YouTube Repositioning

Analytical Marketing
Term Report: Phase II

BY

Group 6

Pradeep MS (2011031)
Nandhini Narayanan (2011040)
Nayantara Rajendra Pradhan (2011047)
Fathima Shahin A R (2011131)
Samarth Yadav (2011144)
Aravindhan V (2011438)

INDIAN INSTITUTE OF MANAGEMENT BANGALORE

Contents
Introduction ............................................................................................................................................ 3
Problem Statement ................................................................................................................................ 3
The Hypothesis ................................................................................................................................... 3
5Cs of YouTube India .............................................................................................................................. 3
Company Skills.................................................................................................................................... 3
Customers ........................................................................................................................................... 5
Competitors ........................................................................................................................................ 5
Collaborations .................................................................................................................................... 6
Context ............................................................................................................................................... 6
Methodology .......................................................................................................................................... 8
Qualitative Study .................................................................................................................................... 8
Laddering ................................................................................................................................................ 9
Quantitative Study ................................................................................................................................. 9
Segmentation Analysis ......................................................................................................................... 10
Segmentation Profiles .......................................................................................................................... 12
Positioning Analysis.............................................................................................................................. 12
Concept Analysis .................................................................................................................................. 15
Conclusion ............................................................................................................................................ 16
Limitations ............................................................................................................................................ 17
Appendix............................................................................................................................................... 18
Survey Questions.............................................................................................................................. 18
Reference .............................................................................................................................................. 19
Introduction
The twenty-first century has witnessed remarkable transformations in story-telling using the
visual media. From bulky, heavy, antenna-led black and white television screens to the
modern-day world of smart TVs and flat screens, the first two decades of the 21st century is
unrecognizable relative to the first two decades of the twentieth century.
Given this change, it is impossible to dictate what the future of media will look like. The advent
of the internet, high-speed internet and video streaming, the era of user-uploaded videos has
given way to original content creation. OTT streaming has become the new way of creating,
accessing and consuming video-based storytelling.
Despite several players spread around the world, the most powerful fighting out this battle is
between two companies - YouTube and Netflix.
The two are very different. The latter is a repository of amateur videos which has transformed
into one of the biggest online video platforms. Even its ad-based revenue model is different
from Netflix’s subscription model. In the battle for the future of video streaming, YouTube is
trying to reposition itself as a paid service.

Problem Statement
Indians are spending about 2229 million in the OTT video segment as of 2021. YouTube
revenue share accounts for only 5% of the revenue sharei. Therefore, it is not surprising that
YouTube is looking beyond advertising and branded content to make revenue in India.
In an early attempt to do this, YouTube allowed users to subscribe to specific channels of
content creators priced between INR 29 and INR 7999 per month in 2020. The platform also
introduced YouTube Premium prepaid plans for INR 139 per month. This subscription allows
users to access videos, music, original content without ads and download in a local device.
YouTube is trying to reposition from a free video streaming application to a paid premium
video version with original and user-generated content. YouTube originals first premiered in
India in 2016.

The Hypothesis
Having considered YouTube’s strategies, we would like to test the following hypothesis:
YouTube can successfully reposition itself in the Indian market from a free video streaming
service to become a paid premier version OTT platform.

5Cs of YouTube India

Company Skills
Brand Name: YouTube that started as a video sharing and social media platform has now
diversified into a full-fledged video and content distribution platform with diversifications
such as YouTube Community, YouTube Go, YouTube Kids, YouTube Music, and YouTube
TV(not available in India as of now) with features like YouTube Movies (rental streaming),
YouTube Premium (access to original content and background run capability for the app),
YouTube Shorts and YouTube Stories. However, despite various services and different apps,
from an Indian context, YouTube as a brand name is considered a free video streaming
service. It is neither a short video content app like TikTok or Instagram reels nor a full-fledged
OTT platform like Netflix or Disney+ Hotstar. India has the most YouTube users, estimated at
300 million depicting its penetration and reach and hence whether the Brand Extension to an
OTT platform will need a brand perception evaluationii.
Image: YouTube has an image of go-to for different types of video content, like music, review
videos, tech videos, cooking, and many other varied contents. Also, when a viewer opens the
YouTube app, the app's image is that of content suitable for age groups and restricted by age
filters. Hence, while the streaming platforms cater to their own set of customers, their likes
and dislikes, a larger chunk of content on YouTube being user created, it has a suitable viewing
perception attached to it. The brand thus has a family-like image (without any censorship in
place). Also, while OTTs are simply content streaming and their shows/content reviewed by
others, YouTube is an ingrained social media with likes, comments, and share options for all
its users. Hence, the image of YouTube is somewhere between OTTs and social media.
Production Capability: YouTube is a part of Google's network of apps, and there is no
question about its server or technical strengths. Hence the capability comes down to content
on it which, as discussed above, can be segregated into two. To increase and maintain the
user-created content on the platform, YouTube has a YouTube Creator Academy that helps
and assists budding creators in various areas like live streaming, monetization, content
community engagement, production, etciii.
Financial Strength: Google, which is now Alphabet, was YouTube's parent company. Because
of the number of viewers who visit the site daily and the advertising revenue generated,
YouTube is one of its parent company's most important revenue generators. YouTube's vast
reach helps in its revenue generated from advertising. YouTube's worldwide advertising
revenues amounted to seven billion U.S. dollars in the second quarter of 2021, representing
a 16.60 percent year-over-year increaseiv. However, this revenue is shared with creators that
create content and upload it on YouTube.
Additionally, YouTube earns money from monthly subscription businesses such as YouTube
Premium. Besides this, YouTube is now pushing content creators to monetize their work by
charging for subscriptions to their original videos or selling items on the platform. According
to media analysts, video and social commerce have enormous potential, particularly for
talents in the beauty, learning, and education segments, which have benefited YouTube
throughout the epidemic. According to a prominent YouTube executive, video creators have
witnessed a 6X increase in revenue over the last 18 months, with some earning up to $100,000
per year. In India, the number of YouTube channels earning $100,000 or more each year had
increased by more than 60% year on year as of June 2021v. Such instance depicts the change
in strategy by YouTube to move towards a subscription-based model than purely depending
on advertisements for revenue.

Organization: Presently, YouTube India has a team that works on algorithms and technical
capabilities. It also has a division that works with individual content creators and production
houses for YouTube originals. However, if YouTube TV were to be launched, it would require
extensive relationships with production houses, collaborators to include localized and curated
content, which would require a separate and focused team for it.

Customers
YouTube garnered over 300 billion views in the first quarter of 2020, which was 13 percent
more than the fourth quarter of 2019. There was a steep increase in content consumption as
the time spent by the average user became over four hours per day as compared to previous
-- 1.5 hours on social media platforms. The value proposition of YouTube to the typical online
user in India is enormous: we'll host any video material for free, and you can share it wherever
you want. More people go to YouTube to find videos than anyplace else, whether through
search, channels, community. Entertainment videos are undoubtedly the most popular
amongst viewers. With more rural India coming on the internet, the importance of vernacular
content in YouTube is going extremely high.
YouTube will most likely always be a terrific place to get video material. Still, it will never have
a monopoly, prompting most media businesses to question whether they need to share any
revenue with YouTube. Media businesses want their clips on YouTube as a promotion, which
makes sense if YouTube dominates video content discovery. However, if other choices for
discovering video content become available, media businesses will no longer be bound by
YouTube's revenue-sharing rules.

Competitors
Video streaming platform has taken off hugely in India ever since Netflix, Hotstar, and Amazon
Prime Video launched. Viewers nowadays have a lot of choices amongst the major streaming
sites. Although the availability of material is still a factor, libraries are constantly changing, so
they should consider the technical quality of the content and the pricing.
Netflix: The most expensive of the services in India is Netflix. The best plan offers a lot of
Ultra-HD and HDR content in the Dolby Vision standard. While the cheapest subscription plan
only works on smartphones and tablets, the rest work on all supported devices, including
computers, smart TVs, and streaming devices.
Amazon Prime Video: Amazon Prime Video comes as part of the Amazon Prime subscription
in India. It includes shopping benefits such as free shipping for many orders and early access
to deals, as well as Amazon Prime Music streaming and Prime Reading eBooks. There are no
tiers based on quality or features; the current subscriptions provide unrestricted access to the
whole repertoire of movies and TV series in all available resolutions and formats to all
customers.
Disney+ Hotstar: Hotstar is one of India's most affordable subscription options, and it follows
the system of tiers with different subsets of content available. Its most affordable plan offers
access to Disney+ shows, movies, and kids' content dubbed in Indian languages, plus live
sports, recent Indian movies, exclusive Hotstar specials, and the latest episodes of Indian TV
shows.
There are some other OTT platforms such as SonyLiv, Zee5, Voot, MX Player, ALTBalaji, who
are late entrants to the market, yet provide quality content in local languages. Most of them
have subscription-based pricing except for MX Player.

Collaborations
In terms of collaboration for YouTube, we would like to split them in to user-generated
content and YT Original content.
User-generated content (UGC): YouTube is a multimedia video platform where people can
upload, view, and share videos. User-generated content in different 'genres, language,
geographies and age groups' helped YouTube reach the nook and corner of the country. Large
and small advertisers indirectly collaborate with the channel owners to generate revenue
through YouTube. This drives business to both YouTube and advertisers. This also helps create
unique collaborations with YouTube creators helping brands get greater results than
television. There are about 2500 channels with over one million subscribers. The most
subscribed channel globally is 'T-series' with 194 mn. Gaming videos in India have grown 2X
since 2019, and baking videos have grown by 3Xvi.
These channel subscription and viewership data explain the user's interest in UGC and the
high perceived credibility and usefulness of the contents.
YT original content: YouTube Premium reached a total of 50 mn subscribers worldwide as of
2021. This includes ad-free services, the option to play in the background while using other
apps, and original content. This option throws YouTube Premium as a direct competitor to
other OTT platforms. YouTube TV, which is a live TV and on-demand video streaming
platform, is another form of premium option introduced by YouTube in America. Thanks to
the pandemic, cheap internet, and smartphones, these options are slowly being introduced
in India. The Indian market is conservative, and their willingness to pay for YouTube will highly
be impacted by their perception of the platformvii.

Context
Politics: When political forces provide a favorable environment for a corporate entity, they
become a source of growth for the corporation. When a country's political environment is
unfriendly and hostile to corporate growth, generating high sales and revenue levels becomes
a difficult challenge for the firm. YouTube is a Google product that is heavily influenced by the
country's political situation. Furthermore, government rules governing content display
through information sharing and internet streaming portals such as YouTube may limit the
company's earnings. For example, the display of inflammatory content has resulted in
YouTube being blocked in various parts of the world, resulting in financial losses for the
corporation. Another area where the interplay between political components and YouTube is
used as one of the social media tools for reaching the masses during political campaignsviii and
influencing public sentiment and involvement is the use of YouTube as one of the social media
tools for reaching the masses during political campaigns and influencing public opinion and
engagement.
Regulations: The legal components of copyright laws and intellectual property regulations
apply to the sphere of online video sharing. Because YouTube is a public video-sharing
platform, it is possible that members will upload content that violates copyright laws. In such
circumstances, the administration must respond quickly to remove the content. The unlawful
download of content is another area where Google needs to deal with legal issues relating to
its business. Telecommunication providers and the government can also impose limits on
YouTube based on the legislation. While OTT platforms have curated, high production valued
content, these content are also susceptible to mass outrage when hurting the sentiments of
people as experienced by many series on the OTT. Censorship, which is in talks for the OTT
platform thus has a debatable argument over where does YouTube fall, and whether the
censorship rules would apply to YouTube as well.ix A code of ethics for over-the-top (OTT)
platforms like Netflix and digital media businesses is being considered by the government.
The rule is expected to require intermediaries and online curated content businesses to
exercise "necessary caution and discretion" when airing anything that could endanger or
jeopardize India's sovereignty and integrity, as well as be harmful to the country's foreign
relations.x
Culture and Social Norms: Variations in culture are an important component of YouTube's
worldwide brand, which is accessible to individuals from all over the world. The organization's
socially varied staff also demonstrates how the socio-cultural component can be a burden for
the company. The content on YouTube should be tailored to the tastes and preferences of
the audience. Advertisements are also tailored to the preferences of the target audience.
YouTube, as part of the social networking sector, provides consumers with a video-sharing
platform that is tailored to their needs. As previously mentioned, YouTube has been used to
persuade the public of a political viewpoint; a similar effect of the video-sharing platform can
be seen in the use of YouTube to manage people's social perception. AS YouTube ventures
into a subscription-based OTT structure, it needs to be more careful about the culture of the
geography it serves to, and hence retain its perception of content for all. Also, the rise of OTT
has raised several questions in terms of changes in society it brings. To quote a study by Dr S.
Shyam Prasad, the impact of OTT may be discussed upon three segments:xi

• Its impact on the family

o Is it creating distancing in the family?
o Is family harmony in jeopardy?
o Are children safe under unrestrained OTT media?
• On the society
o As one of the reports noted that comedy is the highest genre watched followed
by sex and crimes, how will it impact society as a whole?
o Under the guise of social distancing in the pandemic, will OTT media lead to a
permanent distancing of the people?
• On the individual
o How will it impact one's health?
 o What will be its effect on professional/career advancements?
o How will it affect students' life?
Such studies will prove to be a pivotal point in deciding the future and fate of content
streaming going ahead and is a major point of consideration for streaming platforms.

Methodology
The methodology followed to analyse the problem statement is as follows:
A. Primary research using qualitative and quantitative techniques
B. Secondary research comparing YouTube's contribution to the video streaming revenue
and time spent in India vs. global
C. Analyse the data collected to support the hypothesis
D. Build action plan or recommendation for YouTube premium service against other OTT
platforms

Qualitative Study
We conducted in-depth interviews with experts and consumers to understand freemium and
premium business models from both sides. The interviews provided broad understanding of
consumer expectations and gaps in the YouTube’s current offerings. Techniques like laddering
were used in-depth interviews.
Laddering

We did an analysis to identify the attributes and connect them to consequences and
corresponding values provided to the user. We found its inexpensive quality, availability of
free content, easy accessibility etc all lead to main consequences like high degree of choices
among entertainment options, exclusivity of content, multi-device usage, kids’ education,
access of offline content, etc. All such consequences lead to values like engagement with pop
culture, family life, tech-savviness and simplicity of usage and consumption.

Quantitative Study
We conducted a survey among the target segments to understand their perception about
YouTube in comparison to other OTT platforms in India. This helped us gauge the
repositioning strategy of YouTube among different customer segments. Techniques like
positioning map and cluster analysis gave us a wholesome view of the strategy. Survey flow
is provided in the Appendix.
Segmentation Analysis
Segmentation analysis is done to determine the segments based on dendrogram, within
cluster heterogeneity on scree Plot, and judgement based on managerial relevance and
targetability.
The hierarchical clustering approach generated a 4-segment dendrogram.

The dendrogram represents the grouping process of observations into clusters. The chart
reads from bottom (all initial observations are separated) to top (all observations are
clustered into one unique segment). The height represents the distance between the two
groups of observations being merged at each step. If two very distant groups are being
merged, this will create a 'jump' in the dendrogram, indicating that it might be wise to stop
the clustering process before.
The Scree plot has elbow like separation forming 4 segments due to within cluster
heterogeneity.
The size of the 4-segments is given below:

we choose 4-segment solution for the given case based on both statistical interpretation
(dendrogram, scree plot) and qualitative analysis of the segments. When segmentation
analysis was run on Enginius without forcing the number of segments, we get 4-segment
solution.
From the above table, it is evident that segment 2 is the major target segment for any OTT
platform. Segment 1 is a potential consumer of paid OTT platforms (i.e., Hotstar and Netflix),
followed by segment 4. Segment 1 are not YouTube users. 35% of the respondents who earn
more than 10 LPA fall under Segment 1. Hence, they are having high probability of subscribing
to paid subscription. Segment 3 is a loyal Netflix consumer when it comes to paid platform.
They prefer YouTube too. Segment 3 is the teen segment, with majority of the population
falling under 18-24 years (54%).

Segmentation Profiles
18-24 25-34 35- 44
0-5 LPA 5-10 LPA >10 LPA years years years
Segment 1 22% 11% 36% Segment 1 35% 57% 4%
Segment 2 47% 53% 27% Segment 2 39% 61% 0%
Segment 3 19% 21% 23% Segment 3 35% 65% 0%
Segment 4 12% 16% 14% Segment 4 54% 46% 0%

Positioning Analysis
The variance explained in the first two dimensions of the positioning map is 100% and it is
sufficient to proceed with the further analysis.

The three brands under consideration (YouTube, Netflix & Hotstar) are shown in the
perceptual map below:
The objects are not closer to the other objects. It is evident that all the three brands are
perceived in different ways in the minds of the customers. The coordinates of all the objects
in every dimension is given below:

Adding attributes on top of the brand perception map, we get the following:
Variance of most of the attributes are explained well in the map. Free content, original series
and quality of video are the well explained attributes whereas related suggestions attribute
is poorly explained in the map.
Quality of video and original series are positively correlated as they go in the same direction.
Similar conclusion can be made for free content & local content and related suggestions &
user interface pairs. Free content and original series are negatively correlated as they go in
opposite directions. There is no correlation between user generated content and quality of
video pair and original series and user interface pair as they in perpendicular directions.
Along dimension 1, free content, local content and user generated content are very closer
and hence this dimension can be content based dimension. Along dimension 2, multi-
device/co-viewing feature and video quality are closer to the axis and hence this dimension
can be feature based dimension.
Based on the perceptual data of the brands, the following table is computed:
YouTube is preferred over other two brands for its local, user generated and free content.
Netflix is winning the market share for its original series and video quality. Hotstar gives
quality suggestions for its customers using the unique algorithm.
The user interface of the YouTube needs improvement. The co-viewing feature in Hotstar is
not up to the mark.
Based on the overall brand preference, YouTube is preferred over its competitors.

Concept Analysis
To test brand perception of YouTube among segments and test their willingness to pay for a
premium/paid version of YouTube, we tested three concepts.
Topic Concept
YouTube has completely revamped its content with original series and movies like the
Original content only -
Concept 1 other OTT platforms (Netflix, Prime originals) and has made subscription mandatory to
Mandatory subscription
view the content.
Mix of both original & user YouTube is offering a mix of original and user-generated content, unlike the other OTT
Concept 2 generated content only - platforms (Netflix, Prime originals), and has made subscription mandatory to view the
Mandatory subscription content.
YouTube is launching a new app for premium version with original content (similar to
Launch a sepeate app for
Concept 3 those on OTT platforms). The current form of YouTube with user-generated content
premium version
will remain free.

Concept 1: Willingness to pay for original content of YouTube was significantly different for
segment 2 vs 3. T-test was conducted to study the significance of difference between the two
segments. Segment 3 had high willingness to pay for original content when compared to
segment 2 that has the least willingness. The other two segments are indifferent to this
concept.
Concept 2: Willingness to pay for a mix of both original and user generated content was
significantly different between segment 2 vs 1 and segment 2 vs 3. Segments 1 and 3 had
same willingness to pay. Segment 2 had the least willingness. T-test was conducted for
segment 2 vs 1 and segment 1 vs 3 separately and found that both the tests were significantly
different.

Concept 3: Willingness to pay for a separate premium version and continue using user
generated content in a separate app was also checked. Segments 2 and 4 were significantly
different. Segment two was again not willing to pay.

In all the three concepts willingness to pay was checked. Irrespective of the concept, all the
segments are willing to pay less than Rs.150. The range offered was between Rs.0 and Rs.150.
It is difficult to gauge how much people are willing to pay within that range, it can be Rs.0 as
well.

Conclusion
From the segmentation and positioning analysis study, conducted to understand the current
perception of YouTube among the consumers, we understand that YouTube is accepted more
as a user-driven content application than a premium platform.
We tried to identify a potential target segment which may be willing to pay for premium
version of YouTube and rate the acceptance of YouTube as an OTT platform.
Segmentation resulted in four segments and the four segments were asked to rate the
preference of YouTube against the major Indian competitors Hotstar and Netflix. The
emerged four segments are characterized by differences of paying ability, age demographics
and preference for content quality and original content.
Segment 2, for instance, is an overall OTT loving segment with high ratings for all competing
platforms. Segment 1 shows high dislike of YouTube. Analysis of the demographic of segment
4 shows that it is segment of teens. However, Netflix’s restrictive pricing prevents them from
accessing the platform. Segment 3, in contrast, has high willingness to use Netflix, showing
strong preference for original content, addictive long TV series that are suitable for binging
and shows with character development.
Though three of four segments have pretty high preference for YouTube, their willingness to
pay for premium version constantly scaled low for all the three concepts. Even if YouTube
launched original content following the industry trend, people are still not willing to pay. This
is mainly due to YouTube’s strong positioning as a free, user-generated platform. Perception
of YouTube as a platform for local content is so strong and there seems to be a correlation
between that perception and willingness to pay/ expectation fulfilment of YouTube for
original & premium contents.
Therefore, we conclude that YouTube should launch a completely new platform detached
from YouTube’s brand awareness to capture the premium OTT market. This was proved by
concept 3 where people were still not willing to pay for separate YouTube application with
premium version. YouTube can perhaps leverage its brand equity of their parent company
GOOGLE to enter the already crowded premium OTT segment in India but not as YouTube.

Limitations
1. The survey was circulated among friends and relatives of the project group members and
hence the respondent pool is skewed towards 18-34 years tier 1 segment. This restricted
the demography study of the different segments identified.
2. The study does not include the lifestyle study of the respondents which could have helped
us get a wholesome idea about the segment profiles. Currently, profiling only includes
demography study and not their profile/ lifestyle. Hence, the correlation between their
willingness to use an OTT platform and a particular lifestyle is not studied. This study
would have helped us design the communication of YouTube to compete better with the
other platforms.
3. YouTube concepts tested were all focused on perception about original content which
was benchmarked against current competitors’ offerings. The actual content YouTube is
planning to launch may be completely different with high adaptiveness to the Indian
market. The conclusion may not hold true in the future if YouTube comes with a different
plan.
Appendix
Survey Questions
1. Attributes of OTT. Perception of the following attributes for four different platforms
(YouTube, Netflix, Hotstar, Prime)
i) Local content
ii) Quality of video
iii) Download option
iv) Original series
v) User-generated contents
vi) Ease of use
vii) User Interface
viii) Multi-device option
ix) Flexible payment option
x) Related suggestions
xi) Co-viewing feature
xii) Free contents
2. Ranking of 4 platforms
i) Disney Hotstar
ii) YouTube Premium
iii) Amazon Prime
iv) Netflix
3. Discriminant analysis – UGC, payment, ads, quality content
i) Age (1= <18 years, 2= 18-24 years, 3= 25-34 years, 4= 35-44 years, 5 >44 years)
ii) Gender (1=Female, 2=Male, 3= Other)
iii) Income (1=< LPA,2= 1-5 LPA, 3= 5-10 LPA, 4= >10 LPA)
iv) Profession (1= student, 2=Working professional, 3= self-employed, 4= other)
v) Tier (1= tier 1, 2=tier2, 3=tier 3)
vi) Have you subscribed to any platform? (1= Yes, 0= No)Or how many OTT platforms
have you subscribed to?
vii) How often do you watch YouTube in your free time? (1-5 Likert)
viii) How likely are you to pay for user-generated video streaming like YouTube? (1-5
Likert)
ix) How likely are you to pay for ad-free streaming on YouTube? (1-5 Likert)
4. Concept testing
i) YouTube has completely revamped their contents with original series and movies
like the other OTT platforms (Netflix, Prime originals) and has made subscription
mandatory to view the content.
 How likely are you to purchase a subscription? (1-5 Likert)
ii) YouTube is offering a mix of original and user-generated content, unlike the other
OTT platforms (Netflix, Prime originals), and has made subscription mandatory to
view the contents.
• How likely are you to purchase a subscription? (1-5 Likert)
 iii) YouTube is launching a new app for premium version with original content like OTT
platforms, and the current YouTube with user-generated content is free
• How likely are you to purchase the premium version? (1-5 Likert)

Reference
i
https://www.statista.com/outlook/amo/media/tv-video/ott-video/india

ii
https://backlinko.com/youtube-users

iii
https://creatoracademy.youtube.com/page/learning-toolkits

iv
https://www.statista.com/statistics/289657/youtube-global-quarterly-advertising-revenues/

v
https://www.livemint.com/companies/news/youtube-bets-on-paid-subscription-to-channels-for-
revenue-11632474612167.html
vi
https://www.warc.com/newsandopinion/news/youtube-india-now-reaches-325-million-monthly-
viewers/44286

vii
https://qz.com/2080566/youtubes-revenue-is-catching-up-to-netflixs/

viii
https://journals.sagepub.com/doi/full/10.1177/0973258618761408

ix
https://timesofindia.indiatimes.com/entertainment/hindi/bollywood/news/bigstory-censorship-of-ott-
content-is-regulation-needed/articleshow/80596911.cms

x
https://www.hindustantimes.com/india-news/govt-mulls-code-of-ethics-what-ott-platforms-may-have-to-
follow-101614147645811.html

xi
https://www.isme.in/impact-of-ott-media-on-the-family-and-the-individual/