HARDIK DAVE_IIPM_SS_07_09_MUM_MKT_017

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    INDIAN INSTITUTE OF PLANNING AND MANAGEMENTMUMBAI

    THESIS

    ON

    BRANDING IN MEDIA INDUSTRY

    SUBMITTED BY

    HARDIK DAVE

    UNDER THE GUIDANCE OF MR. NIKHIL RAO

    MARKETING

    BATCH PGP (07-09) SS

    IIPM/SS/07-09/MUM/MKT/017

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    MUMBAI

    POST GRADUATE DIPLOMA IN PLANNING & ENTREPRENEURSHIP

    CERTIFICATE

    This is to certify that Mr. Hardik Dave, (Ref. ID: IIPM/SS/07-09/MUM/MKT/017) of

    PGP(07-09)SS batch from Indian Institute of Planning & Management, Mumbai has been

    doing her thesis on BRANDING IN MEDIA INDUSTRY under my guidance, has

    successfully completed her thesis.

    This thesis report is found to be satisfactory and factually correct after due verification. I

    wish her all the success in future endeavours.

    Place: Mumbai __________________

    Prof. Nikhil Rao

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    ACKNOWLEDGEMENT

    It is indeed a moment of great pleasure to express my sense of profound

    gratitude & indebtedness to all the people who have been instrumental in

    making my thesis a rich experience. I got the opportunity to do a

    challenging project on BRANDING IN MEDIA INDUSTRY. At the

    outset I would like to thank Professor Nikhil Rao. It was my proud

    privilege to complete my thesis under him, as I have gained immense

    valuable guidance & cooperation from him, throughout my research.

    Last but not the least I extremely appreciate the benevolence to all my

    colleagues for their ingenious support and thought provoking view and

    veracity and whole hearted co-operation and those whom I may have

    forgotten, who have been instrumental in bringing this work into

    existence. I attribute the success of this project to all of them.

    Hardik Dave

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    Consent Letter

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    APPROVAL LETTER

    Dear Hardik,

    I have received your synopsis as well as the confirmation of your externalguide you through the thesis. This letter is a formal approval to the topicproposed by you

    Please go ahead with the thesis. Make it a comprehensive thesis by usingempirical data as the basis of the research.

    Your ref. id number is IIPM/SS/07-09/MUM/MKT/017

    Furthermore, you are required to send me a total of at least 6 thesis guidanceresponse sheets at equal intervals before the coalescence of the thesis.Please find below the format for the response sheet.

    Regards,

    Melissa

    Format for the response sheet

    Response Sheet No:

    Name:

    ID NO:

    Questionnaire:

    Date when the Guide was consulted:

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    ABSTRACT

    Branding is well defined by Philip Kotler as

    A brand is a name, term, sign, symbol, or design, or a combination of them, intended

    to identify the goods or services of one seller or a group of sellers and to differentiate

    them from those of competitors. Thus the endowment of products and services with

    the power of a brand is termed as Branding.

    The subject of branding is always fascinating, is it in any industry especially media

    industry. This is cause, branding as matter of fact includes all the strategies of marketing.

    But the major factor of branding is always lead by the quality of the product. Lets take for

    instance in India almost all the industry is promoted on television, as major chunk of

    people are influenced by the ads which results in trying the product for the first time.

    Previously the Indian consumers buying behaviour was mostly driven by their relatives

    influence or a higher experienced ideal. Now since the scenario is changed, all the 4 Ps

    of marketing have great values attached which if not well followed can lead the product

    to fail.

    Similarly various paint brands are also promoted on the television which helps consumersto get familiar with the brand. This familiarity help create an idea about the product in the

    consumers mind, and therefore a decision of trying the product is decided. But if the

    experience i.e. quality is not good, and then this may cause a damage to the product as

    that very customer will never purchase your product anymore. He/She may also spread

    hi/her view to his relatives and colleagues. This will result in market failure of the

    product.

    The above example talks every thing about quality and its important. Similarly

    promotion, packaging, pricing and distribution has an equal hold on the product where

    branding is concerned. In todays date sectors like education, politics etc are also well

    promoted to grab the maximum market support.

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    Highlights

    The Rs 58,400 crore Indian Media and Entertainment industry grew at 12.4 per cent over

    the previous year. It is expected to grow at a compounded annual growth rate (CAGR) of

    12.5 per cent over the next five years to become a Rs 1,05,200 crore industry by 2013,

    says a Ficci & KPMG report on the sector release on Tuesday.

    The report also highlights the increasingly challenging market environment for the sector,

    on the back of economic slowdown and the consequent slowdown in advertising

    revenues, especially in the last quarter of 2008. Sectors like TV, print, radio and outdoor

    which depend on advertising revenues were largely affected and this is estimated to

    continue into the current year too.

    Advertising spends grew at CAGR of 17.1 per cent in the past three years. Going forward,

    it is expected to exhibit a robust growth rate CAGR of 12.4 per cent over the next 5 years.

    Potential upsides could take this higher.

    Growing acceptance of the digital TV distribution technology, entry of DTH players the

    success of many small budget movies, and the rising competition in the regional market

    were some of the key highlights of the previous year. However, it was IPL which proved

    that innovation in traditional formats resulted in runaway success.

    Dr Amit Mitra, secretary general, Ficci says, "India is one of the few countries where

    economic growth will be led by domestic consumption. With a low advertising spend to

    GDP ratio of 0.47 per cent, a growing consumer class, and middle class, young

    population, low media penetration and increasing discretionary spending; India continues

    to be an attractive market for Media & Entertainment".

    Commenting on the highlights of the report, Rajesh Jain, head (Information,

    Communication & Entertainment), KPMG India said, "Media companies are under

    pressure to change, innovate and re-examine their existing business models. Players need

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    to draw upon new capabilities to survive in this environment. In the immediate future,

    media corporates are likely to focus more on operating margins, and assess opportunities

    for consolidation, while building on core strengths".

    Ficci-KPMG report highlights

    Media & Entertainment Industry projected to grow at 12.5 per cent over next five years

    to Rs 10,520 crore

    Advertising spends down from CAGR of 17.1 per cent in last 3 years to 12.4 per cent

    CAGR for next 5 years.

    Television industry at Rs 24,100 crore recorded a growth of 14.2 per cent over 2007. It

    is projected to grow at the rate of 14.5 per cent over 2009-13 and reach a size of Rs

    47,300 crore.

    The filmed entertainment sector is projected to grow at the CAGR of 9.1 per cent over

    the next 5 years and reach the size of Rs 16,860 crore by 2013. The industry clocked

    revenues of around Rs 10,930 crore in 2008, a growth of 13.4 per cent over 2007.

    The Indian Print Media industry grew at 7.6 per cent in 2008 to be a Rs 17,260 crore

    industry. It is projected to grow at a CAGR of 9 per cent over the next five years and

    reach around Rs 26,600 crore by 2013.

    Radio ad spends have doubled from 2 per cent in 2004 to 4 per cent of the total

    advertising spends in India today. Over 2009-13, radio ad industry will grow at a CAGR

    of 14.2 per cent to be a Rs 1,630 crore industry.

    The size of the Indian music industry was estimated at around Rs 7.3 billion in 2008,

    down from Rs 8.3 billion in 2005, implying a degrowth of 4.8 per cent during the period.

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    OOH performance was affected in the second half of the year owing to the overall

    economic slowdown. The media has grown at a CAGR of 17.3 per cent over the past 3

    years and is projected to grow at a compounded rate of 12.8 per cent over the next 5

    years. It will be around Rs 2,930 crore industry by 2013.

    The Indian animation industry has been growing rapidly with an estimated CAGR of

    20.1 per cent in 2006-08. It is estimated to reach a size of about Rs 3900 crore by 2013.

    In 2008, the Indian console gaming segment registered total revenues of Rs 410 crore

    which is expected to go up to Rs 940 crore in 2013.

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    TABLE OF CONTENT

    INTRODUCTION

    Hardik Dave-IIPM/SS/07-09/MUM/MKT/017

    Sr. No CONTENT Page

    No

    1 INTRODUCTION 12

    1.1 Executive Summary 12

    1.2 Prelude 14

    2 LITERATURE REVIEW 21

    2.1 Market Action 24

    2.2 Market Potential 25

    3 RESEARCH METHODOLOGY 27

    4 QUESTIONNAIRE 28

    5 ANALYSIS 31

    6 CONCLUSION 40

    7 RECOMMENDATIONS 43

    8 SYNOPSIS 49

    9 RESPONSE SHEETS 51

    7 BIBLOGRAPHY 54

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    Executive Summary

    The Rs 58,400 crore Indian Media and Entertainment industry grew at 12.4 per cent over

    the previous year. It is expected to grow at a compounded annual growth rate

    (CAGR) of 12.5 per cent over the next five years to become a Rs 1,05,200 croreindustry by 2013, says a Ficci & KPMG report on the sector release on Tuesday.

    The report also highlights the increasingly challenging market environment for the sector,

    on the back of economic slowdown and the consequent slowdown in advertising

    revenues, especially in the last quarter of 2008. Sectors like TV, print, radio and

    outdoor which depend on advertising revenues were largely affected and this is

    estimated tocontinue into the current year too.With this focus, this market research report study on the key sectors: films, television,

    music, radio, and animation highlighting its potential and key trends to be expected with

    sharing insights on developments, impact and opportunities. The report is an effort to

    present a critical analysis of the sector specific constraints faced by the industry that are

    impediments to its growth, the need for concerted action and hence achieve its true

    potential. One of the key imperatives that can realize this potential, as pointed out in this

    report, is the need for focus and effective collaboration between the key stakeholders.

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    The Indian entertainment and media (E&M) industry has out-performed the Indian

    economy and is one of the fastest growing sectors in India. The E&M industry generallytends to grow faster when the economy is expanding. The Indian economy has been

    growing at a fast clip over the last few years, and the income levels too have been

    experiencing a high growth rate. Above that, consumer spending is also on the rise, due to

    a sustained increase in disposable incomes, brought about by reduction in personal

    income tax over the last decade. All these factors have given an impetus to the E&M

    industry and are likely to contribute to the growth of this industry in the future. Besides

    these economic and personal income-linked factors, there are a host of other factors that

    are contributing to this high growth rate.

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    Prelude

    The Indian media and entertainment (M&E) industry is one of the fastest growing

    industries in the country. Its various segmentsfilm, television, advertising, print media

    and music among othershave witnesses tremendous growth in the last few years.

    With A.R. Rahman and Resul Pokutty having won Oscars for their commendable work in

    Slumdog Millionnaire, the spotlight has shifted on India and the immense talent and

    potential it offers. Another Indian who has been in the news recently is Raju Narisetty, a

    prominent journalist, who has been appointed as the managing director of the Washington

    Post, a leading US daily.

    According to a report jointly published by the Federation of Indian Chambers of

    Commerce and Industry (FICCI) and KPMG, the media and entertainment industry in

    India is likely to grow 12.5 per cent per annum over the next five years and touch US$

    20.09 billion by 2013.

    Television

    The television industry in India is currently at its prime, contributing the largest share in

    the total media and entertainment industry. While India is the third largest cable television

    market in the world, the penetration level of pay TV is still low, which promises a huge

    untapped potential for growth.

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    According to the study by FICCI and KPMG, the television industry, which is currently

    valued at about US$ 4.63 billion will expand by 14.5 percent between 2009 and 2013.

    Digital distribution platforms such as direct-to-home (DTH) are transforming the

    industry. Direct-to-Home segment is gearing up for a new phase of TV viewing with

    digital video recorders (DVRs) or personal video recorders that will free consumers from

    having to watch television at broadcaster-ordained timetables.

    Mobile TV- where content will stream in on mobile phones which is currently at a

    nascent stage is poised to grow big with the advent of 3G, according to experts. This can

    lead to the growth of many business opportunities in the media and entertainment sector.

    And according to ABI Research, the mobile TV market worldwide is expected to attract

    over 50 crore viewers in the next five years.

    Considering that video is the most popular medium of entertainment, it will not be limited

    to mobile phones but will be expanded to in-car television and personal media players

    among others, according to experts.

    Viewership across various segments is increasing and marketers are launching new

    channels to meet this growing demand. Turner and Warner Bros Entertainment,

    Hollywood's leading studio have launched WB, a new Warner-branded channel in India

    that will showcase blockbuster motion pictures and acclaimed television series. The

    channel will be distributed by Zee-Turner and will be available on both DTH platforms

    and cable and satellite homes. Hindi general entertainment channel (HGEC) Star Plus is

    launching four new shows in March this year.

    Music

    The Indian music industry, which until recently was overwhelmingly dominated by film

    music, is now being driven by non-film music. However, piracy and advent of radio

    channels which constantly play hit music leading to loss of sales of music, has affected

    the industry.

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    Industry experts estimate that the current size of the industry is about US$ 149 million,

    calculated on the basis of legitimate unit sales of compact discs (cds) and music cassettes

    of around 15 crores. And according to a PwC study, the music industry is likely to grow

    by 2 per cent over the next five years and will be a US$ 164.56 million industry by 2012.

    While cassettes and cds have traditionally accounted for most of the sales, future growth

    will come from non-physical formats such as digital downloads and ringtones, among

    others.

    According to a joint study by Soundbuzz, a digital music company, PwC and

    International Federation of Phonographic Industries, India was poised to become the

    second country in the world, after South Korea, where digital music sales will surpass the

    sales of music in traditional formats.Digital music sales are expected to account for 88 per

    cent of the total music industry revenue in India by 2009.

    Radio

    The cheapest and oldest form of entertainment, reaching 99 per cent of the population,

    this segment is likely to see many dynamic changes.

    According to the PwC study, revenues from radio are likely to grow at a compound

    annual growth rate (CAGR) of 24 per cent over the next five years and the industry will

    grow from US$ 150.52 million in 2007 to US$ 370. 22 million in 2012.

    Private FM radio has emerged as the fastest growing segment in the media, notching up

    an average 30 per cent growth in advertising revenues, compared to the industry's average

    of 18 per cent, according to ACNielsen's Radio Audience Measurement (RAM) service.

    Moreover, it is expected to increase to US$ 218.49 million over the next two years from

    US$ 133.52 million today.

    FM radio broadcasting has expanded at a rapid pace and India today has over 300 FM

    radio stations.

    Advertising

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    Advertising trends showed a healthy growth in the last five years as marketers sought to

    woo customers for a wide range of products. According to an Economic Times survey of

    100 large private sector companies, the aggregate spending on advertising by these

    companies grew by a huge 22.4 per cent last year over the previous year. More than four-

    fifths of the sample companies have witnessed a rise in sales turnover in 2007-08

    following higher advertising spend.

    With the economic slowdown, ad spends are slowing down as well. According to the

    FICCI-KPMG report, ad spends could grow by 12.4 per cent a year now, compared to the

    17 per cent growth registered over the past three years.

    However, as consumer spending slowly inches upwards aided partly by the fiscal

    measures undertaken by the government to boost the economy some companies, such as

    Dabur, Coca Cola India, the Emami group and the Future Group, are planning to raise ad

    spends by almost 10 per cent in some cases to boost sales this year.

    Radio, internet and cinema have been the traditional mediums of advertising and

    according to a survey by Adlabs Cinemas and research firm IMRB, in cinema, the 30-

    second in-theatre advertising accounts for 95 per cent of cinema advertising. The

    remaining 5 per cent comprises activities in the lobby area such as new car or bike

    displays, etc. Of the overall advertising spend, currently only around 0.4 per cent (around

    US$ 15.42 million) is spent on cinema. Print and TV account for the majority of the ad

    spend.

    Going forward, digital media advertising (internet, mobile and digital signage) is expected

    to emerge as the medium of choice for advertisers. Of the available media, it was the

    fastest growing segment in 2008. Analysts feel that its better return on investment and the

    comparative ease with which its efficacy can be measured will ensure that the trend

    continues. In fact in 2009, video ads will the most popular form of online advertising,

    according to Viraj Malik, MD, Percept Knorigin (digital advertising arm of Percept).

    According to a FICCI-PwC report, online advertising it is expected to touch US$ 212.03

    million in 2011 from the current US$ 57.83 million.

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    To cash in on the opportunity, Malaysia-based media conglomerate Astro Group has

    acquired a 50 per cent stake in Indian online firm Mogae Digital for US$ 5 million. The

    joint venture has lined up a number of launches, which include a social networking portal

    for mobile phones this year. Mogae Digital is promoted by Sandeep Goyal and Tanya

    Goyal, who are the Indian JV partners of Japanese giant Dentsu, the single largest ad

    agency in the world.

    Cinema

    The Indian film industry is the largest in the world in terms of number of films produced

    per year. The FICCI-KPMG study values the Indian film industry at US$ 2.11 billion and

    projects its growth at 9.1 percent till 2013.

    Bucking the global slowdown and in the aftermath of the Slumdog Millionnaire win

    the box office collections in the first two months of this year have jumped 32 per cent

    over 2008. Box office collections from over eight movies, which accounted for the bulk

    of the revenues, hit US$ 36.62 million in January-February compared to US$ 27.95

    million crore from over 12 movies in 2008 during the same months, according to data

    with trade analysts.

    The opening of the film industry to foreign investment coupled with the granting of

    industry status to this segment has had a favourable impact, leading to many global

    production units entering the country. For example, Walt Disney has partnered with Yash

    Raj Films to make animated movies, the Warner Group is funding the Sippys' film

    projects, Viacom has a joint venture with the TV 18 group to form Viacom-18, and Sony

    Pictures Entertainment has co-produced Saawariya with SLB Films (Sanjay Leela Bansali

    Films).

    Buoyed by the success of its maiden production in IndiaChandni Chowk to China

    (which garnered US$ 8.67 million globally in the first three days of its release)Warner

    Brothers Pictures India is set to invest US$ 38.6 million in film production this year.

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    Fox Star Studios, a joint venture between Twentieth Century Fox and Star, has entered

    into a multiple-film deal with producer Vipul Amrutlal Shah, marking its foray into the

    Indian film industry.

    R-ADAG-owned Adlabs Films is betting on its integrated film service business and

    movie exhibitions to drive its growth. The company is spending US$ 41.13 million to

    expand the two businesses.

    The cinema-viewing experience is also undergoing major changes. One perceptible

    change has been the rapid growth of multiplexes, which meets consumer demand for

    quality entertainment and has also helped boost production of niche films targeted at

    niche audiences.

    Multiplexes

    The nation's multiplex industry is all set for an unprecedented boom buoyed by positive

    regulatory changes and booming consumerism. According to an estimate, the number of

    multiplex screens in India is expected to touch 5,000 by 2012, constituting around 40 per

    cent of the total cinema screens.

    In fact, currently the Indian market is highly underserved when compared to the West,

    India has less than 13 screens per million of the population, against 117 in the US, 52 in

    Italy and 30 in the UK.

    PVR, Inox Leisure, Big Cinemas and other multiplexes plan to maintain their investment

    tempo in the year ahead betting on big Bollywood releases, lower rentals, a cut in

    entertainment tax and the drop in equipment prices. Multiplexes including Fun Multiplex,

    Cinemax and others plan to invest more than US$ 2.89 billion in 2009 almost the similar

    amount as last year, according to industry experts.

    Fame India (formerly Shringar Cinemas), the company that owns and runs the Fame

    Cinemas chain of multiplexes, is expanding its footprint in North India. The company

    owns about 73 screens across India, including the three screens it added to its portfolio at

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    the Fame multiplex in the Panchkula district of Haryana. Another multiplex with five

    screens in Chandigarh (at the City Emporio mall) is in the pipeline.

    Multiplexes /megaplexes have been instrumental in contributing 28 per cent of the total

    theatrical sales for the film industry according to a report by Systematix Institutional

    Research.

    Entertainment conglomerate Adlabs Cinemas has drawn up a plan to build 12

    megaplexes in cities like Mohali, Lucknow, Hyderabad and Delhi.

    Multiplex chain PVR Cinemas, is also planning to add over 250 screens across

    India, staggered over a period of three years from 2008-2010, with a total

    investment outlay of around US$ 82. 27 million.

    Cinemax India, the multiplex chain which currently has 55 screens over 17

    properties across the country is planning to scale up its presence to 299 screens

    across about 100 properties by fiscal 2010.

    Inox, which has 26 multiplexes and 90 screens in 18 cities across India, will open

    nine multiplexes in Bangalore, Mangalore, Hubli and Belgaum by the end of

    2010.

    Leading global multiplex player, Cinepolis, has earmarked US$ 350 million for its

    Indian operations. The company plans to have 500 screens across 40 cities in the

    next 5 to 7 years.

    Others

    Segments like print media, animation and gaming are also likely to see interesting growth

    rates. The country's growing literacy and new technologies have resulted in India

    emerging as the second largest newspaper market in the world, according to latest

    research by the World Association of Newspapers (WAN). Indian newspaper sales

    increased 11.2 per cent in 2007 and 35.51 per cent in the five year period. Newspaper

    advertising revenues in India were up 64.8 per cent over the previous 5 years.

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    According to the FICCI- KPMG study, the gaming segment, which is currently estimated

    at US$ 125.29 million, is expected to grow at 33.30 percent till 2013, while the US$

    119.51 million Internet is seen growing at 27.9 percent.

    The Indian animation industry, currently estimated at US$ 460 million, is expected to

    grow at a CAGR of 27 per cent to touch US$ 1,163 million by 2012 according to a report

    titled Indian Animation and Gaming 2008', jointly prepared by NASSCOM and Ernst &

    young.

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    LITERATURE REVIEW

    The Indian entertainment and media (E&M) industry has out-performed the Indian economy

    and is one of the fastest growing sectors in India. The E&M industry generally tends to grow

    faster when the economy is expanding. The Indian economy has been growing at a fast clip

    over the last few years, and the income levels too have been experiencing a high growth rate.

    Above that, consumer spending is also on the rise, due to a sustained increase in disposable

    incomes, brought about by reduction in personal income tax over the last decade. All these

    factors have given an impetus to the E&M industry and are likely to contribute to the growth

    of this industry in the future. Besides these economic and personal income-linked factors,

    there are a host of other factors that are contributing to this high growth rate. Some of these

    are enumerated below:

    A. Low media penetration in lower socio-economic classes (SEC) Media penetration

    varies across socio-economic classes. Though media penetration is poor in lower socio-

    economic classes, the absolute numbers are much higher for these classes. Hence, efforts to

    increase the penetration even slightly in these lower socio-economic classes are likely to

    deliver much higher results, simply due to the higher base.

    B. Low ad spends Indian advertising spends as a percentage of gross domestic product

    (GDP) at 0.34 percent is abysmally low, as opposed to other developed and developingcountries. Advertising revenues are vital for the growth of this industry. While today the low

    ad spends may seem like a challenge before the E&M industry, it also throws open immense

    potential for growth. This potential can be estimated by the fact that even if India was to

    reach the global average, the advertising revenues would at least double the current

    advertising revenues, estimated at about INR 132 billion, for 2005.

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    C. Liberalising foreign investment regime

    Today, India has probably one of the most liberal investment regimes amongst the

    emerging economies with a conducive foreign direct investment (FDI) environment. The

    E&M industry has significantly benefited from this liberal regime and most segments of

    the E&M industry today allow foreign investment. Recently FDI was permitted in the two

    important sectors print media and radio. Films, television and other segments are

    already open to foreign investment.

    In the print media segment, 100 percent FDI is now allowed for non-news publications

    and 26 percent FDI is allowed for news publications. Printing of facsimile editions of

    foreign journals are now also allowed in India. This policy is helping foreign journals

    save on the cost of distribution while servicing the Indian market audiences moreeffectively.

    The FM radio sector too was opened for foreign investment recently with 20 percent FDI

    being allowed. The FM radio sector itself has expanded by opening 338 licenses for

    private investment, which currently is underway. As a result, the radio sector is expanding

    rapidly with forecasted growth rates of 32 percent per annum.

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    Market Actions

    Government Initiatives

    The Government has initiated major reform measures, which have had a cascading effect

    on the growth of the industry.

    Permitting 100 per cent foreign direct investment (FDI) through the automatic

    route for film industry and advertising.

    Allowing 49 per cent foreign holding in cable TV and DTH.

    Allowing 100 per cent FDI in non-news publications and 26 per cent FDI in news

    publications.

    The government has allowed 100 per cent FDI in fax editions of magazines and

    newspapers.

    Recently, the government has allowed companies with core business in news

    segment but hived off non-news business, to raise funds from overseas beyond the

    stipulated FDI limit of 26 per cent. Such companies can raise and route funds from

    overseas through its non-news arm, which will not be calculated as foreign

    investment.

    The FM radio sector was opened for FDI with a 20 per cent cap.

    Permitting setting up of uplinking hubs for satellite uplinking by private TV

    broadcasters from Indian soil.

    Giving industry status to the films segment.

    Opening FM Radio operations to the private sector.

    The government has allotted US$ 50.13 million in the current Five-Year-Plan for

    various development projects of the film industry. The funds will be utilised to set

    up a centre for excellence in animation, gaming and visual effects among others.

    Going Global With the growing popularity of Indian content in the world market in

    general and South Asia in particular, the Indian entertainment industry players are

    venturing abroad to tap this booming segment.

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    media and entertainment industry in India is likely to grow 12.5 per cent per annum over the

    next five years and touch US$ 20.09 billion by 2013.

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    RESEARCH METHODOLOGY

    Target Audience

    Customers

    Age 25 years and above

    Income 20,000 and above

    Occupation: Media professionals

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    QUESTIONNAIRE

    Questionnaire for Media Persons

    1. Are you satisfied with the growth of Media in recent past??

    YES

    NO

    2. Are you satisfied with the branding of your service ?

    YES

    NO

    3. Have you taken up any change in Branding of the services your organization

    extends in the recent past?

    YES

    NO

    4. If Yes, is the branding process complete, or is still in progress??

    YES

    NO

    5. If No, Are you conscious about which branding process should you use?

    YES

    NO

    6. What is the scale of Branding have you implemented?

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    Large scale

    Medium scale

    Small scale

    7. Which are the other brands you are aware of in the same category?

    ____________________________

    ____________________________

    ____________________________

    8. Which is the branding strategy that you have used?

    9. Is there any specific reason why did you choose this branding strategy?

    _____________________________________________________________________

    _____________________________________________________________________

    _____________________________________________________________________

    10. How is you branding strategy different from your competitors?

    __________________________________________________________________________________________________________________________________________

    _____________________________________________________________________

    11. How far do you feel your Branding is successful in the market?

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    _____________________________________________________________________

    _____________________________________________________________________

    _____________________________________________________________________

    12. Is there an effect of recession on Media?

    13. How has that affected Branding in media industry?

    __________________________________________________________________

    __________________________________________________________________

    _________________________________________________________________

    14. What is the most effective tool for branding in Media?

    TV

    Radio

    Newspaper

    Internet

    Cant Say

    15. How do you measure the success of your branding activity in the market?

    _____________________________________________________________________

    _____________________________________________________________________

    _____________________________________________________________________

    16. Does Advertisement by your competitor influence your branding?

    Strongly Agree

    Agree

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    Disagree

    Strongly Disagree

    Cant Say

    17. Which are the Ads that you remember in this section?

    18. What kinds of advertisement do you prefer for branding in Media?

    Emotional

    Entertaining

    Informative

    All of the above

    19. If asked what changes would you want to make in the media industry.

    a). _____________________b). _____________________c). _____________________

    20. Should the Branding be

    a). Cost effectiveb). Emotional

    c). Others. Please specify_________________________________

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    ANALYSIS

    With everything seemingly going wrong with the world economy, its not the best time

    for marketers to expect good news. Today is no exception my friends. Im afraid that

    marketing is in a terrible mess. Hope lies in the fact that most marketing problems can be

    solved with a certain amount of commonsense.

    The crux of the issue is that marketing is shadow-boxing, when companies should be in

    search of the obvious. Marketing people spend too much time tinkering with new ideas

    and really dont focus on the one thing that they should be focusing upon

    differentiation. In all this fooling around with new ideas, marketing executives are

    forgetting the basics of how to separate their brand from the competition. What marketingfolks need to look for is that simple, obvious strategy and not get bogged down in the

    complexities.

    Given the avalanche of new products hitting the market, creating differentiation is

    becoming increasingly difficult. The arrival of so many products also puts the emphasis

    back on the need to be different. You are getting into a market with an army of

    competitors out there. You have to face that fact and say, maybe theres no room for me

    unless my offer is something different. The trouble with marketing people is that hope

    springs eternal. And for clear differentiation, the marketing program has to inevitably start

    with the competition. What you want to do is what your competition will let you do.

    The biggest challenge facing the marketing fraternity today can be summed up in two

    words: Wall Street. Financial statements are pushing companies to grow and be

    everything for everybody. Companies, in their insatiable desire to grow, lose focus and

    move away from a simple idea. Beware of Wall Street. Plot your growth strategies

    carefully and do not take the brand where it does not make sense. You cannot be

    everything to everybody unless you are a Wal-Mart. That said, even Wal-Mart

    discovered, much to its discomfort, that it cannot be everywhere. For example, the chain

    could not successfully compete in the up-market retailing space against Target, the retail

    chain that sells fancier stuff for less. Another example: Home Depot tried smaller

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    neighborhood formats to retail hardware, but failed because local retailers had deeper

    insights into local market needs. From a retailing perspective do experiment with multiple

    retailing formats, perhaps under a separate brand.

    The economic downturn spells bad news to most marketers, but a slump also presents an

    opportunity to build brands.

    We interviewed media persons and they were quite frank about the feelings about

    branding in media industry. The market dynamics and the recession are not affecting the

    media business to the extent it has affected the other sectors. The branding activities taken

    up in media now a day are large scale.

    Execution of Strategy Through Brand Design

    Brand design is how we take our ideas and give them the dimension that allows the target

    audience to dimensionalize the ideas within their lives. It is the difference between

    reading the menu and eating the meal. The brand strategy commands the brand to be

    single minded, have clarity and focus, take advantage if any brand equities, and provide

    the scaffolding for the permission the brand commands to be important to the target.

    Brand design comes out of that strategy and provides the target with a visual connection

    to the brand.

    Brand Creation

    Any designer with a modicum of talent can create pretty images, pictures and logos. Only

    great brand designers can take a brand idea and bring it to life in an unforgettable way.

    A talented artist can paint a lovely picture of a French caf. Our designers need to paint

    that same picture and make you want to eat there.

    Doing that requires more than simply great artistic taste and sense. It requires a deep-

    rooted understanding of strategy and customer behaviors. It requires a complete census of

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    the competitive landscape so what we create is both different and better.

    The balance between art and commerce

    Because our brand designers at Stealing Share are tasked with a good deal more than

    just creating pretty pictures they think differently. Our clients come to us because they

    need to grow market share to take market share from competitors and our design

    reflects that goal. It does not matter if it is a logo, collateral brochure, web site, annual

    report or signature system, our designers make sure that your potential customer finds a

    hook in the design that helps them remember and recall it as important

    Typical Brand Strategy Process

    While each client in unique, the brand flow chart is a good representation of what is

    encompassed in a typical Stealing Share brand project. The brand strategy process can

    change based on the needs of the client, but the basic nature of a brand project remains

    generally the same and is quite scientific in nature.

    As a brief overview, brand projects start with research, both qualitative and quantitative,

    while analysis of the competition and audit of your brand continues. Once those are

    completed, we have the basics for building a meaningful brand for you in the market: We

    know what is most important to the target audience (research), how the competition is

    positioned (competitive analysis) and what is true about you (brand audit).

    It is at this point that the true strategic work begins by Stealing Share to develop brand

    positions, strategies and tactics that are actionable and aimed to create a preference for

    your brand in the marketplace.

    Any work done by our advertising agency or web development group would start in thelatter stages of Phase 4 or after. Click on any of the boxes or numbers to get more detail

    about that phase, including typical time estimates.

    Traditional Strategy Will Fail

    As a premier global brand company, Stealing Share has come to understand that

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    preference decisions are based more on highly held customer beliefs than they are on

    customer purposes. This means that while traditional advertising messages and corporate

    identities seek to exploit a unique selling proposition that satisfies a purpose (i.e. get

    whiter whites with a laundry soap powder) your brand needs to be more important to the

    customers sense of self. It needs to reflect the belief systems that command thecustomer, for example, to want or need a better laundry result.

    We conduct a Preceptive Behavioral Modeling at Stealing Share to provide the basis for

    our research into the belief systems of the target audience that your brand strategy is

    meant to influence. We call these beliefs Precepts and they command the actions of

    your target audience. There is a one-to-one causal relationship between what the

    customer believes to be true about the world in which they live and the purposes (and

    purchases) that they seek to fulfill in their daily life.

    Represent What They Will Covet

    Human beings naturally seek stasis and your brand needs to use this naturally occurring

    power. Your customer naturally gravitates away from conflict and towards an internal

    sense of harmony. This means that in everything they do and in all of the purchase

    decisions they make, they seek to diffuse any conflicts that exist between their actions and

    their belief systems. It comes down to simple physics in the end what they believe to

    be true about the world in general creates the purposes they seek to satisfy in specific

    purchase categories.

    At the end of the day, brand strategy is all about permissions. Brand permissions arise

    from the precepts of your target audience and the purposes that your brand satisfies.

    Understanding the ruling precepts when developing brand strategy is every bit as

    important as understanding regional and cultural differences when marketing your

    product or service.

    Influencing Behavior

    It is an artificial enterprise to evaluate brand and marketing without looking into a much

    broader spectrum of human behavior. Most marketing research studies are therefore

    deeply flawed. They attempt to understand a purchase behavior or preference in an

    artificial context one with limited vision and limited success.

    It is akin to placing an isolated human population, a population that has never seen or

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    heard of an elephant, into a dark room arming them only with a laser like flashlight and

    asking them to describe what they find there. What you might get back from such a group

    would be an odd mix of descriptors speaking of a large four-legged animal with a tail on

    both ends. It is interesting information but it is not very valuable or accurate.

    For this reason, brand strategy and marketing strategy today is more closely aligned with

    anthropology than it is with traditional marketing science. If you are trying to influence

    human behavior and grow market share you need to better understand the human

    condition and you need to see it in the context of a broader palate than just the palate of

    your category.

    Winning Strategy

    This all supposes that you, as a marketer, are interested in using your brand to influence

    the purchase decision and increase market share. As elementary a question as that mayseem, you would be surprised to learn how many marketing strategists that onecomes

    across that see brand as a static stand alone. They do not as of yet see it as the basic

    building block for all purchase decisions and the catalyst for growing market share. They

    think about brand expertise, not as the organic and dynamic germinal seed that it is, but as

    some artificial convention invented by mass marketers like P&G.

    If your desire, therefore, is to use your brand to help influence the preference choice and

    increase market share, then it is a given that you must have a better understanding of your

    target audiences . It is not enough to understand their usage and attitudes as it relates toyour product, service or category unless you believe that it is OK to understand an

    elephant as an animal with a tail at both ends you need to know the customer in the

    broader context of their life. You need to know what they believe to be true about their

    life, values, aspirations and goals. You need to better understand the belief triggers that

    guide their lives and direct their purchase decisions. Growing market share demands more

    than simple branding traditional brand development that has become endemic in

    marketing circles today it requires the acute vision of an anthropologist.

    Branding as Anthropology

    In order to make our branding work persuasive and influential in the market, our dynamic

    and active strategists act as anthropologists as well as marketing experts. The precepts of

    customers', basic beliefs about themselves and the world at large dictate who they are

    when using and choosing a brand. Precepts are different for every target audience and as a

    result, our strategic specialists focus on specific targets based on deep expertise in many

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    diverse target groups. Each of our teams specializes in specific groups that directly

    influence the equity of your brand.

    However, the focus is always upon developing brand strategy and messaging that changes

    behavior and increases market share. Here are just a few of our focused areas of

    brand/consumer expertise:

    Baby Boomers

    This over-studied and under appreciated group embraces cultural precepts that are

    distinctly different from other target markets. Baby boomers approach purchase decisions

    and arrive at conclusions differently from all other groups, which, in turn, results in

    specific brand development necessities to target this group. Our experience with this

    group runs from marketing consumer package goods to the brand messaging of oilchanges to exposing legal preferences.

    Female Influencers And Decision Makers

    Understanding and characterizing the female decision maker sets Stealing Share apart.

    We have mapped the preceptive structure of this powerful audience and have found ways

    to influence the purchase decisions via brand messaging in everything from bottled water

    to real estate. This group defies stereotypical categorization and approaches consensusfrom a distinctly right brain perspective. This group has concerns that are firmly held,

    often remaining consistent despite cultural changes. Targeting female consumers is a

    common branding goal, but is often misled by inside-out marketing strategy that is so

    rampant in the marketplace.

    Male Influencers And Decision-Makers

    Contrary to popular thought, the male consumer has changed his preceptive bundling

    more than his female counterpart. The preceptive modeling for male decision-makers is as

    unique as that of the female model. Our branding and marketing experience with this

    audience runs from beer marketing to automotive marketing and technological messaging

    (computer marketing). The male consumer will often change his preceptive structure, so

    this group is often difficult to narrow the brand focus. It requires expertise in cultural

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    currents and an understanding of values, consumer behavior over time, and how the male

    market has changed over the years.

    IN a Nutshell

    Brand Development

    Effective brand development is nearly impossible to execute in-house because it is

    difficult to be dispassionate and objective when evaluating the state of your business. As a

    result, companies often make the mistake of confusing the business of their business with

    the business of their brand.

    Strategically speaking, the business of your business is what you make and/or sell. All too

    often we describe our brand by what we do and this obscures our marketing position and

    brand strategies. This is the reasoning behind the many companies with a marketingposition and/or brand identitiy that is merely a reflection category benefits, showing

    almost no differentiation. This brand marketing simply defines the offering or presents

    a banal claim that is neither important nor believable in the eyes of the target audience.

    Your Responsibility

    There are a few important responsibilities in defining the business of your business, and

    these are vastly different from the brand strategies that arises from the business of yourbrand. Your product must perform according to the standards set by the market. For

    example, if you are selling soap powder, your product needs to clean clothing, have a

    pleasant fragrance, and be competitively priced. It needs to be consistent in quality and

    value (consistency), and it needs to perform a function (efficacy).

    You are also selling your brand identity and must preserve that brand identity with great

    care, consistently delivering the value your corporate identity promises. Here, many

    companies (brand development companies as well) get confused. Your logo, mark, theme

    line, and look and feel are part of your corporate identity, not your brand identity.

    Marks and equities are all about the recognition of you and your company. They are how

    the customer remembers you. These values are all about processes, operations, and

    ingenuity.

    What Your Customers Buy

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    If you were able to take a dispassionate look at your customers and see them not as you

    imagine them or idealize them, but rather as they are, you would see the beginnings of a

    brand strategy.

    Simply put, your customers buy a category, and then they choose a brand within that

    category. Referencing our soap powder example, the customer needs soap powder to

    wash their clothes, and then they choose a specific brand of soap powder as their

    preferred purchase.

    Purchasing decisions are all about positioning, meaning and integrity. They choose a

    brand within a category based on an emotional litmus test. Efficacy and product values

    are, for the most part, equal across the market space. All soap powders available on the

    market will clean your clothes, and claims of superiority are mere distractions for

    consumers at best. Nonetheless, most packaged goods companies continue to try to

    differentiate their brands by efficacy claims.

    How Customers Choose

    How then does the consumer decide which brand they want (preference) and what price

    they are willing to pay for that brand (margins)? Considering that almost all products sell

    commodity benefits, what could possibly be left? What is left is brand.

    Brand identity strategy begins with a clear understanding of your target audience, and this

    does not stop at a simple usage and attitudinal study. The study of the customer has more

    in common with anthropology than marketing. Marketing strategy focuses on tactics and

    values while brand anthropology focuses more on the target audience and their beliefs

    about themselves and the world. Brand choices are made (with all else being leveled as

    equal by the marketplace) because of personal identification with the attributes assigned

    to the brand by the target audiences themselves. The brand that best offers a reflection of

    the customers self-description and personal identity will win the day.

    Developing actionable brand strategy requires digging into the perceptual context of the

    target audience. We use tools like behavior modeling to understand the precepts that drive

    the target audience to take action and ensure that those values are communicated in the

    brand strategy at all times. Your customer needs to recognize the brand (identity) and then

    find within its promise, not simple efficacy but affirmation. Those that continue to believe

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    that purchase decisions are cognitive choices are living in the 1950's world of unique

    selling propositions (USP). When the market was immature and less crowded, such

    business promises could incite trial. Today, USP's represent a flash in the pan.

    Your brand does not belong to you, it belongs to your customer and is more of a reflectionof them than you and your business. If your brand strategy includes descriptions of your

    product or service, your own history or value or your category benefits, chances are that

    you have a robust business and an ailing brand.

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    CONCLUSION

    Key developments

    Entry of new players

    The year 2005 saw the entry of new players across all segments of the E&M industry. The

    most prominent entry was that of the Reliance Group in the filmed entertainment and

    radio segment. During 2005, Reliance Capital bought a majority stake in Adlabs which

    enabled it to have a presence across the entire value chain of the filmed entertainment

    segment ranging from film production, exhibition and distribution. Through Adlabs,

    Reliance also made its entry into the radio segment by bidding for over 50 FM radio

    stations across the country with aggregate bids of over INR 1.5 billion.The other significant entry into the entertainment and media segment was that of the Tata

    group, through its subsidiary Videsh Sanchar Nigam Limited (VSNL). VSNL tied up with

    the Paris-based Thomson Group in 2005 with the objective of identifying opportunities in

    managing and delivering content for third parties, including broadcasters and content

    providers. Thomson Group also recently announced its partnership with Tata Sky Limited

    for manufacturing set-top-boxes and providing sales service and support network for their

    DTH customers.

    Foreign investment

    Owing to the strong impetus for growth from the economic and demographic factors

    coupled with some regulatory corrections, the sector also recently witnessed increasing

    foreign investment inflows in most segments of the E&M industry, especially the print

    media. Recent examples include foreign investment in English dailies such as Hindustan

    Times and Business Standard by Henderson Global and Financial Times respectively.

    Vernacular media too saw its share of foreign investment with a strategic equityinvestment by Independent News & Media in Dainik Jagran, a leading Hindi Daily.

    In the broadcasting space, most channels beaming into India (such as Walt Disney,

    ESPN-Star Sports, Star, Discovery, BBC etc.) have established foreign investment

    subsidiary companies for content development and advertisement airtime sales.

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    In the television distribution space arena, foreign investment is being drawn by the larger

    cable operators referred to as multi-system operators (MSO) such as Hathway and

    Hindujas. In the television content space, the recent investment in Nimbus

    Communications by a foreign private equity player is seen as the start of a significant

    trend of foreign investment inflows.

    Current status of the industry and its growth potential

    The Indian economy continues to perform strongly and one of the key sectors that

    benefits from this fast economic growth is the E&M industry. This is because the E&M

    industry is a cyclical industry that grows faster when the economy is expanding. It also

    grows faster than the nominal GDP during all phases of economic activity due to its

    income elasticity wherein when incomes rise, more resources get spent on leisure and

    entertainment and less on necessities. Further, consumption spending itself is increasing

    due to rising disposable incomes on account of sustained growth in income levels, and

    this also builds the case for a strong bullish growth in the sector.

    The size of E&M in India is currently estimated at INR 353 billion and is expected to

    grow at a compounded annual growth rate of 19 percent over the next five years.

    The television industry continues to dominate the E&M industry by garnering a share of

    over 42 percent, which is expected to increase by a further 9 percent to reach about 51

    percent. The share of the film industry, which currently stands at 19 percent, is not

    expected to change materially over the next five years. Print media, which stands at over

    31 percent, is projected to lose some of its share in favour of the emerging segments.

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    RECOMMENDATION

    Key growth drivers

    Television

    Subscription revenues are projected to be the key growth driver for the Indian television

    industry over the next five years. Subscription revenues will increase both from the

    number of pay TV homes as well as increased subscription rates. The buoyancy of the

    Indian economy will drive the homes, both in rural and urban (second TV set homes)

    areas to buy televisions and subscribe for the pay services. New distribution platforms

    like DTH and IPTV will only increase the subscriber base and push up the subscription

    revenues.

    Filmed entertainment

    Indians love to watch movies. And advancements in technology are helping the Indian

    film industry in all the spheres film production, film exhibition and marketing. The

    industry is increasingly getting more corporatised. Several film production, distribution

    and exhibition companies are coming out with public issues. More theatres across the

    country are getting upgraded to multiplexes and initiatives to set up more digital cinema

    halls in the country are already underway. This will not only improve the quality of prints

    and thereby make film viewing a more pleasurable experience, but also reduce piracy of

    prints.

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    Print media

    A booming Indian economy, growing need for content and government initiatives that

    have opened up the sector to foreign investment are driving growth in the print media.

    With the literate population on the rise, more people in rural and urban areas are reading

    newspapers and magazines today. Also, there is more interest in India amongst the global

    investor community. This leads to demand for more Indian content from India. Foreign

    media too is evincing interest in investing in Indian publications. And the internet today

    offers a new avenue to generate more advertising revenues.

    Radio

    The cheapest and oldest form of entertainment in the country, which was hitherto

    dominated by the AIR, is going to witness a sea-change very shortly. In 2005, the

    government opened up the sector to foreign investment and this is the key factor that

    will drive growth in this sector. As many as 338 licences are being given out by the Indiangovernment for FM radio channels in 91 big and small towns and cities. This deluge of

    radio stations will result in rising need for content and professionals. New concepts like

    satellite, internet and community radio have also begun to hit the market. Increasingly,

    radio is making a comeback in the lifestyles of Indians.

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    Music

    The industry has been plagued by piracy and had been showing very sluggish growth over

    the last few years, both in India and globally. However, mobile music and licensed

    digital distribution services are projected to fuel the recovery of the music industry the

    world-over. The pace of growth in mobile music reflects the fact that consumers

    increasingly view their wireless device as an entertainment medium, using those devices

    to play games and listen to music, while carriers are actively promoting ancillary services

    such as ringtones to boost average revenue per user. Ringtones currently constitute the

    dominant component of the mobile music market. Licensed digital distribution services

    are also contributing significantly to growth in all regions.

    Live entertainment

    This segment of the entertainment industry, also known as event management, is growing

    at a fast and steady rate. While this industry is still evolving, Indian event managers have

    clearly demonstrated their capabilities in successfully managing several mega national

    and international events over the past few years. In fact, event managers are also

    developing properties around events. The growing number of corporate awards, television

    and sports events are helping this sector. With rising incomes, people are also spending

    more on wedding, parties and other personal functions. However, issues like high

    entertainment taxes in certain states, lack of world-class infrastructure and the

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    unorganised nature of most event management companies, continue to somewhat check

    the potential growth in this segment of the industry.

    Out-of-home advertising

    Outdoor media sites in India are predominantly owned or operated by small, local playersand are typically, directly marketed by them to advertisers and advertising agencies.

    However, this segment too is witnessing a sea-change with technological innovations.

    Growing billboard advertising is fuelled by technologies such as light-emitting diode

    (LED) video billboard. This is a segment that is seeing interesting technological

    innovations across the world and is likely to evolve in India too in the short-term.

    Internet advertising

    An estimated 28 million Indians are currently hooked on to the internet. And this rising

    number is leading to the growth of internet advertising, which today stands at

    approximately INR 1 billion. The internet is being used for a variety of reasons, besides

    work, such as chatting, leisure, doing transactions, writing blogs etc. This offers a huge

    opportunity to marketers to sell their products. And with broadband becoming

    increasingly popular, this segment is expected to grow by leaps and bounds.

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    Barriers to investment in the entertainment and media industry

    A lot more investment can be drawn into the entertainment and media industry if certain

    sectoral policy barriers can be addressed. Some of the issues that need to be addressed

    which commonly impacts all segments and need to be addressed urgently include:

    1. Piracy

    The problem of piracy assumes a different proportion in a country such as India with an

    area of 3.3 million sq. km. and a population of over 1 billion speaking 22 different

    languages. It impacts all segments of the industry especially films, music and television.

    Most of the credible efforts today to combat piracy have been initiated by industry bodies

    themselves. On part of the government, lack of empowered officers for enforcement of

    anti-piracy laws remains the key issue that is encouraging the menace of piracy. This,coupled with the lengthy legal and arbitration process, is being viewed as a deterrent to

    the crusade against pirates. The current Copyrights Act too is dated in terms of

    technology improvements, and above all, it does not address the needs of the electronic

    media which has maximum instances of piracy today. The draft of the Optical Disc Law

    to address the need for regulating piracy at the manufacturing stage is still lying with the

    ministry for approval.

    2. Lack of a uniform media policy for foreign investment

    The sector currently lacks a consistent and uniform media policy for foreign investment.

    Some of the inconsistencies include different caps in foreign direct investment in various

    segments. This is enumerated below:

    Television distribution: DTH 49% (strategic FDI only 20%); cable 49% (ownership can

    only be with India citizens).

    Content (news): Television and print - 26%; radio - nil

    Content (non-news): Television and print - 100%; radio 20% (only portfolio)

    3. Level playing field with incumbents

    Most sectors of the Indian E&M industry have traditionally operated under various

    agencies of the Indian government, which were later opened to the private players in

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    various stages. FM radio is one such example where the incumbent All India Radio (AIR)

    was the sole player in the medium of both AM and FM radio broadcasting. Limited

    frequencies of FM broadcasting have been opened to the private players but with a licence

    fee, which is not currently applicable to the incumbent AIR. Similarly, in television

    segment, all terrestrial broadcasting rights continue to be with the incumbent

    Doordarshan.

    4. Content regulation

    A long-standing debate continues amongst the industry members on regulation of content.

    Some of the issues that need to be addressed in this sphere include:

    Should there be a content regulator or should the industry be allowed self-regulation

    under a broad framework?

    If there needs to be one, should the content regulator be independent of the carriage

    regulator?

    Should the content regulations be consistent across all delivery mediums such as films,

    television, radio and print or different sets of regulation should be evolved for each

    medium?

    What should be the working mechanisms of a content regulation in terms of

    enforcement, penalties for default from prescribed guidelines etc.?

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    THESIS SYNOPSIS

    Details of the student

    Name: - Hardik DaveBatch: - PGP (07-09) SS

    Specialization: - Marketing & Finance

    Phone No: - 9833581182

    Email Id: - [email protected]

    Desired Area

    Marketing activities that a company takes to build a Brand and sustain their respective

    position.

    Title of the thesis

    Branding in Media Industry

    Problem definition /hypothesis

    Market Dynamics, a hurdle in the Media Branding.

    Literature relating to the problem

    The journal will comprise of the reason behind, why one Paint is preferred as against

    Asian Paints. Print as well as television and radio ads and personal interviews of dealers

    and consumers. It will also include Potential customers trends.

    Scope of thesis work

    My Research range will be to find out the influence of market dynamics on branding

    strategies adopted by players in the media industry by contacting various media persons

    in Mumbai.

    Research Methodology

    The study will include qualitative research.

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    Qualitative Research

    Media persons, Advertising Agency, OOH media Agency, Film production companies,

    Radio Stations, Print Media.

    Justification for choosing a particular research proposal

    The reason for selecting this topic for my Thesis is because I will be making my career in

    this field and perhaps this may be of great help and knowledge for my process.

    Details of the External guide (Name of the Guide, Qualification and Designation)

    Name: - Nikhil Rao

    Qualification: - B.E (ELECTRONICS, MMS MARKETING)

    Designation: - MARKETING CONSULTANT

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    RESPONSE SHEETS

    Response Sheet No: 1

    Name: Hardik Dave

    ID NO: IIPM/SS/07-09/MUM/MKT/017

    Questionnaire: A basic questionnaire has been designedwhich would be modified from time to time based on thetype of group being interviewed.

    Since it is more of a qualitative research the questionnairehas to be modified subject to the type of group(merchant/manager/consumer) being interviewed.

    Date when the Guide was consulted: 24/03/2009

    The outcome of the discussion: Various parameters havebeen listed which affect the dynamics of the media industryas a whole and a company individually.

    The Progress of the Thesis: The basics of how and whatbrings about changes in the movements of preferences andwhat role does an agent/ advertiser or the company it selfplay in selection of the service. This would give a clear and

    proper understanding of what inspires demand for any kindof product / service in this industry.

    Response Sheet No: 2

    Name: Hardik Dave

    ID NO: IIPM/SS/07-09/MUM/MKT/017

    Questionnaire: Changes in the questionnaire are

    incorporated.

    Date when the Guide was consulted: 13/04/2009

    The outcome of the discussion: Discussions regardingwho is to be interviewed and how should I go aboutconducting the research was discussed.

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    The Progress of the Thesis: A complete research on themedia industry and the top competitors was carried out.

    Response Sheet No: 3

    Name: Hardik Dave

    ID NO: IIPM/SS/07-09/MUM/MKT/017

    Questionnaire: I have initiated the survey on the relatedsection. There are three segments to be surveyed, i.e. Mediapersons, advertising agents, Clientele of Media. Currently Iwould start with survey only with media persons.

    Date when the Guide was consulted: 23/04/2009

    The outcome of the discussion: Discussions regardingwhen and which all places do I visit in order to receive qualitybase response from the sample.

    The Progress of the Thesis: Have visited variousadvertising agents in order to study the innovative productquality and marketing strategies of branding in media. Thiswould help me decide the strategic planning of Radio City asa brand.

    Response Sheet No: 4

    Name: Hardik Dave

    ID NO: IIPM/SS/07-09/MUM/MKT/017

    Questionnaire: I have initiated the survey on all the three

    sections i.e. Media Persons, Advertising agents, clientele of

    Media.

    Date when the Guide was consulted: 28/04/2009

    The outcome of the discussion: The data which we are

    collating is in convergence with the data expected.

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    The Progress of the Thesis: Have spoken to the sample so

    far in order to fill up my questionnaire and have picked

    valuable information.

    Response Sheet No: 5

    Name: Hardik Dave

    ID NO: IIPM/SS/07-09/MUM/MKT/017

    Questionnaire: I have almost completed the survey by sixty

    percent on all the three sections i.e. Media Persons,

    Advertising agents, clientele of Media. The data which has

    been obtained is about the branding strategies adopted by

    the media houses.

    Date when the Guide was consulted: 03/ 05/09

    The outcome of the discussion: The branding strategies

    adopted are very unique and interesting

    The Progress of the Thesis: The sample size is almost

    achieved. The available questionnaire has been taken up fordata analysis and data interpretation. Also the thesis is

    taking the final shape.

    Response Sheet No:6

    Name: Hardik Dave

    ID NO: IIPM/SS/07-09/MUM/MKT/017

    Questionnaire: The final thesis project is being formulated

    with all the relevant data and all the interpretation done.

    Date when the Guide was consulted:12/ 05/09

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    The outcome of the discussion: The branding strategies

    adopted are very unique and interesting

    The Progress of the Thesis: The final Thesis document

    must be made and formatted. The data must be presented ina unique manner and the final hypothesis must be justified

    by the findings of the research.

    BIBLOGRAPHY

    Books & Reports

    Economic Times

    4Ps Magazines Business Today

    Marketing Strategies Philip Kotler

    The Indian Entertainment & Media Industry, PWC report

    Webliography

    http://www.ibef.org/artdispview

    http://news.in.msn.com/national/article. Tuesday, February 17, 2009

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    http://www.ibef.org/artdispviewhttp://www.ibef.org/artdispviewhttp://www.ibef.org/artdispview
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