1

CONTENT

Certificate

Acknowledgement

Preface

Declaration

Chapter -1

Introduction to TATA SKY

Company Profile

History

Competitor

Chapter- 2

Objective of the study

Chapter -3

Research methodology

Chapter- 4

Data analysis

Chapter- 5

Findings

Chapter -6

Limitation

Chapter-7

Conclusion

Chapter -8

Suggestion

Annexure

Questionnaire

Bibliography

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ACKNOWLEDGEMENT

We owe a great deal to a great many people, for the successful

completion of this study report. Literally many of people have contributed to

this project report in Varanasi. Every work requires a commitment but this

commitment goes in vain when there is no guidance.

We are extremely thankful to Mr. M.M.C SIR (In charge of HCPG),

Harish Chandra P.G. College, Varanasi under whose able guidance and

continuous support we were able to compile this project. We are really admired

looking to their special attention and co-operation extended to us during the

project.

We really feel gratitude on the part of the under whose able guidance we

get the chance to accomplish our project Report finally.

With a deep sense of reverence, we would like to express our deep

gratitude to our parents who have always been a source of inspiration for us.

Their everlasting co-operation, encouragement and smiling affection inspired

us always building our future bright.

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PEREFACE

This Project has been conducted to get an overview of study on "TATA

SKY". The basic objective of this report is to touch most of the important

aspect of research is to know about consumer preference about theTATA SKY.

This project is carried out under partial fulfillment of BBA VI Semester, Harish

Chandra post graduate college, Varanasi.

RAKESH KUMAR

BBA VI Sem.

Roll No. : 1066013

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DECLARATION

I, RAKESH KUMAR student of BBA VI Semester at Harish Chandra p.

g. college, Varanasi. Here by declare that all the result of my own effort,

guidance given by my mentor & faculty member.

This Project Report is correct to the best of my knowledge this report so

far has not been published anywhere else.

RAKESH KUMAR

BBA VI Sem.

Roll No. : 10660013

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INTRODUCTION

Tata Sky is set to revolutionize television viewing in India through its

superior digital quality picture and sound. The service aims to empower the

Indian viewer with Choice, Control and Convenience through its wide array

of programming choices and interactive features. Tata Sky offers viewers a

variety of channels ranging from entertainment, sports, movies and music to

news and documentaries in DVD quality picture and CD quality sound.

Tata Sky has established an extensive customer service network across

the country. It has engaged a field force of approximately 3000 service

engineers who are complemented by high-end 24x7 call centre’s, manned by

multi-lingual customer service associates, trained to solve all customer

problems.

Tata Sky takes direct responsibility for installing and servicing the

hardware at every subscriber's home, thereby ensuring the highest levels of

customer service.

Tata Sky retails its hardware and prepaid recharge vouchers through

popular consumer electronic stores to enhance customer convenience.

The SKY brand, owned by the UK-based British Sky Broadcasting

Group, brings to Tata Sky the reputation of more than 20 years experience of

satellite broadcasting. SKY is well known for the innovative products and

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services launched by BSkyB, such as DTH broadcasting in 1989, digital

satellite broadcasting in 1998, interactive television services in 1999 and the

SKY+ personal video recorder in 2001. Tata Sky joins an international group

of DTH businesses that includes platforms as far apart as the UK and Italy in

Europe, and Mexico and Brazil in Latin America.

Space TV is a TATA - STAR joint venture, established in 2004,

committed to build state-of-the-art Digital infrastructure for Pay Television in

India. Space TV plans to introduce a nationwide Direct-to-Home (DTH)

service that would allow it to reach every Indian home, however remote it may

be. The service plans to offer its subscribers the best of cable channels, new

innovative programming and interactive services.

Tata Sky satellite television service will redefine your TV viewing

experience by offering you greater choice, control and convenience.

Greater choice

Watch a wide array of your favorite television channels in DVD quality

picture and CD quality sound

Get your favorite recipes when you want on Actve Cooking

Play interactive games on your TV with Actve Games

Order once and enjoy the latest movies with a single ad-break through

the day on Showcase

Learning games for children on Active Wiz kids

Find out what each day has in store for you with Gnash Speaks

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Reiter control

Watch cricket with multiple camera angles, choice of commentary

language and highlights on-demand only on Actve Sports

Go directly to your favorite news section on Actve STAR News

Regulate what your children watch on TV with parental control

Greater convenience

Get a 7-day listing of all programmes on TV with guide

Catch a news story as it breaks, simultaneously on four channels on

Actve Newsroom

Use the search & scan banner to find out what’s playing on other

channels without changing the channel you are watching

Enjoy fixed channel positions and uniform volume levels across all

channels

Experience uninterrupted viewing. No longer get affected by

neighborhood power cuts. Enjoy uninterrupted television as long as you

have electricity in your house.

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COMPANY PROFILE

Incorporated in 2004, Tata Sky is an 80:20 joint venture between the

Tata Group and STAR, offering viewers a world-class television viewing

experience through its direct-to-home (DTH) television service. The Sky brand,

owned by the UK-based British Sky Broadcasting Group, has more than 20

years of experience in satellite broadcasting, and is well known for its

innovative products and services. With this service, Tata Sky has joined a

select international group of DTH businesses that operate in areas as far away

as the UK and Italy in Europe, and Mexico and Brazil in Latin America.

Areas:

Tata Sky offers viewers a variety of popular channels in categories ranging

from entertainment, sports, movies and music to news and documentaries in

DVD-quality picture and CD-quality sound. The service further aims to

empower television viewers with choice, control and convenience through a

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wide range of programming and interactive features, thus becoming a one-stop

shop for all the television entertainment needs of customers.

With state-of-the-art digital infrastructure and partners that include

global leaders in digital technology, Tata Sky provides for hardware

installation at subscribers' homes, as well as after-sales service through an

extensive customer service network that provides complete customer care. Tata

Sky also retails its hardware and prepaid recharge vouchers through popular

consumer electronic stores to facilitate consumer access.

The Tata Group's business activities are conducted through 98

companies operating in seven business sectors. It has a presence in six

continents and holds leadership positions in many industry segments, among

them tea, software, automobiles, energy and hospitality. With revenues, in

2006-07, of $28.8 billion (Rs129, 994 crore), it has a market capitalization of

$65.32 billion as on February 7, 2008.

The Tata Group is one of India's largest and most respected business

conglomerates. It comprises 93 operating companies in seven business sectors:

information systems and communications, engineering, materials, services,

energy, consumer products and chemicals. The Tata Group has operations in

more than 40 countries across six continents and its companies export products

and services to 140 nations. The Group and its enterprises have been steadfast

and distinctive in their adherence to business ethics and their commitment to

corporate social responsibility. This is a legacy that has earned the Group the

trust of many millions of stakeholders in a measure few business houses

anywhere in the world can match.

The Tata Group is one of India's largest and most respected business

conglomerates, with revenues in 2006-07 of $28.8 billion (Rs129,994 crore),

the equivalent of about 3.2 per cent of the country's GDP, and a market

capitalization of $65.32 billion as on February 7, 2008. Tata companies

together employ some 289,500 people. The Group's 27 publicly listed

enterprises-among them stand out names such as Tata Steel, Tata Consultancy

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Services, Tata Motors and Tata Tea-have a combined market capitalization that

is the highest among Indian business houses in the private sector, and a

shareholder base of over  2.9 million. The Tata Group has operations in more

than 80 countries across six continents, and its companies export products and

services to 85 countries.

The Tata family of companies shares a set of five core values: integrity,

understanding, excellence, unity and responsibility. These values, which have

been part of the Group's beliefs and convictions from its earliest days, continue

to guide and drive the business decisions of Tata companies. The Group and its

enterprises have been steadfast and distinctive in their adherence to business

ethics and their commitment to corporate social responsibility. This is a legacy

that has earned the Group the trust of many millions of stakeholders in a

measure few business houses anywhere in the world can match.

Tata Sky Ltd, the joint venture between the Tata group and Star,

announced on Thursday their partnership with Thomson, the set-top box

technology major, to support the launch of its direct-to-home (DTH) service in

mid 2006. Thomson, will manufacture set-top boxes in India and provide a

countrywide after-sales service and support network for Tata Sky customers.

Tata Sky is investing in building a high quality digital infrastructure in the

country and hopes to offer a superior television viewing experience to Indian

households.

DTH services in India and offer customers with the best satellite TV

services available." The agreement with Tata Sky marks Thomson's entry into

the DTH Satellite television market with set-top boxes developed and

customized for Tata Sky at its R&D centre in Bangalore.

TYPE

Tata Sky Ltd., a joint venture of TATA and STAR, is committed to

build a state-of-the-art Digital infrastructure for Pay Television in India. Tata

Sky plans to introduce a nationwide Direct-to-Home (DTH) service that would

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allow it to reach every Indian home, however remote it may be. The service

plans to offer its subscribers the best of cable channels, new innovative

programming and interactive services.

NATURE

The Tata Group comprises 98 operating companies in seven business

sectors: information systems and communications; engineering; materials;

services; energy; consumer products; and chemicals. The Group was founded

by Jamsetji Tata in the mid 19th century, a period when India had just set out on

the road to gaining independence from British rule. Consequently, Jamsetji

Tata and those who followed him aligned business opportunities with the

objective of nation building. This approach remains enshrined in the Group's

ethos to this day.

Tata Sky is set to revolutionise television viewing in India through its

superior digital quality picture and sound. The service aims to empower the

Indian viewer with Choice, Control and Convenience through its wide array

of programming choices and interactive features. Tata Sky offers viewers a

variety of channels ranging from entertainment, sports, movies and music to

news and documentaries in DVD quality picture and CD quality sound.

TATA Brand

The Tata Group is one of India's largest and most respected business

conglomerates. It comprises 93 operating companies in seven business sectors:

information systems and communications, engineering, materials, services,

energy, consumer products and chemicals. The Tata Group has operations in

more than 40 countries across six continents and its companies export products

and services to 140 nations. The Group and its enterprises have been steadfast

and distinctive in their adherence to business ethics and their commitment to

corporate social responsibility. This is a legacy that has earned the Group the

trust of many millions of stakeholders in a measure few business houses

anywhere in the world can match

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SERVICE PROFILE

Extensive Customer Service Network

Tata Sky has established an extensive customer service network across

the country. It has engaged a field force of approximately 3000 service

engineers who are complemented by high-end 24x7 call centers, manned by

multi-lingual customer service associates, trained to solve all customer

problems.

Tata Sky takes direct responsibility for installing and servicing the

hardware at every subscriber's home, thereby ensuring the highest levels of

customer service.

Tata Sky retails its hardware and prepaid recharge vouchers through

popular consumer electronic stores to enhance customer convenience

Offering

In addition to new channels and exciting interactive features, Tata Sky

offers all popular television channels, thus becoming a one-stop shop for all the

television entertainment needs of customers

Satellite:

Tata Sky has leased all 12 Ku-Band transponders on ISRO’s Indian

satellite, INSAT 4A, the most advanced and high-powered KU-Band

communication satellite in the region, developed keeping in mind local

requirements. The satellite enables Tata Sky to offer superior picture and

sound quality with a wide range of channels.

Business Support Software:

NDS: Tata Sky has partnered with NDS, the leading provider of

technology solutions for pay television. NDS systems has played a key role

in the end-to-end system architecture and launching the nationwide digital

service. The NDS VideoGuard conditional access solution provides superior

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broadcast security, and enables Tata Sky to offer multiple programming and

pricing packages.

Siebel: Tata Sky has selected Siebel, leaders in Customer Relationship

Management (CRM) software, to support operations across the areas of call

centre and field service operations, customer order management .

Kenan: Comverse’s Kenan FX billing software has been selected to

support billing for all residential, institutional and commercial customers. The

Kenan software has been enhanced specifically for Tata Sky, to support a first

in industry pre-paid billing capability which will provide customers convenient

payment options.

SAP: SAP the leading Enterprise Resource Planning (ERP) application

suite, has been selected by Tata Sky to support the company’s materials

management, sales and distribution, finance and control and human resources

requirements.

IT:

Sun Microsystems: Tata Sky has selected Sun Microsystems to

provide world-class technology infrastructure, which helps the company to

deliver high-level service standards for its Satellite Television service. The

servers ensure maximum up-time, fault recovery and load management. Sun

has also provided Tata Sky with installation, engineering expertise and support.

Digicomp:

Tata Sky has partnered with Thomson and Humax, world leaders in

digital broadcast technology for building top-of-the line digicomps, customised

specifically for the Indian markets. The technology’s feature rich design

enables Tata Sky to deliver multiple programming, pricing packages and

interactive services to its customers.

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Systems Integration:

Tata Consultancy Services (TCS) : TCS is a Systems Integration

partner for Tata Sky Ltd. It supports IT operations in the areas of billing, ERP

and other customer care and employee related internal facing applications.

Service Support:

SerWizSol: SerWizSol provides Tata Sky with three high-end call centres

offering round-the-clock support in 11 different languages at Pune, Hyderabad

and Mohali.

MARKET SHARE:

Direct to Home (DTH) was un heard of in this region comprising states

of Punjab and Haryana a few years ago but in the last few months, people have

lapped up DTH in a big way. Enquries by FE reveal that Tata Sky, though a

late entrant has been able to sell more than three lakh units in Punjab alone in

just six months. In Chandigarh Union Territory, it has sold about 25,000 units

in the last six months itself. Tata Sky has undoubtely emerged a leader in DTH

sales in this region.

COMPETITORS

Dish T.V

DD Direct Plus

Star T.V

SUN Direct

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FUTURE PROSPECTS:

Vision

Tata Sky aims to revolutionise Indian entertainment by offering superior DVD

quality picture and CD quality sound. Tata Sky envisions:

Connecting every television home

Empowering every television viewer

Revolutionizing home entertainment

Tata Sky crosses 1 million mark in record time

Aims for more than 8 million by year 2012

Within a span of one year, Tata Sky has:

Established itself as the fastest growing Pay TV platform in India 

Established Tata Sky as a trusted and premium brand: achieved 87%

brand awareness within the first six months of launch

Expanded its product offering from 55 television channels at the time of

launch to over 120 channels and interactive services (Actve Games,

Actve Sports, Actve STAR News, Actve Khabar, Actve Newsroom and

Actve Wizkids)

Launched Actve Wizkids, the first-of-its-kind education based

interactive service in the world that teaches children through learning

games

Set up state-of-the-art digital infrastructure including an uplink centre in

Gurgaon and three high-end 24x7 call centres in Hyderabad, Mohali and

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Pune supporting 11 languages (English, Hindi, Marathi, Gujarati,

Punjabi, Malayalam, Kannada, Tamil, Telegu, Oriya and Bengali)

Expanded its distribution network from 300 towns and 10,000 dealers at

the time of launch to 4,500 towns and 30,000 dealers across the country

Simultaneously trained 5000 people in a span of 6 months across 180

cities (the largest corporate training initiative in India)

Become the gold standard in customer service: achieved globally best-

in-class (durable and telecom industries) customer satisfaction scores

(eQ Score = 88 according to  the Nielsen study)

Introduced first-time ever interactive television promotions across

popular television channels including Sony (Indian Idol highlights on-

demand), STAR World & STAR One (Koffee with Karan Contest) and

STAR Gold (Tata Sky Pure Gold Krrish Contest & Tata Sky Pure Gold

Don Contest)

GROWTH OF THE COMPANY

Tata Sky is investing in building a high quality digital infrastructure in

the country to offer a superior television viewing experience to Indian

households. The service will enhance the choice for viewers looking for the

best of pay television services in the country. Tata Sky aims to become India's

largest digital television platform, offering consumers a wide array of

programming choices with interactive features and superior picture and sound

quality.

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Company profile according to 7S model:

The 7S frame work was developed by the consultants at the McKinsey

Company, a very well known management consultancy firm, in US, towards

the end of 70s to diagnose the causes of organizational problems and to

formulate program improvement.

McKinsey 7S framework

According to Waterman et al., organizational change is not simply a

matter of structure, although structure is a significant variable in the

management of change. Again it is not a simple relationship between strategy

and structure, although strategy is a critical aspect. In their view effective

organizational change may be understood to be a complex relationship between

strategy, structure, systems, style, skills, staff and super co-ordinate goals.

The framework suggests that there is a multiplicity of factors that

influence organizations ability to change and its proper mode of change.

Because of interconnectedness of the variables it would be difficult to make

significant progress in one area without making progress in the others as well.

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STATEMENT OF THE PROBLEM

The second half of the last decade witnessed the entry of multinational

companies in Indian consumer durables market. These companies being present

in all categories, practice aggressive market penetration, market share, and

consumer life time value share. Although TATA is a multi product

organization, in India it presents only in few TATA motors, TATA

Consultancy, TATA Solar etc.,) its strong presence being felt only in motors

market. In this stiff competitive environment, marketers like DISH.T.V , DD

Direct Plus, SUN Direct , are continuously identifying and meeting customers

changing demand and putting their market research efforts to understand

consumer behavior and decision making process. This stimulate a need for

TATA to identify market and customer pulse to find how customers buy a

brand of DTH, who influenced them, what motivates them, what attributes of

an DTH is significantly important .. etc., to be one step ahead of competitions.

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HISTORY

Is a joint venture between the Tata Sons, that owns 80% and STAR

India that owns a 20% stake. Tata Sky was incorporated in 2004 but was

launched only in 2006. It currently offers close to 196 channels (as of

December 2010) and some interactive ones; this count includes some numbers

of HD channels offered by Tata Sky (as Tata Sky-HD) and interactive services

also.

In March 2010, Sun Microsystems partnered with Tata Sky to provide

IT Infrastructure solutions and support for the launch of the company's direct-

to-home (DTH) television.

The company uses the Sky brand owned by British Sky Broadcasting.

In October 2008, Tata Sky announced launching of DVR service Tata

Sky+ which allowed 90 hours of recording in a MPEG-4 compatible Set Top

Box. The remote is provided with playback control keys and is being sold with

special offers for existing suscribers. After 2011, TATA Sky+ started selling

only HD Version of TATA Sky+ know as TATA Sky+ HD.

In 2008, Singapore-based Temasek Holdings picked up 10% stake in

Tata Sky from the Tata Group. This has diluted Tata's stake in the venture to

75%. STAR’s parent company, News Corporation, owns an International group

of DTH businesses that include Sky Italia in Italy and Foxtel in Australia.

Channel list

In October 2011, Tata Sky removed most of the Malayalam Channels

from its list. Even customers who subscribed to their South Jumbo Package are

provided only channels from Sungroup (Surya and Kiran) and Asianet (Asianet

and Asianet News). Channels dropped are Kairali TV, Amritha TV and DD4

Malayalam. Tata sky has failed to even add Asianet plus channel from its

associated Asianet network into its bouquet of offerings. Many suscribers have

complained to TRAI alleging discrimination by Tata Sky towards the language.

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Active Channels

DD Girnar

DD Kashir

DD Punjabi

DD Saptagiri

NDTV Hindu

Tata Sky Active Services

Active Cooking

Active Darshan (Shirdi Saibaba/ISKCON/Siddhi Vinayak/Kashi

Vishwanath/SVBC / Shrradha / Somnath)

Active Doordarshan (DD Gujarati/DD Saptagiri/ DD Punjabi/ DD

Kashir)

Active English

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Active Games

Active Learning

Active Mall

Active Music

Active Stories

Active Wizkids

ISO 27001: 2005 accreditation

In March 2009, Tata Sky, became the first Indian direct-to-home (DTH)

service provider to be awarded the ISO 27001:2005 accreditation, the

benchmark for information security. ISO 27001:2005 is an international

standard that provides specifications and guidance for the establishment and

proper maintenance of an Information Security Management System (ISMS).

The assessment for the certification was conducted by Intertek Systems

Certification, the management systems business unit of Intertek Group. This

certification confirms that every transaction carried out through Tata Sky’s IT

systems are highly secure.

Superbrand 2009–2010

Tata Sky was selected as a SUPER BRAND for the year 2009-2010 by

an independent and voluntary council of experts known as Superbrands

Council. It is the only Indian DTH to have won this distinction.

Subscriber Base

Tata Sky had a subscriber base of 10 million customers, as of 31st

October 2012.

Tata Sons

Tata Sons Limited is the primary trust company of the Tata Group and

holds the bulk of shareholding in these companies. It was established as a

trading enterprise by Group founder Jamsetji Tata in 1868. The chairman of

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Tata Sons has traditionally been the chairman of the Tata Group. About 66% of

the equity capital of Tata Sons is held by philanthropic trusts endowed by

members of the Tata family. The biggest two of these trusts are the Sir Dorabji

Tata Trust and the Sir Ratan Tata Trust, which were created by the families of

the sons of Jamsetji Tata.

Tata Sons is the owner of the Tata name and the Tata trademark, which

are registered in India and several other countries. These are used by various

Tata companies in relation to their products and services. The terms of use of

the Group mark and logo by Tata companies are governed by the Brand Equity

and Business Promotion Agreement, which is signed by Tata Sons and

individual Group companies.

STAR India

STAR India is an Indian media and entertainment company, owned by

News Corporation, and affiliated with Fox. It is headquartered in Mumbai, with

regional offices in cities Delhi and Chennai. STAR India's portfolio includes 33

channels in eight languages to more than 400 million people every week across

India and more than 100 countries across the globe.

Before 1993

STAR TV was a joint venture between Hutchison Whampoa and Li-Ka

Shing and was established to launch such a service. Li-Ka Shing's son, Richard,

was CEO. It was launched in 1991. Star's bouquet in early 90s included Star

Plus (then an English-language entertainment channel), Prime Sports (later

became Star Sports), Mtv (through a tie up with Viacom), Star Movies and Zee

TV (belonging to Subhash Chandra). Star TV was beamed out of Asiasat

satellite and beamed across 53 countries (as claimed by Star).

In 1993, Rupert Murdoch brought a 64 percent stake in Star TV for $525

million. Star was originally broadcasting content from Rupert Murdoch's Fox

Broadcasting and thus a synergy was envisioned. In 1995, Zee TV and Star

signed an agreement to promote each other's content on their respective

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networks. Thus ads for Star programs began to appear on Zee and vice versa.

This agreement was however short-lived as Star's English-language

entertainment channel Star Plus started broadcasting Hindi content. By 1997,

Star Plus became a 100 Hindi-language entertainment channel and Star TV

launched Star World a separate channel that broadcast content formerly shown

by Star Plus.

After 1993

In 1993 News Corporation purchased 63.6% of STAR for over $500

million, followed by the purchase of the remaining 36.4% in 1 January 1993.

Murdoch declared that: (telecommunications) have proved an unambiguous

threat to totalitarian regimes everywhere ... satellite broadcasting makes it

possible for information-hungry residents of many closed societies to bypass

state-controlled television channels"

In the years after Murdoch purchased Star, an agreement with Subhash

Chandra prohibited Star from creating Hindi-language programming, so Star

relied mainly on English-language imported programming. Star was third in

Indian market share (3%) behind Zee TV (12%) and Sony (11%). For four

years until 1999, Star had losses of nearly US$500 million. Consequently,

Murdoch revamped Star management; programming chief Sameer Nair decided

to start creating Hindi-language programming to target "mass instead of class."

International satellite programming has opened up competition in news

and public affairs programming with BBC and CNN International challenging

Doordarshan's long standing monopoly. Most of the other foreign broadcasters,

for example, ESPN and the Discovery Channel, are focusing on special interest

programming. Only StarTV's STAR Plus channel offers broad-based English-

language entertainment programs. Most of its programs are syndicated U.S.

shows, for example soap operas like The Bold and the Beautiful and Santa

Barbara and talk shows like Donahue and Oprah. Even when STAR Plus has a

very large share of the audience in India, It is threatened by the launch of new

channels.

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In August 2009, STAR Broadcasting Corporation revealed a restructure

to its Asian broadcast businesses into three units – STAR India, STAR (Greater

China), and Fox International Channels Asia.[6]

STAR India also manages News Corporation's interests in seven

ventures including DTH operator Tata Sky; cable system Hathway, channel

distributor Media Pro Enterprise, South Indian broadcast business of Asianet

channels and STAR Vijay, the film producor and distributor Fox Star Studios

India and STAR CJ Alive Home Shopping.

STAR India entered into High Definition broadcasting on 15 April 2011

with the launch of the HD versions of its popular channels, including Star Plus

HD, Star Movies HD, Star World HD, Star Gold HD and National Geographic

Channel India HD.

List of Channels provided

STAR Plus - Hindi general entertainment channel.

STAR Gold – Hindi movie channel.

STAR Jalsha – Bengali-language general entertainment channel.

Jalsha Movies –Bengali-language movie channel

STAR Pravah – Marathi-language general entertainment channel in

India.

STAR World– English-language entertainment channel

STAR Movies – an English-language movie channel which broadcasts

in India, Vietnam, Mainland China, Taiwan, Philippines, and Middle

East.

STAR Utsav – Hindi channel which shows some of the popular

programs from STAR Plus.

STAR Vijay – Tamil-language general entertainment channel.

Channel[V] – Hindi music video channel.

Life OK – Hindi general entertainment channel.

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Movies OK – Current Hindi movie channel.

Asianet – Malayalam-language general entertainment channel.[7]

Asianet Plus – Malayalam-language music channel.

Asianet Sitara – Telugu-language general entertainment channel.

Asianet News-Malayalam-language news channel

Asianet Movies – Malayalam-language movie channel

Asianet Suvarna– Kannada-language general entertainment channel.

Asianet Suvarna News 24×7- Kannada News Channel

STAR Sports – a sports channel

STAR Sports 2- a sports channel

STAR Cricket - consisting of full cricket programming and broadcast by

ESPN STAR Sports (ESS), a Joint Venture with ESPN International,

ESPN – broadcast by ESPN STAR Sports (ESS), a Joint Venture with

ESPN International.

ESPNews Asia – A 24-hour sports news channel.

National Geographic Channel India (HD)

Nat Geo Music (HD)

Nat Geo Adventure (HD)

Nat Geo Wild (HD)

Fox India

Fox Crime Asia

Fox Traveller (replaced The History Channel India, Fox History and

Entertainment, and Fox History and Traveller)

Fox Action Movies

FX Asia

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British Sky Broadcasting Group plc

British Sky Broadcasting Group plc (commonly known as BSkyB;

trading as Sky) is a British satellite broadcasting, broadband and telephone

services company headquartered in London, with operations in the UK and

Republic of Ireland. Formed in 1990 by the equal merger of Sky Television and

British Satellite Broadcasting, BSkyB is the largest pay-TV broadcaster in

Britain and Ireland with over 10 million subscribers.

BSkyB is listed on the London Stock Exchange and is a constituent of

the FTSE 100 Index. It had a market capitalisation of approximately

£11.47 billion (US$18 billion) as of 20 June 2012 on the London Stock

Exchange.[4] News Corporation owns a 39.14 per cent controlling stake in the

company.

British Sky Broadcasting was formed by the merger of Sky Television

and British Satellite Broadcasting on 2 November 1990. Both companies had

begun to struggle financially and were both suffering financial losses as both

competed against each other for viewers. The Guardian later characterized the

merger as 'effectively a takeover by News Corporation'.

The merger was investigated by Office of Fair Trading but was cleared a

month later since many of the represented views were more concerned about

contractual arrangements which had nothing to do with competition. The

Independent Broadcasting Authority was not consulted about the deal; after

approval, the IBA demanded precise details about the merger, stated they were

considering the repercussions of the deal to ultimately determine whether BSB

contracts were null and void. On 17 November, the IBA decided to terminate

BSB's contract, but not immediately, as it was deemed unfair to 120,000

viewers who had bought BSB devices.

Sam Chisholm was appointed CEO in a bid to reorganize the new

company, which continued to make loses of £10 million per week. The defunct

BSB's HQ, Marco Polo House were sold off, 39% of the new company's

34

employers were made redundant to leave just under 1000 employees, many of

the new senior BSkyB executive roles were given to Sky personnel with many

BSB leaving the company. In April the nine Sky/BSB channels had been

condensed into five, with EuroSport being dropped soon after the Sky Sports

launch. Chisholm also renegotiated the merged company's expensive deals with

the Hollywood studios, slashing the minimum guaranteed payments. The

defunct Marcopolo I satellite was sold off in December 1993 to Sweden's

NSAB, and Marcopolo II went to Norway's Telenor in July 1992 after the ITC

was unable to found new companies to take over the BSB licences and compete

with BSkyB. News International received 50%, Pearson PLC 17.5%,

Chargeurs 17.5%, Granada 12%, Reed International 2% of the new shares in

the company.

By September 1991, the weekly losses had been reduced to £1.5M a

week, Rupert Murdoch said "there were strong financial marketing and

political reason[s] for making the compromise merger instead of letting BSB

die. Many of the lessons had been learnt with more than half the running cost

of the combined company" Further cuts in losses where a direct result of

313,000 new customers joining during the first half of 1991.[17] By March 1992,

BSkyB posted its first operating profits, of £100,000 per week, with £3.8

million weekly from subscriptions and £1 million from advertising, but

continued to be burdened with £1.28 billion of debt. James Capel forecast

BskyB would still be indebted in 2000.

Premiership football

In the Autumn of 1991, talks where held for the broadcast rights for

Premier League for a five-year period, from the 1992 season. ITV were the

current rights holders, and fought hard to retain the new rights. ITV had

increased its offer from £18M to £34M per year to keep control of the rights.

BSkyB joined forces with the BBC to make a counter bid. The BBC was given

the highlights of the most the matches, while BskyB paying £304 million for

the Premier League rights, with give them a monopoly of all live matches, up

35

to 60 per years from the 1992 season. Murdoch has described sport as a

"battering ram" for pay-television, providing a strong customer base. A few

weeks after the deal, ITV went to the High court to get an injection as it believe

their details were leaked before the decision was taken. ITV also asked the

Office of Fair Trading to also investigate since it believed Rupert Murdoch's

media empire via the newspapers had influence the deal. A few days later

neither action took effect, ITV believed BSkyB was telephoned and informed

of its £262M bid, and Premier League advised BSkyB to increase its counter

bid.

Following a lengthy legal battle with the European Commission, which

deemed the exclusivity of the rights to be against the interests of competition

and the consumer, BSkyB's monopoly came to an end from the 2007–08

season. In May 2006, the Irish broadcaster Setanta Sports was awarded two of

the six Premiership packages that the English FA offered to broadcasters. Sky

picked up the remaining four for £1.3 billion.

Sky Multichannels

The service started on 1 September 1993 based on the idea from the then

chief executive officer, Sam Chisholm and Rupert Murdoch, of converting the

company business strategy to an entirely fee-based concept. The new packaged

included Four channels formerly available free-to-air, broadcasting on Astra's

satellites, as well as introducing new channels. The service continued until the

closure of BSkyB's analogue service on 27 September 2001, due to the launch

and expansion of the Sky Digital platform. Some of the channels did broadcast

either in the clear or soft encrypted (whereby a Videocrypt decoder was

required to decode, but without a subscription card) prior to their addition to

the Sky Multichannels package. With in two months of the launch, sky gained

400'000 new subscribers, with the majority taking at least one premium channel

as well, which helped BSKYB reach 3.5 million households by mid-1994.

Micheal grade criticised the operations in front of the Select committee, mainly

for the lack of original programming on many of the new channels.

36

In October 1994, BSkyB announced its plans to float the company on the UK

and US stock exchanges, selling off 20% of the company. The stock flotation,

reduced Murdoch's holding to 40 percent, raised £900m which allowed the

company's to cut its debt in half. Sam Chisholm said "By any standards this is

an excellent result, in every area of the company has performed

strongly".Chisholm, become one of the world's most highly paid television

executives.

In 1995;

BSkyB opened its second customer management centre at Dunfermline,

Scotland, to complement its original centre at livingston which opened

in 1989.

BSkyB enters the FTSE 100 index.

Operation profits increase to £155M a year

Pearon, sold off it 17.5% stake since it has no management control at the

company

Sam Chisholm resigned from BSkyB, due to a rift with Rupert

Murdoch. A week later, Murdoch was quoted as saying "I cannot understand

the fuss BSkyB was grossly overpriced", which caused further rifts with the

new management.

Sky Digital

In 1997, BSkyB formed a partnership with Carlton and Granada to bid

for the right for the new Digital terrestrial network. In June, it was awarded the

right to start the service, ONdigital under the condition BSkyB withdrew from

the group's bid. A few days afterwards BSkyB left the consortium, and work

fully concentrated on their new Digital satellite network.

The launch of the Astra 2A satellite at a new orbital position, 28.2° east,

in 1998 (subsequently followed by more Astra satellites as well as Eutelsat's

Eurobird 1 (now Eutelsat 28A) at 28.5°E), enabled the company to launch a

37

new all-digital service, Sky, with the potential to carry hundreds of television

and radio channels.

Virgin Media dispute

Virgin Media (re-branded in 2007 from NTL:Telewest) started to offer a

high-definition television (HDTV) capable set top box, although from 30

November 2006 until 30 July 2009 it only carried one linear HD channel, BBC

HD, after the conclusion of the ITV HD trial. Virgin has claimed that other HD

channels were "locked up" or otherwise withheld from their platform, although

Virgin did in fact have an option to carry Channel 4 HD in the future.

Nonetheless, the linear channels were not offered, Virgin instead concentrating

on its Video On Demand service to carry a modest selection of HD content.

Virgin has nevertheless made a number of statements over the years,

suggesting that more linear HD channels are on the way.

In 2007, BSkyB and Virgin Media became involved in a dispute over

the carriage of Sky channels on cable TV. The failure to renew the existing

carriage agreements negotiated with NTL and Telewest resulted in Virgin

removing the basic channels from the network on 1 March 2007. Virgin

claimed that Sky had substantially increased the asking price for the channels, a

claim which Sky denied, on the basis that their new deal offered "substantially

more value" by including HD channels and Video On Demand content which

was not previously carried by cable.

In response, Sky ran a number of TV, radio and print advertisements

claiming that Virgin media 'doubted the value' of the channels concerned, at

first urging Virgin customers to call their cable operator to show their support

for Sky, but later urging Virgin customers to migrate to Sky to continue

receiving the channels. The broadcasting regulator Ofcom subsequently found

these commercials in breach of their code.

The availability (at an extra charge) of Sky's premium sport and movie

services was not affected by the dispute. This impasse continued for twenty-

38

one months, with both companies initiating High Court proceedings. Amongst

Virgin's claims to the court (denied by Sky) were that Sky had unfairly reduced

the amount which it paid to VMTV for the carriage of Virgin's own channels

on satellite.

Eventually, on 4 November 2008 it was announced that an agreement

had been struck for Sky's Basic channels – including Sky1, Sky2, Sky3, Sky

News, Sky Sports News, Sky Arts 1, Sky Arts 2, Sky Real Lives and Sky Real

Lives 2 to return to Virgin Media from 13 November 2008 until 12 June 2011.

In exchange will be provided continued carriage of Virgin Media Television's

channels – Living, Livingit, Bravo, Bravo +1, Trouble, Challenge and Virgin1

for the same period.

The agreements include fixed annual carriage fees of £30m for the

channels with both channel suppliers able to secure additional capped payments

if their channels meet certain performance-related targets. Currently there is no

indication as to whether the new deal includes the additional Video On

Demand and High Definition content which had previously been offered by

Sky. As part of the agreements, both Sky and Virgin Media agreed to terminate

all High Court proceedings against each other relating to the carriage of their

respective basic channels.

On 4 June 2010, BSkyB and Virgin Media announced that they had

reached agreement for the acquisition by Sky of Virgin Media Television.

Virgin1 was also a part of the deal but was rebranded as Channel One on 3

September 2010, as the Virgin name was not licensed to Sky. The new carriage

deals are understood to be for up to nine years.

On 29 June 2010, The Competition Authority in Ireland cleared the

proposed transaction. On 20 July 2010, The Office of Fair Trading announced

that they would review BSkyB's acquisition of the Virgin Media Television

business to judge whether it posed any competition concerns in the UK. The

OFT planned to investigate the deal to see whether it could constitute a

qualifying merger under the Enterprise Act 2002. The watchdog invited

39

interested parties from the industry to comment on the sale, including its

potential impact on the pay-TV market. On 14 September 2010, The OFT

decided not to refer BSkyB's takeover of Virgin Media's TV channels to the

Competition Commission.

2010s

BSkyB's direct-to-home satellite service became available in 10 million

homes in 2010, Europe's first pay-TV platform in to achieve that milestone.

Confirming it had reached its target, the broadcaster said its reach into 36% of

households in the UK and Ireland represented an audience of more than

25 million people. The target was first announced in August 2004, since then

an additional 2.4 million customers had subscribed to Sky's direct-to-home

service. Media commentators had debated whether the figure could be reached

as the growth in subscriber numbers elsewhere in Europe flattened.

BSkyB announced that it was moving some channels further up the

listings of its electronic programming guide. It was, reported Broadband TV

News, the biggest reshuffle in EPG positions for over a decade, with MTV,

Comedy Central, Universal, Syfy, News Corporation's FX, and 40 HD

channels moving to more prominent places.

On 13 July, News Corporation dropped its bid for 100% of BSkyB in

the light of the News of the World phone hacking scandal.

In September 2012, United Kingdom broadcasting regulator Ofcom

ruled that BSkyB could stay on air –but it criticised former chairman

Murdoch's handling of the News International phone hacking scandal. ‘As a

company, we are committed to high standards of governance and we take our

regulatory obligations extremely seriously,’ BSkyB replied in a media release.

On 26 September 2012, BSkyB relaunched its “Anytime+” on-demand-

via-broadband service as “On Demand” as the BBC’s iPlayer joined the line-up

of channels offering catch-up TV on the company’s Sky+ or Sky HD box –

linked to an ADSL modem, the signal from which was recorded before

40

viewing. The BBC was making the preceding week’s programmes available

alongside ITV, Channel 5 and the partly BBC Worldwide-owned UKTV, as

well as BSkyB’s own channels - with Channel 4’s 4oD service due to join the

line-up in 2013.

London’s right-of-centre Daily Mail reported that the UK government’s

benefits agency was checking claimants’ ‘Sky TV bills to establish if a woman

in receipt of benefits as a single mother is wrongly claiming to be living alone’

– as, it claimed, subscription to sports channels would betray a man’s presence

in the household. And, in December, the UK’s parliament heard a claim that a

subscription to BSkyB was ‘often damaging’, along with alcohol, tobacco and

gambling. Conservative MP Alec Shelbrooke was proposing the payments of

benefits and tax credits on a “Welfare Cash Card” that could be used to buy

only “essentials”.

Competition

On 12 July 2011, former Prime Minister, Gordon Brown claimed that

BSkyB's majority owner - News Corporation attempted to affect government

policy with regards to the BBC in pursuit of their own commercial interests

(i.e. BSkyB). He went further, in a speech in Parliament on 13 July 2011,

stating:

"Mr James Murdoch, which included his cold assertion that profit not

standards was what mattered in the media, underpinned an ever more

aggressive News International and BSkyB agenda under his and Mrs Brooks’

leadership that was brutal in its simplicity. Their aim was to cut the BBC

licence fee, to force BBC online to charge for its content, for the BBC to sell

off its commercial activities, to open up more national sporting events to bids

from BSkyB and move them away from the BBC, to open up the cable and

satellite infrastructure market, and to reduce the power of their regulator,

Ofcom. I rejected those policies."

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On 13 July 2011, MP Chris Bryant stated to the House of Commons, in

the Parliamentary Debate on the Rupert Murdoch and News Corporation Bid

for BSkyB that the company was anti-competitive:

"The company has lots of technological innovation that only a robust

entrepreneur could to bring to British society, but it has also often been

profoundly anti-competitive. I believe that the bundling of channels so as to

increase the profit and make it impossible for others to participate in the market

is anti-competitive. I believe that the way in which the application

programming interface—the operating system—has been used has been anti-

competitive and that Sky has deliberately set about selling set-top boxes

elsewhere, outside areas where they have proper rights. If one visits a flat in

Spain where a British person lives, one finds that they mysteriously manage to

have a Sky box there even though it is registered to a house in the United

Kingdom."

Corporate

Management

The first CEO of BSkyB was Sam Chisholm, who was CEO of Sky TV

before the merger. Chisholm served in this position until 1997. He was

followed by Mark Booth who was credited with leading the company through

the introduction of Sky. Tony Ball was appointed in 1999 and completed the

company's analogue to digital conversion. He is also credited with returning the

company to profit and bringing subscriber numbers to new heights. In 2003,

Ball announced his resignation and James Murdoch, son of Rupert Murdoch

was announced as his successor. This appointment caused allegations of

nepotism from shareholders.

On 7 December 2007, it was announced that Rupert Murdoch would be

stepping down as BSkyB's Non-Executive Chairman and would be replaced by

his son, James. It was announced in 2007 that James would be stepping down

as CEO of BSkyB and will be replaced by Jeremy Darroch.

42

43

Videocon Industries Limited (BSE: 511389, NSE: VIDEOIND) is an

industrial conglomerate headquartered in Gurgaon, India, with interests all over the

world, and is an Indian multinational company. The group has 17 manufacturing sites

in India and plants in China, Poland, Italy and Mexico. It is also the third largest

picture tube manufacturer in the world. The group is a US$4 billion global

conglomerate.

Corporate profile

The Videocon group's core areas of business are consumer electronics and

home appliances. They have recently diversified into areas such as DTH, power, oil

exploration and telecommunication.

Consumer electronics

In India the group sells consumer products like colour televisions, washing

machines, air conditioners, refrigerators, microwave ovens and many other home

appliances, through a multi-brand strategy with the largest sales and service network

in India.

Mobile phones

In November 2009, Videocon launched its new line of mobile phones.

Videocon has ever since launched a number of innovative handsets ranging from

basic colour FM phones to high-end Android devices. And in February 2011,

Videocon Mobile Phones launched the revolutionary concept of ZERO paise per

second with pre-bundled SIM cards of Videocon mobile services along with 7 of its

handset models.

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Colour picture tube glass

Videocon is one of the largest CRT glass manufacturers in the world,

operating in Mexico, Italy, Poland and China.

Oil and gas

An important asset for the group is its Ravva oil field with one of the lowest

operating costs in the world producing 50,000 barrels of oil per day.

DTH

In 2009, Videocon launched its DTH product, called 'd2h'. As a pioneering

offer in the Indian DTH market, Videocon offered LCD & TVs with built-in DTH

satellite receiver with sizes 19" to 42". This concept in the DTH service is relatively

new in the presence of other players like ZEE TV's Dishtv, Tata Sky, Air tel Digital

TV and Reliance's BIG TV providing only the set top box.

Telecommunication

Videocon Telecommunications Limited has license for mobile service

operations across India. It launched its services on 7 April 2010 in Mumbai.

Acquisition of Thomson SA

Videocon through its Wholly Owned Offshore Subsidiary acquired the Colour

Picture Tube (CPT) businesses from Thomson S.A having manufacturing facilities in

Poland, Italy, Mexico and China along with support research and development

facilities.

Acquisition rationale

The acquisition came at a time when Thomson was facing a fall in demand in

developed markets for television with CPTs and was moving more towards Flat-

screen and Plasma Television. However, Videocon saw an opportunity in the

emerging countries for CPTs and hence pursued with the acquisition. Besides, the

acquisition gave Videocon, the access to advanced technology giving the company

control over an R&D facility in Agnani, Italy. The major reasons behind this

acquisition were:

45

Cost cutting – Videocon was better positioned to shift the activities to low-cost

locations and also it could integrate the operations with the glass panel facility in

India with the CPT manufacturing facilities acquired from Thomson S.A. Videocon

wanted to leverage its position in the existing parts of the business and this acquisition

would give it a strong negotiation position and could reduce impact of glass pricing

volatility. Videocon could also reduce the costs by upgrading and improving the

existing production lines.

Vertical Integration – The acquisition helped Videocon in vertically integrating its

existing glass-shell business where it had been enjoying substantially high margins. [8]

Videocon’s glass division had the largest glass shell plant in a single location. This

gave the company an unrivaled advantage in terms of economies of scale and a

leadership position in the glass shell industry. The acquisition also gave Videocon a

ready-market for its glass business and it was part of Videocon’s long-term strategy to

have a global vertically-integrated manufacturing facility.

Rationalization of Product Profile – Videocon modified its product profile to cater

to the changing market needs like moving away from very large size picture tubes to

smaller ones.

Apart from the overall strategy Videocon also had a plan on the technological

front. It wanted to improve the setup for the production line and line speed post-

merger. Its focus was to increase sales while reducing the costs and thereby improving

the productivity of the existing line. The company also wanted to foray in a big way

into LCD panels back-end assembly . On the sales front the company wanted to

leverage on the existing clients of Thomson and build relation as a preferred supplier

to maximise sales. Also, Videocon could benefit from OEM CTV business with the

help of Videocon’s CTV division, invest for new models and introduction of new

technologies.

Thomson’s perspective

In 2004 Thomson planned entry into the high-growth digital media and

technology business. Also, Thomson wanted to exit consumer and electronics

businesses as they were incurring significant losses. After sale of its TV business to

Chinese group TCL, and Tubes to Videocon, Thomson divested from the audio/video

accessories business which was the last unit of its consumer electronics business. The

46

need to divest are quite evident from the losses that it incurred in these businesses

particularly that the unit that it sold off to Videocon, the Optical Modules activity, and

the Audio/Video & Accessories businesses which totalled around €749 million for

2005. Moreover Thomson had done some acquisitions that were in line with boosting

their revenues in the following years.

Other competitors for the acquisition

When Videocon entered the race for the colour picture tubes manufacturing

capacity of Thomson SA in November 2004, there were 16 other bidders. Videocon

stood slim chances given the fact that it had to battle it out with players like LG,

Philips, Samsung and Matsushita, Daewoo and several Chinese manufacturers but

finally managed to close the deal. The deal catapulted Videocon into the No. 3 slot in

the global pecking order for CPTs. An official of Videocon said on the deal "The

word is out in the world that India and Indian companies are not just a good bet by

themselves, but also a hedge against China.“

Pre-merger scenario analysis

CPT industry is affected by many competitive factors such as change in the

consumer preferences, the product offer strategy of retailers, the progress made by

alternative technology manufacturers, capacity adjustment facility of competitors etc.

Based on all of these factors there were two scenarios that emerged from the 2005

budget of Videocon. The first scenario is a conservative one. It mainly assumes Price

pressures similar to those in the past(-8 to -12%),capacity reduction over a period of

two years, a gradual shift to newer technologies like True Flat and good amount of

growth for LCD makers.

The second scenario is a more aggressive one in term of trends predicted. It

assumes that the switch to TrueFlat would be faster, more overcapacity, more

competition from LCD manufacturers and rising price strategy pressures in general.

The second scenario obviously requires an industrial strategy which is more adapted

to the environment.

However even if the second scenario arises,Videocon believes there is an

opportunity in the CRT business. Though it is very obvious that in the developed

markets of the western world the demand is shifting towards the flat panel side(FPD it

47

is expected to contribute 70% of TV market in these regions),in the emerging markets

like BRIC CRT still holds fort. CRT holds a dominant 70% share in these markets.

When translated into number of units the demand is more than 100 million units. As

Videocon is primarily based in these countries, it hopes to harness the value of the

Thomson acquisition in the coming years.

Post merger situation (2008)

Videocon has not been able to turn the plant around in Italy still. However it is

getting support from the local government (which want to prevent job cuts) in form

of grants. The government is in fact trying to set up a Greenfield venture in form of a

LCD manufacturing facility in partnership with Videocon. The banks are also

supporting Videocon and with help from all these quarters Videocon expects to turn

around the plant in Italy. The Thomson plant has not turned around in Mexico as well

and in fact production has been reduced over there. In Poland, the situation is more

promising and Videocon hopes that plant over there will get in black in the very near

future However the surprise has been in the Chinese market .Despite facing a highly

competitive market Videocon has managed to turn a plant around while the other is on

its way. In China Videocon is adopting a different strategy for manufacturing CTVs

as the local players dominate the market .It plans to supply these players by taking

advantage of low-cost nature of mainland(the number targeted by it about 6 million

CPTs).

Thomson’s exit from Videocon

Thomson is looking to sell out its stake in Videocon (a 10 percent stake via

GDRs) and in most likelihood it would be bought by Videocon itself. Thomson would

be exiting at a loss as it had acquired the stake at around Rs 400 per share

(approximately equal to $10 per share).The deal is expected to happen at current

market prices. Videocon’s GDR is currently traded at around $5.06 on the

Luxembourg Stock Exchange. On the Bombay stock exchange its trading around 150

against the 52 week high of 868 in Jan 2008. Another point to be noted is that this

won’t attract the market regulator’s “creeping acquisition” norm which comes into

force once they acquire more than 5% stake,as the deal would be an overseas.

48

DD Direct+ is an Indian free-to-air digital satellite television owned by

Doordarshan, providing digital video and audio programming to households and

businesses in India. Its primary competitors are cable television and other DTH

service providers—Airtel digital TV, BIG TV, Dish TV, Sun Direct, TATA Sky and

Videocon D2H.

DD Direct+ offers 56 television and 23 radio channels. The total capacity for

DD Direct+ is 59 television channels. 22 of these channels are broadcasted by DD

itself and the remaining 34 are private channels.

Receiving frequencies

1. (Transponder 1) Frequency-10990 Symbol Rate-27500 Polarity-Vertical FEC-

3/4

2. (Transponder 2) Frequency-11070 Symbol Rate-27500 Polarity-Vertical FEC-

3/4

3. (Transponder 3) Frequency-11150 Symbol Rate-27500 Polarity-Vertical FEC-

3/4

4. (Transponder 4) Frequency-11490 Symbol Rate-27500 Polarity-Vertical FEC-

3/4

5. (Transponder 5) Frequency-11570 Symbol Rate-27500 Polarity-Vertical FEC-

3/4

External links

DD Direct Plus DTH

Channel list

Complete Channels List with Logos

DD Direct Plus Website

Complete Channels List

49

Airtel digital TV is an Indian direct broadcast satellite service provider

owned and operated by Bharti Airtel. Its satellite service, launched on 2008,

transmits digital satellite television and audio to households in India. It uses

MPEG-4 digital compression with DVB-S2 technology, transmitting using the

satellite SES-7 108.2°E. Airtel Digital TV service was launched on 8 October

2008. As of 13 December 2012, Airtel has total 304 Channels and Services

including 17 HD channels.

Its primary competitors are cable television and other DTH service

providers—Reliance Big TV, DD Direct+, Dish TV, Tata Sky, Sun Direct, and

Videocon D2H. It has a total subscriber base of 7.9 million as of 31 January

2013.[4]

Additional features

Áirtel Digital TV Recorder

A premium DVR Digital Video Recorder allows 150 hours of recording

live TV on a 160 GB hard disk with MPEG 4 picture clarity. This product was

discontinued after the launch of [HD] Recorder.

Airtel Digital TV [HD]

Airtel Digital TV HD provides channels in their native resolution of

1080i or 720p with 16:9 aspect ratio. The STB is compatible with 7.1 Channel

Dolby Digital Plus surround sound as well and is in fact the first HD STB in

India to be compliant with Dolby digital Plus. Airtel Digital TV HD+ is a

recorder that records content on an external USB drive/ hard disk drive. It is

different from the Digital TV [HD] recorder that records content on an in-built

hard disk drive. HD+ offers potentially unlimited recording, as the capacity

50

depends on that of the external hard disk drive/ USB drive. However, it only

has a single tuner and hence only a single channel can be watched and recorded

at the same time. This is in contrast to the [HD] recorder that enables one to

watch and record two different channels at a time and to also supports

simultaneous multiple channels recording.

Airtel Digital TV [HD] Recorder

On 4 May 2010, Airtel digital TV from bharti airtel announced the

launch of its 3D ready High Definition Personal Video Recorder (HD

Recorder). Retaining its pioneering Remote Recording feature, airtel digital

TV's HD Recorder offers unique features of Automatic Favourites, Search and

Genre and Category sort and is 3D ready. It is also the first STB in India to

support compatibility for 1080p signals in future.

On 24 May 2011, Airtel announced that its digital TV HD and HD-DVR

boxes are software-enabled to view standard definition (SD) content upscaled

to 1080i HD. Picture Quality: Airtel Digital TV has DVD quality picture (We

are not sure about HD yet though, but the picture quality is flawless, looks

amazing on TVs no matter what size) There was no pixelation and the picture

was perfect.

Mobile vehicle solution

Airtel Digital TV on October 2010 launched a new way for people to

enjoy live TV on the move, in form of in-bus entertainment.A multi TV screen

Mobile Vehicle DTH solution with installation of its connections in RSTC

Super Luxury Volvo buses plying on Delhi – Jaipur Highway Airtel Digital TV

also Lunched HD DVR with 3D

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Airtel Digital TV SDU and MDU dish

Reviews and recognition

Rated as the best DTH service in India in a review by Living Digital

Magazine on 2 December 2008.

Tagged as "the most tech savvy operator" and recommended as the most

technically advanced service by Times of India in a DTH review dated

14 August 2011.

Airtel Digital TV [HD] Recorder was rated as the best HD DVR in India

over Tata Sky+ HD in an independent comparison carried out by

Techwek.com. Airtel's HD DVR was rated 9/10 overall in the review.

52

Dish TV India Limited (BSE: 532839) is an Indian company that

provides direct-to-home (DTH) satellite television. Dish TV is a division of

Zee Network Enterprise (Essel Group Venture). Dish TV India Limited is

ranked # 437 and #5 in the list of media companies in the Fortune India 500

roster of India’s largest corporations in 2011. It uses MPEG-2 digital

compression technology, transmitting using NSS-6 Satellite at 95.0. Dish TV's

managing director and Head Of Business is Jawahar Goel who is also the

promoter of Essel Group and is also the President of Indian Broadcasting

Foundation. Zee Network incorporated dishtv to modernize television (TV)

viewing. It provides features such as Electronic Programme Guide (EPG),

parental lock, games, 400+ channels and services, interactive TV and movies

on demand. Its primary competitors are cable television and other DTH service

providers—Airtel digital TV, Reliance Big TV, DD Direct+, Tata Sky, Sun

Direct, and Videocon D2H.

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

Essel Group's Zee Entertainment Enterprises. Dish TV is on the same satellite

where DD Direct+ was, DD Direct+ shifted to Insat 4B which is adjacent to

NSS-6.

Dish TV was only DTH operator in India to carry the two Turner

channels Turner Classic Movies and Boomerang. Both the channels were

removed from the platform due to unknown reasons in March 2009. In October

2010 Dish TV added the long awaited Neo Sports and Neo Cricket on its

platform

53

Satellite link

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

on 17 December 2002 by European-based satellite provider, NewSkies. Dish

TV hopped on to NSS-6 from an INSAT satellite in July 2004. The change in

the satellite was to increase the channel offering as NSS 6 offered more

transponder capacity. However, Dish TV booked additional transponders on

the new AsiaSat 5 satellite for starting its MPEG-4 based HD services. Dish

TV is currently using 4 transponders on Asiasat 5.

DISHTV on Wheels

Dish TV also provides mobile satellite TV on vehicles, trains and

aircraft.

Subscriber base

Dish TV had about 13 million customers as of 31 October 2012. Dish

TV is presently Asia's largest and going to be the world's largest dth company.

Dish TV launched its high definition service called Dish truHD in the

year 2010. With this service, subscribers can enjoy 5X picture clarity on their

HDTV, a 16:9 wide aspect ratio and 5.1 surround sound.

Dish truHD+

Dish TV Recently introduces its DVR service which requires an

External USB Hard disk drive to be plug into the Set Top Box's USB Port it

can provide & support recording space up to 2 TB. Dish+: Dishtv Introduced

Dish+ Set Top Box For Its SD Subscribers With The same Features As Dish

Tru HD + In SD Mode.

54

Sun Direct is an Indian direct broadcast satellite service provider. Its

satellite service, launched in 2005, transmits digital satellite television and

audio to households in India. Sun Direct uses MPEG-4 digital compression

technology, transmitting on INSAT 4B at 93.5°E.[1] and MEASAT-3 at 91.5°E.

It is the country's first MPEG-4 technology DTH service provider.

Its primary competitors are cable television and other DTH service

providers—Airtel digital TV, Reliance Big TV, DD Direct+, Dish TV, TATA

Sky and Videocon D2H.

Sun Direct is a joint venture between the Maran's Sun Network family

and the Astro Group of Malaysia. Sun TV entered into an MoU with the Astro

group in January 27, 1997, when Aircel was not in existence, but since the

government of India did not allow the use of KU band transponders for DTH

services the project was put on hold, the firm said in a statement. After the

DTH policy was announced by the government in December 2007,Astro

picked up a 20% stake in Sun Direct TV,the stake was valued at approximately

$115 million. Sun Direct TV was registered on February 16, 2005. However,

the failed launch of INSAT 4C resulted in a lack of transponders, delaying the

launch. The service was finally launched on 18th Jan 2008 after availability of

transponders from INSAT 4B.

Sun Direct offered subscribers a satellite dish and Set-top box for free

and basic monthly plan as low as 75(approximately). Currently basic monthly

plan costs 143(approximately).

Sun Direct spread rapidly all over the country owing to lowest pricing of

any DTH services in India. In December 2009, Sun Direct was launched in

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Mumbai, Country's financial capital and announced its pan India launch. By

2009 it became the leading DTH provider with 3 million subscribers.[7] This

makes it the second largest DTH service provider of India. In April 2010 Sun

Direct became the No. 1 DTH service provider of India with 5.8 million

subscribers and soon officially launched its HD service in India.

INSAT-4B glitch and satellite change

On July 7, 2010 a power glitch in the INSAT 4B satellite turned down

the DTH system partly and SUN Direct announced that the service will be free

till whole services are restored.The partial service was restored on INSAT 4B

with 193 channels and meantime SUN Direct is now transmitting 173 channels

on MEASAT-3 for uninterrupted transition of its customers from INSAT 4B at

93.5°E. to MEASAT-3 at 91.5°E. Sun direct now using 4 Measat-3

Transponders(TP's) and 3 INSAT-4B TP's to provide DTH services, and

additionally through exclusive agreement with BIG TV,a DTH arm of Reliance

ADAG group, Sun Direct Shares 2 TP's of BigTV(BIG TV holds 12 TP's in

Measat-3),i.e. BIG TV allows SunDirect to get signals of FTA channels to Sun

direct. Sun Direct stopped its Standard Definition TV services from INSAT-4B

and moved its High Definition TV Services to INSAT-4B, Sun Direct now its

entire Standard Definition TV is from Measat-3. Sun Direct becomes the

second DTH Provider to change satellite.

Sun Direct HD

Sun direct Dish antenna

Sun Direct is also the first to provide high-definition television services in

India.It provided the HD beam from Measat 3 at 91.5.Starting with two HD

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channels (National Geographic Channel HD and Tamil / Telugu HD Service.

Now the HD beam is from INSAT-4B. It is the first DTH service provider to

show IPL 3 in HD format and has tie up with Dolby Digital.[7]

Sun Direct HD PVR

Sun Direct has introduced recording feature facility as an addition to its HD

services.Subscribers can now record unlimited HD or SD television content via

USB port facility in the all new PVR box.The new Sun Direct HD boxes let us

attach any external storage like a USB drive or HDD & record TV content on

it.The direct-to-home (DTH) company claims the new HD boxes have

following advantages: unlimited recording, recording content from a channel

while watching other channels, ability to set time up to a week in advance to

record future programs, and facility to pause the live channel and watch after a

short break.

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Reliance Digital TV

Reliance Digital TV is one of the largest Indian pay TV providers, providing

direct broadcast satellite service—including satellite television, audio programming,

and interactive television services—to commercial and residential customers in India.

It uses MPEG-4 digital compression technology, transmitted using MEASAT-3

91.5°East. It is the 5th DTH service launched in India.

Its primary competitors are cable television and other DTH service providers

—Airtel digital TV, DD Direct+, Dish TV, Sun Direct, TATA Sky and Videocon

D2H.

About Reliance Digital TV

Reliance digital TV limited is a part of Reliance Communications Ltd., a

subsidiary of Reliance Anil Dhirubhai Ambani Group founded by the Late Dhirubhai

Ambani, the Indian business tycoon and owned by his son Anil Ambani. BIG TV

started operations from 19 August 2008 with the slogan "TV ho Toh BIG Ho" ("If

you have a TV, make it BIG"). It currently offers close to 250 channels and many

interactive ones, 32 cinema halls (i.e. Pay Per View Cinema Channels) as well as

many Radio channels. The company plans to increase the number of channels in the

near future to 400 and begin High Definition (HD) broadcast. There are also plans to

introduce services like i-Stock, i-News and other such interactive services in the

future.

The available opportunity today is huge considering the fact that India has an

existing population of 225 million TV households out of which 130 million are C&S

households and 16.5 Million are DTH households. When Reliance BIG TV was

launched, the overall DTH penetration was just about 4 million households.

Reliance BIG TV's launch in August deployed the MPEG4 technology.

MPEG4 technology can support HD TV and not MPEG2 which is used by the earlier

entrants in the DTH industry.

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OBJECTIVES OF THE STUDY

The study was designed to provide information helpful to ‘TATA’ in

planning and implementing advertising / marketing approaches for TATA SKY

NETWORK. More specifically the research attempted to provide answers to

the following research questions.

To find the awareness about various brands of DTH systems.

To determine the level of brand recall for various brands of DTH systems.

To find the most preferred brands of DTH systems.

To determine important attributes and factors, consumer considers while

choosing a DTH systems.

To find the influencing factor in while marketing purchase decision.

To know the market share of various brands.

To measure the overall performance of the various brands of DTH systems.

SCOPE OF THE STUDY

The study is conducted in the city of Kolar for a period of month. It is

intended to provide with information about consumers’ perception decision

making process, which can be used for developing marketing plans to acquire

and retain the consumers. This effort is made to known the consumer

satisfaction towards TATA SKY.

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REVIEW OF LITERATURE

The preliminary stages of research work were unstructured, undisguised

exploratory work. Analysis of secondary data and pilot research with a group

of consumers is made to find out the awareness level of the consumers about

various brands of DTH systems.

The findings of exploratory research were used to develop questionnaire

which with suitable administration and analysis enabled to make depth analysis

of likelihood of purchasing TATA SKY, major influencers, image cared by

consumer dealers, most preferred perception and perception towards TATA

SKY brand. Personal interviews will also

Be conducted with potential and existing consumers this was in form of cross

sectional descriptive research.

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RESEARCH METHODOLOGY

Research Methodology

Research methodology used for study includes both primary& secondary

sources of data. However most of study is conducted based on secondary

sources. 

Primary data:-

Primary data were collected by having an interaction with the personnel’s of the

department. And few needy information were collected from the past records.

Secondary data:-

And secondary data were collected from various sources. Like broacher,

internet, magazine. Through website of TATA SKY.

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DATA COLLECTION

Primary data:

Personal interviews will be conducted followed by a purpose specific

questionnaire administration designed to obtain data from respondents. It

contained quantitative research questions to understand the attitude and

perception towards buying behavior.

Secondary data:

Literature available in the field of consumer friendly TATA SKY

systems was thoroughly studied. The sources of this information were

newspapers, journals, magazines, internet and publications.

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DATA ANALYSIS AND INTERPRATAION

Q.1 Do you use DTH service or cable service?

Yes No

INTERPATATION:-

The graphical representation of the table shows that out of the 100

respondents, 79% respondents use of DTH service or cable service and

21%people do not use DTH service or cable service.

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Q.2 which brands of DTH system are you aware of?

A. SUN DIRECT B .STAR T.V.

C. D.D DIRECT PLUS D. VIDEOCON

F. TATA SKY G. AIRTEL DISH T.V

H. RELIANCE I. DISH TV

INTERPRATAION:-

The graphical representation of the table shows that out of the 100

respondents 10% people aware about sun direct, 8%star TV, 3% D.D direct

plus, 9% Videocon,19% Tata sky, 15%airtel dish TV, 15% reliance,21%dish

TV. Highest awareness about the brand of DTH is DISH TV.

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Q 3. DO you recall any advertisement with regard to various brands?

A. SUN DIRECT B. STAR T.V.

C. D.D DIRECT PLUS D. VIDEOCON

F. TATA SKY G. AIRTEL DISH T.V.

H. RELIANCE I. DISH TV

INTERPRATAION-

The graphical representation of the table shows that out of the 100

respondents,

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Q4. Do you use TATA SKY DTH service

Yes

No

INTERPRATAION-

The graphical representation of the table shows that out of the 100

respondents, 57% respondents use TATA SKY and 43% people do not use

TATA SKY.

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Q.5 Rank the following factors and attributes given I for most important attributed and 7 for too least important with respect to DTH system.

Attributes rankPrice IIDurability IIIDesign V Brand name VITechnology VIIPower consumption IVService I

In this findings it represent DTH is most popular about there service and second about its price then rest of them.

Q6. Who influence the purchase of your TATA SKY?

Children Relatives Friends Dealers Others

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INTERPRATAION-

The graphical representation of the table shows that out of the 100

respondents,10 %people influence the purchase of Tata sky children, relative

6%, friends %36, dealers 34%, other34%.

Q7. Which would be the best medium to inform you about these products?

Magazine Pamphlets Newspapers TV advertisements Radio Others

Interprataion:-

The graphical representation of the table shows that out of the 100

respondents for best medium to inform about these product by TV

advertisement which is 35%

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Q8. How is the overall performance of your TATA SKY?

EXCELLENT GOOD FAIR POOR BAD

Interprataion:-

The graphical representation of the table shows that out of the 100

respondents about performance of TATA SKY is excellent which is 47% in

comparison of others.

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FINDINGS

35% of population is aware of DD because of its aggressive advertising

campaigns and also its presence in other consumer durable products

makes the consumers to recall the brand name. When people think of

DTH Systems, DOORDARSHAN strikes first to their mind because of

its frequency of viewing many programs.

After DOORDARSHAN’s wide awareness, TATA SKY and DISH T.V

are enjoying the next awareness level in the market.

Advertises plays a major influences role as it is found in 30% of the

cases as buying influencer. It is first and also effective medium of

consumer awareness of the products in the market. Friends and children

constitute for 50% and 24% respectively, who are considered as good

influencers as they are the users of the product and their advice is

considered in decision making spouse, others and relatives are

considered in the hierarchy of influences regarding the purchase

behavior knowledgeable people, satisfied consumers and dealers also

hold the influencing weight age.

24% of the non-users of DTH Systems are viewing to buy TATA SKY

due to its low price as the key attracting attributes are backed up its

looks and availability. Indian consumers are very price sensitive and any

slight decrease in price will have an impact on its usage. TATA brand

strategy is its penetrating price though it does not possess other features

in its DTH systems. Buying behavior of consumers depends upon its

price, durability and service, as these products are not replaced very

often.

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24% of the non-users were willing to buy TATA SKY DTH SYSTEMS.

Superior technology, differentiated features, performance and low power

consumption guided their choice.

Price technology is very important attributes in buying as one third of

consumers consider it very important. Saving power and durability are

considered as the next important factor with 5 and 3% respectively

Most of the consumers did not consider consumption, service and design

while purchasing their DTH Systems

TATA dealers are getting a good margin on the DTH systems from the

company. Intensive competition in the market has

compelled them to pass out major portion of margin provided by the

company to the consumers. This resulting in the form of sales at lower

price than what the company proposes to sell.

TATA’s strength lies in its technology, looks and advertisements

campaign, which is its main future and weakness, or its price and

presence in other consumer durables. DISH T.V strength is its brand

name, service and reach of the products to consumers and less

competition in that segment. Its weakness lies in its product range.

STAR T.V with its price and looks has strengths and weaknesses are its

product parts.

It is found that major companies like TATA SKY,DISH T.V,SUN

NETWORK and STAR T.V are having executive leadership in the

market.

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LIMITATIONS

It is one time study.

The study is restricted to Bangalore city and the findings may not be

applicable to any other geographical location.

Non-coverage error – because of inadequacies in the sampling frame /

design. Field error – respondents may have provided responses, which

differ from what is actually true to correct.

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CONCLUSION

This study has to enabled to understand the different intricacies that are

involved in the buyer behavior to purchase a consumer durable products.

The study throws light upon the different DTH systems in the market, vying

with each other to get the attention of buyers. Customers to day are

bombarded with advertisements in order to catch the attention of buyers.

Major systems in DTH system are also involved in durable products to

make their brands a success, such as TATA. Brand extensions seems to

have worked extremely well for MNCs such as TATA and DISH T.V in

getting the attention of buyers. The marketer’s huge potential with only

12% penetration in the population and in deed a sign for many DTH

systems to enter the market. The competition hammered the profits to these

companies and lot of money has to be pumped initially, since the market is

huge to capture in days to come.

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RECOMMENDATIONS

TATA should work on its brand image. Though 34% of populations are

aware of TATA SKY and 16% of them could spontaneously recall the

advertisements if given a change to think of DTH system. 30% of the

populations are aware of TATA SKY advertisement. It is useful for the

TATA to make the advertisement that appeal to the masses emotionally

by creating the interest in promoting that technology strength of their

DTH system. In such a way that the brand influencers like friends and

children’s should be impressed for future brand pushes.

Since most of the people watch television and magazines, pamphlets,

news paper and radio made an impact on consumers. People also prefer

demonstration, exhibition of information.

Most of the people prefer to buy from multi-brand dealers and show

rooms; TATA can concentrate on displays and demonstrations in the

consumer durable showrooms.

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SUGGESTIONS

In this competitive environment with many DTH systems using the

strategy of discounts and other promotional offers like: DISH T.V,DD

DIRECT PLUS and SUN DIRECT giving complementary every

purchase of the DTH system is also advisable for the company. It is in

the interest of the company to come with such activities of mass

promotion through hoardings.

The company should differentiate their product from their competitors

keeping its strong attributes aesthetics and technology in promoting the

brand.

The study throws light upon the performance, durability and price as

main features beside the brands that determine the product that the

customer will purchase. The company should focus on these buying

attributes in order to make TATA’s brand a success’s.

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QUESTIONNAIRE – CONSUMERS

I am doing a marketing research project on TATA SKY as part of my

RESARCH REPORT. I request your co-operation in answering these questions

to the best of your knowledge so that my survey would be meaningful. I assure

you that confidentiality of your responses will be maintained. You can tick

more than one box if appropriate.

Q.1 Do you use DTH service or cable service?

Yes No

Q.2 which brands of DTH system are you aware of?

A. SUN DIRECT B .STAR T.V C. D.D DIRECT PLUS D. VIDEOCON F. TATA SKY G. AIRTEL DISH T.V H. RELIANCE I. DISH TV

Q 3. DO you recall any advertisement with regard to various brands?

A. SUN DIRECT B. STAR T.V. C. D.D DIRECT PLUS D. VIDEOCON F. TATA SKY G. AIRTEL DISH T.V. H. RELIANCE I. DISH TV

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Q4. Do you use TATA SKY DTH service

Yes No

Q5. Rank the following factors and attributes given 1 for most important

attributed and 7 for too least important with respect to DTH System.

Attributes Rank

Price

Durability

Design

Brand name

Technology

Power consumption

Service

Q6. Who influence the purchase of your TATA SKY?

Children Relatives Friends Dealers Others

Q7. Which would be the best medium to inform you about these products?

Magazine Pamphlets Newspapers Tv advertisements Radio Others

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Q8. How is the over all performance of your TATA SKY?

EXCELLENT GOOD FAIR POOR BAD

Q9. Suppose you have to buy a DTH system again, which brand will you prefer?

A. SUN DIRECT B. STAR T.V. C. D.D DIRECT PLUS D. VIDEOCON F. TATA SKY G. AIRTEL DISH T.V. H. RELIANCE I. DISH TV

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BIBLIOGRAPHY

Philip Kotler : Marketing Mix

Philip Kotler : Marketing segmentation

Philip Kotler : Product concept

Company journals

Magazines and News papers

History of television, manufacturing departments, corporate profile

www.TATA SKY.com

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