Dish Report

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SUMMER TRAINING REPORT SUBMITTED TOWARDS THE PARTIAL FULFILLMENT OFPOST GRADUATE DEGREE IN MANAGEMENT

Study and Analyze the consumer buyingbehaviour in fast moving DTH environment

SUBMITTED BY: Name: AMAN DHAWAN

MBA- (2012-2014)

Enrollment No. : A30101912057

INDUSTRY GUIDE FACULTY GUIDE

MR. GAUTAM KUMAR SINHA MR. CHINTAN VADGAMA

ASSISTANT MANAGER (SALES) LECTURER

DISHTV INDIA LTD AGBS

AMITY GLOBAL BUSINESS SCHOOL, NOIDA

AMITY UNIVERSITY UTTAR PRADESH


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CERTIFICATE OF ORIGIN

This is to certify that Mr. Aman Dhawan , a student of Post Graduate Degree in

Marketing and Finance , from Amity Global Business School, Noida has worked in the

MARKETING DEPARTMENT, under the able guidance and supervision of Mr. Gautam

Kumar Sinha , designation Assistant Manager (Sales) , Company Dish TV India Ltd .

The period for which he was on training was for 8 weeks, starting from 1st JUNE, 2013

to 31 st JULY, 2013 . This Summer Internship report has the requisite standard for the

partial fulfillment the Post Graduate Degree in Marketing and Finance Degree . To the

best of our knowledge no part of this report has been reproduced from any other

report and the contents are based on original research.

Signature Signature

(Faculty Guide) (Student)


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Acknowledgement

I express my sincere gratitude to my industry guide Mr. Gautam Kumar Sinha, Assistant Manager Sales ,Dish TV India Limited , for his able guidance, continuous support and cooperation throughout my project,without which the present work would not have been possible.

I would also like to thank the entire team of Dish TV India Limited, for the constant support and help in thesuccessful completion of my project.

Also, I am thankful to my faculty guide Prof Chintan Vadagama, Director A. S. Bahal and Dean AparajitaDas Gupta of my institute, for their continued guidance and invaluable encouragement.


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Declaration

I, Aman Dhawan, Roll No. A30101912057 , student of MBA at Amity Global Business School (AmityUniversity) Noida , hereby declare that the project report on Study and Analyze the consumer buying

behavior in fast moving DTH environment at Dish TV India Pvt Ltd. is an original and authenticated work done by me.

I further declared that it has not been submitted elsewhere by any other person any of the Institute for theaward of any degree/diploma.

AMAN DHAWAN


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Contents

1. Executive Summary ...................................................................................................................................... 8

2. Industry Overview ......................................................................................................................................... 9

2.1. History: .................................................................................................................................................. 9

2.2. Porters Analysis of DTH industry: .................................................................................................... 11

2.2.1. Threat of substitutes: ................................................................................................................ 11

2.2.1.1. Terrestrial Television: .......................................................................................................... 11

2.2.1.2. Cable TV: ............................................................................................................................... 11

2.2.1.3. Internet Protocol Television (IPTV): ................................................................................... 11

2.2.2. Bargaining power of suppliers: .................................................................................................... 12

2.2.3. Bargaining power of buyers: ........................................................................................................ 12

2.2.4. Inter firm rivalry: ......................................................................................................................... 12

2.3. Current Scenario: ................................................................................................................................ 13

2.4. Future Outlook ................................................................................................................................ 13

3. Satellite Television ...................................................................................................................................... 15

3.1. Satellite television in India .................................................................................................................. 15

4. Product line and consumer behaviour ......................................................................................................... 17

4.1. Product discription .................................................................................................................................. 17

5. Company Background - Essel group ........................................................................................................... 19

5.1. Group Profile ....................................................................................................................................... 21

5.2. Dish Tv- Sab par dish sawar hai ......................................................................................................... 23

.................................................................................................................. 23

5.2.1. Lineage ........................................................................................................................................ 24

5.2.2. Satellite Link ............................................................................................................................... 245.2.3. Dish TV Edge .............................................................................................................................. 24

6. Competitors in DTH Industry : ................................................................................................................... 27

7. Swot Analysis ............................................................................................................................................. 32

7.1. Strength ............................................................................................................................................... 32

7.2. Weakness ............................................................................................................................................ 32


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7.3. Opportunities ....................................................................................................................................... 32

7.4. Threats ................................................................................................................................................. 32

8. BCG Matrix: ............................................................................................................................................... 34

Board of Directors: .......................................................................................................................................... 35

9. Government Polices .................................................................................................................................... 36

9.1. TRAI Rules ......................................................................................................................................... 36

9.2. Following new rules ............................................................................................................................ 36

10. Literature Review .................................................................................................................................... 38

11. Research methodology ............................................................................................................................ 44

11.1. Objectives of the project: ................................................................................................................ 44

11.2. Research methodology/ design ........................................................................................................ 44

11.3. Research Method ............................................................................................................................. 4411.4. Data collection ................................................................................................................................ 44

11.5. Primary Data ................................................................................................................................... 44

11.6. Secondary Data ............................................................................................................................... 44

11.7. Research Methodology .................................................................................................................... 45

11.8. Research design: .............................................................................................................................. 45

11.9. Sources of data: ............................................................................................................................... 45

11.10. Data collection method: .................................................................................................................. 45

11.11. Method of communication: ............................................................................................................. 45

11.12. Sample size: .................................................................................................................................... 45

11.13. Sampling technique: ........................................................................................................................ 45

11.14. Area of survey: ................................................................................................................................ 46

12. Sampling Design ..................................................................................................................................... 47

13. Limitations of the study .......................................................................................................................... 48

14) Findings On survey ........................................................................................................................................ 49

15. Recommendation ................................................................................................................................ 50

16. Questionnaire ............................................................................................................................................... 51

17) Case Study ..................................................................................................................................................... 55

Direct-to-Home (DTH) in India: Direct to Loss? .............................................................................................. 55

Introduction: ................................................................................................................................................... 56

18 References ............................................................................................................................................... 58


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Executive Summary

The development of the Direct to home sector has experienced a major process of transformation in terms of its growth, technological content and market structure in the last decade. Any company which is successful is

because of their reach among customers which is possible through the effective tools through which acompany communicates and attract its customer. Dish TV is most famous brand and have a sophisticated placeand market leader position in the mind of customer. This is due to its strong brand image.

The attempt behind this project was to find out the effectiveness of DISH TV as a brand over the retail outletsand its competitor position over these outlets, so that company would be able to find out its lagging area andcan focus more effectively to target more and more customer and to communicate them more easily.


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Industry Overview

After a slow start, the DTH market in India is fuelled by fierce

Competition between the incumbent Dish TV and challenger Tata Sky, plus several new entrants, but pricingand exclusivity remain key Contentious issues.

1. History:

The history of Indian Television dates back to the launch of Doordarshan, the countrys national televisionnetwork in 1959 when the transmission was in black & white. The 9th Asian games which were held in 1982in the countrys capital New Delhi heralded the mark of colour television broadcast in India.

In 1991, Indian economy was liberalised from the license raj and major initiatives like inviting FDI,deregulation of domestic businesses emerged. This led to the influx of foreign channels like Star TV andcreation of domestic satellite channels like Sun TV and Zee TV. This virtually destroyed the monopoly held byDoordarshan.

In 1992, the cable TV industry started which changed the way the average Indian watches the television. Everycity in India had a new breed of entrepreneurs called as cable wallahs or Local Cable Operators (LCO) takingin charge of distribution. Since this was a disorganized sector carrying new channels on the existinginfrastructure required new investments which the operators were reluctant to make. This led to the emergenceof a new breed of firms called as Multi System Operators (MSO) who had heavy financial muscles to makecapital investments and liaised between the cable operators and the channels. MSOs provide the feed to thelocal operators for a fee.

In 1995, government felt the need of regulation in Cable TV and passed the Cable TV network (Regulation)Act. This was also the time when the state owned Doordarshan and All India Radio came under a new holdingcalled as Prasar Bharati to give them enough autonomy. The LCOs reported a lower number of connectionswhere as the broadcasters demanded a higher rate. MSOs were finding it difficult to operate under theseconditions. This led to an amendment of the Cable TV networks(Regulation)Act in 2002 to provideConditional Access System (CAS). With CAS, the last mile distribution could be addressable with accuracyand digitalization of broadcast was also possible. CAS was rolled out in 2003 staring from Chennai and later to

parts of Delhi, Mumbai and Kolkata. On the DTH front, TRAI issued the guidelines for operating DTH.Countrys first DTH license was awarded to Dish TV in 2003 which started operations in 2004.

Prasar Bharati also started its product DD-Direct+.


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In 2007, TRAI proposed a new initiative by name Headend -In-The-Sky (HITS) model as an alternative tothe existing cable distribution. Instead of the MSOs providing the bundle, there will be a single HITS operator

who will prepare the bundle of channels and beam it to the Headend in the satellite. With the average Indiangetting younger, and hence more likely to spend on nonessentials, the entertainment industry has the potentialto grow explosively in the future. Now the industry is ready to enter a second stage of growth powered by thetwin engines of technology (availability of quality infrastructure and the accelerated penetration of digitalconnectivity) and an enabling regulatory environment.


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2. Porters Analysis of DTH industry:

2.1. Threat of substitutes:

DTH faces stiff competition from the terrestrial, cable and IPTV. As per the industry estimates, there are 130million TV homes of which 85 million are served by cable and around 16 million by DTH with the remainingtaken by terrestrial transmission.

1.1. Terrestrial Television:

Doordarshan is the worlds largest terrestrial broadcaster with over 1400 terrestrial TV transmitters. The reach provided by this route is phenomenal with Doordarshan covering 88% of Indias geographical area. Coveringthe remaining 12% area required substantial capital investments which does not outweigh the benefits. Thetransmission was done originally in Analog mode but beginning from 2002, Doordarshan has partnered with

BBC resources the consulting wing of BBC, in offering digital terrestrial TV. The transmission could bereceived using a low cost Yagi antenna. However, due to lack of attractive content it does not seem to be aformidable threat for DTH.

2. Cable TV:

Cable TV currently operates in 2 modes viz. through CAS covering cities like Chennai, Delhi, Mumbai andKolkatta, and through non-addressable system in the rest of the country. As seen from the above diagramCable TV enjoys the maximum share as compared to other medium. In case of CAS controlled areas, thesubscriber has to buy Set Top Box (STB) to see the pay channels. On the other hand, in areas where non-

addressable system is used, nearly all the channels are available without the need of any separate receiver by paying anywhere between Rs 100 to Rs 350 per month depending on the place.

Due to phenomenal reach of Cable TV, it poses a serious threat to the growth of DTH industry.

1.3. Internet Protocol Television (IPTV):

IPTV is a service where television signals are digitally sent over the telecommunications line. It is often presented as a bouquet of Video (IPTV), Audio (Telephone) and Data (Broadband Internet) services. Withwidespread adoption of broadband in the country and the growing techno savvy population, IPTV has a

potential to become a huge success.IPTV takes the interactivity to a newer level. In regular mediums, all the channels are pushed to the consumer regardless of his preference. IPTV encourages a two-way request response model where the consumer choosesthe programs he wants to view. Right now those medium is totally unregulated and cable companies are urgingthe TRAI to issue a consultation paper process to include 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.


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2. Bargaining power of suppliers:

DTH industry relies on three major supplies: Customer Premise Equipment (CPE) comprising of the satellitedish, Set Top Box with the necessary Access card, the Ku band transponders in the orbiting satellites andcontent. With India overtaking Japan as Asias largest DTH, the bargaining power of Indian DTH operators

with CPE supplies have increased.

However, the availability of transponders is increasingly becoming difficult. The Ku band transponder isgenerally provided by Astrix, the commercial wing of ISRO either through its own satellites or by leasingtransponders from suppliers. With only two domestic satellite launches between 2007 and 2010 an d increasingDTH players, Astrix is in a better position to use DTH as its cash cow for the next 5 to 10 years. Also the crashof INSAT 4C and NSS-8 has worsened the situation of DTH players.

As there is not much of regulation particularly in terms of channel pricing, acquiring content from the broadcasters is also difficult. DTH vendors are at the mercy of the broadcasters.

3. Bargaining power of buyers:

With enough options to choose both from the Pont 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 assuperior players with better content and clarity

4. Inter firm rivalry:

With 6 operational players, the inter firm rivalry is quite high. The competition from state owned DD-Direct to private players is negligible from the content point of view as the number of channels offered by DD-Direct isvery limited. However, DD-Direct does not charge any monthly subscription fee which poses a threat to the

private players.

Between Dish TV and Tata Sky there is an intense rivalry exhibited by price wars and discount schemesoffered to new connections. Being the first mover, Dish TV has price advantage in both the STB as well as

procuring the transponders. On the other hand, Tata Sky claims its STB having superior DVD quality video. 17

Other than price wars and intense competition in increasing customer base, there is also a competition atacquiring the content. Dish TV, Tata Sky and Sun Direct are part of big groups that also have popular bouquetof channels like Zee, Star and Sun respectively. The channels indirectly refuse content for DTH operators bycharging exorbitantly or mandating that all the channels of their bouquet to be transmitted when the vendor isalready capacity constraint.

5. Threat of new entrants:


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With already 6 players in the DTH space, threat of new entrants is relatively low. There is already enoughcompetition which will discourage new firms to enter this business. While getting a license is relatively easy,the barriers to entry are high when it comes to pricing of CPE and getting the required transponders.

. Current Scenario :

In the current context of the global financial meltdown, the Direct to Home (DTH) industry in India is in thethroes of multifarious challenges and opportunities.

The big game is all about shaping up grandiose plans to master the winning rules 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-firmrivalries 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. A neat 20 per cent annual growth is

being witnessed in the DTH sector in India with over 16 million households having digital pay-TV.

According to Harsh Bijoor, a brand consultant, Since Dish TV, the biggest market player on the Indian soil,has not scraped even five per cent of the pie, there is plenty left for other players to eat.

In the early 2008, five major players, Zees Dish TV, Tata Sky, Reliance ADAG, Sun Direct and BhartiTelemedia formed an umbrella body DTH Operators Association of India (DOAI). Dish TV is the largestDTH provider with a subscriber base of around 5 million, Tata Sky, a DTH joint-venture Company betweenStar (owned by Rupert Murdoch) and the Tata Group (20:80), now has around 3.4 million connections and theforecast for 2012 is that it will further increase to eight million, Sun Direct, the 80:20 JV between the Maranfamily and the Astro Group of Malaysia, over 2.3 million, Big Tv about 1.2 million and Airtel Digital Tv about0.3 million subscribers (Source: Business Standard, May 1, 2009). According to sources, DD Direct Plus has asubscriber base of about 3-4 million subscribers, mostly in the remote corners of the country not connected byterrestrial or cable television.

DTH operations in India could be enhanced if the dearth of satellite capacity is removed by increasing thenumber of available Ku-band transponders that at present is 12 on Insat 4A, which in turn would mean morechannels for viewing.

Tax burdens on DTH are another area of complaint for operators. Around 40 per cent of revenues are siphonedoff to pay taxes and license fee and another 12 per cent for 13 services imposed by the Central government.Apart from this, there are entertainment taxes that differ from state to state.

DTH stands for Direct To Home which is a direct mode of transmission between Broadcaster and Subscriber through satellite.

4. Future Outlook

The Indian entertainment industry is on a high growth path. Domestic majors are finding better earnings potential in the huge overseas markets. At the same time, corporatization is finally starting to emerge in this


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highly unorganized industry. This is likely to instill a greater discipline in the functioning of the industry andlead to greater consolidation in the future. The domestic consumer will opt for more sophisticated technologyin the near future. Consequently, domestic majors will have to redefine their product offerings.

With literacy levels forecasted to increase in the future, the publishing industry will continue to witnessgrowth. Advent of new technologies such as e-book etc will take a longer time to have an impact on thedomestic market when compared to the global markets. While piracy levels are declining slowly, better copyright laws and the rapid implementation of the same are imperative to preserve the creative talent in thisindustry. The government needs to implement the same in order to facilitate the high growth in this industry.


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Satellite Television

Satellite television is television programming delivered by the means of communications satellite and received by an outdoor antenna, usually a parabolic reflector generally referred to as a satellite dish, and as far as

household usage is concerned, a satellite receiver either in the form of an external set-top box or a satellitetuner module built into a TV set. Satellite TV tuners are also available as a card or a USB peripheral to beattached to a personal computer. In many areas of the world satellite television provides a wide range of channels and services, often to areas that are not serviced by terrestrial or cable providers.

Direct-broadcast satellite television comes to the general public in two distinct flavors - analog and digital.This necessitates either having an analog satellite receiver or a digital satellite receiver. Analog satellitetelevision is being replaced by digital satellite television and the latter is becoming available in a better qualityknown as high-definition television.

1. Satellite television in India

Satellite television can be defined as television broadcasting using satellite technology. Television came toIndia in 1959 and satellite television in form of Satellite Instructional Television Experiment in 1975. After 1982 when Indian National Satellite (INSAT) was launched there came a sharp rise in number of transmitters,

began colour television and telecast of Asiad games increased private investment in television sets. In earlynineties new face of satellite television entered Indian households in the name of Cable & Satellite television(C&S TV) and transnational content entered Indian households.

Today one third of Indian television households have access to C&S TV. Beginning of Satellite Television inIndia was marked by world first technosocial experiment SITE- Satellite Instructional Television Experiment-

for education & development purposes. That followed number of other experiments like SITE Continuity,School Television, UGC Country Wide Class Room, Jhabua Development Communication Project, IndiraGandhi National Open University transmission and lately channels like Training and DevelopmentCommunication Channel and Gyan Darshan for educational and social development purposes.

Technologies per se provide the scope of democratization at the same time creates issues related to controland access for others who do not own it. The paper examines the notion of satellite television asdemocratizing force and concept of community television sets as one important component of all developmentcommunication experiments in India. The paper examines various projects and how the technology reachedthe poorest of poor and the divides of rich - poor, men -women urban -rural were somewhere brought intomain text. At the same time it reports that satellite television in India has come a long way since 1975- SITE

days but one thing is common over the years that it invariably has remained with people who had and haveother technologies.


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Product line and consumer behaviour

Range of products

Set-Top-Box.

Head-Antenna.

Cable

DVD

Remote

LCD TV/Plasma TV/Cathode Ray TV/LED TV

1. Product discription

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:

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

LCD TV:

Some companies are offering the whole set of LCD TV with DTH connection and in the case of

cathode ray tubes and in case of PLASMA

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 theaters, sound box, plastic and paper which are

used for recharge cards.

Substitutes:


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Local Cable Operators, Inter-Net which is bringing many facilities like live TV channels, along with

the net browsing, Theaters, radio stations, I pods.


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Company Background - Essel group

For over three decades, Essel Group has been a leading business conglomerate having diverse business presence across media, entertainment, packaging, infrastructure, education, precious metals and technology

sectors. We have created an impressive track record of value creation in all our businesses that compares wellwith their respective industry peers. Our companies strive to bring the latest innovations and the best valueofferings to all our consumers in our quest to deliver the best in class. "Faith in innovative and organizedgrowth" works as the guiding principle behind every business at Essel and keeps us committed to enhancingoperational excellence through greater focus on innovation and efficient resource utilization.

This journey of a thousand miles began with a single step in 1976 with a commodity trading and export firm.With its ardent passion and a clear and focused vision, Essel has not only built and expanded new businesses

but has built a formidable and exemplary position in all these businesses in a short span of time. Essel hasgrown to become a strong integrated media network in India with presence across the entire value chain,developing and adopting new technologies to remain ahead of the growth curve.


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Type Private

Industry Conglomerate

Founded 1976

Headquarters Mumbai , India

Key people Subhash Chandra , (Chairman )

Products cable programming , films, magazines, newspapers, satellite television, sporting events ,

television, websites, entertainment, infrastructure, metals

Revenue US$ 2.5 billion (2010)

Employees 8,000 (2011)
http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Private_Companyhttp://en.wikipedia.org/wiki/Conglomerate_(company)http://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Subhash_Chandrahttp://en.wikipedia.org/wiki/Subhash_Chandrahttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Cable_televisionhttp://en.wikipedia.org/wiki/Cable_televisionhttp://en.wikipedia.org/wiki/Sportshttp://en.wikipedia.org/wiki/Sportshttp://en.wikipedia.org/wiki/Sportshttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/File:EsselGroup.gifhttp://en.wikipedia.org/wiki/File:EsselGroup.gifhttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Sportshttp://en.wikipedia.org/wiki/Cable_televisionhttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Subhash_Chandrahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Conglomerate_(company)http://en.wikipedia.org/wiki/Private_Companyhttp://en.wikipedia.org/wiki/Types_of_business_entity


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1. Group Profile

Media

Technology

Packaging

Entertainment


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Infrastructure

Education

Healthy lifestyle and wellness


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2. Dish Tv- Sab par dish sawar hai

Type Public (BSE: 532839)

Industry Satellite television

Founded 2004

Headquarters Noida, India

Area served India & Sri LankaPakistan, Afghanistan & Nepal

Key people R. C. Venkateish, (CEO)

Products Direct Broadcast SatellitePay TVPay-per-view TV

Revenue 1,538 crore (US$2 78.38 million)(2011 )[1]

Parent Zee Network Enterprise (owned by Essel Group)

Subsidiaries Management Services Limited (ISMSL), Agrani Satellite Services Limited (ASSL) andAgrani Convergence Limited (ACL)

Website www.dishtv.in
http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/scripsearch/scrips.aspx?myScrip=532839http://en.wikipedia.org/wiki/Satellite_televisionhttp://en.wikipedia.org/wiki/2004_in_televisionhttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Sri_Lankahttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Afghanistanhttp://en.wikipedia.org/wiki/Nepalhttp://en.wikipedia.org/wiki/Direct_Broadcast_Satellitehttp://en.wikipedia.org/wiki/Pay_TVhttp://en.wikipedia.org/wiki/Pay-per-viewhttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Dish_TV#cite_note-0http://en.wikipedia.org/wiki/Dish_TV#cite_note-0http://en.wikipedia.org/wiki/Dish_TV#cite_note-0http://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Zee_Network_Enterprisehttp://en.wikipedia.org/wiki/Essel_Grouphttp://en.wikipedia.org/wiki/Subsidiaryhttp://www.dishtv.in/http://www.dishtv.in/http://en.wikipedia.org/wiki/Subsidiaryhttp://en.wikipedia.org/wiki/Essel_Grouphttp://en.wikipedia.org/wiki/Zee_Network_Enterprisehttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Dish_TV#cite_note-0http://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Crorehttp://en.wikipedia.org/wiki/Pay-per-viewhttp://en.wikipedia.org/wiki/Pay_TVhttp://en.wikipedia.org/wiki/Direct_Broadcast_Satellitehttp://en.wikipedia.org/wiki/Nepalhttp://en.wikipedia.org/wiki/Afghanistanhttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Sri_Lankahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/2004_in_televisionhttp://en.wikipedia.org/wiki/Satellite_televisionhttp://www.bseindia.com/scripsearch/scrips.aspx?myScrip=532839http://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Types_of_business_entity


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Dish TV is Indias first direct to home entertainment service that has digitalized Indian entertainment to bringto your home the best in television viewing through the latest in digital technology. It not only broadcasts highquality programmes straight from the satellite to your home, but also gives you absolute and complete controlof what you watch and pay for. It is almost like having your own satellite up in the sky.

With Dish TV you can unleash the true potential of your high-end television set and complete your TVviewing experience with true DVD quality. If you are a connoisseur of good sound then make sure youexperience true stereophonic sound effects, which only dishtv can bring to your home. It takes televisionviewing to the next level as it supports various futuristic features like Electronic Programme Guide, ParentalLock, Capacity up to 400 channels, Games, Interactive TV, Movie on Demand etc.

Also brings you exclusive National and International channels for the first time in India! You can enjoy all of these never-seen -before channels in uninterrupted viewing without any transmission cuts.

Brought to you by a Zee Network Enterprise, Dish TV has changed the face of the Indian television home, bringing it at par with the global entertainment industry.

2.1. Lineage

Dish TV is an Essel Group venture. Essel Group has a vast range of national and global business interests thatinclude media programming, broadcasting & distribution, speciality packaging and entertainment.The

businesses have close synergies in the areas of content, distribution and infrastructure.

Essel Group has always been a pioneer Zee TV the first Indian Satellite Channel , SitiCable the first MSO,Essel world the first theme park, Playwin the first online lottery, Essel Propack , whi ch is the worlds No. 1 in

packaging are all revolutionary concepts in their respective fields.

Continuing with the same path-breaking tradition , the group now brings a new era of premium quality TV

viewing. dishtv Indias first direct -to-home entertainment service.

2.2. Satellite Link

Dish TV uses NSS-6 to broadcast its programmes. NSS-6 was launched on 17th December, 2002 byEuropean-based satellite provider, NewSkies (one of the only four fixed satellite communications companieswith truly global satellite coverage)India's first KU-band DTH entertainment service, 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.

2.3. Dish TV Edge

Going the DTH way has a lot of benefits. You are automatically upgraded to a host of world class features thatmakes television viewing a pleasurable experience. Have a look at some of the key add on benefits that dishtv

brings to your home.


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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 your ears to a true theatreexperience by providing awesome stereophonic sound.

Geographic Mobility

No matter which part of the country you are in or moving to, dishtv with its all Indiacoverage ensures direct signals wherever you are.

Uninterrupted Viewing

With dishtv at your home, as long as your equipment is connected to a power sourceyou can enjoy uninterrupted transmission of your favourite programmes.

Capacity up to 400 Channels

dishtv can offer you up to 400 entertaining channels. And that's not all, every monthmore channels will be added to provide complete entertainment to your family.


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Competitors in DTH Industry :

DD Direct Plus

Doordarshan, the national broadcaster in India, at present has a network of more than 1400 transmitters spreadthroughout the country and its signals are available to about 90% (DD1) and 43% (DD-News) population of country. Presently the DD DIRECT+ is envisaged to telecast 50 free-to-air TV channels (containing bothDoordarshan and private channels) Satellite Earth Station for uplink of signals has been setup at Delhi. DDDIRECT+ would be totally different, as Doordarshan would not be charging any subscription fee from the

viewers, making the system cheap and affordable for all.

Tata Sky

Incorporated in 2004, Tata Sky is a JV between the TATA Group and STAR. Tata Sky endeavors to offer Indian viewers a world-class television viewing experience through its satellite television service. over 170 TVchannels and services in DVD quality picture and CD quality sound. 24x7 help . Support in 11 languages Get a4-day listing of all programmes on television. You can also set reminders for your favourite programmes. TataSky has redefined the television viewing experience for thousands of families across India. We offer over 170television channels in DVD quality picture and CD quality sound along with a host of new-age interactiveservices.


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Sun Direct

India's youngest and most exciting state of the art DTH Company.

Sun Direct uses the latest MPEG-4 based technology to increase broadcast capacity. Sun Direct confirms to provide next-generation services in fast-growing and emerging markets quickly and efficiently. Sun Direct will be supported by Irdeto's conditional access solution to manage content and revenues in the satellite broadcasting venture.

Sun Direct selected Oracle based on its convergent multi-service capabilities and proven real-time scalabilityallowing it to consolidate billing operations, enable powerful new service offerings and improve visibility intocustomer information across services.

Big TV

Reliance is excited to present the next landmark of TV entertainment in India. With Big TV Digital Service,you can experience spectacular entertainment, blockbuster movies, up-to-the-minute news, and your favourite

programs at the click of a button.

Transform your home with Big TV Digital Service, powered by MPEG 4 technology for the first time inIndia. Big TV has fantastic features like pure digital viewing experience, more channel choice, many exclusivemovie channels, easy programming guide, interactive services, parental control, 24x7 Customer Service and


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lots more Ensure a never before viewing experience with unlimited hours of fun and entertainment for your entire family.

Airtel Digital TV

Airtel has also joined the Direct-To-Home Satellite TV Services list and has launched the service today within62 cities in India in their first phase with 21000 Airtel retail and relationship centers. The Airtel Digital TV islaunched with 175 channels and pricing packages starting 2499Rs for a 6 months subscription with the channel

price bands ranging from 99Rs to 424Rs a month. Generally most Direct-To-Home setup box dont work in badweathers like rainy times but Airtels set top box is 20% bigger than o ther providers to make sure the service isnot interrupted and the subscribers can continue enjoying their tv shows can watch onscreen account details,

book cinema tickets, browse & travel holiday packages, make tele-shopping, get city based information guides

and also get the stock updates using widgets along with worldspace radio content, which makes Airtel DigitalTV superior than other providers because they offer seriously extra features which others dont offer.


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Videocon

Videocon d2h brings you Indias 1st real satellite television, via state of art satellites, which means you nolonger have to tolerate all the hassles associated with Cable TV. No more frustrating disconnections right inthe middle of an intense game. And whether you re watching a Hollywood thriller or a desi block buster,Videocon d2h results in aThe End to all the unnecessary interruptions. Our interactive Direct to HomeServices will be available through Satellite LCD, Satellite TV, Satellite DVD as well as a Set Top Box(STB).We invite you to experience a world of awesome digital entertainment, crystal clear pictures, ultra sharpsound and state of art technology which uses the revolutionary MPEG -4 with DVB S2. Videocon d2h will

provide unique active services, multi lingual user interface, more movie on demand channels, radio channels,cross genre tickers and many more value added services.

MARKET SHARE,DISHTV, 28.2, 28%

MARKET SHARE,TATA SKY, 18, 18%

MARKET SHARE,AIRTEL, 16, 16%

MARKET SHARE, SUNDIRECT, 16, 16%

MARKET SHARE,VIDEOCON, 11.4,

11%

MARKET SHARE, BIGTV, 10.4, 11%

MARKET SHARE (%)

DISHTV

TATA SKY

AIRTEL

SUN DIRECT

VIDEOCON

BIG TV


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SWOT Analysis

1. Strength

Dishtv 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, dishtv has built a commendable brand and relevant product that answers the consumer n eeds for quality entertainment. Some of the inherentstrengths stem from a strong presence all across the geography of India, consumer friendly and pocket friendlymulti-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 andlanguages,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 uniqueofferings of mobile dish with presence in aircrafts(Kingfisher), navywar ships, mobile vans and selectedrailway saloons.

2. Weakness

The subscriber acquisition cost is still very high. However, compared to the current industry benchmarks, itstands at the lowest by far. The cost towards acquiring consumers is under constant scrutiny in an endeavor to

bring it down. In a market trend of consumers 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 anarea of concern with the constant endeavor to monitor, upgrade and enhance the revenues.

3. Opportunities

Indias 127 million television owning households, which define the potential depth for the DTH category, willact as a low hanging fruit for adoption. The further roll out of CAS by the new Government, into more townswill impact the growth rate of the DTH category and trigger consumers to make a decision between digitalcable and DTH, thereby aiding faster expansion of the digital entertainment world. Enrichment of ValueAdded Services (VAS) basket with gaming and a host of active services, some going pay, will continue to beopportunity areas for revenue enhancement. An eventful sporting calendar with the ensuing Commonwealthgames and a series of Cricketing tournaments will act as a catalyst for this category too. The recentstabilization and a revived hope for bouncing back of the economy as early as the second half of this year willfacilitate faster adoption of the category. Emergence and growth of traffic at the organized retail chains likeBig bazaar, Next, The mobile store, Reliance digital etc. will also add more visibility leading to better acceptance of the product.

4. Threats


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DTH is currently a six player market. Price cuts and reduced margins, spurred by severe competition, can posea threat to revenue enhancement. Improved quality of services by digital cable and IPTV players are potentialthreats. Churn management and retention cost scan negatively impact bottom-lines unless constant attentionand Strategy is deployed to manage and control the subscribers base.


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8. BCG Matrix:


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Board of Directors:

1. SUBHASH CHANDRA is the Non-Executive Chairman of the Board and promoter of Essel Group of

Companies.

2. JAWARLAL GOEL is the Managing Director of the Company.

3. BHAGWAN DASS NARANG is an Independent Non-Executive Member of the Board

4. ASHOK KURIEN is a Non-Executive member of the Board.

5. ARUN DUGGAL is an Independent Non-Executive member of the Board.

6. PRITAM SINGH (Dr.) is an Independent Non-Executive member of the Board.

7. Eric Louis Zinterhofer is an Independent Non-Executive member of the Board.

8. LAKSHMI CHAND is an Independent Non-Executive Director on the Board of the Company.

9. MINTOO BHANDARI 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.

10. SANJAY HIRALAL PATEL is an Alternate Director to Mr. Mintoo Bhandari on the Board of the Company.


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Government Polices

1. TRAI RulesThe 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 standardsof 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 tohome services in the country. Since then, three new direct to home operators have started commercialoperations. With the evolution of the direct to home segment and the increase in the number of direct to homesubscribers, new issues relating to quality of direct to home service have arisen. In order to address these issuesthe Authority has decided to amend the Direct to Home Broadcasting Services (Standards of Quality of Serviceand 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 Homesubscribers 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 includedin 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 deprivedof viewing the particular channel which has been removed. In case the channel which is removed is offered tothe subscriber as an add-on package then the subscriber ends up paying more for viewing that channel whichwas earlier included in his subscription package. This subverts the tariff protection provided to DTHsubscribers by Regulation 9 of the Direct to Home Broadcasting Services (Standards of Quality of Service andRedressal of Grievances) Regulations, 2007. This calls for DTH subscribers to know about the 51

. Following new rules

1. No visiting or repair and maintenance charges of DTH equipment during warranty period. TRAI: The DTHoperators have been prohibited from charging any fee towards visiting charges or repair and maintenancecharges of DTH Consumer 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 asubscriber'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 DTHoperator must reduce the price proportionately, or replace the removed channel with one of the same genre andlanguage. TRAI: The DTH operators have been mandated to proportionately reduce the subscription chargesfor a package from which any channel is removed for first six months of enrolment or during the period of


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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 givento the subscriber.

5. In case a removed channel needs to be replaced, the replacement option will be in the hands of the DTHoperator. TRAI: Option to select the channel of the same genre and language in a subscription package toreplace 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 anysubscription 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 beenmandated to entertain requests of DTH subscribers for suspension of services if requested period of suspensiondoes not exceed three calendar months and does not comprise part of a calendar month. The above rules arecompulsory for DTH operators to adhere to.


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0. Literature Review

VOLUME NO. 3 (2012), ISSUE NO. 4 (APRIL)

ISSN 0976-2183

A STUDY ON CUSTOMER BUYING BEHAVIOUR OF DTH SERVICES IN PALAYAMKOTTAI

T. SAMSON JOE DHINAKARAN

ASST. PROFESSOR

ST. JOHNS COLLEGE

PALAYAMKOTTAI

DTH Services are in a nascent stage in our country. However, there is a stiff competition among the present 6

Service providers. Most of the people are confused with which Service connection can be obtained. Moreover,

DTH Service providers are also perplexed with what channel should be given free of cost and what channel

should be offered at a price. This study aims at with these.

Introduction

DTH stands for Direct-To-Home television. DTH is defined as the reception of satellite programmes with a

personal dish in an individual home. DTH does away with the need for the local cable operator and puts the

broadcaster directly in touch with the consumer. Only cable operators can receive satellite programmes and

they then distribute them to individual homes. A DTH network consists of a broadcasting centre, satellites,

encoders, multiplexers, modulators and DTH receivers. A DTH service provider has to lease Ku-band

transponders from the satellite. The encoder converts the audio, video and data signals into the digital format

and the multiplexer mixes these signals. At the user end, there will be a small dish antenna and set-top boxes to

decode and view numerous channels. On the user's end, receiving dishes can be as small as 45 cm in diameter.

DTH is an encrypted transmission that travels to the consumers directly through a satellite. DTH transmission


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is received directly by the consumer at his end through the small dish Antenna. A set-top box, unlike the

regular cable connection, decodes the encrypted transmission.

Operational definitions

Buyer Behaviour

Buyer behavior is defined as all psychological Social and Physical behaviour as potential customers as they

become aware of, evaluate purchase. Consume, and tell others about products and Se rvices.

Family

Most consumers belong to a family group. The Family can exert considerable influence in shaping the pattern

of consumption and indicating the decision - making roles. Personal values, attitudes and buying habits have

been shaped by family influences.

Reference Group

The concept of reference group is borrowed from sociology and psychology Buyer behaviour is influenced by

the small groups to which the buyer belongs.

Social Class

Sociology points out the relationship between social class and consumption patterns. As a predictor of

consumption patterns, marketing management is familiar with social classes.

Culture

Culture represents an overall social heritage, a distinctive form of environmental adaptation by a whole society

of people, It includes a set of learned beliefs, values, attitudes, morals, customs, habits and Forms of behaviour

that are shared by a society and transmitted from generation to generation within that society.

Objectives of the study

India faces an acute increase in DTH service connections. Present study is based on the major objective that toidentify the various factors which determine the preference of DTH service. The following are some other

objectives of present study.

To find the level of brand loyalty

To know the problems faced by the DTH customers and


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To suggest remedial measure to solve the problems.

METHODOLOGY

The present study is an empirical research based on survey method. Primary data were collected directly from

the respondents by using questionnaire. The relevant secondary data have been collected from the Journals,

and Internet. The researcher has made the convenient random sampling of 120 Respondents in his report. The

Collected data were coded, calculated and analyzed with the help of statistical tools like measures of central

tendencies, Ranking, percentiles, and tabulation were used. A master table has been prepared to sum up all the

information contained in the questionnaire, with the help of the master table, Classification tables have been

prepared. Classification tables were taken directly for the analysis.

Direct to home (DTH) an overview

DTH stands for Direct-To-Home television. DTH is defined as the reception of satellite programmes with a

personal dish in an individual home. DTH does away with the need for the local cable operator and puts the

broadcaster directly in touch with the consumer. Only cable operators can receive satellite programmes and

they then distribute them to individual homes.

Superiority of DTH over cable tv

DTH offers better quality picture than cable TV. This is because cable TV in India is analog. Despite digital

transmission and reception, the cable transmission is still analog. DTH offers stereophonic sound effects. It can

also reach remote areas where terrestrial transmission and cable TV have failed to penetrate. Apart from

enhanced picture quality, DTH has also allows for interactive TV services such as movie-on-demand, Internet

access, video conferencing and e-mail. But the thing that DTH has going for it is that the powerful

broadcasting companies like Star, Zee, etc are pushing for it.

History of DTH

While today's hot DTH marketplace makes for an exciting story, this is an industry with a history unknown to

most. It is a story of an industry which was never supposed to exist. An industry born out of the genius of a

Stanford University college professor and publicized by ham radio conversations. An industry that defied all

odds to grow from the backyards of techies and early adapters to today's multi-billion dollar first-line

competitor to the cable monopoly in America. And, it is the story of an industry comprised of thousands of

entrepreneurs who kept the dream alive during long periods of traumatic political and marketplace upheaval.

Come with us now as we look at the people, the events, and the evolution of the technology.


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DTH Service providers in India

DTH services were first proposed in India in 1996. But they did not pass approval because there were concerns

over national security and a cultural invasion. In 1997, the government even imposed a ban when the Rupert

Murdoch-owned Indian Sky Broadcasting (ISkyB) was about to launch its DTH services in India. Finally in

2000, DTH was allowed. The new policy requires all operators to set up earth stations in India within 12

months of getting a license. DTH licenses in India will cost $2.14 million and will be valid for 10 years. The

companies offering DTH service will have to have an Indian chief and foreign equity has been capped at 49

per cent. There is no limit on the number of companies that can apply for the DTH license. In India till

December 2008 there are 7 DTH service Providers are there, they are as follows

Dish TV DD Direct + Tata Sky Sun Direct BIG TV

Airtel Digital TV Videocon d2h

Area Profile

Palayamkottai "Oxford of South India" - is a town in the Tirunelveli district in the South Indian state of Tamil

Nadu. It is a part of Tirunelveli Municipal Corporation. It is on the eastern bank of the Thamirabarani River,

while its twin city Tirunelveli is on the western bank. The archaic word Palayam in Tamil, means a small

administrative region or district. A Kottai is a fort. The word Palayamkottai was hence derived historically

from an ancient fort that was in the centre of the region. Today, the fort lies in ruins and is almost camouflaged

by its surrounding old residential edifices. To anyone who reads about Palayamkottai for the first time, it may

be surprising to see that atlases and other books refer to the city with both, an M or an N (Palayamkottai or

Palayankottai). This uncertainty is because the actual Tamil word for the city uses an alphabet that is

phonetically between M and N, and sometimes even completely substituted by G (pronounced Palayangkottai

in colloquial Tamil). Natively speaking, it is hence correctly pronounced as Palayamnkottai. Even historically,

during the British Raj, the area was referred to as Palancottah and also Palamkottah. The anglicization of the

word was dropped by the locals immediately after independence, and the city is now called both Palayamkottai

and Palayamkottai according to official government documents and records. For disambiguation, the city is

referred to as Palayamkottai in this article. Popularly called the Oxford of South India, Palayamkottai is indeed

a splendid little student city. A typical midweek morning traffic jam would be because of thousands of school

and college students rushing to their classes. However, traffic jams are rare because the quiet little city does

not have too many vehicles on the roads in comparison to the much bigger metropolises of Chennai and

Bengalooru (Bangalore).

Results and Discussion


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DTH Service widely preferred

The following table shows the date collected for the purpose of knowing what type of DTH the people prefer

the most.

Among the respondents chosen study 54% are using Sun Direct, 22% respondents are using Dish TV, 14% of

the Respondents preferred Airtel Digital TV, 6% have preferred Big TV, 4% of sample DTH users preferred

DD Direct Plus. In the study Area of Palayamkottai TATA SKY has not been mostly preferred by the people.

In short majority of the respondents have preferred Sun Direct DTH Service.

Reason for preferring DTH service

Next survey is based on the preference of the respondents i.e. what is the main reason for them to watch the

DTH connection. The respondents are classified on

that basis and tabulated as below:

To avoid the cable network monthly charges. 4.08 I

2 To watch more no. of TV channels. 3.40 II

3 As I have no cable Network service in my Area, I preferred DTH 3.00 III

4 To have clear picture as I can have good telecasting. 2.70 IV

5 To watch channels which cable networked does not provide. 1.82 V.


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Market share of various DTH players in the market

Sources: - http://www.pluggd.in/dth-industry-in-india-analysis-297/

With 6 operational players, the segment rivalry is quite high. The competition from state owned DD-Direct to private players is negligible from the content point of view as the number of channels offered by DD-Direct isvery limited.

However, DD-Direct does not charge any monthly subscription fee which poses a threat to the private players.Between Dish TV and Tata Sky there is an intense rivalry exhibited by price wars and discount schemesoffered to new connections. Being the first mover, Dish TV has price advantage in both the STB as well as

procuring the transponders. On the other hand, Tata Sky claims its STB having superior DVD quality video.There is also a competition at acquiring the content.

30

228

25

13 2

Dish Tv

Tata sky

Airtel

Sun Direct

Big tv

Vedieocon


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. Research methodology

1.1. Objectives of the project:

Study and Analyze the consumer buying behavior in fast changing DTH environment

1.2. Research methodology/ 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.

1.3. Research Method

Research methodology must be classified on the basis of the major purpose of the investigation. In this

problem, description studies have been undertaken, as the objective of the project is to conduct the market

survey on consumer buying behavior in fast changing DTH environment.

1.4. Data collection

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

secondary data.

1.5. Primary Data

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

primary data, survey research was used and all the retail outlets sellers using different brands and their

competitors were contacted to take permission for asking certain questions from their customers in regard to

their buying behavior for various DTH. Survey research is the approach best suited gathering description.

1.6. 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


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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, other surveys conducted by

known research agencies etc.

1.7. Research MethodologyThe respondents are consumers of various DTH. The survey was carried in the state of Delhi-NCR with the

sample size of 150. 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.

1.8. Research design:

Descriptive method is used in the 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.

1.9. Sources of data:

Primary data:-

Questionnaire has been used to collect the data. It contains the open ended, closed ended and scaling

techniques.

1.10. Data collection method:

Survey method has been used for collecting the data.

1.11. Method of communication:

Indirect communication (questionnaire) has been used for collecting the information.

1.12. Sample size:

150 customers have been surveyed.

1.13. Sampling technique:

Convenience area sampling has been used in the research.


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1.14. Area of survey:

Various areas of DELHI-NCR


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. Sampling Design

Delhi has a very large amount of population for carrying research study on any subject. It was thought

proper to cover all type of outlet like consumer durable and recharge outlet.

The sampling chosen is the non probability convenience sampling, because only those customers were

interviewed that were accessible and available and in regular contact with the dealers.

Sample Size Selection: No statistical technique was applied to determine the sample size. For this survey

the sample size selected is 150.


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. Limitations of the study

The sampling plan was based on non-probability method and no scientific methods were adopted.

The study concerns itself with consumer trading behavior, which is a complex activity. This is a

psychological process and is so spontaneous sometimes, that, customer does not recognize it andremains unaware, and when customer is asked to give his views on such buying, it cannot be 100%

reliable.

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

Due to time constraint the survey has been done on the basis of convenience.


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14) Findings On survey

1) Maximum Dealers keep Dish TV kit and recharge facility.

2) Awareness of new connection and new recharge offers of Dish TV is similar to Tata Sky and Airtel Digital.

3) There is a communication gap between the company ,the dealers and customers . This doesnt seem to be thecase with other DTH providers.

4) Availability of vouchers lie between price ranges from Rs 100 to 1000.

5) Availability of voucher is one of the major issues among Dish TV dealers, approximately 40% of dealers inDelhi facing this problem. For small amount of recharge they use vouchers, but use other modes of rechargefor large amounts. Due to the shortage of stock they are not able to retain their customer for long time.

6) EPRS system seems to be the most troublesome recharge option for Dish TV.

7) In case of Dish TV because of frequent trouble complains in EPRS recharge option, vouchers are preferredover others that are not the case with other brands who use all other options.

8) Customer care service is considered to be very poor as customers often complain of problems in recharge process managed by Dish TV.

9) Many customers say that the dealers recommend Tata Sky and Airtel because they get the installation donemuch faster in comparison to Dish TV. With Dish, it takes up to 3-4 days sometimes.

10) The company hasnt been able to keep up the promises made to the customers, like installation and activation commitments are often not met.

11) Connect between the Call Center and the Service center is not good.

12) Customer Care is not reachable on Toll-Free easily, waiting time is high on toll-free numbers.

13) Dish TV changes the price plans and offers more frequently as compared to other DTH providers. Thisalong with improper communication confuses customers which beings down the consumer satisfaction levels.

14) There has been a growing trend of dish TV customers and dealers being shifting to other major brands likeTata Sky and Airtel Digital as they provide better value added services like after sale service, rechargefacilities and customer care .

15) Other DTH brand provides best support facility, quick recharge and installation facility, which providesthem with the competitive advantage..

16) Good thing which i found in Dish TV according to customer feedback is offer but same time they showsunsatisfaction with frequent changes in offer.


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15. Recommendation

1) Increase awareness: Since there is lack in communication channel, it should be tackled with care

and dealers should be constantly made aware about the offers and new plans through meetings with

company executives at regular intervals.

2) Improve processes and techniques: In order to make recharge or activation process more

transparent and user friendly, the EPRS technology needs to be upgraded consistently.

3) Give more value added services: Since Tata sky and Airtel have clear edge over value added

services like free installation DTH needs to mend its strategy to face these competition. One way of

doing this would be to offer at least the same service as these two competitors are trying to eat the

market share.

4) Improvement in after Sales Services: Arrange proper training for customer care executives as Dish

TV lacks proper after sale service.

5) Standardized the price plans and avoid frequency changing: 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.

6) Voucher Availability: Make proper channel of Distribution of voucher.

7) Visibility: Danglers create more impact on customer mind, it always visible and promote offer and

help to recall brand resonance.


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16. Questionnaire1) Name

2) Gender

Male

Female

3) Martial Status

Married

Unmarried

4) Age

16-20 years

20-30 years

30-50 years

50 and above

5) Occupation

Student

Business

Service

Self employed

Govt. Servant

Housewife

6) Annual Family Income (INR)

upto 1,00,000

1,00,000 - 5,00,000

5,00,000 - 10,00,000

10,00,000 - 15,00,000

Above 15,00,000

7) How many TV sets do u have at your home ?


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0

1

2

3 and more

8) Are you using DTH ( direct to home) ?

Yes

No

8) If Yes, Which DTH Service you are using?

Airtel

Dish TV

Tata Sky

Videocon - d2h

Big TV

Sun Direct

9) Reason for using particular DTH Services?

Package cost

Installation cost

Universal RemoteCustomer Service

Audio-Video Quality

No of HD channels

Other:

10) Preferred way of DTH recharge?

EPRS

Vouchers

Oxygen

Website

Mobile Recharge

Credit card/ Debit card/ Net banking


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11) Recharge Convenience

1 2 3 4 5

Very Poor Selecta value from a range from 1,Very Poor, to5,Ver y Good,.

Very Good

12) What recharge value you think is apt according to you ?

200 - 500 Rs

500 - 1000 Rs

1000 Rs and above

13) Are you aware about the service quality, tariffs and installation charge of DTH service usedby you ?

Yes

No

14) If Yes , rate it ?

HighlySatisfactory Satisfactory

AverageSatisfactory Dissatisfactory

HighlyDissatisfactory

Service Quality

Tariffs

Installation Charges

15) Do you get the communication about the new offers ?

Yes

No

16) If Yes, how ?

TV ads

SMS

Emails

Telecalling


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17) Choose your favorite DTH on the basis of the following criteria ?

Dish TV Tata Sky Airtel Videocon- d2h Big TVSUN

Direct

Availability

Price

Offer

After Sales

Customer Satisfaction

Submit


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17) Case Study

Direct-to-Home (DTH) in India: Direct to Loss?

This case study is written to raise an interesting debate on Even for a disruptive innovation to be

successful, a minimum scale is required. The minimum scale is a function of value offered and value

perceived at least in the beginning.

After cable TV entered India in the early 1990s, the face of entertainment changed drastically. In a

short time, Cable TV made rapid penetration in rural as well as urban India. However, the inherent

nature of the industry, that operated like a cartel dominated by the Local Cable Operators (LCOs)

created many problems operationally and otherwise. For the parties involved in the industry

(broadcaster and cable networks), the major problem was the extent to which LCOs understated the

subscription fees. Subscribers too were upset as the cheap and unbranded equipments used by LCOs

resulted in poor program quality and frequent disturbances in signal transmission. The Conditional

Access System (CAS) introduced in 2003, also failed to check the problem as many subscribers were

unwilling to switch from the cheap cable alternative. In 2003, another option - Direct-to-Home

(DTH) emerged to give a tough competition to the LCOs. In a short time, many DTH providers -

Dish TV, Tata Sky and Sun direct - mushroomed in the country and succeeded in making a humble

beginning through aggressive marketing. As of 2007, Dish TV had 1.9 million subscribers, whileTata sky had 1.5 million subscribers. However, these numbers were not sufficient to compensate for

the losses that they were making. Despite such a scenario, new players - Reliance and Bharti Airtel

are planning to venture in DTH business and capture a major pie of the market.

The case has been structured to analyse and understand:

The reasons for the growth of Cable TV ?

Why a substitute for Cable TV was needed ?

The advantages of DTH over Cable TV ?

Why the DTH companies are incurring losses ?

The future potential of the DTH Industry ?


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Whether DTH companies can pick up scale and be profitable in the future. ?

Introduction:Since Cable TV entered India in 1992, entertainment on television has grown rapidly. Out of the 71

million TV households in 1999, 32 million had access to Cable TV. However, along with the soaringviewership complaints on quality also increased. In the cable industry that runs like a cartel, the

control lay with Local Cable Operators (LCOs), who operated in an unorganised and fragmented

way. Viewers had to adjust with poor quality signals, limited choice of channels and frequent hikes in

subscriptions. As a solution to the problem, many alternatives were tried. In mid-1990s, Multi-System

Operators (MSOs) emerged and in 2003, Conditional Access System (CAS) was introduced to

provide better services to the viewers through digitisation. However, in spite of offering several

advantages over the LCOs, these options did not work well in the Indian market.

In 2003, a new service, DTH (Direct-to-Home) - a digital transmission of signals directly to the

subscribers' homes through a Set Top Box (STB) entered India. Dish TV launched by Zee TV

promoters (Essel Group) was the first and the leading DTH service provider in India followed by Tata

Sky. To lure customers, DTH players spent heavily on marketing and slashed prices. However, in the

process they incurred heavy losses. Surprisingly, this did not stop new players from entering the

market. Two cash-rich companies - Reliance and Bharti Airtel - are preparing to flex their muscle in

2008. With a much cheaper and better offering, while these companies are planning to capture a

major pie of the market share, the question is - can they make profits in this so far loss-making

market?

Cable TV in India Till the emergence of Cable TV in India, Doordarshan was the only broadcasting

network. It televised public educative and socio-economic development programmes and operated as

an 'advertisement-free' electronic media. For quiet some time, Doordarshan's viewership was limited.

As television was considered a luxury, not many homes owned it. However, with the Asian Games

held in Delhi in 1982, and the introduction of colour television sets in the same year, peoples' attitude

started changing...

DTH in India Digitalisation of Cable TV took a new form when DTH was launched in India in 2003.

Although DTH services were proposed in India way back in 1996, it was banned for 6 years as the


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government rejected approval due to concerns over national security and cultural invasion. To prevent

the implementation of DTH service, even the cable operators had heavily lobbied the government...

The New Indian Consumer India's rapid economic growth since the 1960s brought about many

changes in its consumers. Increase in per capita GDP, resulted in a rapidly growing middle class(there are nearly 50 million middle class people in India), who with a greater purchasing power were

influencing the consumer markets. Since 1995, Indians, earning between INR 90,000 and INR

200,000 ($1,969-$4,376) had grown from 18% to 41% in 2005. Known as aspirers, this section is

expected to spend up to $1.76 trillion by 2025...


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18 References


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Documents

Dish Report