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Setbacks: Bad management Scams Liberalization Poor Programs No marketing team No film content acquired Major Ad revenue withdrawn Conflict over commercial Vs.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
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