It`s a thing of massive gratification for me to do my summer training in DISHTV an present this project on topic
To access the visibility ofDISH TV andscope for HD ST
in Bathinda and Mansa Districts. Survey measure the visibility of the company product over the outlays of retailers which insures the brand reach among customers and its market share.
Noticeably- About the scope ofHD STB in the markets of Bathinda andMansa. Thi
project attempts to find out present situation and reason behind thedrop and sug measures to overcome it
ACKNOWLEDGEMENT
I expre ss my sincer e gratitude t o my industry guide Mr. PREM PA UL THA KU R MARKETING, DISH TV INDIA LTD, for his able guidance, continuous support and
cooperation throughout my project, without which the present work would not ha been possible. I would also like to thank the dealers of Panchkula and Ambala Districts, for the support and help in the successful completion of my project
Arun singh signature
Ta b l e o f C o n t e n t s 1. Introduction 1
.
1
.2. Current Scenario
1
.3.
1
.4. Company Overview
1
.5.
About Dish TV
1
.6.
Product Life Cycle
1
.7.
Types of Products and Services
1
.8. Organizational Chart
1
.9.
1
1 .1
. DTH Industry
1
.
2.
Promoters
. SWOT Analysis
1 .1 1 1 .1
Industry Porter`s Analysis
.Market Position
2. Review About Various DTH Players 1
3.DTH Market Structure
Literature Review
2. 1 Back Ground of the Company 2.2 Government Policy 3
. Research Methodology
3. 1
Objectives of the Project
3.2 Research Methodology 3.3 Research Design 3.4
Limitations
3.5 Market Visit 3.6
Analysis and Interpretation
3.7
Findings
3.8
Recommendations
4
. Bibliography
5. Annexure
ynopsis The development of the DTH (Direct to home) sector has experienced a majorprocess
S
transformation in terms of its growth, technological content andmarket structure in
last decade. Any company which is successful is becauseof its reach among custome
which is possible through the effective toolsthrough which a company communicat
and attracts its customer. Dish TV isthe most famous brand and have a sophistica
place and market leaderposition in the mind of customer. This is due to its strongbr image.
The attempt behind this project was to find out the visibility of DISH TV as abrand ov
the retail outlets and its competitors` position over these outlets, sothat company wou
able to find out its lagging area and can focus moreeffectively to target more and m customer and to communicate them more easily. An attempt has also been made in the project to access the scope of HD STB in the concerned markets of Panchkula and Ambala
INTRODUCTION
1.1 Industry Overview A
fter a slow start, the DTH market in India is fuelled by fierce Competition
b e t w e e n t h e i n c u m b e n t D i s h T V a n d c h a l l e n g e r Ta t a S k y, p l u s s e v e r a l n e w entrants, but pricing and exclusivity remain key Contentious issues.
istory: The history of Indian Television dates back to the launch of Doordarshan, thecountry
H
national television network in 1 959 when the transmission was inblack & white. T
9th Asian games which were held in 1 982 in the countryµscapital New Delhi herald the mark of color television broadcast in India.
In 1 99 1 , Indian economy was liberalized from the license raj and majorinitiatives li inviting FDI, deregulation of domestic businesses emerged. Thisled to the influx
foreign channels like Star TV and creation of domesticsatellite channels like Sun T and Zee TV. This virtually destroyed themonopoly held by Doordarshan. In 1 992, the cable TV industry started which changed the way the averag eIndi
watches the television. Every city in India had a new breed ofentrepreneurs called cablewallahs or Local Cable Operators (LCO) taking incharge of distribution. Since t
was a disorganized sector carrying newchannels on the existing infrastructure requ new investments which theoperators were reluctant to make. This led to the emerg
of a new breed offirms called as Multi System Operators (MSO) who had heavy
financialmuscles to make capital investments and liaised between the cable opera andthe channels. MSOs provide the feed to the local o perators for a fee.
In 1 995, government felt the need of regulation in Cable TV and passed theCable T
network (Regulation) Act. This was also the time when the stateowned Doordarshan a
All India R adio came under a new holding called as Prasar Bharati to give them enou
autonomy. The LCOs reported a lower number of connections where as the broadcast demanded a higher rate.
MSOs were finding it difficult to operate under these conditions . This led t anamendmento f
the
Cable
TVnetw orks (Regulation)Act in
20
0
2
to
provideConditional Access System (CAS). With CAS, the last mile distribution couldb
addressable with accuracy and digitalization of broadcast was also possible.CAS w rolled out in 2 0
0
3 staring from Chennai and later to parts of Delhi,Mumbai an
Kolkata. On the DTH front, TRAI issued the guidelines foroperating DTH. Countryµs first DTH license was awarded to Dish TV in 2 0 operations in 2 0
0
0
3 which started
4. Prasar Bharati also started its product DD -Direct+.
In 2 0
0
7, TRAI proposed a new initiative by name
Headend-In-The-Sky(HITS) mode
as an alternative to the existing cable distribution. Instead of theMSOs providing t
bundle, there will be a single HITS operator who willprepare the bundle of channels a
beam it to the Headend in the satellite. Withthe average Indian getting younger, and he
more likely to spend onnonessentials, the entertainment industry has the potential to g
explosivelyin the future. Now the industry is ready to enter a se cond stage o growthpowered infrastructureand
by
the
the
twin
engines
accelerated
enablingregulatory environment.
of
technology
penetration
of
(availability
digital
of
connectivity)
quality and
a
1.2 Current
S
cenario:
In the current context of the global financialmeltdown, the Direct to Home(D TH industry in India is in the throes of multifarious challenges andopportunities. The
game is all about shaping up grandiose plans to masterthe winning rules to garne much portion of the Indian DTH pie as possibleby a handful of players.
Since the DTH space denotes big value, akin to the space occupied bytelevision a
telephony, inter-firm rivalries have thrown up price wars,discount schemes, procurem
of transponders, ambitious targets for improvingthe subscription base, popular bouque channels, set top boxes with superiorquality of videos, improving content, etc as
desperate means to entice theIndian viewer. A neat 2 0 per cent annual growth is be
witnessed in the DTHsector in India with over 1 6 million households having digital p
TV.According to Harsh Bijoor, a brand consultant Since Dish TV, the biggestmarke player on the Indian soil, has not scraped even five per cent of the pie,there is plenty for other players to eat. In the early 2 0
0
8, five major players,Zee`s Dish TV, Tata S
Reliance ADAG, Sun Direct and Bharti Telemediaformed an umbrella body ± DTH Operators Association of India (DOAI). DishTV is the largest DTH provider with
subscriber base of around 5million. TataSky, a DTH joint-venture Company between S
(owned by Rupert Murdoch)and the Tata Group (2 0 : 8 0 ), now has around 3.4 millio connections and theforecast for 2 0
1
2 is that it will further increase to eight million,
Direct, the8 0 : 2 0 JV between the Maran family and the Astro Group of Malaysia, ov
2.3million, Big Tv about 1 .2 million and Airtel Digital Tv about 0 .3 millionsubscribe (Source : Business Standard, May 1 , 2 0
0
9).
According to sources, DD Direct Plus has a subscriber base of about 3-4million subscribers, mostly in the remote corners of the country not connectedby terrestrial or cable television. DTH operations in India could be enhanced ifthe dearth of satellite
capacity is removed by increasing the number of availableKu-band transponders that a present is 1 2 on Insat 4A, which in turn wouldmean more channels for viewing.Tax burdens on DTH are another area ofcomplaint for operators. Around 4 0 per cent of
revenues are siphoned off to paytaxes and license fee and another 1 2 per cent for servic
imposed by the Central government. Apart from this, there are entertainment taxes t differ from state to state. DTH stands for Direct To Home which is a direct mode of transmission between Broadcaster` and Subscriber` through satellite.
B roadcast
centre collects the signals from different programming sources (like sony, star). It processes the signals and beams it to the satellite. Satellite will reprocess the signals and retransmits the signal to the subscribers.
1 .3 1.
porter s Analysis of DTH industry :
Threat of substitutes:
DTH faces stiff competition from the terrestrial cable and IPTV. As per the industry estimates here are
1
30 million TV homes of which 85 millions are served by cable and around
16
million
by DTH with the remaining taken by terrestrial transmission.
Terrestrial television : Doordarshan is the world s largest terrestrial broadcaster with over
14
00 terrestrial TV
transmitters. The reach provided by this route is phenomenal with Doordarshan covering 88 of india s geographical area. Covering the remaining
12%
area required substantial capital
investment which does not outweigh the benefits. The transmission was done originally in Analog mode but beginning from consulting wing of
BB
2
00 2 , doordarshan has partnered with
BB
C resources the
C, in offering digital terrestrial TV. The transmission could be received
using a low cost Yagi antenna. However, due to lack of attractive content it does not seem to a formidable threat for DTH.
C a b l e T V:
Cable TV currently operates in 2 modes viz. through CAS covering cities likeChenn
Delhi, Mumbai and Kolkatta, and through non-addressable system inthe rest of t
country. As seen from the above diagram Cable TV enjoys themaximum share a compared to other medium. In case of CAS controlled areas,the subscriber has to
Set Top Box (STB) to see the pay channels. On theother hand, in areas where non
addressable system is used, nearly all thechannels are available without the need of separate receiver by payinganywhere between Rs 1 0 0 to Rs 35 0 per month depend on the place. Due to phenomenal reach of Cable TV, it poses a serious threat to the growth of DTH industry. I n t e r n e t P r o t o c o l Te l e v i s i o n ( I P T V ) :
IPTV is a service where television signals are digitally sent over thetelecommunicati
line. It is often presented as a bouquet of Video (IPTV),Audio (Telephone) and Dat
(Broadband Internet) services. With widespreadadoption of broadband in the coun
and the growing techno savvy population,IPTV has a potential to become a hug success. IPTV takes the interactivity to a newer level. In regular mediums, all thechannels pushed to the consumer regardless of his preference. IPTVencourages a two- w
request response model where the consumer chooses theprograms he wants to vi
Right now thos medium is totally unregulated andcable companies are urging the TR to issue a consultation paper process toinclude IPTV under the aegis of Cable TV act IPTV is a considerable threat to DTH in urban and semi urban areas where broadband has made its mark.
2.
Bargaining power of suppliers: DTH industry relies on three major
supplies : Customer
Premise
Equipment(CP
comprising of the satellite dish, Set Top Box with the necessary Accesscard, the Ku b
transponders in the orbiting satellites and content. With Indiaovertaking Japan as Asi
largest DTH, the bargaining power of Indian DTHoperators with CPE supplies hav increased.
However, the availability of transponders is increasingly becoming difficult.The K
band transponder is generally provided by Astrix, the commercial wingof ISRO eith
through its own satellites or by leasing transponders fromsuppliers. With only tw domestic satellite launches between 2 0
0
7 and 2 0
1 0
and increasing DTH player
Astrix is in a better position to use DTH as its cashcow for the next 5 to 1 0 years. Als the crash of INSAT 4C and NSS -8 hasworsened the situation of DTH players. As there is not much of regulation particularly in terms of channel pricing,acquir
content from the broadcasters is also difficult. DTH vendors are at themercy of t broadcasters.
. Bargaining power of buyers: With enough options to choose both from the pont of alternate mediums likeCabl
3
IPTV and Terrestrial broadcast and from the point of increasing DTHoperators, t consumer is at his will to decide. Customers will continue to have a high bargaining power until DTH platforms try to differentiate them as superior players with bettercontent and clarity.
. Inter firm rivalry: With 6 operational players, the inter firm rivalry is quite high. The competitionfrom st
4
owned DD-Direct to private players is negligible from the contentpoint of view as th
number of channels offered by DD-Direct is very limited.However, DD-Direct does n charge any monthly subscription fee which posesa threat to the private players.
Between Dish TV and Tata Sky there is an intense rivalry exhibited by pricewars a
discount schemes offered to new connections. Being the first mover,Dish TV has pric advantage in both the STB as well as procuring thetransponders. On the other hand, Sky claims its STB having superior DVDquality video.
Other than price wars and intense competition in increasing customer base,there is a competition at acquiring the content. Dish TV, Tata Sky and SunDirect are part of
groups that also have popular bouquet of channels likeZee, Star and Sun respectively. T channels
indirectly
refuse
content
for
DTHoperators
by
charging
exorbitantly
o
mandating that all the channels of theirbouquet to be transmitted when the vendo already capacity constraint. 5. Threat of new entrants:
With already 6 players in the DTH space, threat of new entrants is relativelylow. There
already enough competition which will discouragenew firms toenter this business. W
getting a license is relatively easy, the barriers toentry are high when it comes to pric of CPE and getting the requiredtransponders.
. 4 C O M PA N Y OV E RV I E W A B O U T E SS E L G R O U P
1
THE ESSEL PHILOSPHY The Easel group strives to offer the best to the communities that it serves shareholders, customers, employees and vendors.
Faith in innovative and organized growth
is the dictum
that drives all business decisions. A multicultural organization with a strong customer focus, Essel group companies reach out every day millions of consumers across the globe.
Essel group is among India s most prominent business houses with a diverse portfolio of ass in media, packaging, entertainment, technology enabled services, infrastructure
development and education. The Group started businessin 1 976 with a commodity
trading and export firm, R ama Associates Limited,and has since then metamorphosed into a conglomerate that is a symbol of theingenuity and power of Indian entrepreneurship, with worldwide operations anda workforce of nearly 8, 0 0 0 dedica employees. M E D I A ______________________________________________________ _ _ _ _ _ _ _ _ _ _ _ _ _ Z e e E n t e r t a i n m e n t E n t e r p r i s e L t d - India's largest media and
general television entertainment network with a range of businessesencompassing content-to-consumer value chain. Z e e N e w s L t d - a cluster ofnews and regional
entertainment channels touching the lives of millions ofIndians. D N A - an Englis language newspaper in a joint venture with theDainik Bhaskar Group. T E C H N O L O GY ___________________________________________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D i s h T V - India's first direct-to-home (DTH)
entertainment service, brings the latest in digital technology to televisionviewe
broadcasting high quality programmes straight from the satellite to theconsume home. W i r e & W i r e l e s s I n d i a L t d - the largest cable distributionsystem in India,
present in 45 cities. I n t r e x I n d i a - a revolution in the financialservices industry with two
innovative businesses and unique paymentinstruments - the countryµs first ever cashl
/trade exchange and a multi-purpose stored value card. P r o c a l l - Indiaµs first and onl digital PTT telephonyservice, powered by Motorolaµs iDEN technology . C y q u a t o r Te c h n o l o g i e s L i m i t e d ± an IT infrastructure outsourcing company that provides end-to-end
Internet Data center and high-end managed hosting services. D i g i t a l M e d i a C o n v e r g e n c e L i m i t e d - personalized, entertaining and informative multimedia
and textual content. C o r n e r s h o p - a wide range of mobile content andinteractivity services, the first to launch reality-based TV interactivity for votingand polling. PA C K A G I N G _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ E s s e l P r o p a c k - the worldµs largest specialty packaging
company manufacturing laminated tubes for personal care, pharmaceutical, food and industrial businesses. E N T E R TA I N M E N T ______________________________________ _____________________ E-City Property Management
Services
- the first
organized corporate entity in the convergence of entertainment, retail andtechnology
interests in realty development, mall-based propertymanagement, digital cinema solutio film distribution and syndication. E T C
N e t w o r k s - among leading television networks in India with two channels -
ETC Hi ndi and ETC P unjabi. Pa n I n d i a N e t w o r k I n f r a v e s t P v t L t d ± Playwin, India's first and largest
online gaming company, provides infrastructure, data communication, marketing support and service to facilitate a secure online lottery network. Essel
S
p o r t s ± pioneering sports initiatives with Indian Cricket League and
Mumbai Football Club to promote India in the global sports arena through an all inclusive spirit of free and fair competition. S
u n c i t y P r o j e c t s ± a pioneer in conceiving and executing a profusion of urbane
real estate projects arraying from townships to group housing to luxury apartments to shopping malls and office complexes. Asian
S
ky
S
h o p - Indiaµs first Direct Response Television Marketing venture.
E - C i t y B i o s c o p e E n t e r t a i n m e n t P v t L t d ± a chain of multiplex cinema±cum-
family activity centers across non-metro towns in India. F u n M u l t i p l e x P v t L t d - With a leading position in the Indianmultiplex
market, Fun Multiplex Pvt Ltd operates 7 0 cinema screens in 1 9 cities andtwenty th
locations ± Ahmedabad, Mumbai, Chandigarh, Hyderabad,Guwahati, Gwalior, Delh
Ghaziabad, Lucknow, Agra, Jaipur, Bangalore,Panipat, Ambala, Karnal, Hyderabad Gulbarga, Panjim and Margao. E - C i t y D i g i t a l C i n e m a s P v t L t d -The company was established in April 2 0 0 4,
and is committed to revolutionise the Indian movie business by implementingstate-of the-art digital technology, thereby eliminating print costs, curbingpiracy and offering audiences globally benchmarked cinema-viewing with auniform audio-visual experience. E - C i t y M e d i a P v t L t d - E -City Media has been incorporated to bring synergies
and to leverage upon E -City Ventureµs media assets. The on-screen and off-scree media opportunities at E -Cityµs Cinema & Malls have amassed tobecome an attract tool ofcommunication for advertisers. I N F R AS T R U C T U R E _____________________________________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ E s s e l I n f r a p r o j e c t s L i m i t e d ± With Esselworld and
Water Kingdom, among the largest amusement theme parks, EIL is alsoengaged in development of roads, power plants, Sports complexes andSpecial Economic Zones.
E - C i t y R e a l E s t a t e P v t . L t d ± The Company behind the successful lifestyle
brand Fun Republic ± plans to develop and operate 2 0 million sq ft of retail real estate by 2 0
1 1
.
E-City Property Management &
S
ervices (India) Pvt Ltd (EPM S )± An E-
City Venture company that provides the most comprehensive and reliablemall/prope
management and retail services in India, including overalloperations, ma rketin consultancy, occupant management, retail leasingservices and advisory services. E D U C AT I O N _______________________________________________ ________________ Zee Interactive Learning
Sy s t e m s
- the education arm of
the group runs India's largest chain of preschool and high schools. Zee Instit ut
Media Arts provides training in media arts and technology while Zee I nstitute Creative Arts is an animation training academy.
