewsolution which was personalized and recommended to you. And so you could scruba 20-minute video into a 2-minute clip, and that would really show up withoutyou having to autoplay it onto your platform any given time when you landedthere.
So really, you know, in each of our parts of our business,we needed to make sure that, you know, we got customers, we retained them, wecreated depth and width of consumption. We made sure that we watched more andmore videos, watched it completely, recommended it to them enough, and watchedit across many, many dayparts in many, many days.
And that was across subscription, across partneredecosystems, and across advertising. You know, where did we get to? Right, amassive addressable opportunity, a big growth opportunity in regional content.We needed to make sure that we created value through both advertising andsubscription, lots of partnerships to cater to, and a lot of engagements andrelationships to cater to, and all of this with a platform that had too much todeal with.
So at one level, you have certain amount of content that,you know, using language into consumer, into daily soaps, and so on, and soforth. But we had a humongous amount of content. We do live music. We do musicvideos. We do news channels live. We do events and awards. We do, you know,theater.
We got to a fairly sizable subscription base. Our numbersgrew month and month, and we do about half a billion video streams every month.Our time spend is really up to another level altogether, and really, 120minutes of average watch time per user on an ongoing basis.
This, with a plethora of use cases that we built out forconsumers, whether it was AVOD, SVOD, whether it was white-label transactionson e-comm platforms, whether it was social profiles, whether it was livestreaming, music streaming, whether it was connected devices, whether it wasinteractivity, gamification, or we now also plan to move into vertical video,UGC content.
And we had to manage all these relationships in a veryintimate intuitive way to be able to understand every single user, to be ableto communicate with every single user, to be able to run campaigns, to be ableto upgrade them from free services to premium services, for them to be able toretain them and increase their watch time on an ongoing basis.
And all of that had to be done real time. So we used manyproducts, and we now use Optimove but real time was really the key in all ofthis. We knew that consumers had many bad video experiences. Videos wouldbuffer. We knew that, you know, networks were slow, and latency was high. Weneeded to go back and talk to them immediately about their experience, teachthem about the features and functionalities we had on the app, made sure ifthey downloaded, if they were not being able to see, made sure they will beable to restart.
So what did we really do? Three or four things that reallyled to where we are. One was we built out a model of freemium to premium. Itworked really well both in terms of content creation and in terms of journeymapping and in terms of pricing.
That really worked for us. We went out, and we created apack called Before TV. So all the catch-up TV that, you know, went out wasgiven to users 12 hours before it would even land on the TV screens. We createda definitive pack for that, and we created packs in different languages forthose users.
That really took off with consumers who had high affinity tothose characters and wanted to see them and had really the value of seeing thembefore anybody else saw them. We also created churn models on pack pricing andfrequency of purchase. Content consumption and engagement was the other thingto create really with in-depth of consumption.
So we had to create thousands of microsegments to understandhow we could be able to recommend to people on basis of interest levels,gamings, and short-form content. Upgrade was another big thing. We did so manypacks. We needed to make sure that eventually, everybody landed on the highestvalue pack, on the all-access pack. So we needed to make sure that, you know,we had good real-time recommendation to people when they were buying thesepacks.
And the entire model between reach, act, convert, and engageneeded a lot of data going through and through and funneling through andthrough, so that we could continuously learn, understand our users, and go backin a very relevant manner to them, so that we could retain them, we couldupgrade them, and we could create more loyalty with them.
But there is one aspect that shocked the audience. The length of the Telugu version that is right now streaming on ZEE5 is 2 hours and 30 minutes where as the version that was played in theatres was about 2 hours and 38 minutes. Audiences wonder if the OTT platform has cut short the length of some shots, i.e., frame rate difference (occasionally done by OTT platforms), or if some scenes were removed. 152ee80cbc