Summer Internship Project Report On

“Studying and analyzing consumer in the fast changing dth environment”

Submitted in partial fulfillment ofPGDM

2012-14

Submitted by

Anil Kumar Singh

Roll No: FA-12006

Company Guide Faculty Guide

Mr. Vikash khattry DR. Deepti Pathak

(Cluster Sales Manager, (Associate Professor)East Zone,

Dish TV India Ltd)

1st may – 30th June 2013

2

Acknowledgement

I would like to express my sincere gratitude to Dish TV India Ltd. for

providing me an Opportunity for this learning experience. I would like to

express my deep gratitude to Mr. Vikash Khattry, East Zone Cluster Sales

Manager, who has been a great support and a source of inspiration throughout

my internship period. Without his guidance and continuous support the project

could not have been completed successfully.

This project would have been impossible without the support and co-operation

of the Mr. Amit Sah, Junior Sales Manager. Dish TV India Ltd. I am

grateful to him for not only guiding me through this project on a day to day

basis, but also providing me unflinching support and endless resources while I

tried to get a foothold in my corporate experience.

It is indeed a moment of immense gratification for me to express my deepest

gratitude to Dr. J. K. Goyal, Director of Jagan Institute of Management

Studies and Prof. (Dr.) Madan Mohan, Dean of Jagan Institute of

Management Studies & Ms. Deepti Pathak, Associate Professor, for

Providing me with an opportunity to carry out this project study and help me

Create this report on “studying and analyzing consumer behavior in the fast

Changing DTH environment “

I would also like to acknowledge the support of JIMS for providing the

valuable resources and my professors who have taught me. Last but not the

least; I would like to thanks my batch mates for providing a helping hand as

well as continuous encouragement and motivation throughout the project.

Anil Kumar Singh

PGDM: FA-12006

Jagan Institute of Management Studies, Rohini

3

DECLARATION

I hereby declare that the Summer Training Project entitled “studying and

analyzing consumer behavior in the fast changing DTH environment”

under the guidance of Dr. Deepti Pathak is submitted by me to Dish TV

India Ltd., for Post Graduate Diploma in Management 2012-2014 is

general and consist of original work.

Anil Kumar Singh

PGDM: FA-12006

Jagan Institute of Management Studies, Rohini

4

Table of Contents

S. No . Topic Page NO .

Executive Summary 7

Introduction 8

Overview of the Industry 8

Categorization of players in the industry 9

Brief Profile of players in the Industry 10 - 15

Growth of the Industry 15 - 16

Recent Scenario of Indian DTH Industry 17

Chap I Digital Switchover 18

Product Lines 19 - 23

Products description 24 - 25

Introduction to the Organization 26 - 29

Economic condition of company 30

Financial Results 31 - 32

Share Market Position 33

Advantages of DISHTV 34 - 35

Marketing 36

Strategies & competition in industry 37 - 39

SWOT Analysis 40 - 41

Business Strategies 42 - 49

Chap II Review of Literature 50 - 53

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Research Methods and Procedures

Purpose of the Study 54

Research Design 54

Chap III Participants 55

Data Collection55

Sampling Design56

56 Instruments Used

Data Analysis 57 - 64

Chap IV Findings 65

Limitations 66

Recommendations 67

Conclusion 68 - 69

Chap V Bibliography 70

Questionnaire 71 - 74

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EXECUTIVE SUMMARY

The two month internship project with Dish TV Pvt. Ltd. gave me a platform to

research and analyse the various problems that could be encountered while

handling sales, branding & promotion etc. It also gave me an outlook on the

buying behavior and perception of customers towards Dish TV.

Dish TV India Pvt. Ltd. also helped me by providing me the opportunity to

learn the skills of sales in the field of Direct to Home (DTH).

I learnt to handle sales and also how to implement new marketing strategies to

attract customers to buy the company’s products.

We were divided in teams of three. Every sales team were allotted particular

areas and were given certain targets. Targets are defined as under:-

PRIMARY OBJECTIVE: Primary objective was initiating sales of

Dish TV sets to prospective customers.

SECONDARY OBJECTIVE: Secondary objective was to visit

corporate offices and persuade them to allow us to conduct corporate

activities on their premises (Setting up of Canopy, Promotional Stalls,

Explaining to employees the various offers available to corporate

employees only).

TERTIARY OBJECTIVE: Tertiary objective was to collect

data and information of prospective and interested customers.

In the first stage of training, I attempted to understand the various sales

channels. Also, my main motive was to implement strategies that could

convince prospective customers to buy Dish TV sets.

In the second stage of my training, I visited corporate offices explaining to

respective managers, about the various offers that were tailor made for

corporate employees. Also, I tried persuading them to allow us to conduct

corporate activities on their premises, helping me to promote the brand

and also achieve sales through special discounts and offers.

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INTRODUCTION

Overview of the Industry:

The history of Indian television dates back to the launch of dordarshan, India’s

national TV network in 1959. The transmission was in black & white. The 9th

Asian games which were held in 1982 in the country’s capital New Delhi

heralded the mark of color TV broadcasting in India. In 1991, Indian economy

was liberalized from the License Raj and major initiatives like inviting foreign

direct investments, deregulation of domestic business emerged. This lead to

the influx of foreign channels like Star TV and creation of domestic satellite

channels like Sun TV and Zee TV. This virtually destroyed the monopoly held

by doordarshan. In 1992, the cable TV industry started which lead to

revolution.

Every city in the India had a complex web of co-axial cables running through

the streets with a new breed of entrepreneurs called as cablewallahs or Local

Cable Operators (LCO) taking in charge of distribution. The film industry was

shocked by this sudden growth and there were even organized protests for

calling off the Cable TV industry. There were simply too many cable

operators in the country and the channels had a difficult time in getting its

returns as the existing system was a non-addressable and the operators could

simply give a reduced number of subscribers to amass profit. This lead to the

emergency of a new breed of firms called as Multi System Operators (MSO)

who had heavy financial muscles to make capital investments. The MSO

industry became highly monopolistic which warrants government participation

to ensure competition.

Later on, the United Front Government had issued a ban on use of ku band

transmission. After a change of government, the ban got lifted finally in 2001

and TRAI issued the guidelines for operating DTH. Country’s first private

DTH license was awarded to Dish TV in 2003 which started operations in

2004. Prasar Bharati also started its product DD-Direct+.

DTH Digital TV system receives signals directly from satellite through the

dish, decodes it with the Set-Top Box and then sends stunningly clear picture

8

And sound to TV which is the business under taken by some companies by

observing the rate of growth and scope for business & opportunity in the

Indian market which has 120 million viewers of TV.

List of players in the industry

Doordarshan (DD-Direct +) of Prasar Bharati comprising of 33 FTA channels and 12 All India Radio Channels.

Dish TV of ZEE group.

Tata Sky joined venture between Tata and Rupert Murdoch’s Sky TV.

Sun direct of Sun Network.

BIG TV of Reliance Anil Dhirubhai Ambani group.

Airtel digital TV of Bharati telemedia

Videocon d2h of Videocon industries

Categorization of Players in the Industry:

Government owned player: DD Direct+.

Private players: Dish TV, Tata Sky, Sun direct, Big TV, Airtel digital TV,

Videocon d2h

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Brief Profile Of Players In The Industry:

Dish TV

Dish TV is the first private DTH satellite television provider in India,

using MPEG-2 digital compression technology, transmitting using NSS

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 and Mr. Subhash Chandra is the

Chairman of Dish TV. Dish TV is a division of Zee Network Enterprise (Essel

Group Venture). EGV has national and global presence with business interests

in media programming, broadcasting & distribution, speciality packaging and

entertainment. Zee Network incorporated dish TV to modernize TV viewing.

By digitalizing Indian entertainment, this enterprise brought best television

viewing technology to the living room. It not only transmits high quality

programmes through satellite; but also gives a complete control of selecting

channels and paying

DTH service was launched back in 2004 by launching of Dish TV by Essel

Group's Enterprises. Dish TV is on the same satellite where DD Direct+ is.

Dish TV started its service in Pakistan with the collaboration of Budget

Communication. 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. Dish

TV uses NSS-6 to broadcast its programmes. NSS-6 was launched on 17

December, 2002 by European-based satellite provider, New Skies. 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.

DD DIRECT+

Doordarshan is the public television broadcaster of India and a division of

Prasar Bharati, a public service broadcaster nominated by the Government

10

Of India. It is one of the largest broadcasting organizations in the world in

terms of the infrastructure of studios and transmitters. DD Direct+ is a free

Direct to Home (DTH) service that provides satellite television and audio

programming to households and businesses in the Indian subcontinent. Owned

by parent company Doordarshan, DD Direct Plus was launched on December

16, 2004. Now chairman of DD plus+ is Shri Arun Bhatnagar and CEO is B S

Lalli under the ministry of information and broadcasting.

TATA SKY

Tata Sky is a DTH satellite television provider in India, using MPEG-2 digital

compression technology, transmitting using INSAT 4A at 83.0°. Tata sky is

incorporated in 2004; Tata Sky is a JV between the TATA Group and

STAR. Harit Nagpal, is present CEO of Tata Sky Ltd. The TATA Group is

one of India's largest and most respected business conglomerates. It comprises

93 operating companies in seven business sectors and diversified group:

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 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.

SUN DIRECT

Sun Direct is a DTH satellite television provider in India, using MPEG-4

digital compression technology, transmitting using INSAT 4B at 93.5°E. It is

the country's first MPEG 4 technology DTH service provider. Sun Direct is a

DTH service in India headquartered in Chennai, Tamil Naidu. Because of the

lowest pricing of any DTH in India Sun Direct spread rapidly all over the

country. On December Sun Direct was launched in Mumbai and announced its

pan India launch. By 2009 it became leading DTH provider with 3 million

subscribers. This makes it 4th largest DTH service provider of India. In April

2009 Sun Direct officially launched its High-Definition service in India.

SUN DIRECT

Sun Direct is a DTH satellite television provider in India, using MPEG-4

digital compression technology, transmitting using INSAT 4B at 93.5°E. It is

the country's first MPEG 4 technology DTH service provider. Sun Direct is a

DTH service in India headquartered in Chennai, Tamil Naidu. Because of the

lowest pricing of any DTH in India Sun Direct spread rapidly all over the

country. On December Sun Direct was launched in Mumbai and announced its

pan India launch. By 2009 it became leading DTH provider with 3 million

subscribers. This makes it 4th largest DTH service provider of India. In April

2009 Sun Direct officially launched its High-Definition service in India.

BIG TV

Reliance BIG TV is a DTH satellite television provider in India based in Navi

Mumbai, using MPEG-4 digital compression technology, transmitting using

MEASAT-3 91.5°east. It is the 5th DTH service launched in India. Reliance

BIG 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 To BIG

Ho" ("If you have a TV, make it BIG"). It currently offers close to 200

channels and many interactive ones, 32 cinema halls (i.e. Pay per View

Cinema Channels) as well as many Radio channels. It is the first Pan-India

DTH provider that uses MPEG-4 for broadcasting. Reliance BIG TV was

launched on August 19, 2008 with the sole aim of providing the consumer

with quality and enriched home entertainment service at value-driven pricing

Reliance BIG TV's retailer network is spread across 100,000 outlets in 6,500

towns in India. When it came to pricing – packaging, their introductory offer

stood at Rs. 1,490/- with 3 to 6 months of free subscription. They also

introduced 32 Pay-Per-View Movie Channels, the highest by any DTH player.

AIRTEL DIGITAL TV

Bharti Airtel Limited is the flagship company of Bharti Enterprises and is

India’s largest integrated and the first private telecom services provider with a

footprint in all the 23 telecom circles reforms. Airtel Digital TV is a DTH

(Direct to Home) service from Bharti Airtel. It CEO is Sunil Bharti Mittal. It

Uses MPEG-4 digital compression with DVB-S2 technology, transmitting

using INSAT 4CR 74°E .Airtel digital launched on 8 October, 2008 with a

360 degree mega campaign 'Come Home to the Magic. Since then it has

launched 2 other campaigns: „Stars come home‟ (March 2009) and „DTH

Picture Clarity (August 2009) has increased its channel base to 183+ channels.

Airtel digital TV is now amongst the fastest growing DTH brands in the

country and is available across 5000+ towns in India. It has also been ranked

as the best DTH service by “Living Digital” magazine.

VIDEOCON D2H

Videocon d2h is a DTH satellite television provider in India based in Mumbai,

using MPEG-4 with DVB S2 digital compression technology

Videocon d2h launched May 1, 2009. It came with a very good strategy for

selling both of its electronic products like TV‟s DVD‟s along with the new set

top box. This is offering direct to TV without any set top box also. Only the

antenna is enough, it also came with DVD which is connected directly to the

TV or antenna is connected to DVD which gives a best quality of output.

GROWTH OF THE INDUSTRY

Rate of Growth:

The DTH service market in India has emerged as one of the most lucrative

markets which have successfully resisted the impacts of the current economic

slowdown. The slowdown has certainly proved a boon for the Indian DTH

industry as people have now started to cut on their entertainment expenditure

and instead of viewing movies at theatres, they are preferring to stay at home

with their television sets.

The Indian Direct-To-Home (DTH) market is expected to see its annual

revenue grow over three times to more than $ 5 billion by 2020, as mandatory

cable TV digitization would help the DTH players expand their subscriber

base, a study has said.

“DTH industry revenues will reach $ 3.9 billion by 2017 and $ 5.3 billion by

2020. Revenue growth will be largely driven by increasing subscriber

volumes,” Hong Kong-based research firm Media Partners Asia has said in a

new report on the Indian DTH market.

The Indian DTH industry is estimated to have clocked revenue of about $ 1.5

billion in 2012. The active DTH subscriber base is estimated to grow from

32.4 million in 2012 to 63.8 million by 2017 and 76.6 million by 2020.

As of end-2012, the cumulative DTH active subscriber base stood at 32.4

million subscribers versus 28.7 million subscribers in 2011,” MPA said.

As per the report, Dish TV continued to lead with a market share of 27 per

cent in terms of gross additions, while Videocon d2h led in terms of

incremental adds in 2012.Tata Sky and Airtel Digital TV have 19 per cent and

18 per cent market share, respectively. These four players together accounted

for 88 per cent of total gross additions in 2012.

Market Share of DTH Players (in %)

Dish TV 27%

Tata Sky 19 %Airtel 18%

Others 36%

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Pattern of Growth:

The big game is all about shaping up grandiose plans, to master the winning

rules, so as to garner as much portion of the Indian DTH pie as possible by a

handful of players. Since the DTH space denotes big value, akin to the space

occupied by television and telephony, inter-firm rivalries have thrown up price

wars, discount schemes, procurement of transponders, ambitious targets for

improving the subscription base, popular bouquet of channels, set top boxes

with superior quality of videos, improving content, etc as a desperate means to

entice the Indian viewer.

The pattern of growth is very difficult to determine because a business cycle

generally constitutes affairs over a long term period. This industry is having a

very short period for making or observing a business cycle.

The analysis that can be made is that though the business cycle is short and

unpredictable, it has still managed to register growth when all other industries

are still reeling from the recent economic downturn. The industry is growing

at 20% every annum.

16

RECENT SCENARIO OF INDIAN DTH INDUSTRY

Recent developments:

- For Q1 FY13, Airtel reported 7.4 million Airtel DTH subscribers.

- For Q1 FY13, Dish TV reported 13.4 million subscribers.

- For Q1 FY13, RCOM‟s Reliance Digital TV reported 4.4 million

subscribers.

- Dish TV maintained the top position among DTH providers. Reliance

digital TV was among the ones with the least subscriber base with just

4.4 million subscribers, while Tata Sky is said to have 9.2 million

subscribers, Airtel digital TV with 7.4 million subscribers, Videocon

d2h with 6.1 million subscribers, and Sun Direct TV with 7.6 million

subscribers.

- It should be noted that Sun Direct had crossed 7 million subscribers

back in 2011 and has added only 6 lacs subscribers by June 2012.

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DIGITAL SWITCHOVER

The Ministry of Information and Broadcasting issued a notification on 11

November 2011, setting 31 March 2015 as the deadline for complete shift

from analog to digital systems. In December 2011, Parliament passed The

Cable Television Networks (Regulation) Amendment Act to digitize the cable

television sector by 2014. Digitization, on cable and terrestrial, will be carried

out in four phases, in a 3-year transition starting from 31 October 2012, and

finishing on 31 March 2015. The four metros of Delhi, Mumbai, Kolkata and

Chennai have to shift to digital addressability by 31 October 2012. The second

phase will include 38 cities in 15 states, such as Patna, Chandigarh, Pune and

Bangalore by 31 March 2013. All urban areas are expected to digitize by 30

November 2014 and the remaining areas by 31 March 2015.

Phase City/Region Date of switchover(planned date)

Delhi 31 October 2012

Phase IKolkata 15 January 2013

(31 October 2012)Mumbai 31 October 2012

Chennai Not completed

Phase II 38 cities in 15 31 March 2013(31 March 2013) states

Phase III All remaining(30 September 2014) urban areas

Phase IVRest of India(31 December 2014)

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Product Lines

DISHTV Provides Three Types Of Offerings:

SD: Standard definition, costs to customer Rs 1950(new connection)

SD+:Standard definition plus, costs to customer Rs 2450(new connection)

HD: High definition, costs to customer Rs 3000(new connection)

There Are Three Types Of Channel Packs In SD Connections:

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1. Super Gold Pack(Rs 220 Per Month): 252 Channels & Free Services

2. Super World Pack(Rs 280 Per Month): 265 Channels & Free Services

3. Super Platinum Pack(Rs 320 Per Month): 284 Channels & Free

Services

There are some special regional packs like South Indian pack, in which all

regional channels are provided.

After Sun direct, Dish Tv is the 2nd most preferred service provider in

South India.

One can also select special channel packs as per their need by paying only the

price of the respective channels:-

(A-LA-CARTE)

Multi connection in SD:-

If a person wants multi SD connections at the same location, then he can avail

a discount of Rs 250 at new activation and also discount on recharges of

subsequent connections. Rental of Rs 180 is payable on subsequent

connections, instead of Rs 220. Hence, savings of Rs 40 can be availed.

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HD: HIGH DEFINITION

In HD There Are 3 Types Of Monthly Plans For Customer:

1. Royale Pack(Rs599 Per Month): 345 Channels (Including 39 HD

Channels & Services)

2. Premiere Pack(Rs 499 Per Month): 325 Channels (Including 28 HD

Channels & Services)

3. World Pack(Rs 399 Per Month): 305 Channels (Including 27 HD

Channels & Services)

DishTv provides maximum HD channels, which is maximum amongst all its

competitors.

Channel list is as :

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Multi connection in HD:-

If a person wants multi HD connections at the same location, then he can avail

a discount of Rs 500 at new activation and also discount on recharges of

subsequent connections. Rental of Rs 250 is payable on subsequent

connections, instead of Rs 400. Hence, savings of Rs 150 can be availed.

VARIOUS OFFERS

Exchange Dish Tv SD Box for Dish truHD+ and Enjoy Rs 600 cashback

under:

Dish Tv also provides the facility of recharge from home:

22

Dish Tv also provides great offers on Annual Dish Tv also provides great offers on Annual and

and Semi-Annual Recharge(HD):Semi-Annual Recharge(SD):

When any retailer became the dealer of DISHTV then the company will

provide him the marketing materials like:-

Posters Canopy

Display Board Dummy boxes

Broachers & Catalogues Dummy antenna

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PRODUCT DESCRIPTION

Range of products

Set-Top-Box.

Head-Antenna.

Cable

DVD

Remote

SET-TOP-BOX:

The set top box comprises of the MPEG-2 OR MPEG-4 with DVB2 technology.

Head-antenna:

Antenna which receives signals directly from satellites,

Cable:

Cable connects antenna to the set up box

DVD:

24

One of the recent entrants into DTH industry is Videocon. This came with set top box

with DVD.

Access Card:

The access card is another important thing in the set top box setup.

Where the access card will receive the signals directly from satellite trough head top

antenna.

Remote:

A compactable remote for both SET UP BOX and TV is used in operating both TV

and Set top box.

Complimentary Goods:

LCD TV, DVD, CT TV, Cables, plus box, Ups, Home theatres, sound box, plastic and

paper which are used for recharge cards.

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INTRODUCTION TO THE ORGANIZATION

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 isJawahar Goel who is also the promoter of Essel Group and is also the President of Indian Broadcasting Foundation.

Dish TV uses NSS-6 to broadcast its programmes. NSS-6 was launched on 17 December 2002 by European-based satellite provider, New Skies. 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 Asia Sat5 satellite for starting its MPEG-4 based HD services. Dish TV is currently using 4 transponders on Asia sat 5.

BOARD OF DIRECTORS

SUBHASH CHANDRA

(CHAIRMAN)

Subhash Chandra, 60, is the Non-Executive Chairman of the Board and promoter of

Essel Group of Companies. His industry leading businesses include television

networks and film entertainment, cable systems, satellite communications, theme

parks, flexible packaging, family entertainment centers and online gaming. Mr.

Chandra has been the recipient of numerous honorary degrees, industry awards and

civic honours, including being named 'Global Indian Entertainment Personality of the

Year' by FICCI for 2004, 'Business Standard's Businessman of the Year' in 1999,

'Entrepreneur of the Year' by Ernst & Young in 1999 and 'Enterprise CEO of the

Year' by International Brand Summit. The Confederation of Indian Industry (CII)

chose Mr. Chandra as the Chairman of the CII Media Committee for two successi

years.

Mr. Chandra has made his mark as an influential philanthropist in India. He set up

TALEEM (Transnational Alternate Learning for Emancipation and Empowerment

through Multimedia), an organisation which seeks to provide access to quality

education and to promote research in various disciplines relating to health & family

life, social & cultural anthropology, communication and media. He is also the trustee

for the Global Vippassana Foundation, a trust set up for helping people in spiritual

upliftment.

He was onetime rice exporter-turned media baron and Chairman of Essel Group, that

launched India's satellite television revolution. The Zee chairman dropped out after

standard 12. His pioneering channel Zee TV competes with, among others, Sony

Entertainment Television and STAR Plus.

Subhash Chandra launched Zee Telefilms Limited in October 1992 as a content

supplier for Zee TV - India's first Hindi satellite channel. Before the launch of Zee TV

viewers in India were under the firm grip of Doordarshan, the state-controlled

terrestrial network. It was Subhash Chandra's vision that helped give birth to the

satellite TV industry in India and inspired others to follow suit. After the launch of

Zee TV, he commenced Siticable operations in 1995 and also started a joint venture

with News Corp. In 1995, he launched two new channels, Zee News and Zee Cinema.

In 2000, Zee TV became the first cable company in India to launch Internet over

Cable services. In 2003, Zee TV became the first service provider in India to launch

Direct to Home (DTH) services. In a short span of time Zee TV has become a big

media and has give tough competition to international media moghuls such as Rupert

Murdoch.

Dish TV had about 12 million customers as of March 2012. Dish TV is presently

Asia's lagest and going to be world's largest very soon.

2. Bhagwan Dass Narang

Bhagwan Dass Narang, 66, is an Independent Non-Executive Member of the Board. Mr. Narang holds 3,000 equity shares in the Company.

27

3. Ashok Kurien

Ashok Kurien, 61, is a Non-Executive member of the Board. Apart from the Company, Mr. Kurien holds directorship in Zee Entertainment Enterprises Ltd. Mr. Kurien holds 1,174,150 equity shares, comprising of 0.11% of paid up capital of the Company.

4. Arun Duggal

Arun Duggal, 64, is an Independent Non-Executive member of the Board. Mr. Duggal does not hold any shares in the Company.

5. Eric Louis Zinterhofer

Eric Louis Zinterhofer, 40, is an Independent Non-Executive member of the Board. Mr. Zinterhofer does not hold any shares in the Company.

6. Lakshmi Chand

Lakshmi Chand, 66, is an Independent Non-Executive Director on the Board of the Company. Mr. Lakshmi Chand does not hold any shares in the Company.

7. Mintoo Bhandari

Mintoo Bhandari, 45, is a Non – Executive Nominee Director of Apollo India Private Equity II (Mauritius) Limited on the Board of the Company with effect from October 27, 2010. Mr. Bhandari does not hold any shares in the Company.

UNDERTAKINGS OF ESSEL GROUP:

Media

Zee Entertainment Enterprises

Zee News

DNA (newspaper)

Technology

Dish TV

Wire & Wireless India

Zee Turner Limited

Intrex Trade Exchange Ltd

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Cyquator Technologies Limited

Digital Media Convergence Limited

CornerShop Entertainment

Shirpur Gold Refinery

Entertainment

E-City Ventures

ETC Networks

Pan India Network Infravest Pvt Ltd - The online gaming company Playwin is a part of this group

Essel Sports - Essesl Sports has started the Indian Cricket League (ICL) and is also the owner of Mumbai Football Club

Suncity Projects

Asian Sky Shop

E-City Bioscope Entertainment Pvt Ltd - The multiplex chain Fun Cinemas is a part of this group

Packaging

Essel Propack

Infrastructure

Essel Infraprojects Limited (EIL) - This group has started the amusement parks Essel World and Water Kingdom

Education

Zee Learn Limited - A number of Learning projects has been launched by this group. They include

KIDZEE & Mount Litera World preschools

Mount Litera Zee & Mount Litera World Schools

Zee Institute of Media Arts (ZIMA)

Zee Institute of Creative Art (ZICA)

Charity

Ekal Vidyalaya

Global Vipassana Foundation

Transnational Alternate Learning for Emancipation and Empowerment thorough Multimedia (TALEEM) Research Foundation

29

ECONOMIC CONDITION OF COMPANY:-

Dish TV India posts Rs 43.62 cr in loss for Q4(2013)

Dish TV reported an operating revenue of Rs 555.4 crore for the quarter, down from

Rs 557.8 crore in the previous quarter, but up 7.6% from Rs 516.44 crore in the same

quarter last year. The net loss declined to Rs 43.6 crore for the quarter, down from Rs

49 crore loss in the same quarter last year.

Its EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization) for the

quarter stood at Rs 120 crore, up 6.5% YoY. The EBITDA margin for the quarter was

at 21.6%.

For the financial year ending March 31, 2013 (FY13), Dish TV reported an operating

revenue of Rs 2,166.8 crore, up from Rs 1,957.9 crore in the FY12. The net loss

declined to Rs 66 crore in FY13, down from Rs 133.1 crore in FY12, while the

EBITDA for the fiscal was at Rs 575.9 crore, up 16.8% from Rs 496 crore in FY12.

The EBITDA margin for the fiscal was at 26.7%.

India‟s largest Direct to Home television services operator, Dish Tv has added 0.2

million subscribers for the quarter ending March 31, 2013, taking its total net

subscribers to 10.7 million subscribers. This is the company‟s lowest subscriber

addition in the past 23 quarters.

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FINANCIAL RESULTS:Balance Sheet of Dish Tv (in Rs. Cr)

Mar '12 Mar '11 Mar '10 Mar '09 Mar '08

12 mths 12 mths 12 mths 12 mths 12 mths

Sources Of Funds

Total Share Capital 106.36 106.30 106.21 68.73 42.82

Equity Share Capital 106.36 106.30 106.21 68.73 42.82

Share Application Money 0.00 0.00 0.00 0.00 0.00

Preference Share Capital 0.00 0.00 0.00 0.00 0.00

Reserves -200.18 -43.56 294.07 -692.80 -495.50

Revaluation Reserves 0.00 0.00 0.00 0.00 0.00

Networth -93.82 62.74 400.28 -624.07 -452.68

Secured Loans 1,089.35 1,076.27 362.78 269.62 68.39

Unsecured Loans 125.00 0.00 555.02 861.52 458.24

Total Debt 1,214.35 1,076.27 917.80 1,131.14 526.63

Total Liabilities 1,120.53 1,139.01 1,318.08 507.07 73.95

Mar '12 Mar '11 Mar '10 Mar '09 Mar '08

12 mths 12 mths 12 mths 12 mths 12 mths

Application Of Funds

Gross Block 2,352.05 1,697.69 1,312.28 848.042,926.66

Less: Accum. Depreciation 1,506.31 988.33 682.64 431.63 216.41

Net Block 1,420.35 1,363.72 1,015.05 880.65 631.63

Capital Work in Progress 388.43 458.03 225.07 238.09 137.98

Investments 150.00 200.15 250.56 94.45 94.45

Inventories 6.88 4.44 2.78 3.09 4.71

Sundry Debtors 28.61 21.54 33.85 50.66 38.44

Cash and Bank Balance 161.92 98.87 301.23 24.80 11.53

Total Current Assets 197.41 124.85 337.86 78.55 54.68

Loans and Advances 247.62 318.76 804.55 775.96 284.42

Fixed Deposits 230.16 221.31 240.99 29.24 8.42

Total CA, Loans & Advances 675.19 664.92 1,383.40 883.75 347.52

Deffered Credit 0.00 0.00 0.00 0.00 0.00

Current Liabilities 1,013.58 1,247.12 1,550.39 1,584.34 1,134.08

Provisions 499.86 300.69 5.61 5.53 3.53

Total CL & Provisions 1,513.44 1,547.81 1,556.00 1,589.87 1,137.61

Net Current Assets -838.25 -882.89 -172.60 -706.12 -790.09

Miscellaneous Expenses 0.00 0.00 0.00 0.00 0.00

Total Assets 1,120.53 1,139.01 1,318.08 507.07 73.97

Contingent Liabilities 258.54 430.13 56.04 155.15 47.05

Book Value (Rs) -0.88 0.59 3.76 -6.59 -10.57

Source : Dion Global Solutions Limited

31

Standalone Quarterly Results --------------- in Rs. Cr. ------------ Source : Dion Global Solutions Limited

Mar '13 Mar '12

Net Sales/Income from operations 554.57 524.55

Other Operating Income 0.83 0.17

Total Income From Operations 555.40 524.72EXPENDITURE

Consumption of Raw Materials -- --

Purchase of Traded Goods 3.29 2.46

Increase/Decrease in Stocks -1.08 -1.03

Power & Fuel -- --

Employees Cost 20.94 19.13

Depreciation 145.00 167.83

Excise Duty -- --

Admin. And Selling Expenses 74.24 --

R & D Expenses -- --

Provisions And Contingencies -- --

Exp. Capitalised -- --

Other Expenses 337.97 359.94

P/L Before Other Inc. , Int., Excpt. Items &-24.96 -23.61

Tax

Other Income 15.69 9.41

P/L Before Int., Excpt. Items & Tax -9.27 -14.20

Interest 34.35 34.82

P/L Before Exceptional Items & Tax -43.62 -49.02

Exceptional Items -- --

P/L Before Tax -43.62 -49.02

Tax -- --

P/L After Tax from Ordinary Activities -43.62 -49.02

Prior Year Adjustments -- --

Extra Ordinary Items -- --

Net Profit/(Loss) For the Period -43.62 -49.02

Equity Share Capital 106.48 106.36

Reserves Excluding Revaluation Reserves -- --

Equity Dividend Rate (%) -- --EPS Before Extra Ordinary

Basic EPS -0.41 -0.46

Diluted EPS -0.41 -0.46EPS After Extra Ordinary

Basic EPS -0.41 -0.46

Diluted EPS -0.41 -0.46Public Share Holding

No Of Shares (Crores) 38.81 37.52

Share Holding (%) 36.44 35.20Promoters and Promoter Group Shareholding

a) Pledged/Encumbered

- Number of shares (Crores) 39.03 23.06

- Per. of shares (as a % of the total sh. of57.67 33.45

prom. and promoter group)

- Per. of shares (as a % of the total Share36.65 21.66

Cap. of the company)b) Non-encumbered

- Number of shares (Crores) 28.65 45.87

- Per. of shares (as a % of the total sh. of42.33 66.55

prom. and promoter group)

- Per. of shares (as a % of the total Share26.90 43.09

Cap. of the company)

32

SHARE MARKET POSITIONOn 13th June, 2013, Value of each share of Dish TV in BSE was Rs.63.00 and in NSE was Rs. 63.05.

Dish TV‟s yearlong movement of Share in BSE.

Dish TV‟s yearlong movement of Share in NSE.

33

ADVANTAGES OF DISH TV:-

Digital Picture Quality:

The exceptional digital and Direct to Home transmission ensures you watch all your

favourite programmes in true DVD quality

Stereophonic Sound:

The Direct to Home satellite transmission treats you with a true theatre experience by

providing awesome Stereophonic sound

Geographic Mobility:

No matter which part of the country you are in or moving to, Dish Tv with its all India

coverage ensures direct signals wherever you are.

Uninterrupted Viewing:

With Dish Tv at your home, as long as your equipment is connected to a power source

you can enjoy uninterrupted transmission of your favourite programmes.

34

Capacity up to 400 DTH Channels:

Dish Tv can offer you up to 400 entertaining channels. And that's not all, every month

more channels will be added to provide complete entertainment to your family.

Dyna Boost:

Dish Tv is using the NSS6 satellite at 95.0°E designed specifically for DTH

operations. It is equipped with Automatic Level Control (ALC) feature that

enables the satellite to maintain constant satellite EIRP even in case of uplink

signal degradation due to weather conditions such as rain, fog or clouds

Instaflip:

Dish Tv's Instaflip technology helps you change channels quickly and conveniently.

Our efficient processors make it possible for you to browse through all 300+

channels and services in less than 2 seconds. So, get set browsing all the channels on

DISHTV with fast scrolling, intuitive navigation and quick flip surfing.

35

Marketing

Market segmentation, marketing strategies, marketing practices and marketing

concepts specific to the industry.

Indian TV channels broadcast 15.7-mn advertisement every year, which totals to 362-

mn seconds of TV advertisement every year. India currently has over 400 channels.

TV viewer ship has declined by 5% since 2001. TV broadcasters are expected to hike

their advertisement rates this year by 16-18%. Market segmentation in DTH industry

mainly concentrates on women who don‟t like missing their daily soaps. It also

provides a platform to learn English, which is a very special feature of DTH. DTH

also concentrates on children also by providing them games, dictionary, some

discovery videos specially inbuilt, maths, science and social knowledge. It also

focuses on old people by updating videos of various holy and religious places.

DTH uses different marketing strategies for promotion and sales of its product. It

gives advertisements with their brand ambassadors which attracts customers, door to

door selling, on the phone selling, discount and offer sales, packages, etc

Marketing practices are a continuous process as the competition keeps increasing

among the players in the industry. Each player is investing large sums of money in

promoting their brands. Many players are making advertisement with movie actors

and actress as brand ambassadors for their products because DTH is mainly

considered with entertainment.

Some companies like Tata sky are having Aamir Khan as their brand ambassador and

Airtel is having stars like Kareena Kapoor, A.R.Rehman, saif ali khan, etc. Dish TV is

also having Super Star Shahrukh Khan as their brand ambassador.

Sun direct also uses southern actress for their brand promotion. Marketing practices

are the decisions taken by the manufacturing company to increase sales, expand

themselves into many areas etc. Successful marketing practices bring sales up, while

unsuccessful marketing practices have no impact on sales or negatively impact sales.

Marketing concepts specific to the industry primarily target a niche segment, who buy

TV sets from electronic retail chains.

36

Strategies And Competition In The IndustryCompetitors

Every company has its own goal, every company wants to achieve and fulfil its goals,

many companies like the big players in the industry wants to grab most of the market

share. Some of the companies want to achieve 10million customer base by 2010 they

are Dish TV, Tata sky, Sun direct, BIG TV etc.

The industry‟s objective is to achieve 60million customers buy „2012‟ i.e., nearly

50% of the present existing customers.

Strategies used in the industry

Technology transfer is one of strategy used in the industry and it is existence for a

long time. In recent decades, concerted effort has been made to exploit the existing

technology to a larger extent by transfer of technology, to generate greater economic

impetus. It provides opportunity to generate larger returns on the investments made in

R&D. Its importance lies in its ability to stimulate and strengthen the innovation

process.

Porter‟s generic strategies model

Generic strategies were used initially in the early 1980s, and seem to be even more

popular today. They outline the three main strategic options open to organization that

wish to achieve a sustainable competitive advantage.

37

The generic strategies are: 1. Cost leadership, 2. Differentiation, and 3. Focus

1. Cost leadership

In the case of media products, means they should be offered at a price lower than their

competitors‟ but with as good benefits, or, the unique benefits the media products

offer can over-offset the premium.

2. Differentiation

Differentiation in DTH refers to when a organization provides unique benefits to the

users through product innovation. This is to increase the probability of the media

users to choose the product. A media organization with a target user loyalty can

concentrate more on how to fully meet the target user‟s needs rather than on product

cost saving.

3. Focus

Focus strategy is also known as a 'niche' strategy. The clutter of ads has now spilled

out on the number of channel availability due to which people are spoilt for choice.

Thus Niche channels are the only way to maintain viewer loyalty. TATA Photon plus

is more niche oriented.

The DTH Industry in India continued to grow from strength to strength with

widespread awareness and product penetration aided by the entry of three new

players. The annualized marketing spends of about Rs.550 crores collectively by all

players of the category, led to swift expansion of numbers with the subscribers near

doubling, over the previous year. The aggregate subscriber base in the category

touched around 11 million out of the total universe of cable and satellite households

of 78 million. Despite an overall slowdown in the economy that impacted most

industries, the DTH category remained almost unfazed with consistent growth rate

being experienced, throughout the year.

The industry is expected to add up another ten million new subscribers during the

current financial year due to aggressive marketing efforts of all players, which will be

further boosted by forthcoming sporting events like a busy cricket calendar and the

commonwealth games.

38

Key challenges for the industry, in the near future will be to seek a moderation in the

multiple taxation regime including reduction of License Fee & abolition of

Entertainment Tax, faster roll out of CAS to the next layer of towns, coping with a

high subscriber acquisition cost, building content capacity under a dearth of

availability of fresh transponder space, dealing with emerging category competition

from Digital Cable and IPTV etc.

Dish Tv added in the last year, two million new subscribers into its fold, as against

one million in the previous year, representing a 100% growth despite heightened

competition from three new players.

The key focus areas included revenue enhancement, augmentation of content, roll out

of new services and cost containment. The same trend of run rate of subscriber

aggregation is expected to continue in the current financial year too, thus building the

user base exponentially, over the year gone by.

Going forward, the emphasis for Dish Tv will be on building diversified content,

preparation for the convergence of digital services, continually leading the curve with

product innovations and services, improvised collection mechanisms aiding faster and

higher recharges and producing customer delight for its subscribers at all touch points.

39

SWOT ANALYSIS

STRENGTHS

Dish Tv was the first entrant in the DTH category and has thus become synonymous

with the satellite TV broadcasting business in India. Leveraging its lineage with the

Zee group, Dish Tv has built a commendable brand and relevant product that answers

the consumer needs‟ for quality entertainment. Some of the inherent strengths stem

from a strong presence all across the geography of India, consumer friendly and

pocket friendly multi-tiered and customizable regional packages, abundant

transponder capacity to support its widest content basket, a very strong and diversified

content offering addressing consumers with diverse needs of genres and languages, an

extremely cost conscious structure and a superior technology for the entire gamut of

services. The technological edge and differentiation with respect to other brands

stands exemplified through its unique offerings of mobile dish with presence in

aircrafts (Kingfisher), navy war ships, mobile vans and selected railway saloons.

WEAKNESS

The subscriber acquisition cost is still very high. However, compared to the current

industry benchmarks, it stands at the lowest by far.

The cost towards acquiring consumers is under constant scrutiny in an endeavour to

bring it down. In a market trend of consumer‟s down- sliding on the packaging tiers,

due to more value being packaged at the lowest packs, Dish Tv has exhibited a growth

in ARPU. However, ARPU continues to be an area of concern with the constant

endeavour to monitor, upgrade and enhance the revenues.

OPPORTUNITIES

India‟s 127 million television owning households, which define the potential depth

for the DTH category will act as a low hanging fruit for adoption. The further roll out

of CAS by the new Government, into more towns will impact the growth rate of the

DTH category and trigger consumers to make a decision between digital cable and

DTH, thereby aiding faster expansion of the digital entertainment world. Enrichment

40

of Value Added Services(VAS) basket with gaming and a host of active services,

some going pay, will continue to be opportunity areas for revenue enhancement. An

eventful sporting calendar with the ensuing Commonwealth games and a series of

Cricketing tournaments will act as a catalyst for this category too. The recent

stabilization and a revived hope for bouncing back of the economy as early as the

second half of this year will facilitate faster adoption of the category. Emergence and

growth of traffic at the organized retail chains like Big bazaar, Next, The mobile

store, Reliance digital etc. will also add more visibility leading to better acceptance of

the product.

THREATS

DTH is currently a five player market. Price cuts and reduced margins, spurred by

severe competition, can pose a threat to revenue enhancement. Improved quality of

services by digital cable and IPTV players are potential threats. Churn management

and retention costs can negatively impact bottom-lines unless constant attention and

strategy is deployed to manage and control the subscribers‟ base.

41

BUSINESS STRATEGIES

Though there has been a paradigm shift in the perception and awareness of the DTH

industry in the last two years, the challenge is to maintain, grow and create a dynamic

atmosphere for greater customer satisfaction and adoption of this category. The theme

for the current year will be more value for money to the customers, enhanced value

for the stakeholders of the Company, achieving EBITA breakeven and consolidating

the number one status in the category - in terms of revenue, number of subscribers and

quality of service.

THE PRIMARY FOCUS WOULD BE ON THE FOLLOWING:

Revenue Enhancement:

Creation and on-going management of multiple price points, greater emphasis on up

selling and cross selling of new packages through trade incentivisation and consumer

promotional schemes, revenue build up using al-a-carte packs, wider offerings on

Movie on Demand, increased emphasis on bandwidth revenues, adoption and usage of

pay gaming and inter-active services, will be some of the key revenue drivers.

Tapping of high end customers for higher ARPU in the longer run, will be initiated

through our tie-ups with key chain stores, direct corporate sales, better farming of

MDU (multi dwelling unit) buildings etc.

Cost Containment:

Cost Rationalization will continue to be one of the main focus areas to derive better

efficiency from the available resources and optimize productivity and output to derive

better value for money. Various initiatives have already resulted in huge savings on

account of sales & distribution cost, collection cost, various administrative cost,

marketing cost etc. An optimal utilization of below the line budgets along with

efficient planning of above the line budgets, has given great returns, with dishtv

enjoying the best advertising to sales ratio in the category. Employee cost is contained

through better manpower planning and a robust appraisal system for reward and

retention.

42

Evolution of better understanding and long term relationship with the Pay channel

Broadcasters will lead to lower content cost and enrich our content offering across

various schemes.

Branding:

With the evolution of competition, it has become imperative to maintain a

differentiated positioning and own a distinctive brand identity. Shah Rukh Khan, the

No. 1 actor of Bollywood who has already added a lot of scale and stature to the

brand, will continue as the brand ambassador for the next year too. The marketing

strategy will be led by thematic campaigns, that set the brand for a distinct consumer

connect, and increase brand salience across top of the line namely television, print,

internet, out of home and radio. These will be supported by tactical moves that drive

consumer value proposition and product advantage at the shop level. Greater

emphasis will be placed on adoption of value added services, al-a-carte packs and

various ARPU enhancement schemes.

Customer Service:

Enrichment of subscriber services and experience across all touch points is an

underlying mantra that drives all efforts by the dishtv team. A pool of 100+ dish care

centers, service franchisees, dish shoppees etc. collectively act to improvise service

touch points and address the customers‟ requirements, in the market place. Regular

training is imparted to our service personnel and other service partners on a

continuous basis and various steps are taken to monitor their performance and reward

them accordingly. During the year, a new call center with state of the art facilities

was made fully functional to serve customers better by ensuring least waiting time

and quick online resolution of their problems. This will continue to be our focus area

and act as one of the key differentiators with respect to competition.

Risk Management and Internal Control:

The Company is having a Risk Management policy to identify, analyse, mitigate and

control various risks associated with the business environment. Some of the

processes are as follows:

43

Risk Identification: The Risk Manager is on a continuous look out for various risks

affecting the business particularly related to market dynamics, business laws, systems

and processes, internal control mechanisms, governance and technology.

These risks are studied in terms of their relevance and impact on the business. Once

risks are identified, they are further discussed and analysed for proper mitigation.

Continuous Monitoring and Assurance: All key risks once identified are monitored

and evaluated to minimize their impact and eradicate any unpredictable consequences.

The effectiveness of the monitoring system is also evaluated from time to time.

We are importing most of our equipments and are exposed to foreign exchange

fluctuations. We have partially hedged our forex borrowing and waiting for an

opportune moment to hedge the balance forex exposure. We don‟t keep our

position open for forex transactions.

We have also borrowed money from the banking systems and are exposed to the interest

rate fluctuations which can impact our cash flow. It is continuously monitored to derive

the optimum interest costs and avoid volatility over a period of time.

Talent Management:

The Company‟s talent Identification process is aimed at identifying employees who

have the aptitude, capabilities and qualities necessary to undertake work, involving

greater responsibility and skill levels, than their current one. Another aspect of talent

identification is to create a Talent pool by identifying individuals with leadership

qualities and nurturing them as future leaders. A proactive and an effective succession

management is in place, to nurture the talent pool. Individual development plans have

been drawn detailing the career steps of the individual.

Cautionary Statement:

Statements in this report describing the company‟s objectives, expectations or

predictions may be forward looking within the meaning of the applicable laws and

regulations. The actual results may differ materially from those expressed in this

statement.

44

PORTER’S FIVE FORCE MODEL

The five forces which one must consider to analyze any industry are the rivalry

between the firms within the industry being analyzed, the bargaining power of buyers,

the bargaining power of suppliers, the threat of substitute products or services, and the

threat of new entrants (also known as barriers to entry). They are also shown in the

diagram below. Initially propounded by Harvard Business School Professor Michael

Porter, the Five Forces framework has been accepted as a strategic framework which

one can apply to analyze any industry.

Threat of substitutes

DTH gives stiff competition from the terrestrial, cable & IPTV. As per the industry

estimates, there are 130 million TV homes of which 71 million are served by cable

and around 6 million served by DTH with the remaining taken by terrestrial

transmission. As IPTV is a new entrant there is not much data on its subscriber base.

Bargaining power of suppliers

DTH industry relies on three major suppliers. Customer premise equipment (CPE)

Comparing of the satellite Dish, Set Top Box with the necessary Access Card, the Ku

band transponders are obtaining satellites and content. With India set to overtake

45

Japan as Asia‟s largest DTH by next year, the bargaining power of India DTH

operators with CPE suppliers have been steadily increasing.

Bargaining power of buyers

With enough operations to choose both from the point of alternate mediums like

cable, IPTV and terrestrial broadcast and from the point of increasing DTH operators,

the 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 better content and clarity.

Rivalry among existing firms

With 3 operational players and 4 players in the queue, inter firm rivalry is quite high.

The competition from state owned DD-Direct to private players in negligible from the

content point of view as the number of channels offered by DD-Direct is very limited.

However, DD-Direct does not change any monthly subscription charges. Between

Dish TV is Tata Sky there is an intense rivalry exhibited by price war and discount

schemes offered to new connections. Being the first mover, dish TV had price

advantage in both the STB offers superiors DVD quality Video to its advanced STB.

While Dish TV is planning to spend Rs. 850crs over the next 3 years, the rival

TataSky is willing to spend Rr.2000crs over the medium term. The companies have

also set ambitious targets with Dish TV aiming to reach 5 million subscribers in the

next 18 to 20 months while Tata sky aiming to reach 8million subscribers in the next

18 to 20 months while Tata sky aiming for 8 million subscribers by 2012.

Threat of new entrants

With already 7 player‟s space in the DTH space, threat of new entrants is low. There

is already enough competition which will discourage new firms to enter this business.

While getting a licensee is relatively easy, the barriers to entry are high when it comes

to pricing of CPE and getting the required transponder. There is a definite, first mover

advantage.

46

Analysis of the Industry using Porter’s value chain model:

Porter‟s value chain analysis is considered with the value analysis of the several

functions of the DTH industry, it makes to understand the importance of this model to

develop and add on value to the present features of the industry and it‟s functioning.

Value analysis says that an effective logistics should be undertaken to commencement

of the business in cost effective way. The more the cost effective, the more value is

added to the process. It is noting but proper or optimal use of the resources present

and using the technology available. This value addition should not only be in

logistics, but it should be carried in all areas of management, production, distribution

and etc. Thus, DTH industry can increase its value addition to the customers and the

features and of industry.

Concept of growth share matrix (BCG model)

The BCG – GROWTH SHARE MATRIX is a portfolio planning model developed by

Bruce Henderson of the Boston Consulting Group in the early 1970's. It is based on

the observation that a company's business units can be classified into four categories

based on combinations of market growth and market share relative to the largest

competitor, hence the name” growth share”.

Under the BCG GROWTH-SHARE MATRIX, as an industry matures and its growth

rate declines, a business unit will become either a cash cow or a dog, determined

solely by whether it had become the market leader during the period of high growth.

47

While originally developed as a model for resource allocation among the various

business units in a corporation, the growth-share matrix also can be used for resource

allocation among products within a single business unit.

In the DTH industry when the market share is obtained then it is automatically treated

as the market leader, and also it needs maximum market share to extent, when the

market is not in incremental state then the growth rate of the industry will retain.

Again this industry follows all the variables in the all areas till the both will come into

normal level.

In a bid to differentiate in a highly cluttered DTH market, Dish TV has repositioned

itself as a player that meets the requirements of consumers obsessed with their

entertainment. As a step to move forward in the ever-evolving market dynamics

where the name of the game for any brand is to continue to reinvent itself, Dish TV

aims to target a younger audience through its new approach.

In its latest strategy, Dish TV has shed its two-year-old tagline „Ghar Aayi Zindagi‟

and replaced it with „Dish Sawar hai‟. It has also launched a new campaign designed

by McCann Erickson, its longstanding agency.

The DTH player that has a current subscriber base of 11 million has embarked on this

repositioning after undergoing a research on the television viewing habits of audiences

wherein TV is considered as a „sit back‟ medium as opposed to a computer.

People lean as they work on a computer while they sit back when they watch

television.

Talking to BestMediaInfo.com about the new brand avatar and the insight behind it,

Anjali Nanda, Vice-President – Marketing, Dish TV, said, “What we realised is that

people interact with television differently. There is a set of audiences for whom TV is

just a source of education. But most of India still depends upon TV as a source of

entertainment and a lot of them are passionately involved in it. And they will go to

any length to ensure that nothing comes between them and their TV.”

Remember the commercial where Shah Rukh Khan sits on a terrace in a couch, asking

the world why aren‟t they replacing their cable connection with Dish TV? It‟s gone

now. Dish has dumped its wish karo tagline and will instead get Khan to plug it as a

sabse zyaada provider.

48

Explains Salil Kapoor, COO, Dish TV: “Two years back, when we launched the wish

karo campaign, we were competing with cable operators and the poor quality of

delivered content. Now, with rising competition among DTH players, there was a

need to re-establish our brand as the largest content provider.”

Dish TV, a part of the Essel group, ranks first among the DTH pack in customers. To

stay there, it has readied a Rs 100 crore marketing budget for the year and this Rs 6

crore ad campaign will run across TV, print, outdoor and radio. Kapoor says it will

target the five million customers, ensuring that they stay; they will also be informed

about new packages through SMSes, phone calls and emails.

Videocon is the latest to enter the DTH market and has talked of a Rs 1,000 crore

investment. Dish has slightly cut its prices. “The existing subscribers will get some

extra channels at no added cost until their subscription renewal,” said Kapoor.

With a claim to offer 240 channels, more than any other DTH operator, it is hoping

this will draw consumers. It has, as mentioned, around five million of the 12 million

consumers (excluding DD Direct). Tata Sky has about 3.4 mn, Sun Direct over 2.3

mn, Big TV about 1.2 mn and Airtel Digital about 0.3 mn subscribers

49

REVIEW OF LITERATURE

The history of Indian television dates back to the launch of Doordarshan,

India‟s national TV network in 1959. In 1982, all of Doordarshan's regional stations

were networked using INSAT 1A and a national feed called National Programme was

introduced. Later that year, Delhi played host to Asian Games which were covered by

the channel. To increase the channel‟s reach, the government launched a program to

set up low and high power transmitters that would pick-up the satellite distributed

signals and re-transmit them to surrounding areas. By 1983, television signals were

available to 28% of the Indian population. Fuelled by the success of the channel's

commercialization and increased revenue from advertising, the channel's reach and

popularity continued to grow and in 1990, the channel reached more than 90% of the

Indian population. In 1991, Indian economy was liberalized and inviting foreign

direct investments, deregulation of domestic business emerged. This lead to the influx

of foreign channels like Star TV and creation of domestic satellite channels like Sun

TV and Zee TV. This virtually destroyed the monopoly held by Doordarshan. In

1992, the cable TV industry started which lead to revolution.

Every city in the India had a complex web of co-axial cables running through the

streets with a new breed of entrepreneurs called as Local Cable Operators (LCO)

taking in charge of distribution. The film industry was shocked by this sudden growth

and there were even organized protests for calling off the Cable TV industry.

There were simply too many cable operators in the country and the channels had a

difficult time in getting its returns as the existing system was a non-addressable and

the operators could simply give a reduced number of subscribers to amass profit. This

lead to the emergency of a new breed of firms called as Multi System Operators

(MSO) who had heavy financial muscles to make capital investments. . The MSO

industry became highly monopolistic which warrants government participation to

ensure competition.

Later on, the United Front Government had issued a ban on use of ku-band

transmission. After a change of government, the ban got lifted finally in

50

2001 and TRAI issued the guidelines for operating DTH. Country‟s first private DTH

license was awarded to Dish TV in 2003 which started operations in 2004. Prasar

Bharati also started its product DD-Direct+.DTH Digital TV system receives signals

directly from satellite through the dish, decodes it with the Set-Top Box and then

sends stunningly clear picture and sound to TV which is the business under taken by

some companies by observing the rate of growth and scope for business &

opportunity in the Indian market which has 120 million viewers of TV. With the

Indian economy growing at a GDP growth rate of 7.4%, there is a sense of growth

prevailing everywhere. The average Indian‟s disposable income and purchasing has

risen to never before levels. The Indian entertainment and media industry is not far

behind. It is currently estimated at a worth of Rs.450 billion with a CAGR of 18%

over the next 5 years. Terms which were alien to Indian‟s like capital DTH, digital

cables, IPTV are suddenly finding presence in the country‟s journals.

In 2007, TRAI proposed a new initiative by name “Head end-In-The-Sky

(HITS)” Model as an alternative to the existing cable distribution. Instead of the

MSO‟s providing the bundle, there will be a single HITS operator who will prepare

the bundle of channels and beam it to the Headed in the satellite. The LCO‟s can

receive this digitalized bundle and deliver to the individual homes. With HITS,

country wide implementation of CAS becomes instantaneous and cost-effective. This

benefits both the broadcasters and the customers by ensuring addressability, better

quality of service and increased number of channels. Another emerging trend is the

IPTV which is yet to be regulated and one can expect lot of action in this sector.

According to a report on Direct to home (DTH) service, it predicts that India would

overtake Japan as Asia‟s largest DTH by 2010 and be the

Asia‟s leading cable market by 2010 and the most profitable pay-TV market

by 2015.

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Government Polices TRAI Rules

The Direct to Home Broadcasting Services (Standards of Quality of Service and

Redressal of Grievances) Regulations, 2007, were issued on 31st August, 2007.These

regulations were issued to lay down the standards of quality of direct to home

services and to protect the interests of direct to home subscribers. At the time of issue

of these regulations, only two direct to home operators apart from Doordarshan were

providing direct to home services in the country. Since then, three new direct to home

operators have started commercial operations. With the evolution of the direct to

home segment and the increase in the number of direct to home subscribers, new

issues relating to quality of direct to home service have arisen. In order to

addressthese issues the Authority has decided to amend the Direct to Home

Broadcasting Services (Standards of Quality of Service and Redressal of Grievances)

Regulations 2007.

Rationale for making amendment to the Direct to Home Broadcasting Services

(Standards of Quality of Service and Redressal of Grievances) Regulations, 2007:

The Authority noted that a large number of complaints have been received from the

Direct to Home subscribers regarding dropping of channels from subscription

packages offered by DTH operators. In case of subscription to DTH services, a

subscriber subscribes to the service on the basis of specific channels included in the

subscription package. If any channel is taken out of a subscription package and it is

replaced by another channel then the DTH subscriber may be getting the same

number of channels as earlier, but will be deprived of viewing the particular channel

which has been removed. In case the channel which is removed is offered to the

subscriber as an add-on package then the subscriber ends up paying more for viewing

that channel which was earlier included in his subscription package. This subverts the

tariff protection provided to DTH subscribers by Regulation 9 of the Direct to Home

Broadcasting Services (Standards of Quality of Service and Redressal of Grievances)

Regulations, 2007. This calls for DTH subscribers to know about the following new

rules.

1. No visiting or repair and maintenance charges of DTH equipment during warranty

period. TRAI: The DTH operators have been prohibited from charging any fee

towards visiting charges or repair and maintenance charges of DTH Consumer

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Premises Equipment during the period of warranty for such DTH Consumer Premises

Equipment acquired on outright purchase basis.

2. The DTH operators cannot alter the subscription package during the first 6 months

or till validity expiry, of a subscriber's enrollment. TRAI: The DTH operators have

been prohibited from changing the composition of their subscription packages during

first six months of enrolment to the subscription package or during the period of

validity of a prepaid subscription package, whichever is longer.

3. In case a channel is removed from a subscription package in the first 6 months

of enrollment, the DTH operator must reduce the price proportionately, or replace

there moved channel with one of the same genre and language. TRAI: The DTH

operators have been mandated to proportionately reduce the subscription charges for a

package from which any channel is removed for first six months of enrolment or

during the period of validity of a prepaid subscription package, whichever is longer or

to replace the channel with a channel of same genre and language.

4. The option of choosing the package with reduced charges or the package with

replaced channel has been given to the subscriber.

5. In case a removed channel needs to be replaced, the replacement option will be in

the hands of the DTH operator.

TRAI: Option to select the channel of the same genre and language in a subscription

package to replace a channel which has become unavailable on the DTH platform,

has been given to the DTH operator.

6. Your DTH operator needs to give a prior notice of fifteen days to you before

changing the composition of any subscription package.

7. Subscribers are allowed to request their DTH operator to suspend their services for

up to 3 months. However, this suspension period should not comprise the same

calendar month.TRAI: DTH operators have been mandated to entertain requests of

DTH subscribers for suspension of services if requested period of suspension does not

exceed three calendar months and does not comprise part of a calendar month.

The above rules are compulsory for DTH operators to adhere to.

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RESEARCH METHODS AND PROCEDURES

A research methodology defines the purpose of the research, how it proceeds, how to

measure progress and what constitute success with respect to the objectives

determined for carrying out the research study.

PURPOSE OF THE STUDY

To understand penetration of DTH operators in Kolkata and Howrah (West

Bengal).

To examine the buying behaviour of consumers regarding DTH services.

To study the influence of various factors on the purchase of DTH services.

To find out the market share of the various DTH operators.

To determine the opportunities and threats prevalent in the Indian DTH

industry.

RESEARCH DESIGN

The methodology adopted for eliciting the data required for the study was survey

method. It is the overall pattern or framework of the project that will dictate as to

what information is to be collected, from which sources and by what procedures.

The appropriate research design formulated is detailed below:-

DESCRIPTIVE RESEARCH: It is also called Statistical Research. The main goal of

this type of research is to describe the data and characteristics about what is being

studied. The idea behind this type of research is to study frequencies, averages, and

other statistical calculations. Although this research is highly accurate, it does not

gather the causes behind a situation. Descriptive research is mainly done when a

researcher wants to gain a better understanding of a topic.

The research methodology for the present study has been adopted to reflect these

realities and help reach the logical conclusion in an objective and scientific manner.

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The present study contemplated a descriptive research. A sufficient thought has been

given in framing the questionnaire and deciding the types of data to be collected and

the procedure to be used.

RESEARCH QUESTIONS

PARTICIPANTS

The respondents are consumers of various DTH and local cable services. The survey

was carried out in the state of West Bengal (Kolkata and Howrah), with the sample

size of 153 people. The survey was carried out with the help of a structured

questionnaire, which helps in accomplishing the research objectives. The respondents

by means of personal interview administer this structured ended questionnaire.

DATA COLLECTION

The information needed to further proceed in the project had been collected through

primary data and secondary data.

PRIMARY DATA

Primary data consists of information collected for the specific purpose at hand for the

purpose of collecting primary data, survey method was used. For the primary source

of data, we have filled questionnaires from various consumers, who own and were

using different brands of DTH services or local cable services. Survey method is the

best suited approach for gathering data.

SECONDARY DATA

The secondary data consists of information that already exists somewhere, having

been collected for another purpose. Any researcher begins the research work by first

going through the secondary data. Secondary data includes the information available

with the company. It may be the findings of research previously done in the field.

Secondary data can also be collected from magazines, newspapers, and surveys

conducted by known research agencies etc.

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SAMPLING DESIGN

A sample design is a definite plan for obtaining in sample from a given population. It

refers to the technique or the procedure the researcher would adopt in selecting the

items for the sample. The sampling design chosen is non-probability convenience

sampling, because of the convenient accessibility and proximity to the researcher.

In this study, the universe under study was Kolkata and Howrah as it covers major

portion of our target audience, the sample frame consists of the population using

simple random sampling technique. In this research, the sampling unit constitutes

people who own and are using DTH or local cable services. No statistical technique

was applied for sample size selection. For the survey, a sample size of 153 was

selected.

INSTRUMENTS USED

The instrument which has been used for the collection of data is the questionnaire.

Questionnaire is a Performa containing sequence of questions to collect information

from the respondent. Thus, questionnaire consists of number of questions printed or

typed in a definite order on a form or set of forms.

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DATA ANALYSIS AND FINDINGS

1. What type of audio visual media you are using for your entertainment purpose?

Interpretation – 60.67% of respondents are using local cable services as compared to 39.33% of respondents, who are using DTH services.

2. How many tv sets do you have?

Interpretation-50% of respondents have two tv sets at their homes as compared to 46.67% of respondents who have one tv set at their house. Only, 3.33% of respondents have three tv sets at their homes.

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3. What kind of DTH service you are using?

Interpretation-76% of respondents are using normal set top boxes. 12% of them are using standard with recorder set top boxes while the remaining are using high definition set top boxes.

4. What kind of DTH service you are using?

Interpretation-60.67% of respondents are using local cable services. 15.33% of respondents are using Tata Sky with Dish Tv coming next with 11.33%. Videocon has also around 10% and Airtel has 2.67%.

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5. On an average how many hours do you watch tv in a day?

Interpretation-57.33% of respondents watch tv for more than 3 hours a days, whereas 40% of respondents watch tv between 1 to 3 hours.

6. Which one is your favourite genre of channel?

Interpretation-38.67% of respondents watch sports channels mostly, with entertainment channels viewed by 21.33% of respondents.Movie channels are viewed by 21.33% of respondents whereas the remaining are interested in lifestyle and science and history channels.

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7. How much do you spend on your dth/cable connection (for 1 connection)?

Interpretation-More than 40% of respondents spend between Rs 200-Rs 300 for a single connection. Close to 35% of respondents spend between Rs 100-200 for a single connection, whereas the rest spend more than Rs 300 for a single connection.

8. How long you have been using your present DTH/Cable operator?

Interpretation- Nearly, 44% of respondents have been using their present connection for 1 to 2 years, whereas 40.67% of respondents have been using their connection for more than 4 years (mostly cable users). Around 15% of respondents are new users and have had their connection for a year or less than that.

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9. What was the reason for using particular DTH Service?

Interpretation- As we can see, Price was the most important factor for respondents when it came to using a particular DTH service. Brand name and Quality of the product also played an important role in their buying decision.

10. Does brand name and advertisement affect your purchase?

Interpretation- Nearly, 79% of respondents are affected by brand name and advertisements in their buying decisions whereas the remaining remain unaffected by brand name and advertisements.

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11. Rate the statements.

Interpretation- As we can see, after sale service is a very important factor that affects consumer buying behaviour. Also, quality and advertisements are very strong factors that influence consumer buying behaviour. We have also noticed that a large number of respondents feel cable services are more suitable to their needs than DTH services.

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12. Rate the following services on the basis of your satisfaction?

Interpretation- Respondents are highly satisfied with the picture quality and packages of services. Also, they are pretty happy with the recharge rates, new schemes and customer care.

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13. If you were to change your service, what would be the most pressing reason

for switching the connection?

Interpretation- Nearly 40% of respondents are likely to change their subscriber because of poor customer service. Around 30% will change their subscriber due to better services provided by competitors.

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FINDINGS

During this project we found that:

1. Local Cable Operators are the main competitor of Dish TV in the surveyed

region.

2. Common people are somehow satisfied with Cable Service because they

provide services at a lower cost than DTH services.

3. More number of Channels at lower cost is one of the strongest USP of

Cable Operators.

4. After recent digitalization, people who had already purchased Set Top Box

with Rs.700-Rs.1200 from local cable operators are finding it difficult to

again invest more than Rs. 2000 to avail DTH Service.

5. During monsoons and thunderstorms, cable services are interrupted in

many areas.

6. People somehow have the perception that After Sale service of Dish TV is

very poor as compared to others; and this is a very contagious rumour.

7. In some cases, we have found that local retailers have misled or gave

improper information to lure customers to purchase Dish TV.

8. A lot of people were interested to purchase Dish TV if they could pay the

initial cost in 3-4 instalments.

9. TATA Sky is rapidly gaining brand awareness among people in Kolkata

and Howrah.

10. Some people informed that there is ease of payment in local cable services,

this being the reason for not switching over to DTH services.

11. Recommendation of existing customers has been found to have an effect

on the buying intentions of new customers.

12. Price and Value Added Services were the most important factors for

Customers while selecting DTH Service.

13. There is more need of Brand Recognition and Brand Awareness for Dish

TV, at least to Lower Income Strata.

14. Maximum people wanted to go for base pack of Rs.220 pm but absence of

Sports Channels discouraged them.

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. LIMITATIONS

1. The sampling plan was based on non-probability method and no scientific

methods were adopted.

2. The study concerns itself with consumer buying behaviour, which is a

complex activity. This is a psychological process and is so spontaneous

that accurate results can be hard to obtain.

3. The sample size is not sufficient to represent the whole population.

4. Due to time constraints, the survey has been done on the basis of

convenience.

5. The survey was only conducted in areas of Howrah and Kolkata, which is

not representative of the entire population.

6. Some of the respondents were not interactive and were difficult to deal

with and did not give proper feedback.

7. Dealers were reluctant to furnish exact data of sales or their commissions.

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RECOMMENDATIONS

1. Recommendations given by existing satisfied customers to prospective

customers will ensure goodwill and will increase sales. Thus, better services

will ensure spread of positive word by existing customers.

2. Dish TV should increase its presence in electronic as well as print media.

3. Improved After-Sale service to existing customers will ensure reduction of

spread of negative rumours regarding Dish TV.

4. As many cable operators cannot provide good service during monsoons, this

can be a good opportunity to convert some unsatisfied customers to Dish TV.

5. Dish TV may think about providing the Set Top Box with EMI facility, as we

have observed great interest among people regarding this.

6. Dish TV may think of introducing India Cricket Pack as a-la-carte, as many

people found it hard to pay Rs. 280 pm, while they were getting the same

channels from competitors at a lesser price.

7. Informing existing Dish TV Subscribers about Rewards they can get (may be

in form of recharge of certain amount of their balance), if they can bring in

new customers to purchase Dish TV.

8. Increasing the frequency of visits by the Sales Team to interior regions or

Slum Regions is a great way to increase Brand Awareness as well as sales.

9. Frequent changes in price and offers is proving no good for Dish TV as it is in

way frustrates the customers with changes in offers without being informed

about it. So Dish TV needs to watch out for this and should pre inform the

customers about the offers and changes well in advance. This in a way, I feel

would create more brand loyalty and preference.

10. Arrange proper training for customer care executives as Dish TV lacks proper

after sale service.

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CONCLUSION

For a DTH provider like DISH TV, which is a market leader PAN India, promotional

activities are very important to boost sales and also to come in direct contact with its

customers. The DTH industry has a lot of scope for more growth by launching

different kinds of new and interesting schemes and these services are the key factors

to compete with their competitors.

Branding and Advertising are the two very critical factors for the success of any

brand in DTH industry. Strong distribution channels are the backbone of DTH

industry and managing sales and distribution channels effectively is very important to

grow and take lead in the market.

While dealing with retailers, understanding their psychology and demography is very

important. Monitoring Field Sales Executives is also very important for any company

to grow in this industry because they are the people who represent a company in the

market. Innovations and First mover advantage always pays in this industry.

Companies should always be looking forward to come up with new and innovative

packages in order to capture the market.

With the on-going Digitalization Procedure, customer behaviour and mentality are

also changing. People, who were satisfied with low quality of Picture/Sound provided

by the analog service, are now getting a taste of better quality provided by Digital

Service.

Moreover, earlier there were fewer options due to monopoly of Cable Operators. But

with emergence of Dish TV, TATA Sky, Airtel etc customers have got more optiona

and better bargaining power.

However, Cable Services are still deeply rooted, especially because of their easy

availability in every locality. The scenario is however bound to change as soon as

digitalization procedure is completed in the state. People will go for DTH services due

to better quality, service and other extra features (like Games, Movies on Demand

etc.). Recent Digitalization Procedure has opened a huge scope of opportunity for

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Dish TV. 30% of the respondents have already decided to migrate to DTH while 47%

of them have not decided yet, but showed clear signs of their willingness. If the 77%

can be aggressively captured by Dish TV, it will be a huge boost for the company.

Dish TV being the oldest player of India in this sector as well as the market leader

has the capability to capture the huge market, currently being dominated by the

unorganized Cable Sector.

Therefore, with improvement of the economic scenario of India as well as the

successful completion of the 4th Phase of Digitalization, it can be hoped that the

company‟s future is going to be bright, and is going to remain the Market Leader

in the DTH Sector.

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BIBLIOGRAPHY

BOOKS REFERRED:-

Phillip Kotler, Indian edition 2010

Market Research- Naresh Malhotra

WEBSITES:

http://www.dishtv.in/

http://www.business-standard.com

www.google.com

www.marketingteacher.com

http://www.zdnet.com/in/digitization-a-win-win-for-india-govt-ecosystem-

7000009931/

http://www.circuitstoday.com/direct-to-home-dth-technology-%E2%80%93-

working

http://www.scatmag.com/technical/techarticle-jan05.pdf

http://wiki.answers.com/Q/How_does_cable_television_work

http://www.mediamughals.com/News/1/1/Article/11306/Kolkata_fails_to_me

et_the_digitisation_deadline_for_the_3rd_time.htm

http://articles.timesofindia.indiatimes.com/2012-12-

18/kolkata/35889308_1_digitization-msos-centre

http://articles.timesofindia.indiatimes.com/2013-01-08/kolkata/

36215692_1_digitization-mamata-government-swapan-chowdhury

http://www.thinkdigit.com/TVs/Cable-TV-digitisation-deadline-for-Kolkata-

extended_12905.html

http://www.indiawest.com/news/8454-bengal-ignores-dec-27-deadline-for-

digitization.html

http://businesstoday.intoday.in/index.php?option=com_content&task=view&is

sueid=89&id=15742&Itemid=1&sectionid=25

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Questionnaire

1. What type of audio visual media you are using for your entertainment purpose?

a. Cable Tv b. DTH Services c. IP-Tv

2. How many TV sets you have?a. 1 b. 2 c. 3 d. More than 3

3. If DTH, Which DTH Service you are using presently?a. Dish TV b. Tata Sky c. Reliance Big TV d. Airtel digital TV e. Videocon d2h f. Sun Direct

4. What kind of dth service you are using?a. Normal/Standard b. Standard with recorder c. High definition d. High definition with recorder

5. On an average how many hours do you watch TV in a day?a. Less than an Hour b. 1-2 hours c. 2-3 hours d. More than 3 hours

6. Which one is your favourite genre of channel?a. Entertainment b. Sports c. Movies d. Lifestyle e. Science and history f. Devotional

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7. How much per month do you spend on your dth/cable connection (for 1 connection)?

a. Less than 100 b. 100-200 c. 200-300 d. 300-400 e. More than 500

8. How long you have been using your present DTH operator? a. Less than .5 yearb. .5 – 1 yearc. 1- 2 year d. More than 2 years

9. What was the Reason for using particular DTH Services? For each statement listed, we would like to know whether you personally agree or disagree with this statement. 1 being strongly agreed and 5 being strongly disagree.

10. Does Brand name and advertisement affect your purchase? a. Yes b. No

11. Rate the following services on the basis of your satisfaction?Services Excellent Very Good Average poor

goodPictureQualityRechargeratesNewschemesCustomercarePackagesVASPrice of dth

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12. In this section, we have listed a number of statements about interests and opinions. For each statement listed, we would like to know whether you personally agree or disagree with this statement. 1 being strongly agreed and 5 being strongly disagree.

a. I am very careful about what I buy 1 2 3 4 5

b. I would rather decide myself what to buy 1 2 3 4 5

instead of asking the retailer

c. In my opinion all dth services are same 1 2 3 4 5

d. Quality of product (dth) is more 1 2 3 4 5

important than price

e. After sale service is important 1 2 3 4 5

f. factor in product selection

g. Advertisement I see of dth 1 2 3 4 5

h. influence my purchase decision

f. I find local cable service more

g. suitable instead of dth services 1 2 3 4 5

h. I think dth services are providing

i. quality services 1 2 3 4 5

13. Are you aware of the major differences of quality and price between dth and cable operators?

a. I am aware b. I am not aware c. It doesn‟t matter as far I can watch TV

14. If you were to change your DTH service, what would be the most pressing reason for switching the dth connection?

a. Lack of new schemes b. Others are more economical c. Customer service is poor d. Other provide better services e. Product couldn‟t meet the expectation

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Personal information-

Name-

Mobile no.-

Email ID-

15. Gender?a. Male b. Female

16. What is the highest level of education you have attained?a. 10+2 b. Graduation c. Post-Graduation d. Doctorate

17. Which of the following best describes your occupation?a. Student b. Public Sector Employee c. Private Sector Employee d. Home maker e. Self employed

18. What is your household annual income (Will be kept confidential, only for research purpose)?

a. Less than 2 lakh b. 2- 3 Lakhs c. 3-4 Lakhs d. 4-5 Lakhs e. Above 5 lakhs

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