THEINDIAN BROADCASTING

OVERVIEW.

By Mihir Karlekar. 2012

The Present

147 Million - Households 632 Channels ₹ 116 billion – Ad revenue ₹ 736 billion by 2016 Analogue, Digital, DTH, IPTV Reach, Impact and Cause

TechnologyNational

Broadcasting Network (1959)

Consumption and Programming

60-70’s- Public Service Broadcast (Social Reforms, UGC, News, sports)

80’s- Soap Operas, Film based, Major live events (Asian Games, Hum log, Buniyaad) (Inspirational Content)

90’s – International Broadcasters, Language/ Genre based shows, Non fiction Shows, International events

( Bournvita Quiz contest, Khaana Khazaana, Hum paanch, Tara, Dekh bhai Dekh) (Aspirational and consumerist Content)

2000’s- International Syndication of shows/formats, family sagas, Reality TV, Niche and Lifestyle Channels, Youth specific, Music Hollywood. (KBC, K serials, Roadies)

2008- till date – Regional content, Complete revisit of content, Dubbed content, Diversified and Divided Consumption. (Balika Vadhu, Emotional atyachaar)

Regulations and Laws

Copyright Act 1957 Prasar Bharati Act 1990 Cable and Networks TV Act 1994 Broadcasting Bill 1997 Communication convergence Bill 2001 CAS Bill The Broadcasting Services Regulation

Bill, 2007

Market Economics

45 % of the total media industry. third largest TV market INR 329 billion in 2011

Liberalization- Commercial Entity of Broadcasting

TRP GRP centric Business Cable operators to MSO’s Many Foreign Partnerships Innovations in distribution

Organizational Structure

Before: Programming/

Production Division

Marketing division

Distribution Division

• After•Business Development•Research•Innovative Media wing•Digital Media wing•Social Media wing•Content Acquisition•Content Syndication•Legal •Branding And Sales

Distribution

Terrestrial analogue Terrestrial Digital Cables (Coaxial Cables) (Pal Analogue) Cables (Optical Fibres) (Pal digital) MSO’s Satellite Transmission CAS DTH IPTV/ VOD

Revenue

Advertising sales Network distribution sales Merchandise and licensing sales

Doordarshan

Launched with a monopoly With liberalization, growth decreased to 24% DD revenue gone down by 70.1% by 2000 Setbacks: Bad management Scams Liberalization Poor Programs No marketing team No film content acquired Major Ad revenue withdrawn Conflict over commercial Vs. Public broadcaster Political Interference

DD- SWOT

Strengths:

·Largest Reach

·Highest Awareness

·Rural medium

·Govt. Backing

·Official medium of India

·Brilliant demographic segmentation

·Regional connect

·Govt Infrastructure

Weakness:

·Political interference

·Poor quality of shows

·Poor TRPs

·Bad marketing

·Scams

·Poor management

·Only social programs

·Negligible film contentOpportunities:

·Market segmentation

·Genre specific programs

·Three tier programming

·Digitization

·Exploiting innovative media

·Acquisition of good content

·Changing revenue structure

Threats:

·600 Odd channels competing

·Commercial content

·Content syndication done by other channels

·Innovative media

·International content

·Massive film content

Recommendations

It should be economized on its operational aspects and ensure more productivity in term of revenue generation and optimized use of its infrastructure.

At the same time quality and viewership of programmes should be improved.

Complete privatization can fetch a good sum and may solve many of the managerial and operational problems.

Setting up its own marketing department. It should include some innovative programmes that can

more attract the viewers. Adoption of Innovative Media can be a great boon. DD

already seems to have started it.

Thank you