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CONTENT
Certificate
Acknowledgement
Preface
Declaration
Chapter -1
Introduction to TATA SKY
Company Profile
History
Competitor
Chapter- 2
Objective of the study
Chapter -3
Research methodology
Chapter- 4
Data analysis
Chapter- 5
Findings
Chapter -6
Limitation
Chapter-7
Conclusion
Chapter -8
Suggestion
Annexure
Questionnaire
Bibliography
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ACKNOWLEDGEMENT
We owe a great deal to a great many people, for the successful
completion of this study report. Literally many of people have contributed to
this project report in Varanasi. Every work requires a commitment but this
commitment goes in vain when there is no guidance.
We are extremely thankful to Mr. M.M.C SIR (In charge of HCPG),
Harish Chandra P.G. College, Varanasi under whose able guidance and
continuous support we were able to compile this project. We are really admired
looking to their special attention and co-operation extended to us during the
project.
We really feel gratitude on the part of the under whose able guidance we
get the chance to accomplish our project Report finally.
With a deep sense of reverence, we would like to express our deep
gratitude to our parents who have always been a source of inspiration for us.
Their everlasting co-operation, encouragement and smiling affection inspired
us always building our future bright.
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PEREFACE
This Project has been conducted to get an overview of study on "TATA
SKY". The basic objective of this report is to touch most of the important
aspect of research is to know about consumer preference about theTATA SKY.
This project is carried out under partial fulfillment of BBA VI Semester, Harish
Chandra post graduate college, Varanasi.
RAKESH KUMAR
BBA VI Sem.
Roll No. : 1066013
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DECLARATION
I, RAKESH KUMAR student of BBA VI Semester at Harish Chandra p.
g. college, Varanasi. Here by declare that all the result of my own effort,
guidance given by my mentor & faculty member.
This Project Report is correct to the best of my knowledge this report so
far has not been published anywhere else.
RAKESH KUMAR
BBA VI Sem.
Roll No. : 10660013
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INTRODUCTION
Tata Sky is set to revolutionize television viewing in India through its
superior digital quality picture and sound. The service aims to empower the
Indian viewer with Choice, Control and Convenience through its wide array
of programming choices and interactive features. Tata Sky offers viewers a
variety of channels ranging from entertainment, sports, movies and music to
news and documentaries in DVD quality picture and CD quality sound.
Tata Sky has established an extensive customer service network across
the country. It has engaged a field force of approximately 3000 service
engineers who are complemented by high-end 24x7 call centre’s, manned by
multi-lingual customer service associates, trained to solve all customer
problems.
Tata Sky takes direct responsibility for installing and servicing the
hardware at every subscriber's home, thereby ensuring the highest levels of
customer service.
Tata Sky retails its hardware and prepaid recharge vouchers through
popular consumer electronic stores to enhance customer convenience.
The SKY brand, owned by the UK-based British Sky Broadcasting
Group, brings to Tata Sky the reputation of more than 20 years experience of
satellite broadcasting. SKY is well known for the innovative products and
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services launched by BSkyB, such as DTH broadcasting in 1989, digital
satellite broadcasting in 1998, interactive television services in 1999 and the
SKY+ personal video recorder in 2001. Tata Sky joins an international group
of DTH businesses that includes platforms as far apart as the UK and Italy in
Europe, and Mexico and Brazil in Latin America.
Space TV is a TATA - STAR joint venture, established in 2004,
committed to build state-of-the-art Digital infrastructure for Pay Television in
India. Space TV plans to introduce a nationwide Direct-to-Home (DTH)
service that would allow it to reach every Indian home, however remote it may
be. The service plans to offer its subscribers the best of cable channels, new
innovative programming and interactive services.
Tata Sky satellite television service will redefine your TV viewing
experience by offering you greater choice, control and convenience.
Greater choice
Watch a wide array of your favorite television channels in DVD quality
picture and CD quality sound
Get your favorite recipes when you want on Actve Cooking
Play interactive games on your TV with Actve Games
Order once and enjoy the latest movies with a single ad-break through
the day on Showcase
Learning games for children on Active Wiz kids
Find out what each day has in store for you with Gnash Speaks
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Reiter control
Watch cricket with multiple camera angles, choice of commentary
language and highlights on-demand only on Actve Sports
Go directly to your favorite news section on Actve STAR News
Regulate what your children watch on TV with parental control
Greater convenience
Get a 7-day listing of all programmes on TV with guide
Catch a news story as it breaks, simultaneously on four channels on
Actve Newsroom
Use the search & scan banner to find out what’s playing on other
channels without changing the channel you are watching
Enjoy fixed channel positions and uniform volume levels across all
channels
Experience uninterrupted viewing. No longer get affected by
neighborhood power cuts. Enjoy uninterrupted television as long as you
have electricity in your house.
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COMPANY PROFILE
Incorporated in 2004, Tata Sky is an 80:20 joint venture between the
Tata Group and STAR, offering viewers a world-class television viewing
experience through its direct-to-home (DTH) television service. The Sky brand,
owned by the UK-based British Sky Broadcasting Group, has more than 20
years of experience in satellite broadcasting, and is well known for its
innovative products and services. With this service, Tata Sky has joined a
select international group of DTH businesses that operate in areas as far away
as the UK and Italy in Europe, and Mexico and Brazil in Latin America.
Areas:
Tata Sky offers viewers a variety of popular channels in categories ranging
from entertainment, sports, movies and music to news and documentaries in
DVD-quality picture and CD-quality sound. The service further aims to
empower television viewers with choice, control and convenience through a
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wide range of programming and interactive features, thus becoming a one-stop
shop for all the television entertainment needs of customers.
With state-of-the-art digital infrastructure and partners that include
global leaders in digital technology, Tata Sky provides for hardware
installation at subscribers' homes, as well as after-sales service through an
extensive customer service network that provides complete customer care. Tata
Sky also retails its hardware and prepaid recharge vouchers through popular
consumer electronic stores to facilitate consumer access.
The Tata Group's business activities are conducted through 98
companies operating in seven business sectors. It has a presence in six
continents and holds leadership positions in many industry segments, among
them tea, software, automobiles, energy and hospitality. With revenues, in
2006-07, of $28.8 billion (Rs129, 994 crore), it has a market capitalization of
$65.32 billion as on February 7, 2008.
The Tata Group is one of India's largest and most respected business
conglomerates. It comprises 93 operating companies in seven business sectors:
information systems and communications, engineering, materials, services,
energy, consumer products and chemicals. The Tata Group has operations in
more than 40 countries across six continents and its companies export products
and services to 140 nations. The Group and its enterprises have been steadfast
and distinctive in their adherence to business ethics and their commitment to
corporate social responsibility. This is a legacy that has earned the Group the
trust of many millions of stakeholders in a measure few business houses
anywhere in the world can match.
The Tata Group is one of India's largest and most respected business
conglomerates, with revenues in 2006-07 of $28.8 billion (Rs129,994 crore),
the equivalent of about 3.2 per cent of the country's GDP, and a market
capitalization of $65.32 billion as on February 7, 2008. Tata companies
together employ some 289,500 people. The Group's 27 publicly listed
enterprises-among them stand out names such as Tata Steel, Tata Consultancy
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Services, Tata Motors and Tata Tea-have a combined market capitalization that
is the highest among Indian business houses in the private sector, and a
shareholder base of over 2.9 million. The Tata Group has operations in more
than 80 countries across six continents, and its companies export products and
services to 85 countries.
The Tata family of companies shares a set of five core values: integrity,
understanding, excellence, unity and responsibility. These values, which have
been part of the Group's beliefs and convictions from its earliest days, continue
to guide and drive the business decisions of Tata companies. The Group and its
enterprises have been steadfast and distinctive in their adherence to business
ethics and their commitment to corporate social responsibility. This is a legacy
that has earned the Group the trust of many millions of stakeholders in a
measure few business houses anywhere in the world can match.
Tata Sky Ltd, the joint venture between the Tata group and Star,
announced on Thursday their partnership with Thomson, the set-top box
technology major, to support the launch of its direct-to-home (DTH) service in
mid 2006. Thomson, will manufacture set-top boxes in India and provide a
countrywide after-sales service and support network for Tata Sky customers.
Tata Sky is investing in building a high quality digital infrastructure in the
country and hopes to offer a superior television viewing experience to Indian
households.
DTH services in India and offer customers with the best satellite TV
services available." The agreement with Tata Sky marks Thomson's entry into
the DTH Satellite television market with set-top boxes developed and
customized for Tata Sky at its R&D centre in Bangalore.
TYPE
Tata Sky Ltd., a joint venture of TATA and STAR, is committed to
build a state-of-the-art Digital infrastructure for Pay Television in India. Tata
Sky plans to introduce a nationwide Direct-to-Home (DTH) service that would
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allow it to reach every Indian home, however remote it may be. The service
plans to offer its subscribers the best of cable channels, new innovative
programming and interactive services.
NATURE
The Tata Group comprises 98 operating companies in seven business
sectors: information systems and communications; engineering; materials;
services; energy; consumer products; and chemicals. The Group was founded
by Jamsetji Tata in the mid 19th century, a period when India had just set out on
the road to gaining independence from British rule. Consequently, Jamsetji
Tata and those who followed him aligned business opportunities with the
objective of nation building. This approach remains enshrined in the Group's
ethos to this day.
Tata Sky is set to revolutionise television viewing in India through its
superior digital quality picture and sound. The service aims to empower the
Indian viewer with Choice, Control and Convenience through its wide array
of programming choices and interactive features. Tata Sky offers viewers a
variety of channels ranging from entertainment, sports, movies and music to
news and documentaries in DVD quality picture and CD quality sound.
TATA Brand
The Tata Group is one of India's largest and most respected business
conglomerates. It comprises 93 operating companies in seven business sectors:
information systems and communications, engineering, materials, services,
energy, consumer products and chemicals. The Tata Group has operations in
more than 40 countries across six continents and its companies export products
and services to 140 nations. The Group and its enterprises have been steadfast
and distinctive in their adherence to business ethics and their commitment to
corporate social responsibility. This is a legacy that has earned the Group the
trust of many millions of stakeholders in a measure few business houses
anywhere in the world can match
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SERVICE PROFILE
Extensive Customer Service Network
Tata Sky has established an extensive customer service network across
the country. It has engaged a field force of approximately 3000 service
engineers who are complemented by high-end 24x7 call centers, manned by
multi-lingual customer service associates, trained to solve all customer
problems.
Tata Sky takes direct responsibility for installing and servicing the
hardware at every subscriber's home, thereby ensuring the highest levels of
customer service.
Tata Sky retails its hardware and prepaid recharge vouchers through
popular consumer electronic stores to enhance customer convenience
Offering
In addition to new channels and exciting interactive features, Tata Sky
offers all popular television channels, thus becoming a one-stop shop for all the
television entertainment needs of customers
Satellite:
Tata Sky has leased all 12 Ku-Band transponders on ISRO’s Indian
satellite, INSAT 4A, the most advanced and high-powered KU-Band
communication satellite in the region, developed keeping in mind local
requirements. The satellite enables Tata Sky to offer superior picture and
sound quality with a wide range of channels.
Business Support Software:
NDS: Tata Sky has partnered with NDS, the leading provider of
technology solutions for pay television. NDS systems has played a key role
in the end-to-end system architecture and launching the nationwide digital
service. The NDS VideoGuard conditional access solution provides superior
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broadcast security, and enables Tata Sky to offer multiple programming and
pricing packages.
Siebel: Tata Sky has selected Siebel, leaders in Customer Relationship
Management (CRM) software, to support operations across the areas of call
centre and field service operations, customer order management .
Kenan: Comverse’s Kenan FX billing software has been selected to
support billing for all residential, institutional and commercial customers. The
Kenan software has been enhanced specifically for Tata Sky, to support a first
in industry pre-paid billing capability which will provide customers convenient
payment options.
SAP: SAP the leading Enterprise Resource Planning (ERP) application
suite, has been selected by Tata Sky to support the company’s materials
management, sales and distribution, finance and control and human resources
requirements.
IT:
Sun Microsystems: Tata Sky has selected Sun Microsystems to
provide world-class technology infrastructure, which helps the company to
deliver high-level service standards for its Satellite Television service. The
servers ensure maximum up-time, fault recovery and load management. Sun
has also provided Tata Sky with installation, engineering expertise and support.
Digicomp:
Tata Sky has partnered with Thomson and Humax, world leaders in
digital broadcast technology for building top-of-the line digicomps, customised
specifically for the Indian markets. The technology’s feature rich design
enables Tata Sky to deliver multiple programming, pricing packages and
interactive services to its customers.
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Systems Integration:
Tata Consultancy Services (TCS) : TCS is a Systems Integration
partner for Tata Sky Ltd. It supports IT operations in the areas of billing, ERP
and other customer care and employee related internal facing applications.
Service Support:
SerWizSol: SerWizSol provides Tata Sky with three high-end call centres
offering round-the-clock support in 11 different languages at Pune, Hyderabad
and Mohali.
MARKET SHARE:
Direct to Home (DTH) was un heard of in this region comprising states
of Punjab and Haryana a few years ago but in the last few months, people have
lapped up DTH in a big way. Enquries by FE reveal that Tata Sky, though a
late entrant has been able to sell more than three lakh units in Punjab alone in
just six months. In Chandigarh Union Territory, it has sold about 25,000 units
in the last six months itself. Tata Sky has undoubtely emerged a leader in DTH
sales in this region.
COMPETITORS
Dish T.V
DD Direct Plus
Star T.V
SUN Direct
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FUTURE PROSPECTS:
Vision
Tata Sky aims to revolutionise Indian entertainment by offering superior DVD
quality picture and CD quality sound. Tata Sky envisions:
Connecting every television home
Empowering every television viewer
Revolutionizing home entertainment
Tata Sky crosses 1 million mark in record time
Aims for more than 8 million by year 2012
Within a span of one year, Tata Sky has:
Established itself as the fastest growing Pay TV platform in India
Established Tata Sky as a trusted and premium brand: achieved 87%
brand awareness within the first six months of launch
Expanded its product offering from 55 television channels at the time of
launch to over 120 channels and interactive services (Actve Games,
Actve Sports, Actve STAR News, Actve Khabar, Actve Newsroom and
Actve Wizkids)
Launched Actve Wizkids, the first-of-its-kind education based
interactive service in the world that teaches children through learning
games
Set up state-of-the-art digital infrastructure including an uplink centre in
Gurgaon and three high-end 24x7 call centres in Hyderabad, Mohali and
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Pune supporting 11 languages (English, Hindi, Marathi, Gujarati,
Punjabi, Malayalam, Kannada, Tamil, Telegu, Oriya and Bengali)
Expanded its distribution network from 300 towns and 10,000 dealers at
the time of launch to 4,500 towns and 30,000 dealers across the country
Simultaneously trained 5000 people in a span of 6 months across 180
cities (the largest corporate training initiative in India)
Become the gold standard in customer service: achieved globally best-
in-class (durable and telecom industries) customer satisfaction scores
(eQ Score = 88 according to the Nielsen study)
Introduced first-time ever interactive television promotions across
popular television channels including Sony (Indian Idol highlights on-
demand), STAR World & STAR One (Koffee with Karan Contest) and
STAR Gold (Tata Sky Pure Gold Krrish Contest & Tata Sky Pure Gold
Don Contest)
GROWTH OF THE COMPANY
Tata Sky is investing in building a high quality digital infrastructure in
the country to offer a superior television viewing experience to Indian
households. The service will enhance the choice for viewers looking for the
best of pay television services in the country. Tata Sky aims to become India's
largest digital television platform, offering consumers a wide array of
programming choices with interactive features and superior picture and sound
quality.
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Company profile according to 7S model:
The 7S frame work was developed by the consultants at the McKinsey
Company, a very well known management consultancy firm, in US, towards
the end of 70s to diagnose the causes of organizational problems and to
formulate program improvement.
McKinsey 7S framework
According to Waterman et al., organizational change is not simply a
matter of structure, although structure is a significant variable in the
management of change. Again it is not a simple relationship between strategy
and structure, although strategy is a critical aspect. In their view effective
organizational change may be understood to be a complex relationship between
strategy, structure, systems, style, skills, staff and super co-ordinate goals.
The framework suggests that there is a multiplicity of factors that
influence organizations ability to change and its proper mode of change.
Because of interconnectedness of the variables it would be difficult to make
significant progress in one area without making progress in the others as well.
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STATEMENT OF THE PROBLEM
The second half of the last decade witnessed the entry of multinational
companies in Indian consumer durables market. These companies being present
in all categories, practice aggressive market penetration, market share, and
consumer life time value share. Although TATA is a multi product
organization, in India it presents only in few TATA motors, TATA
Consultancy, TATA Solar etc.,) its strong presence being felt only in motors
market. In this stiff competitive environment, marketers like DISH.T.V , DD
Direct Plus, SUN Direct , are continuously identifying and meeting customers
changing demand and putting their market research efforts to understand
consumer behavior and decision making process. This stimulate a need for
TATA to identify market and customer pulse to find how customers buy a
brand of DTH, who influenced them, what motivates them, what attributes of
an DTH is significantly important .. etc., to be one step ahead of competitions.
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HISTORY
Is a joint venture between the Tata Sons, that owns 80% and STAR
India that owns a 20% stake. Tata Sky was incorporated in 2004 but was
launched only in 2006. It currently offers close to 196 channels (as of
December 2010) and some interactive ones; this count includes some numbers
of HD channels offered by Tata Sky (as Tata Sky-HD) and interactive services
also.
In March 2010, Sun Microsystems partnered with Tata Sky to provide
IT Infrastructure solutions and support for the launch of the company's direct-
to-home (DTH) television.
The company uses the Sky brand owned by British Sky Broadcasting.
In October 2008, Tata Sky announced launching of DVR service Tata
Sky+ which allowed 90 hours of recording in a MPEG-4 compatible Set Top
Box. The remote is provided with playback control keys and is being sold with
special offers for existing suscribers. After 2011, TATA Sky+ started selling
only HD Version of TATA Sky+ know as TATA Sky+ HD.
In 2008, Singapore-based Temasek Holdings picked up 10% stake in
Tata Sky from the Tata Group. This has diluted Tata's stake in the venture to
75%. STAR’s parent company, News Corporation, owns an International group
of DTH businesses that include Sky Italia in Italy and Foxtel in Australia.
Channel list
In October 2011, Tata Sky removed most of the Malayalam Channels
from its list. Even customers who subscribed to their South Jumbo Package are
provided only channels from Sungroup (Surya and Kiran) and Asianet (Asianet
and Asianet News). Channels dropped are Kairali TV, Amritha TV and DD4
Malayalam. Tata sky has failed to even add Asianet plus channel from its
associated Asianet network into its bouquet of offerings. Many suscribers have
complained to TRAI alleging discrimination by Tata Sky towards the language.
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Active Channels
DD Girnar
DD Kashir
DD Punjabi
DD Saptagiri
NDTV Hindu
Tata Sky Active Services
Active Cooking
Active Darshan (Shirdi Saibaba/ISKCON/Siddhi Vinayak/Kashi
Vishwanath/SVBC / Shrradha / Somnath)
Active Doordarshan (DD Gujarati/DD Saptagiri/ DD Punjabi/ DD
Kashir)
Active English
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Active Games
Active Learning
Active Mall
Active Music
Active Stories
Active Wizkids
ISO 27001: 2005 accreditation
In March 2009, Tata Sky, became the first Indian direct-to-home (DTH)
service provider to be awarded the ISO 27001:2005 accreditation, the
benchmark for information security. ISO 27001:2005 is an international
standard that provides specifications and guidance for the establishment and
proper maintenance of an Information Security Management System (ISMS).
The assessment for the certification was conducted by Intertek Systems
Certification, the management systems business unit of Intertek Group. This
certification confirms that every transaction carried out through Tata Sky’s IT
systems are highly secure.
Superbrand 2009–2010
Tata Sky was selected as a SUPER BRAND for the year 2009-2010 by
an independent and voluntary council of experts known as Superbrands
Council. It is the only Indian DTH to have won this distinction.
Subscriber Base
Tata Sky had a subscriber base of 10 million customers, as of 31st
October 2012.
Tata Sons
Tata Sons Limited is the primary trust company of the Tata Group and
holds the bulk of shareholding in these companies. It was established as a
trading enterprise by Group founder Jamsetji Tata in 1868. The chairman of
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Tata Sons has traditionally been the chairman of the Tata Group. About 66% of
the equity capital of Tata Sons is held by philanthropic trusts endowed by
members of the Tata family. The biggest two of these trusts are the Sir Dorabji
Tata Trust and the Sir Ratan Tata Trust, which were created by the families of
the sons of Jamsetji Tata.
Tata Sons is the owner of the Tata name and the Tata trademark, which
are registered in India and several other countries. These are used by various
Tata companies in relation to their products and services. The terms of use of
the Group mark and logo by Tata companies are governed by the Brand Equity
and Business Promotion Agreement, which is signed by Tata Sons and
individual Group companies.
STAR India
STAR India is an Indian media and entertainment company, owned by
News Corporation, and affiliated with Fox. It is headquartered in Mumbai, with
regional offices in cities Delhi and Chennai. STAR India's portfolio includes 33
channels in eight languages to more than 400 million people every week across
India and more than 100 countries across the globe.
Before 1993
STAR TV was a joint venture between Hutchison Whampoa and Li-Ka
Shing and was established to launch such a service. Li-Ka Shing's son, Richard,
was CEO. It was launched in 1991. Star's bouquet in early 90s included Star
Plus (then an English-language entertainment channel), Prime Sports (later
became Star Sports), Mtv (through a tie up with Viacom), Star Movies and Zee
TV (belonging to Subhash Chandra). Star TV was beamed out of Asiasat
satellite and beamed across 53 countries (as claimed by Star).
In 1993, Rupert Murdoch brought a 64 percent stake in Star TV for $525
million. Star was originally broadcasting content from Rupert Murdoch's Fox
Broadcasting and thus a synergy was envisioned. In 1995, Zee TV and Star
signed an agreement to promote each other's content on their respective
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networks. Thus ads for Star programs began to appear on Zee and vice versa.
This agreement was however short-lived as Star's English-language
entertainment channel Star Plus started broadcasting Hindi content. By 1997,
Star Plus became a 100 Hindi-language entertainment channel and Star TV
launched Star World a separate channel that broadcast content formerly shown
by Star Plus.
After 1993
In 1993 News Corporation purchased 63.6% of STAR for over $500
million, followed by the purchase of the remaining 36.4% in 1 January 1993.
Murdoch declared that: (telecommunications) have proved an unambiguous
threat to totalitarian regimes everywhere ... satellite broadcasting makes it
possible for information-hungry residents of many closed societies to bypass
state-controlled television channels"
In the years after Murdoch purchased Star, an agreement with Subhash
Chandra prohibited Star from creating Hindi-language programming, so Star
relied mainly on English-language imported programming. Star was third in
Indian market share (3%) behind Zee TV (12%) and Sony (11%). For four
years until 1999, Star had losses of nearly US$500 million. Consequently,
Murdoch revamped Star management; programming chief Sameer Nair decided
to start creating Hindi-language programming to target "mass instead of class."
International satellite programming has opened up competition in news
and public affairs programming with BBC and CNN International challenging
Doordarshan's long standing monopoly. Most of the other foreign broadcasters,
for example, ESPN and the Discovery Channel, are focusing on special interest
programming. Only StarTV's STAR Plus channel offers broad-based English-
language entertainment programs. Most of its programs are syndicated U.S.
shows, for example soap operas like The Bold and the Beautiful and Santa
Barbara and talk shows like Donahue and Oprah. Even when STAR Plus has a
very large share of the audience in India, It is threatened by the launch of new
channels.
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In August 2009, STAR Broadcasting Corporation revealed a restructure
to its Asian broadcast businesses into three units – STAR India, STAR (Greater
China), and Fox International Channels Asia.[6]
STAR India also manages News Corporation's interests in seven
ventures including DTH operator Tata Sky; cable system Hathway, channel
distributor Media Pro Enterprise, South Indian broadcast business of Asianet
channels and STAR Vijay, the film producor and distributor Fox Star Studios
India and STAR CJ Alive Home Shopping.
STAR India entered into High Definition broadcasting on 15 April 2011
with the launch of the HD versions of its popular channels, including Star Plus
HD, Star Movies HD, Star World HD, Star Gold HD and National Geographic
Channel India HD.
List of Channels provided
STAR Plus - Hindi general entertainment channel.
STAR Gold – Hindi movie channel.
STAR Jalsha – Bengali-language general entertainment channel.
Jalsha Movies –Bengali-language movie channel
STAR Pravah – Marathi-language general entertainment channel in
India.
STAR World– English-language entertainment channel
STAR Movies – an English-language movie channel which broadcasts
in India, Vietnam, Mainland China, Taiwan, Philippines, and Middle
East.
STAR Utsav – Hindi channel which shows some of the popular
programs from STAR Plus.
STAR Vijay – Tamil-language general entertainment channel.
Channel[V] – Hindi music video channel.
Life OK – Hindi general entertainment channel.
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Movies OK – Current Hindi movie channel.
Asianet – Malayalam-language general entertainment channel.[7]
Asianet Plus – Malayalam-language music channel.
Asianet Sitara – Telugu-language general entertainment channel.
Asianet News-Malayalam-language news channel
Asianet Movies – Malayalam-language movie channel
Asianet Suvarna– Kannada-language general entertainment channel.
Asianet Suvarna News 24×7- Kannada News Channel
STAR Sports – a sports channel
STAR Sports 2- a sports channel
STAR Cricket - consisting of full cricket programming and broadcast by
ESPN STAR Sports (ESS), a Joint Venture with ESPN International,
ESPN – broadcast by ESPN STAR Sports (ESS), a Joint Venture with
ESPN International.
ESPNews Asia – A 24-hour sports news channel.
National Geographic Channel India (HD)
Nat Geo Music (HD)
Nat Geo Adventure (HD)
Nat Geo Wild (HD)
Fox India
Fox Crime Asia
Fox Traveller (replaced The History Channel India, Fox History and
Entertainment, and Fox History and Traveller)
Fox Action Movies
FX Asia
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British Sky Broadcasting Group plc
British Sky Broadcasting Group plc (commonly known as BSkyB;
trading as Sky) is a British satellite broadcasting, broadband and telephone
services company headquartered in London, with operations in the UK and
Republic of Ireland. Formed in 1990 by the equal merger of Sky Television and
British Satellite Broadcasting, BSkyB is the largest pay-TV broadcaster in
Britain and Ireland with over 10 million subscribers.
BSkyB is listed on the London Stock Exchange and is a constituent of
the FTSE 100 Index. It had a market capitalisation of approximately
£11.47 billion (US$18 billion) as of 20 June 2012 on the London Stock
Exchange.[4] News Corporation owns a 39.14 per cent controlling stake in the
company.
British Sky Broadcasting was formed by the merger of Sky Television
and British Satellite Broadcasting on 2 November 1990. Both companies had
begun to struggle financially and were both suffering financial losses as both
competed against each other for viewers. The Guardian later characterized the
merger as 'effectively a takeover by News Corporation'.
The merger was investigated by Office of Fair Trading but was cleared a
month later since many of the represented views were more concerned about
contractual arrangements which had nothing to do with competition. The
Independent Broadcasting Authority was not consulted about the deal; after
approval, the IBA demanded precise details about the merger, stated they were
considering the repercussions of the deal to ultimately determine whether BSB
contracts were null and void. On 17 November, the IBA decided to terminate
BSB's contract, but not immediately, as it was deemed unfair to 120,000
viewers who had bought BSB devices.
Sam Chisholm was appointed CEO in a bid to reorganize the new
company, which continued to make loses of £10 million per week. The defunct
BSB's HQ, Marco Polo House were sold off, 39% of the new company's
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employers were made redundant to leave just under 1000 employees, many of
the new senior BSkyB executive roles were given to Sky personnel with many
BSB leaving the company. In April the nine Sky/BSB channels had been
condensed into five, with EuroSport being dropped soon after the Sky Sports
launch. Chisholm also renegotiated the merged company's expensive deals with
the Hollywood studios, slashing the minimum guaranteed payments. The
defunct Marcopolo I satellite was sold off in December 1993 to Sweden's
NSAB, and Marcopolo II went to Norway's Telenor in July 1992 after the ITC
was unable to found new companies to take over the BSB licences and compete
with BSkyB. News International received 50%, Pearson PLC 17.5%,
Chargeurs 17.5%, Granada 12%, Reed International 2% of the new shares in
the company.
By September 1991, the weekly losses had been reduced to £1.5M a
week, Rupert Murdoch said "there were strong financial marketing and
political reason[s] for making the compromise merger instead of letting BSB
die. Many of the lessons had been learnt with more than half the running cost
of the combined company" Further cuts in losses where a direct result of
313,000 new customers joining during the first half of 1991.[17] By March 1992,
BSkyB posted its first operating profits, of £100,000 per week, with £3.8
million weekly from subscriptions and £1 million from advertising, but
continued to be burdened with £1.28 billion of debt. James Capel forecast
BskyB would still be indebted in 2000.
Premiership football
In the Autumn of 1991, talks where held for the broadcast rights for
Premier League for a five-year period, from the 1992 season. ITV were the
current rights holders, and fought hard to retain the new rights. ITV had
increased its offer from £18M to £34M per year to keep control of the rights.
BSkyB joined forces with the BBC to make a counter bid. The BBC was given
the highlights of the most the matches, while BskyB paying £304 million for
the Premier League rights, with give them a monopoly of all live matches, up
35
to 60 per years from the 1992 season. Murdoch has described sport as a
"battering ram" for pay-television, providing a strong customer base. A few
weeks after the deal, ITV went to the High court to get an injection as it believe
their details were leaked before the decision was taken. ITV also asked the
Office of Fair Trading to also investigate since it believed Rupert Murdoch's
media empire via the newspapers had influence the deal. A few days later
neither action took effect, ITV believed BSkyB was telephoned and informed
of its £262M bid, and Premier League advised BSkyB to increase its counter
bid.
Following a lengthy legal battle with the European Commission, which
deemed the exclusivity of the rights to be against the interests of competition
and the consumer, BSkyB's monopoly came to an end from the 2007–08
season. In May 2006, the Irish broadcaster Setanta Sports was awarded two of
the six Premiership packages that the English FA offered to broadcasters. Sky
picked up the remaining four for £1.3 billion.
Sky Multichannels
The service started on 1 September 1993 based on the idea from the then
chief executive officer, Sam Chisholm and Rupert Murdoch, of converting the
company business strategy to an entirely fee-based concept. The new packaged
included Four channels formerly available free-to-air, broadcasting on Astra's
satellites, as well as introducing new channels. The service continued until the
closure of BSkyB's analogue service on 27 September 2001, due to the launch
and expansion of the Sky Digital platform. Some of the channels did broadcast
either in the clear or soft encrypted (whereby a Videocrypt decoder was
required to decode, but without a subscription card) prior to their addition to
the Sky Multichannels package. With in two months of the launch, sky gained
400'000 new subscribers, with the majority taking at least one premium channel
as well, which helped BSKYB reach 3.5 million households by mid-1994.
Micheal grade criticised the operations in front of the Select committee, mainly
for the lack of original programming on many of the new channels.
36
In October 1994, BSkyB announced its plans to float the company on the UK
and US stock exchanges, selling off 20% of the company. The stock flotation,
reduced Murdoch's holding to 40 percent, raised £900m which allowed the
company's to cut its debt in half. Sam Chisholm said "By any standards this is
an excellent result, in every area of the company has performed
strongly".Chisholm, become one of the world's most highly paid television
executives.
In 1995;
BSkyB opened its second customer management centre at Dunfermline,
Scotland, to complement its original centre at livingston which opened
in 1989.
BSkyB enters the FTSE 100 index.
Operation profits increase to £155M a year
Pearon, sold off it 17.5% stake since it has no management control at the
company
Sam Chisholm resigned from BSkyB, due to a rift with Rupert
Murdoch. A week later, Murdoch was quoted as saying "I cannot understand
the fuss BSkyB was grossly overpriced", which caused further rifts with the
new management.
Sky Digital
In 1997, BSkyB formed a partnership with Carlton and Granada to bid
for the right for the new Digital terrestrial network. In June, it was awarded the
right to start the service, ONdigital under the condition BSkyB withdrew from
the group's bid. A few days afterwards BSkyB left the consortium, and work
fully concentrated on their new Digital satellite network.
The launch of the Astra 2A satellite at a new orbital position, 28.2° east,
in 1998 (subsequently followed by more Astra satellites as well as Eutelsat's
Eurobird 1 (now Eutelsat 28A) at 28.5°E), enabled the company to launch a
37
new all-digital service, Sky, with the potential to carry hundreds of television
and radio channels.
Virgin Media dispute
Virgin Media (re-branded in 2007 from NTL:Telewest) started to offer a
high-definition television (HDTV) capable set top box, although from 30
November 2006 until 30 July 2009 it only carried one linear HD channel, BBC
HD, after the conclusion of the ITV HD trial. Virgin has claimed that other HD
channels were "locked up" or otherwise withheld from their platform, although
Virgin did in fact have an option to carry Channel 4 HD in the future.
Nonetheless, the linear channels were not offered, Virgin instead concentrating
on its Video On Demand service to carry a modest selection of HD content.
Virgin has nevertheless made a number of statements over the years,
suggesting that more linear HD channels are on the way.
In 2007, BSkyB and Virgin Media became involved in a dispute over
the carriage of Sky channels on cable TV. The failure to renew the existing
carriage agreements negotiated with NTL and Telewest resulted in Virgin
removing the basic channels from the network on 1 March 2007. Virgin
claimed that Sky had substantially increased the asking price for the channels, a
claim which Sky denied, on the basis that their new deal offered "substantially
more value" by including HD channels and Video On Demand content which
was not previously carried by cable.
In response, Sky ran a number of TV, radio and print advertisements
claiming that Virgin media 'doubted the value' of the channels concerned, at
first urging Virgin customers to call their cable operator to show their support
for Sky, but later urging Virgin customers to migrate to Sky to continue
receiving the channels. The broadcasting regulator Ofcom subsequently found
these commercials in breach of their code.
The availability (at an extra charge) of Sky's premium sport and movie
services was not affected by the dispute. This impasse continued for twenty-
38
one months, with both companies initiating High Court proceedings. Amongst
Virgin's claims to the court (denied by Sky) were that Sky had unfairly reduced
the amount which it paid to VMTV for the carriage of Virgin's own channels
on satellite.
Eventually, on 4 November 2008 it was announced that an agreement
had been struck for Sky's Basic channels – including Sky1, Sky2, Sky3, Sky
News, Sky Sports News, Sky Arts 1, Sky Arts 2, Sky Real Lives and Sky Real
Lives 2 to return to Virgin Media from 13 November 2008 until 12 June 2011.
In exchange will be provided continued carriage of Virgin Media Television's
channels – Living, Livingit, Bravo, Bravo +1, Trouble, Challenge and Virgin1
for the same period.
The agreements include fixed annual carriage fees of £30m for the
channels with both channel suppliers able to secure additional capped payments
if their channels meet certain performance-related targets. Currently there is no
indication as to whether the new deal includes the additional Video On
Demand and High Definition content which had previously been offered by
Sky. As part of the agreements, both Sky and Virgin Media agreed to terminate
all High Court proceedings against each other relating to the carriage of their
respective basic channels.
On 4 June 2010, BSkyB and Virgin Media announced that they had
reached agreement for the acquisition by Sky of Virgin Media Television.
Virgin1 was also a part of the deal but was rebranded as Channel One on 3
September 2010, as the Virgin name was not licensed to Sky. The new carriage
deals are understood to be for up to nine years.
On 29 June 2010, The Competition Authority in Ireland cleared the
proposed transaction. On 20 July 2010, The Office of Fair Trading announced
that they would review BSkyB's acquisition of the Virgin Media Television
business to judge whether it posed any competition concerns in the UK. The
OFT planned to investigate the deal to see whether it could constitute a
qualifying merger under the Enterprise Act 2002. The watchdog invited
39
interested parties from the industry to comment on the sale, including its
potential impact on the pay-TV market. On 14 September 2010, The OFT
decided not to refer BSkyB's takeover of Virgin Media's TV channels to the
Competition Commission.
2010s
BSkyB's direct-to-home satellite service became available in 10 million
homes in 2010, Europe's first pay-TV platform in to achieve that milestone.
Confirming it had reached its target, the broadcaster said its reach into 36% of
households in the UK and Ireland represented an audience of more than
25 million people. The target was first announced in August 2004, since then
an additional 2.4 million customers had subscribed to Sky's direct-to-home
service. Media commentators had debated whether the figure could be reached
as the growth in subscriber numbers elsewhere in Europe flattened.
BSkyB announced that it was moving some channels further up the
listings of its electronic programming guide. It was, reported Broadband TV
News, the biggest reshuffle in EPG positions for over a decade, with MTV,
Comedy Central, Universal, Syfy, News Corporation's FX, and 40 HD
channels moving to more prominent places.
On 13 July, News Corporation dropped its bid for 100% of BSkyB in
the light of the News of the World phone hacking scandal.
In September 2012, United Kingdom broadcasting regulator Ofcom
ruled that BSkyB could stay on air –but it criticised former chairman
Murdoch's handling of the News International phone hacking scandal. ‘As a
company, we are committed to high standards of governance and we take our
regulatory obligations extremely seriously,’ BSkyB replied in a media release.
On 26 September 2012, BSkyB relaunched its “Anytime+” on-demand-
via-broadband service as “On Demand” as the BBC’s iPlayer joined the line-up
of channels offering catch-up TV on the company’s Sky+ or Sky HD box –
linked to an ADSL modem, the signal from which was recorded before
40
viewing. The BBC was making the preceding week’s programmes available
alongside ITV, Channel 5 and the partly BBC Worldwide-owned UKTV, as
well as BSkyB’s own channels - with Channel 4’s 4oD service due to join the
line-up in 2013.
London’s right-of-centre Daily Mail reported that the UK government’s
benefits agency was checking claimants’ ‘Sky TV bills to establish if a woman
in receipt of benefits as a single mother is wrongly claiming to be living alone’
– as, it claimed, subscription to sports channels would betray a man’s presence
in the household. And, in December, the UK’s parliament heard a claim that a
subscription to BSkyB was ‘often damaging’, along with alcohol, tobacco and
gambling. Conservative MP Alec Shelbrooke was proposing the payments of
benefits and tax credits on a “Welfare Cash Card” that could be used to buy
only “essentials”.
Competition
On 12 July 2011, former Prime Minister, Gordon Brown claimed that
BSkyB's majority owner - News Corporation attempted to affect government
policy with regards to the BBC in pursuit of their own commercial interests
(i.e. BSkyB). He went further, in a speech in Parliament on 13 July 2011,
stating:
"Mr James Murdoch, which included his cold assertion that profit not
standards was what mattered in the media, underpinned an ever more
aggressive News International and BSkyB agenda under his and Mrs Brooks’
leadership that was brutal in its simplicity. Their aim was to cut the BBC
licence fee, to force BBC online to charge for its content, for the BBC to sell
off its commercial activities, to open up more national sporting events to bids
from BSkyB and move them away from the BBC, to open up the cable and
satellite infrastructure market, and to reduce the power of their regulator,
Ofcom. I rejected those policies."
41
On 13 July 2011, MP Chris Bryant stated to the House of Commons, in
the Parliamentary Debate on the Rupert Murdoch and News Corporation Bid
for BSkyB that the company was anti-competitive:
"The company has lots of technological innovation that only a robust
entrepreneur could to bring to British society, but it has also often been
profoundly anti-competitive. I believe that the bundling of channels so as to
increase the profit and make it impossible for others to participate in the market
is anti-competitive. I believe that the way in which the application
programming interface—the operating system—has been used has been anti-
competitive and that Sky has deliberately set about selling set-top boxes
elsewhere, outside areas where they have proper rights. If one visits a flat in
Spain where a British person lives, one finds that they mysteriously manage to
have a Sky box there even though it is registered to a house in the United
Kingdom."
Corporate
Management
The first CEO of BSkyB was Sam Chisholm, who was CEO of Sky TV
before the merger. Chisholm served in this position until 1997. He was
followed by Mark Booth who was credited with leading the company through
the introduction of Sky. Tony Ball was appointed in 1999 and completed the
company's analogue to digital conversion. He is also credited with returning the
company to profit and bringing subscriber numbers to new heights. In 2003,
Ball announced his resignation and James Murdoch, son of Rupert Murdoch
was announced as his successor. This appointment caused allegations of
nepotism from shareholders.
On 7 December 2007, it was announced that Rupert Murdoch would be
stepping down as BSkyB's Non-Executive Chairman and would be replaced by
his son, James. It was announced in 2007 that James would be stepping down
as CEO of BSkyB and will be replaced by Jeremy Darroch.
42
43
Videocon Industries Limited (BSE: 511389, NSE: VIDEOIND) is an
industrial conglomerate headquartered in Gurgaon, India, with interests all over the
world, and is an Indian multinational company. The group has 17 manufacturing sites
in India and plants in China, Poland, Italy and Mexico. It is also the third largest
picture tube manufacturer in the world. The group is a US$4 billion global
conglomerate.
Corporate profile
The Videocon group's core areas of business are consumer electronics and
home appliances. They have recently diversified into areas such as DTH, power, oil
exploration and telecommunication.
Consumer electronics
In India the group sells consumer products like colour televisions, washing
machines, air conditioners, refrigerators, microwave ovens and many other home
appliances, through a multi-brand strategy with the largest sales and service network
in India.
Mobile phones
In November 2009, Videocon launched its new line of mobile phones.
Videocon has ever since launched a number of innovative handsets ranging from
basic colour FM phones to high-end Android devices. And in February 2011,
Videocon Mobile Phones launched the revolutionary concept of ZERO paise per
second with pre-bundled SIM cards of Videocon mobile services along with 7 of its
handset models.
44
Colour picture tube glass
Videocon is one of the largest CRT glass manufacturers in the world,
operating in Mexico, Italy, Poland and China.
Oil and gas
An important asset for the group is its Ravva oil field with one of the lowest
operating costs in the world producing 50,000 barrels of oil per day.
DTH
In 2009, Videocon launched its DTH product, called 'd2h'. As a pioneering
offer in the Indian DTH market, Videocon offered LCD & TVs with built-in DTH
satellite receiver with sizes 19" to 42". This concept in the DTH service is relatively
new in the presence of other players like ZEE TV's Dishtv, Tata Sky, Air tel Digital
TV and Reliance's BIG TV providing only the set top box.
Telecommunication
Videocon Telecommunications Limited has license for mobile service
operations across India. It launched its services on 7 April 2010 in Mumbai.
Acquisition of Thomson SA
Videocon through its Wholly Owned Offshore Subsidiary acquired the Colour
Picture Tube (CPT) businesses from Thomson S.A having manufacturing facilities in
Poland, Italy, Mexico and China along with support research and development
facilities.
Acquisition rationale
The acquisition came at a time when Thomson was facing a fall in demand in
developed markets for television with CPTs and was moving more towards Flat-
screen and Plasma Television. However, Videocon saw an opportunity in the
emerging countries for CPTs and hence pursued with the acquisition. Besides, the
acquisition gave Videocon, the access to advanced technology giving the company
control over an R&D facility in Agnani, Italy. The major reasons behind this
acquisition were:
45
Cost cutting – Videocon was better positioned to shift the activities to low-cost
locations and also it could integrate the operations with the glass panel facility in
India with the CPT manufacturing facilities acquired from Thomson S.A. Videocon
wanted to leverage its position in the existing parts of the business and this acquisition
would give it a strong negotiation position and could reduce impact of glass pricing
volatility. Videocon could also reduce the costs by upgrading and improving the
existing production lines.
Vertical Integration – The acquisition helped Videocon in vertically integrating its
existing glass-shell business where it had been enjoying substantially high margins. [8]
Videocon’s glass division had the largest glass shell plant in a single location. This
gave the company an unrivaled advantage in terms of economies of scale and a
leadership position in the glass shell industry. The acquisition also gave Videocon a
ready-market for its glass business and it was part of Videocon’s long-term strategy to
have a global vertically-integrated manufacturing facility.
Rationalization of Product Profile – Videocon modified its product profile to cater
to the changing market needs like moving away from very large size picture tubes to
smaller ones.
Apart from the overall strategy Videocon also had a plan on the technological
front. It wanted to improve the setup for the production line and line speed post-
merger. Its focus was to increase sales while reducing the costs and thereby improving
the productivity of the existing line. The company also wanted to foray in a big way
into LCD panels back-end assembly . On the sales front the company wanted to
leverage on the existing clients of Thomson and build relation as a preferred supplier
to maximise sales. Also, Videocon could benefit from OEM CTV business with the
help of Videocon’s CTV division, invest for new models and introduction of new
technologies.
Thomson’s perspective
In 2004 Thomson planned entry into the high-growth digital media and
technology business. Also, Thomson wanted to exit consumer and electronics
businesses as they were incurring significant losses. After sale of its TV business to
Chinese group TCL, and Tubes to Videocon, Thomson divested from the audio/video
accessories business which was the last unit of its consumer electronics business. The
46
need to divest are quite evident from the losses that it incurred in these businesses
particularly that the unit that it sold off to Videocon, the Optical Modules activity, and
the Audio/Video & Accessories businesses which totalled around €749 million for
2005. Moreover Thomson had done some acquisitions that were in line with boosting
their revenues in the following years.
Other competitors for the acquisition
When Videocon entered the race for the colour picture tubes manufacturing
capacity of Thomson SA in November 2004, there were 16 other bidders. Videocon
stood slim chances given the fact that it had to battle it out with players like LG,
Philips, Samsung and Matsushita, Daewoo and several Chinese manufacturers but
finally managed to close the deal. The deal catapulted Videocon into the No. 3 slot in
the global pecking order for CPTs. An official of Videocon said on the deal "The
word is out in the world that India and Indian companies are not just a good bet by
themselves, but also a hedge against China.“
Pre-merger scenario analysis
CPT industry is affected by many competitive factors such as change in the
consumer preferences, the product offer strategy of retailers, the progress made by
alternative technology manufacturers, capacity adjustment facility of competitors etc.
Based on all of these factors there were two scenarios that emerged from the 2005
budget of Videocon. The first scenario is a conservative one. It mainly assumes Price
pressures similar to those in the past(-8 to -12%),capacity reduction over a period of
two years, a gradual shift to newer technologies like True Flat and good amount of
growth for LCD makers.
The second scenario is a more aggressive one in term of trends predicted. It
assumes that the switch to TrueFlat would be faster, more overcapacity, more
competition from LCD manufacturers and rising price strategy pressures in general.
The second scenario obviously requires an industrial strategy which is more adapted
to the environment.
However even if the second scenario arises,Videocon believes there is an
opportunity in the CRT business. Though it is very obvious that in the developed
markets of the western world the demand is shifting towards the flat panel side(FPD it
47
is expected to contribute 70% of TV market in these regions),in the emerging markets
like BRIC CRT still holds fort. CRT holds a dominant 70% share in these markets.
When translated into number of units the demand is more than 100 million units. As
Videocon is primarily based in these countries, it hopes to harness the value of the
Thomson acquisition in the coming years.
Post merger situation (2008)
Videocon has not been able to turn the plant around in Italy still. However it is
getting support from the local government (which want to prevent job cuts) in form
of grants. The government is in fact trying to set up a Greenfield venture in form of a
LCD manufacturing facility in partnership with Videocon. The banks are also
supporting Videocon and with help from all these quarters Videocon expects to turn
around the plant in Italy. The Thomson plant has not turned around in Mexico as well
and in fact production has been reduced over there. In Poland, the situation is more
promising and Videocon hopes that plant over there will get in black in the very near
future However the surprise has been in the Chinese market .Despite facing a highly
competitive market Videocon has managed to turn a plant around while the other is on
its way. In China Videocon is adopting a different strategy for manufacturing CTVs
as the local players dominate the market .It plans to supply these players by taking
advantage of low-cost nature of mainland(the number targeted by it about 6 million
CPTs).
Thomson’s exit from Videocon
Thomson is looking to sell out its stake in Videocon (a 10 percent stake via
GDRs) and in most likelihood it would be bought by Videocon itself. Thomson would
be exiting at a loss as it had acquired the stake at around Rs 400 per share
(approximately equal to $10 per share).The deal is expected to happen at current
market prices. Videocon’s GDR is currently traded at around $5.06 on the
Luxembourg Stock Exchange. On the Bombay stock exchange its trading around 150
against the 52 week high of 868 in Jan 2008. Another point to be noted is that this
won’t attract the market regulator’s “creeping acquisition” norm which comes into
force once they acquire more than 5% stake,as the deal would be an overseas.
48
DD Direct+ is an Indian free-to-air digital satellite television owned by
Doordarshan, providing digital video and audio programming to households and
businesses in India. Its primary competitors are cable television and other DTH
service providers—Airtel digital TV, BIG TV, Dish TV, Sun Direct, TATA Sky and
Videocon D2H.
DD Direct+ offers 56 television and 23 radio channels. The total capacity for
DD Direct+ is 59 television channels. 22 of these channels are broadcasted by DD
itself and the remaining 34 are private channels.
Receiving frequencies
1. (Transponder 1) Frequency-10990 Symbol Rate-27500 Polarity-Vertical FEC-
3/4
2. (Transponder 2) Frequency-11070 Symbol Rate-27500 Polarity-Vertical FEC-
3/4
3. (Transponder 3) Frequency-11150 Symbol Rate-27500 Polarity-Vertical FEC-
3/4
4. (Transponder 4) Frequency-11490 Symbol Rate-27500 Polarity-Vertical FEC-
3/4
5. (Transponder 5) Frequency-11570 Symbol Rate-27500 Polarity-Vertical FEC-
3/4
External links
DD Direct Plus DTH
Channel list
Complete Channels List with Logos
DD Direct Plus Website
Complete Channels List
49
Airtel digital TV is an Indian direct broadcast satellite service provider
owned and operated by Bharti Airtel. Its satellite service, launched on 2008,
transmits digital satellite television and audio to households in India. It uses
MPEG-4 digital compression with DVB-S2 technology, transmitting using the
satellite SES-7 108.2°E. Airtel Digital TV service was launched on 8 October
2008. As of 13 December 2012, Airtel has total 304 Channels and Services
including 17 HD channels.
Its primary competitors are cable television and other DTH service
providers—Reliance Big TV, DD Direct+, Dish TV, Tata Sky, Sun Direct, and
Videocon D2H. It has a total subscriber base of 7.9 million as of 31 January
2013.[4]
Additional features
Áirtel Digital TV Recorder
A premium DVR Digital Video Recorder allows 150 hours of recording
live TV on a 160 GB hard disk with MPEG 4 picture clarity. This product was
discontinued after the launch of [HD] Recorder.
Airtel Digital TV [HD]
Airtel Digital TV HD provides channels in their native resolution of
1080i or 720p with 16:9 aspect ratio. The STB is compatible with 7.1 Channel
Dolby Digital Plus surround sound as well and is in fact the first HD STB in
India to be compliant with Dolby digital Plus. Airtel Digital TV HD+ is a
recorder that records content on an external USB drive/ hard disk drive. It is
different from the Digital TV [HD] recorder that records content on an in-built
hard disk drive. HD+ offers potentially unlimited recording, as the capacity
50
depends on that of the external hard disk drive/ USB drive. However, it only
has a single tuner and hence only a single channel can be watched and recorded
at the same time. This is in contrast to the [HD] recorder that enables one to
watch and record two different channels at a time and to also supports
simultaneous multiple channels recording.
Airtel Digital TV [HD] Recorder
On 4 May 2010, Airtel digital TV from bharti airtel announced the
launch of its 3D ready High Definition Personal Video Recorder (HD
Recorder). Retaining its pioneering Remote Recording feature, airtel digital
TV's HD Recorder offers unique features of Automatic Favourites, Search and
Genre and Category sort and is 3D ready. It is also the first STB in India to
support compatibility for 1080p signals in future.
On 24 May 2011, Airtel announced that its digital TV HD and HD-DVR
boxes are software-enabled to view standard definition (SD) content upscaled
to 1080i HD. Picture Quality: Airtel Digital TV has DVD quality picture (We
are not sure about HD yet though, but the picture quality is flawless, looks
amazing on TVs no matter what size) There was no pixelation and the picture
was perfect.
Mobile vehicle solution
Airtel Digital TV on October 2010 launched a new way for people to
enjoy live TV on the move, in form of in-bus entertainment.A multi TV screen
Mobile Vehicle DTH solution with installation of its connections in RSTC
Super Luxury Volvo buses plying on Delhi – Jaipur Highway Airtel Digital TV
also Lunched HD DVR with 3D
51
Airtel Digital TV SDU and MDU dish
Reviews and recognition
Rated as the best DTH service in India in a review by Living Digital
Magazine on 2 December 2008.
Tagged as "the most tech savvy operator" and recommended as the most
technically advanced service by Times of India in a DTH review dated
14 August 2011.
Airtel Digital TV [HD] Recorder was rated as the best HD DVR in India
over Tata Sky+ HD in an independent comparison carried out by
Techwek.com. Airtel's HD DVR was rated 9/10 overall in the review.
52
Dish TV India Limited (BSE: 532839) is an Indian company that
provides direct-to-home (DTH) satellite television. Dish TV is a division of
Zee Network Enterprise (Essel Group Venture). Dish TV India Limited is
ranked # 437 and #5 in the list of media companies in the Fortune India 500
roster of India’s largest corporations in 2011. It uses MPEG-2 digital
compression technology, transmitting using NSS-6 Satellite at 95.0. Dish TV's
managing director and Head Of Business is Jawahar Goel who is also the
promoter of Essel Group and is also the President of Indian Broadcasting
Foundation. Zee Network incorporated dishtv to modernize television (TV)
viewing. It provides features such as Electronic Programme Guide (EPG),
parental lock, games, 400+ channels and services, interactive TV and movies
on demand. Its primary competitors are cable television and other DTH service
providers—Airtel digital TV, Reliance Big TV, DD Direct+, Tata Sky, Sun
Direct, and Videocon D2H.
DTH service was launched back in 2004 by launching of Dish TV by
Essel Group's Zee Entertainment Enterprises. Dish TV is on the same satellite
where DD Direct+ was, DD Direct+ shifted to Insat 4B which is adjacent to
NSS-6.
Dish TV was only DTH operator in India to carry the two Turner
channels Turner Classic Movies and Boomerang. Both the channels were
removed from the platform due to unknown reasons in March 2009. In October
2010 Dish TV added the long awaited Neo Sports and Neo Cricket on its
platform
53
Satellite link
Dish TV uses NSS-6 to broadcast its programmes. NSS-6 was launched
on 17 December 2002 by European-based satellite provider, NewSkies. Dish
TV hopped on to NSS-6 from an INSAT satellite in July 2004. The change in
the satellite was to increase the channel offering as NSS 6 offered more
transponder capacity. However, Dish TV booked additional transponders on
the new AsiaSat 5 satellite for starting its MPEG-4 based HD services. Dish
TV is currently using 4 transponders on Asiasat 5.
DISHTV on Wheels
Dish TV also provides mobile satellite TV on vehicles, trains and
aircraft.
Subscriber base
Dish TV had about 13 million customers as of 31 October 2012. Dish
TV is presently Asia's largest and going to be the world's largest dth company.
Dish TV launched its high definition service called Dish truHD in the
year 2010. With this service, subscribers can enjoy 5X picture clarity on their
HDTV, a 16:9 wide aspect ratio and 5.1 surround sound.
Dish truHD+
Dish TV Recently introduces its DVR service which requires an
External USB Hard disk drive to be plug into the Set Top Box's USB Port it
can provide & support recording space up to 2 TB. Dish+: Dishtv Introduced
Dish+ Set Top Box For Its SD Subscribers With The same Features As Dish
Tru HD + In SD Mode.
54
Sun Direct is an Indian direct broadcast satellite service provider. Its
satellite service, launched in 2005, transmits digital satellite television and
audio to households in India. Sun Direct uses MPEG-4 digital compression
technology, transmitting on INSAT 4B at 93.5°E.[1] and MEASAT-3 at 91.5°E.
It is the country's first MPEG-4 technology DTH service provider.
Its primary competitors are cable television and other DTH service
providers—Airtel digital TV, Reliance Big TV, DD Direct+, Dish TV, TATA
Sky and Videocon D2H.
Sun Direct is a joint venture between the Maran's Sun Network family
and the Astro Group of Malaysia. Sun TV entered into an MoU with the Astro
group in January 27, 1997, when Aircel was not in existence, but since the
government of India did not allow the use of KU band transponders for DTH
services the project was put on hold, the firm said in a statement. After the
DTH policy was announced by the government in December 2007,Astro
picked up a 20% stake in Sun Direct TV,the stake was valued at approximately
$115 million. Sun Direct TV was registered on February 16, 2005. However,
the failed launch of INSAT 4C resulted in a lack of transponders, delaying the
launch. The service was finally launched on 18th Jan 2008 after availability of
transponders from INSAT 4B.
Sun Direct offered subscribers a satellite dish and Set-top box for free
and basic monthly plan as low as 75(approximately). Currently basic monthly
plan costs 143(approximately).
Sun Direct spread rapidly all over the country owing to lowest pricing of
any DTH services in India. In December 2009, Sun Direct was launched in
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Mumbai, Country's financial capital and announced its pan India launch. By
2009 it became the leading DTH provider with 3 million subscribers.[7] This
makes it the second largest DTH service provider of India. In April 2010 Sun
Direct became the No. 1 DTH service provider of India with 5.8 million
subscribers and soon officially launched its HD service in India.
INSAT-4B glitch and satellite change
On July 7, 2010 a power glitch in the INSAT 4B satellite turned down
the DTH system partly and SUN Direct announced that the service will be free
till whole services are restored.The partial service was restored on INSAT 4B
with 193 channels and meantime SUN Direct is now transmitting 173 channels
on MEASAT-3 for uninterrupted transition of its customers from INSAT 4B at
93.5°E. to MEASAT-3 at 91.5°E. Sun direct now using 4 Measat-3
Transponders(TP's) and 3 INSAT-4B TP's to provide DTH services, and
additionally through exclusive agreement with BIG TV,a DTH arm of Reliance
ADAG group, Sun Direct Shares 2 TP's of BigTV(BIG TV holds 12 TP's in
Measat-3),i.e. BIG TV allows SunDirect to get signals of FTA channels to Sun
direct. Sun Direct stopped its Standard Definition TV services from INSAT-4B
and moved its High Definition TV Services to INSAT-4B, Sun Direct now its
entire Standard Definition TV is from Measat-3. Sun Direct becomes the
second DTH Provider to change satellite.
Sun Direct HD
Sun direct Dish antenna
Sun Direct is also the first to provide high-definition television services in
India.It provided the HD beam from Measat 3 at 91.5.Starting with two HD
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channels (National Geographic Channel HD and Tamil / Telugu HD Service.
Now the HD beam is from INSAT-4B. It is the first DTH service provider to
show IPL 3 in HD format and has tie up with Dolby Digital.[7]
Sun Direct HD PVR
Sun Direct has introduced recording feature facility as an addition to its HD
services.Subscribers can now record unlimited HD or SD television content via
USB port facility in the all new PVR box.The new Sun Direct HD boxes let us
attach any external storage like a USB drive or HDD & record TV content on
it.The direct-to-home (DTH) company claims the new HD boxes have
following advantages: unlimited recording, recording content from a channel
while watching other channels, ability to set time up to a week in advance to
record future programs, and facility to pause the live channel and watch after a
short break.
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Reliance Digital TV
Reliance Digital TV is one of the largest Indian pay TV providers, providing
direct broadcast satellite service—including satellite television, audio programming,
and interactive television services—to commercial and residential customers in India.
It uses MPEG-4 digital compression technology, transmitted using MEASAT-3
91.5°East. It is the 5th DTH service launched in India.
Its primary competitors are cable television and other DTH service providers
—Airtel digital TV, DD Direct+, Dish TV, Sun Direct, TATA Sky and Videocon
D2H.
About Reliance Digital TV
Reliance digital TV limited is a part of Reliance Communications Ltd., a
subsidiary of Reliance Anil Dhirubhai Ambani Group founded by the Late Dhirubhai
Ambani, the Indian business tycoon and owned by his son Anil Ambani. BIG TV
started operations from 19 August 2008 with the slogan "TV ho Toh BIG Ho" ("If
you have a TV, make it BIG"). It currently offers close to 250 channels and many
interactive ones, 32 cinema halls (i.e. Pay Per View Cinema Channels) as well as
many Radio channels. The company plans to increase the number of channels in the
near future to 400 and begin High Definition (HD) broadcast. There are also plans to
introduce services like i-Stock, i-News and other such interactive services in the
future.
The available opportunity today is huge considering the fact that India has an
existing population of 225 million TV households out of which 130 million are C&S
households and 16.5 Million are DTH households. When Reliance BIG TV was
launched, the overall DTH penetration was just about 4 million households.
Reliance BIG TV's launch in August deployed the MPEG4 technology.
MPEG4 technology can support HD TV and not MPEG2 which is used by the earlier
entrants in the DTH industry.
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OBJECTIVES OF THE STUDY
The study was designed to provide information helpful to ‘TATA’ in
planning and implementing advertising / marketing approaches for TATA SKY
NETWORK. More specifically the research attempted to provide answers to
the following research questions.
To find the awareness about various brands of DTH systems.
To determine the level of brand recall for various brands of DTH systems.
To find the most preferred brands of DTH systems.
To determine important attributes and factors, consumer considers while
choosing a DTH systems.
To find the influencing factor in while marketing purchase decision.
To know the market share of various brands.
To measure the overall performance of the various brands of DTH systems.
SCOPE OF THE STUDY
The study is conducted in the city of Kolar for a period of month. It is
intended to provide with information about consumers’ perception decision
making process, which can be used for developing marketing plans to acquire
and retain the consumers. This effort is made to known the consumer
satisfaction towards TATA SKY.
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REVIEW OF LITERATURE
The preliminary stages of research work were unstructured, undisguised
exploratory work. Analysis of secondary data and pilot research with a group
of consumers is made to find out the awareness level of the consumers about
various brands of DTH systems.
The findings of exploratory research were used to develop questionnaire
which with suitable administration and analysis enabled to make depth analysis
of likelihood of purchasing TATA SKY, major influencers, image cared by
consumer dealers, most preferred perception and perception towards TATA
SKY brand. Personal interviews will also
Be conducted with potential and existing consumers this was in form of cross
sectional descriptive research.
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RESEARCH METHODOLOGY
Research Methodology
Research methodology used for study includes both primary& secondary
sources of data. However most of study is conducted based on secondary
sources.
Primary data:-
Primary data were collected by having an interaction with the personnel’s of the
department. And few needy information were collected from the past records.
Secondary data:-
And secondary data were collected from various sources. Like broacher,
internet, magazine. Through website of TATA SKY.
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DATA COLLECTION
Primary data:
Personal interviews will be conducted followed by a purpose specific
questionnaire administration designed to obtain data from respondents. It
contained quantitative research questions to understand the attitude and
perception towards buying behavior.
Secondary data:
Literature available in the field of consumer friendly TATA SKY
systems was thoroughly studied. The sources of this information were
newspapers, journals, magazines, internet and publications.
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DATA ANALYSIS AND INTERPRATAION
Q.1 Do you use DTH service or cable service?
Yes No
INTERPATATION:-
The graphical representation of the table shows that out of the 100
respondents, 79% respondents use of DTH service or cable service and
21%people do not use DTH service or cable service.
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Q.2 which brands of DTH system are you aware of?
A. SUN DIRECT B .STAR T.V.
C. D.D DIRECT PLUS D. VIDEOCON
F. TATA SKY G. AIRTEL DISH T.V
H. RELIANCE I. DISH TV
INTERPRATAION:-
The graphical representation of the table shows that out of the 100
respondents 10% people aware about sun direct, 8%star TV, 3% D.D direct
plus, 9% Videocon,19% Tata sky, 15%airtel dish TV, 15% reliance,21%dish
TV. Highest awareness about the brand of DTH is DISH TV.
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Q 3. DO you recall any advertisement with regard to various brands?
A. SUN DIRECT B. STAR T.V.
C. D.D DIRECT PLUS D. VIDEOCON
F. TATA SKY G. AIRTEL DISH T.V.
H. RELIANCE I. DISH TV
INTERPRATAION-
The graphical representation of the table shows that out of the 100
respondents,
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Q4. Do you use TATA SKY DTH service
Yes
No
INTERPRATAION-
The graphical representation of the table shows that out of the 100
respondents, 57% respondents use TATA SKY and 43% people do not use
TATA SKY.
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Q.5 Rank the following factors and attributes given I for most important attributed and 7 for too least important with respect to DTH system.
Attributes rankPrice IIDurability IIIDesign V Brand name VITechnology VIIPower consumption IVService I
In this findings it represent DTH is most popular about there service and second about its price then rest of them.
Q6. Who influence the purchase of your TATA SKY?
Children Relatives Friends Dealers Others
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INTERPRATAION-
The graphical representation of the table shows that out of the 100
respondents,10 %people influence the purchase of Tata sky children, relative
6%, friends %36, dealers 34%, other34%.
Q7. Which would be the best medium to inform you about these products?
Magazine Pamphlets Newspapers TV advertisements Radio Others
Interprataion:-
The graphical representation of the table shows that out of the 100
respondents for best medium to inform about these product by TV
advertisement which is 35%
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Q8. How is the overall performance of your TATA SKY?
EXCELLENT GOOD FAIR POOR BAD
Interprataion:-
The graphical representation of the table shows that out of the 100
respondents about performance of TATA SKY is excellent which is 47% in
comparison of others.
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FINDINGS
35% of population is aware of DD because of its aggressive advertising
campaigns and also its presence in other consumer durable products
makes the consumers to recall the brand name. When people think of
DTH Systems, DOORDARSHAN strikes first to their mind because of
its frequency of viewing many programs.
After DOORDARSHAN’s wide awareness, TATA SKY and DISH T.V
are enjoying the next awareness level in the market.
Advertises plays a major influences role as it is found in 30% of the
cases as buying influencer. It is first and also effective medium of
consumer awareness of the products in the market. Friends and children
constitute for 50% and 24% respectively, who are considered as good
influencers as they are the users of the product and their advice is
considered in decision making spouse, others and relatives are
considered in the hierarchy of influences regarding the purchase
behavior knowledgeable people, satisfied consumers and dealers also
hold the influencing weight age.
24% of the non-users of DTH Systems are viewing to buy TATA SKY
due to its low price as the key attracting attributes are backed up its
looks and availability. Indian consumers are very price sensitive and any
slight decrease in price will have an impact on its usage. TATA brand
strategy is its penetrating price though it does not possess other features
in its DTH systems. Buying behavior of consumers depends upon its
price, durability and service, as these products are not replaced very
often.
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24% of the non-users were willing to buy TATA SKY DTH SYSTEMS.
Superior technology, differentiated features, performance and low power
consumption guided their choice.
Price technology is very important attributes in buying as one third of
consumers consider it very important. Saving power and durability are
considered as the next important factor with 5 and 3% respectively
Most of the consumers did not consider consumption, service and design
while purchasing their DTH Systems
TATA dealers are getting a good margin on the DTH systems from the
company. Intensive competition in the market has
compelled them to pass out major portion of margin provided by the
company to the consumers. This resulting in the form of sales at lower
price than what the company proposes to sell.
TATA’s strength lies in its technology, looks and advertisements
campaign, which is its main future and weakness, or its price and
presence in other consumer durables. DISH T.V strength is its brand
name, service and reach of the products to consumers and less
competition in that segment. Its weakness lies in its product range.
STAR T.V with its price and looks has strengths and weaknesses are its
product parts.
It is found that major companies like TATA SKY,DISH T.V,SUN
NETWORK and STAR T.V are having executive leadership in the
market.
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LIMITATIONS
It is one time study.
The study is restricted to Bangalore city and the findings may not be
applicable to any other geographical location.
Non-coverage error – because of inadequacies in the sampling frame /
design. Field error – respondents may have provided responses, which
differ from what is actually true to correct.
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CONCLUSION
This study has to enabled to understand the different intricacies that are
involved in the buyer behavior to purchase a consumer durable products.
The study throws light upon the different DTH systems in the market, vying
with each other to get the attention of buyers. Customers to day are
bombarded with advertisements in order to catch the attention of buyers.
Major systems in DTH system are also involved in durable products to
make their brands a success, such as TATA. Brand extensions seems to
have worked extremely well for MNCs such as TATA and DISH T.V in
getting the attention of buyers. The marketer’s huge potential with only
12% penetration in the population and in deed a sign for many DTH
systems to enter the market. The competition hammered the profits to these
companies and lot of money has to be pumped initially, since the market is
huge to capture in days to come.
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RECOMMENDATIONS
TATA should work on its brand image. Though 34% of populations are
aware of TATA SKY and 16% of them could spontaneously recall the
advertisements if given a change to think of DTH system. 30% of the
populations are aware of TATA SKY advertisement. It is useful for the
TATA to make the advertisement that appeal to the masses emotionally
by creating the interest in promoting that technology strength of their
DTH system. In such a way that the brand influencers like friends and
children’s should be impressed for future brand pushes.
Since most of the people watch television and magazines, pamphlets,
news paper and radio made an impact on consumers. People also prefer
demonstration, exhibition of information.
Most of the people prefer to buy from multi-brand dealers and show
rooms; TATA can concentrate on displays and demonstrations in the
consumer durable showrooms.
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SUGGESTIONS
In this competitive environment with many DTH systems using the
strategy of discounts and other promotional offers like: DISH T.V,DD
DIRECT PLUS and SUN DIRECT giving complementary every
purchase of the DTH system is also advisable for the company. It is in
the interest of the company to come with such activities of mass
promotion through hoardings.
The company should differentiate their product from their competitors
keeping its strong attributes aesthetics and technology in promoting the
brand.
The study throws light upon the performance, durability and price as
main features beside the brands that determine the product that the
customer will purchase. The company should focus on these buying
attributes in order to make TATA’s brand a success’s.
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QUESTIONNAIRE – CONSUMERS
I am doing a marketing research project on TATA SKY as part of my
RESARCH REPORT. I request your co-operation in answering these questions
to the best of your knowledge so that my survey would be meaningful. I assure
you that confidentiality of your responses will be maintained. You can tick
more than one box if appropriate.
Q.1 Do you use DTH service or cable service?
Yes No
Q.2 which brands of DTH system are you aware of?
A. SUN DIRECT B .STAR T.V C. D.D DIRECT PLUS D. VIDEOCON F. TATA SKY G. AIRTEL DISH T.V H. RELIANCE I. DISH TV
Q 3. DO you recall any advertisement with regard to various brands?
A. SUN DIRECT B. STAR T.V. C. D.D DIRECT PLUS D. VIDEOCON F. TATA SKY G. AIRTEL DISH T.V. H. RELIANCE I. DISH TV
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Q4. Do you use TATA SKY DTH service
Yes No
Q5. Rank the following factors and attributes given 1 for most important
attributed and 7 for too least important with respect to DTH System.
Attributes Rank
Price
Durability
Design
Brand name
Technology
Power consumption
Service
Q6. Who influence the purchase of your TATA SKY?
Children Relatives Friends Dealers Others
Q7. Which would be the best medium to inform you about these products?
Magazine Pamphlets Newspapers Tv advertisements Radio Others
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Q8. How is the over all performance of your TATA SKY?
EXCELLENT GOOD FAIR POOR BAD
Q9. Suppose you have to buy a DTH system again, which brand will you prefer?
A. SUN DIRECT B. STAR T.V. C. D.D DIRECT PLUS D. VIDEOCON F. TATA SKY G. AIRTEL DISH T.V. H. RELIANCE I. DISH TV
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BIBLIOGRAPHY
Philip Kotler : Marketing Mix
Philip Kotler : Marketing segmentation
Philip Kotler : Product concept
Company journals
Magazines and News papers
History of television, manufacturing departments, corporate profile
www.TATA SKY.com
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