Monday, June 11, 2012

Facebook India Stats: Young, Single, Male…and Owns a BMW?

[Editorial Notes: We recently covered Facebook India ‘gender’ stats and here is a guest article by Peter Claridge, Global Marketing Manager at UnMetric.]

This article was inspired by a recent post on Pluggd.in which said that in India, only 27% of users are female. This interested me so much, that for the last week I’ve put all my regular jobs on hold (don’t tell my boss!), locked myself at home and set about analysing the demographics of nearly 150 brand pages for the biggest companies in India.

Facebook has said that India is one of the primary markets for business growth in the coming years. After completing my research, I can see what they mean. The surprising thing is not that there are not many Indians on Facebook, (India has the 3rd most Facebook users, which is still only 57% of the online population), it’s that the demographic is so massively skewed towards young, single males. If aliens started studying Facebook to get population insights of each country, ET would come to the conclusion that India is a country full of very rich boys.

For the Indian population, women, married people and pretty much anyone over the age of 30 seem to be entirely missing from the platform – all key demographics that Facebook needs if it wants to attract big advertisers. It is these people with money to spend on the big ticket items like cars, travel, electronics and home care – not to mention the credit cards and loans they’ll need to pay for it all.

Any brand that is currently spending money on their Indian Facebook presence probably needs to be taking a long term approach if they believe that their efforts are going to translate in to new customers. BMW, for example, will need to wait 5-10 years before their current fan demographic profile moves in to their Indian target demographic of an upwardly mobile, business owner/director, 35+ year old, married man.

It’s often said that being on social media is not a sales platform but a customer feedback and engagement channel. Simply having a page with 400,000 Likes and 2.5% of people talking about it isn’t going to boost sales. However, since your customers are going to be talking about you anyway it makes sense for them to do it in an environment where the message is as controlled as possible. After reviewing all these Indian pages and talking to young Indian men below the age of 25, I’m beginning to wonder whether we need to re-think that idea. It’s not that they want to particularly engage with a brand, but rather, they want their friends to know what brands they like. In some ways it’s like: the brands you like, is who you are to your friends.

Analysis of Bayerische Motoren Werke – That’s BMW To You and Me

BMW is a manufacturer that has done a successful job of positioning itself as an aspirational brand for middle classes around the world. Priced at the upper end of the market, it’s far from being the affordable family car the likes of Ford and Tata make. According to CarWale, the entry level price for a 3-Series in India is around 24 lakhs – or approximately 5 years salary for the average IT worker.

The graph below shows that around the world, BMW clearly appeals to the male taste buds, probably one of the contributing reasons why BMW drivers also have a reputation of being a bit arrogant (particularly in England!). However, India men lead the way with their love for BMW, while American females are not shy about showing their appreciation for BMW’s fine German engineering.

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BMW is positioned as an aspirational brand, like the iPhone of the car world. It’s not so far out of reach like a Ferrari, but to own a BMW is a statement to the world that you have a bit of cash to flash. However, in India, it’s highly unlikely (celebrities and cricketers aside) that the 70% of fans under the age of 30 are going to fall in to BMW’s target market! Perhaps what we are seeing here is that young Indian males want to associate themselves with a premium brand because it helps with their own personal branding amongst their circle of friends.

Out of all the Indian pages that I analysed, BMW has one of the highest percentages of 31-50 year olds liking the brand, an indication of how much of an impact they have made in this age range. The number one brand in India for this age range is Smirnoff, but it’s probably best left unanalyzed as to why! Smirnoff aside, of every brand with an Indian focused Facebook page, the brand that 31-50 year olds most want to associate themselves with is BMW.

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The fan relationship status for BMW is quite revealing. In India, nearly 1 in 2 fans is single while elsewhere in the world that is more like 1 in 3. Since 38% of fans haven’t given their relationship status, chances are that this ratio is far higher. Around the rest of the world, we see that BMW’s fans are more likely to be in some form of relationship rather than single. Combined with the age range in the chart above, and given BMW’s target market, this suggests that these fans are more likely to be BMW owners than fans in India.

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So what is BMW’s motivation to dedicate marketing budgets to their Indian Facebook page when the people they are talking to are overwhelmingly young, single men?

My gut feeling is that with India’s vast population, even if only 1% of the fans fall in to segment where they can afford a BMW, that’s going to be a significant number of people still. It’s possible, that by appealing to so many youngsters, the aspirational values go up and eventually, in 5-10 years time, perhaps a significant minority will be in the enviable position to choose between a BMW, Porsche, Mercedes or Audi.



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Digital Ad Platform Komli Media Wraps Up Biggest-Ever Funding Round

The Mumbai-based digital advertising platform Komli Media has just announced its fourth round of major investment – and its biggest to date. The funding round is worth US$39 million, and was led by Norwest Venture Partners. Also taking part were Nexus Venture Partners, Helion Venture Partners, Draper Fisher Jurvetson, and Western Technology Investment.

In a press release to announce the funding, Komli Media revealed that the cash “will be used to invest in the company’s core media technology platforms and to expand its presence across the Asia Pacific region.”

Komli hails its integrated coverage of digital display media – with a focus on mobile ads, and its social ad platform – as being key to its success. In updated stats, the company reveals that it now has more than 5,000 clients on board, “reaches over 270 million users monthly, and actively services more than 1,000 advertisers” across Asia (APAC). It says it’s riding the wave of data-enabled phones and smartphones in the Southeast Asia region to hit ever greater numbers of ad impressions.

To mark the biggest-ever backing from Norwest, the VC firm’s managing director, Niren Shah, explained the attraction of Komli:

We are very pleased with the exceptional work done by the leadership team in driving growth and establishing Komli Media as the leader across APAC. With early investments in superior talent and its innovative platforms, the company has completely transformed its business. Today, it is well positioned to capture a much larger share of digital media within some of the fastest growing markets in the world.

Komli Media has busy splashing the cash recently, acquiring mobile ad network ZestAdz last summer, and then snapping up Admax Network earlier this year.


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News Roundup: Number porting rules relaxed for users on new 2G network [No 90-days waiting period]

The telecom regulator has relaxed mobile number porting rules for subscribers on the new 2G operators’ network. Subscribers who are on the new player’s network need not wait for the mandatory 90-day period if they want to shift to another mobile service provider. The Telecom Regulatory Authority of India has taken this decision because the new players’ licences are scheduled to be cancelled by September 7, which is less than 90 days from now.[source]

DoT to roll out uniform revenue share across platforms from July 1

(DoT) plans to roll out the process of charging uniform licence fee or revenue share across all communication services from July 1, after it had deferred its plans to move to this new structure from the beginning of the current financial year, an official aware of the development said. The new regime will be introduced in a phased manner over a two-year period. [source]

India to take steps to protect cyber infrastructure

According to sources, the National Security Council(NSC) headed by Prime Minister Manmohan Singh would soon approve the comprehensive plan and designate the Defence Intelligence Agency (DIA) and National Technical Research Organization (NTRO) as agencies for carrying out offensive cyber operations, if necessary. ..of an adversary carrying out offensive cyber attack, of bringing down a power grid, stalling air traffic control systems, or manipulating controls of a dam are now believed to be a real possibility.[source]



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Sina Weibo App Update Adds Online Shopping Feature

China’s most popular Twitter-esque social network, Sina Weibo, has just rolled out a major update to its official mobile app that adds support for online shopping. The refresh brings the app to version 3.0 on iOS and Android, and most significantly brings the ‘nearby goods’ feature into its ‘Discover’ tab that allows users to browse nearby e-commerce items and then purchase any of them from within the app.

The new feature brings Weibo – and many of its 300 million registered users – into the realm of mobile commerce, but is not currently supported on the Weibo.com homepage. In my tests, only version 3.0 of the iPhone app, and not the Android one, has this new shopping element. Currently, it filters online items only by location, and so it’s clearly a very early – and rough – implementation that lacks support for specific searching. It seems to list only items that are on Taobao, the amateur shopkeeper site that first sparked China’s e-commerce boom, and allows Weibo users to pay online within the app using Taobao’s Alipay system – as pictured here:

Aside from the new Weibo mobile commerce rollout being a bit rough around the edges, it’s also a bit baffling why the location element is so important, as surely an online purchase is generally made regardless of how far away the Taobao seller is. But it’s likely that this will evolve over time, and perhaps soon become a key element of how Sina (NASDAQ:SINA) can monetize its popular – but expensive and politically troublesome – social network.

Plus, in a perhaps unnecessary and over-complex move, the app – on both iOS and Android – now emulates the American microblog startup Path in allowing users to stick a choice of emoticons onto a tweet. This brings up the choice of interactions on Weibo to three: retweet, comment, and apply an emoticon. The emoticon can optionally be in the form of a retweet. If that sounds confusing, it’s because it is.

Users of the newly updated Weibo for iOS (App Store link) don’t seem too pleased with it, giving it an average rating so far of two-and-a-half stars with many comments saying it has become more complex to do simple tasks.

[Screenshots adapted from Leiphone - article in Chinese]


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[Echelon Live] The mobile app developer’s dilemma: Growing users or revenue in the early stage

The first panel discussion of Echelon 2012 Day 2 kicked off with Saumil Nanavati, CEO of Chalkboard as moderator to a panel made up of Brian Wong, Michael Smith, Benjamin Joffee, Michael Boon and Simon Lower on the topic of ” Riding the mobile wave: How startups are changing the mobile landscape.”

This post is part of the live coverage of Echelon 2012, Asia’s leading tech startup event happening on June 11 – 12. If you spot typos, slight inaccuracies or need more clarification, do leave a comment in the post and we’ll address it in the next edit.

To start off the discussion, Saumil began by asking the panel their opinion on the mobile landscape across the world.


Michael Smith: The mobile landscape is now more intimate. We can see more and more of it [mobile adoption] and we will just have to get used to it.

Brain Wong: Mobile  is not the same across. There are  mobile first companies and collaborative commerce. An upcoming trend would be augmented reality social online to offline games.

Saumil: What do you think of launching mobile first, when to launch it first and when not to?

Michael Boon: There is this phenomenon in asia, particularly in countries such as Thailand and the Philippines where the mobile adoption leapfrogs an entire generation. So, the first generation of those who have the internet connection are on mobile. This then, ties in with being mobile first. If you want to reach to to these people, it will makes sense to target these people first, by using the mobile first strategy.

Benjamin: Prices for Android are dropping. This is an important price point for fit in emerging markets where mobile is first.

Brian: Do what your user spends the most time on. At Kiip, we like Android a lot. Google earns its revenue from ads. And like Google, Android apps can also make revenue from ad placements.  In terms of the level of engagement, Android users are more engaged as compared to iOS apps as they get more ads. In North America, the Android market should always be targeted first.

Simon: In building your assets in this part of the world, web services are more attractive because of feature phones. There is still a lot to address in the market out there.

Saumil: As a result of fragmentation, countries such as Indonesia has high feature phone penetration. Should we consider this or not?

Michael Smith: This depends on the revenue that can be generated. Feature phones will eventually die. You have to decide whether you want to look at  revenue or users.

Benjamin: One of the problems of startups is that they have a lot of users but no revenue. Companies have to look at different channels, different revenue etc.  

Brian: Pick your metric. Do you want users or revenue? If you are targeting California, you will want users. If you are targeting a region like Southeast Asia, you will want to pick revenue as your metric. As a startup, you can’t choose both. Choose one and go with it.

Saumil: On the topic of payment processes and monetization for apps, where is the trend going? What are some of the best practices?

Michael Boon- My company put ads into apps. In countries like Indonesia, Thailand and Malaysia, paid apps do not do well. When this happens, pivot  into earning by advertising. In Indonesia, not many people own credit cards. Thus, buying or paying for an in-app purchase will not be feasible. Advertising seems to be the way to go.

Simon: Monetisation is a big issue for apps. But the main question is, how do we get users in the first place?

Thanks for following the live coverage of Echelon 2012. If you’ll like to check out more coverage of the sessions at Echelon 2012, follow this link.


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[Echelon Live] RottenTomatoes exit story: cutting the right deal at the right time

Patrick Lee, cofounder of RottenTomatoes, shares his amazing journey founding RottenTomatoes from ideations to exits

This post is part of the live coverage of Echelon 2012, Asia’s leading tech startup event happening on June 11 – 12. If you spot typos, slight inaccuracies or need more clarification, do leave a comment in the post and we’ll address it in the next edit.

The beginning

The team originally worked on a design studio: design reactor, with the creative director working on RottenTomatoes as a side project. At first the team was against the idea because it was affecting the creative director’s efficiency. Things changed when RottenTomatoes was picked up by a online site as well as a popular movie critic, where RottenTomatoes was named one of the better quality movie critic websites. The team then decided to focus on RottenTomato: left Design Reactor with a small equity stake and raised a $1million dollar funding. While things are looking good, the bubble burst. In January 2000, their RottenTomatoes investor backed out, and the team barely made it, leaving the team in a survival mode. To cut cost, the team took a 50% pay cut, and founder Patrick Lee took a 100% pay cut, subleased the office out.

Things started to look good again

What turned things around was that during the bubble burst, the team struck a deal with CNET to drive traffic to RottenTomatoes at a relatively low cost. In January 2006, traffic for RottenTomatoes grew by leaps and bounds through Search Engine Organization and pure word of mouth, raked in a global Alexa ranking of ~800 with an average unique page views of 6.2million per month, not a small feat back in Jan 2006. To make things even better, traffic was greatly boosted through automation, executed through movie review query engine, licensing, as well as critics submission, which then reduced the total number of RottenTomatoes editor from ten to just two. Some of the other features implemented was newsletters signup, The Vine forum (what users like might not be what critics like), as well as a gaming category.

How RottenTomatoes made money

Built entirely on bootstrapping, 50% of RottenTomatoes revenue comes from advertising(banner, rich media ads, newsletter,featured sponsor), 30% affiliate deals(AllPoster, pricegrabber, movietickets.com, Sideshow Toy), and of course, the final 20% from licensing to companies like Comcast, Netflix and Microsoft.

Building the brand

To further build up the brand name and brand equity of RottenTomatoes, they had strategic media partnerships with big brands like Daily Variety, The Hollywood Reporter, Ask.com and even Google. RottenTomatoes also had their very own acknowledgement system through their own Certified Fresh to theatrical releases reviewed by 40 or more critics (including 5 Top Critics) with a steady score of 75% or higher on the Tomatometer. There is also a Golden Tomato award, which is harder to get than Oscar, according to Patrick Lee.

Exits

With its amazing traction and brand presence, a few offers came knocking on the door, among them, ifilm.com, eUniverse, as well as myspace. While nothing fall through because the team felt that it wasnt the right terms, some other offers came, which includes hollywood.com, CNET, Google as well as IGN, which eventually sealed the acquisition deal. Patrick recalled that if Google were to offer their deal slightly earlier, they would have taken up the deal.

Why sell, and what happened after the exit?

Simple, the team wanted to try something new, and since Patrick is an American born Chinese, he wanted to come back to Asia and explore the opportunities here. Patrick also joked that its a process of growing up since the notion of exiting a company would put him into another realm of possibilities and a new world out there.

After the sale: RottenTomatoes switched hands a couple of times, first from IGN in June 2004, which was sold later to News Corporation in September 2005, and then to Flixster in January 2010, and finally to Warner Bros Online in May 2011. Patrick has since worked on two projects: Alivenotdead.com which aims to be the social networking site for celebrity and artist based in China, and alive.cn which connects artists with job opportunities.

Final thoughts, and how differently would Patrick have done it.

Patrick shared that the main reason why the team did what they did was because they wanted to work together. Back than this was before it was cool to start a company as opposed to now. Looking back, Patrick says that the team might be lacking a bit in a bigger vision as the team did not optimize the valuation when they exited to IGN. One piece of advise to the crowd from Patrick: Timing matters a lot. Coming from Patrick whom raised his $1million angel round in 2004, had the timing be a bit later and had there be any hesitation, there would be no RottenTomatoes today because the bubble would have burst.

If Patrick can turn back time and do things a little differently, he would change the timing of his sale. He would stayed another 1 or 2 years to get a higher valuation. Patrick would sell RottenTomatoes to Google if they came in and showed their interest a bit earlier. Had they continue RottenTomatoes, it would turn into Flixster, which the team envisioned their RottenTomatoes 2.0 to be. The idea of exploring into other reviews verticals such as restaurants (hi Yelp!) was also conceived in the early 2004.

Yes, that means, ideas are not new. It’s a matter of execution.

Thanks for following the live coverage of Echelon 2012. If you’ll like to check out more coverage of the sessions at Echelon 2012, follow this link.


Link to full article

[Echelon Live] The mobile app developer’s dilemma: Growing users or revenue in the early stage

The first panel discussion of Echelon 2012 Day 2 kicked off with Saumil Nanavati, CEO of Chalkboard as moderator to a panel made up of Brian Wong, Michael Smith, Benjamin Joffee, Michael Boon and Simon Lower on the topic of ” Riding the mobile wave: How startups are changing the mobile landscape.”

This post is part of the live coverage of Echelon 2012, Asia’s leading tech startup event happening on June 11 – 12. If you spot typos, slight inaccuracies or need more clarification, do leave a comment in the post and we’ll address it in the next edit.

To start off the discussion, Saumil began by asking the panel their opinion on the mobile landscape across the world.


Michael Smith: The mobile landscape is now more intimate. We can see more and more of it [mobile adoption] and we will just have to get used to it.

Brain Wong: Mobile  is not the same across. There are  mobile first companies and collaborative commerce. An upcoming trend would be augmented reality social online to offline games.

Saumil: What do you think of launching mobile first, when to launch it first and when not to?

Michael Boon: There is this phenomenon in asia, particularly in countries such as Thailand and the Philippines where the mobile adoption leapfrogs an entire generation. So, the first generation of those who have the internet connection are on mobile. This then, ties in with being mobile first. If you want to reach to to these people, it will makes sense to target these people first, by using the mobile first strategy.

Benjamin: Prices for Android are dropping. This is an important price point for fit in emerging markets where mobile is first.

Brian: Do what your user spends the most time on. At Kiip, we like Android a lot. Google earns its revenue from ads. And like Google, Android apps can also make revenue from ad placements.  In terms of the level of engagement, Android users are more engaged as compared to iOS apps as they get more ads. In North America, the Android market should always be targeted first.

Simon: In building your assets in this part of the world, web services are more attractive because of feature phones. There is still a lot to address in the market out there.

Saumil: As a result of fragmentation, countries such as Indonesia has high feature phone penetration. Should we consider this or not?

Michael Smith: This depends on the revenue that can be generated. Feature phones will eventually die. You have to decide whether you want to look at  revenue or users.

Benjamin: One of the problems of startups is that they have a lot of users but no revenue. Companies have to look at different channels, different revenue etc.  

Brian: Pick your metric. Do you want users or revenue? If you are targeting California, you will want users. If you are targeting a region like Southeast Asia, you will want to pick revenue as your metric. As a startup, you can’t choose both. Choose one and go with it.

Saumil: On the topic of payment processes and monetization for apps, where is the trend going? What are some of the best practices?

Michael Boon- My company put ads into apps. In countries like Indonesia, Thailand and Malaysia, paid apps do not do well. When this happens, pivot  into earning by advertising. In Indonesia, not many people own credit cards. Thus, buying or paying for an in-app purchase will not be feasible. Advertising seems to be the way to go.

Simon: Monetisation is a big issue for apps. But the main question is, how do we get users in the first place?

Thanks for following the live coverage of Echelon 2012. If you’ll like to check out more coverage of the sessions at Echelon 2012, follow this link.


Link to full article

[Echelon Live] RottenTomatoes exit story: cutting the right deal at the right time

Patrick Lee, cofounder of RottenTomatoes, shares his amazing journey founding RottenTomatoes from ideations to exits

This post is part of the live coverage of Echelon 2012, Asia’s leading tech startup event happening on June 11 – 12. If you spot typos, slight inaccuracies or need more clarification, do leave a comment in the post and we’ll address it in the next edit.

The beginning

The team originally worked on a design studio: design reactor, with the creative director working on RottenTomatoes as a side project. At first the team was against the idea because it was affecting the creative director’s efficiency. Things changed when RottenTomatoes was picked up by a online site as well as a popular movie critic, where RottenTomatoes was named one of the better quality movie critic websites. The team then decided to focus on RottenTomato: left Design Reactor with a small equity stake and raised a $1million dollar funding. While things are looking good, the bubble burst. In January 2000, their RottenTomatoes investor backed out, and the team barely made it, leaving the team in a survival mode. To cut cost, the team took a 50% pay cut, and founder Patrick Lee took a 100% pay cut, subleased the office out.

Things started to look good again

What turned things around was that during the bubble burst, the team struck a deal with CNET to drive traffic to RottenTomatoes at a relatively low cost. In January 2006, traffic for RottenTomatoes grew by leaps and bounds through Search Engine Organization and pure word of mouth, raked in a global Alexa ranking of ~800 with an average unique page views of 6.2million per month, not a small feat back in Jan 2006. To make things even better, traffic was greatly boosted through automation, executed through movie review query engine, licensing, as well as critics submission, which then reduced the total number of RottenTomatoes editor from ten to just two. Some of the other features implemented was newsletters signup, The Vine forum (what users like might not be what critics like), as well as a gaming category.

How RottenTomatoes made money

Built entirely on bootstrapping, 50% of RottenTomatoes revenue comes from advertising(banner, rich media ads, newsletter,featured sponsor), 30% affiliate deals(AllPoster, pricegrabber, movietickets.com, Sideshow Toy), and of course, the final 20% from licensing to companies like Comcast, Netflix and Microsoft.

Building the brand

To further build up the brand name and brand equity of RottenTomatoes, they had strategic media partnerships with big brands like Daily Variety, The Hollywood Reporter, Ask.com and even Google. RottenTomatoes also had their very own acknowledgement system through their own Certified Fresh to theatrical releases reviewed by 40 or more critics (including 5 Top Critics) with a steady score of 75% or higher on the Tomatometer. There is also a Golden Tomato award, which is harder to get than Oscar, according to Patrick Lee.

Exits

With its amazing traction and brand presence, a few offers came knocking on the door, among them, ifilm.com, eUniverse, as well as myspace. While nothing fall through because the team felt that it wasnt the right terms, some other offers came, which includes hollywood.com, CNET, Google as well as IGN, which eventually sealed the acquisition deal. Patrick recalled that if Google were to offer their deal slightly earlier, they would have taken up the deal.

Why sell, and what happened after the exit?

Simple, the team wanted to try something new, and since Patrick is an American born Chinese, he wanted to come back to Asia and explore the opportunities here. Patrick also joked that its a process of growing up since the notion of exiting a company would put him into another realm of possibilities and a new world out there.

After the sale: RottenTomatoes switched hands a couple of times, first from IGN in June 2004, which was sold later to News Corporation in September 2005, and then to Flixster in January 2010, and finally to Warner Bros Online in May 2011. Patrick has since worked on two projects: Alivenotdead.com which aims to be the social networking site for celebrity and artist based in China, and alive.cn which connects artists with job opportunities.

Final thoughts, and how differently would Patrick have done it.

Patrick shared that the main reason why the team did what they did was because they wanted to work together. Back than this was before it was cool to start a company as opposed to now. Looking back, Patrick says that the team might be lacking a bit in a bigger vision as the team did not optimize the valuation when they exited to IGN. One piece of advise to the crowd from Patrick: Timing matters a lot. Coming from Patrick whom raised his $1million angel round in 2004, had the timing be a bit later and had there be any hesitation, there would be no RottenTomatoes today because the bubble would have burst.

If Patrick can turn back time and do things a little differently, he would change the timing of his sale. He would stayed another 1 or 2 years to get a higher valuation. Patrick would sell RottenTomatoes to Google if they came in and showed their interest a bit earlier. Had they continue RottenTomatoes, it would turn into Flixster, which the team envisioned their RottenTomatoes 2.0 to be. The idea of exploring into other reviews verticals such as restaurants (hi Yelp!) was also conceived in the early 2004.

Yes, that means, ideas are not new. It’s a matter of execution.

Thanks for following the live coverage of Echelon 2012. If you’ll like to check out more coverage of the sessions at Echelon 2012, follow this link.


Link to full article

Komli Media Raises US $39 Million in Funding Led by Norwest Venture Partners

India based ad network, Komli Media has raised $39million its largest financing to date. Norwest Venture Partners (NVP) led the financing with participation from Nexus Venture Partners, Helion Venture Partners, Draper Fisher Jurvetson, and Western Technology Investment. The funds will be used to invest in the Company’s core media technology platforms and to expand its presence across the Asia Pacific (APAC) region.

Komli earlier raised $15mn in January, 2011 and earlier raised $6mn in July of 2010. Komli’s parent company, Pubmatic raised $7mn from same investors in 2008 and Series B in 2009 and has recently raised $45mn in Mezzanine Financing Led by August Capital.

Komli has been on an acquisition spree and its last acquisition was Admax (earlier acquired Zestadz, Aktiv Digital, Indoor Media,PostClick). The company claims to reach over 270 million users monthly and actively services more than 1,000 advertisers across the APAC region.  Komli Media responds to over 38 billion monthly impressions, up from 10 billion 12 months ago.



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