SUBMITTED TO:PROF. RANJANA PATEL

PRESENTED BY:ABHIJEET KUMAR PATHAK

MANEESHA JHARIARASHMI THAKUR

ROOPAL TYAGISAMEER DHURVE

TELEVISION INDUSTRY

Indian Television industry – Zooming ahead

Television Industry in India has gained new momentum due to liberalization and enhanced enthusiasm shown by the broadcasters to seize a huge share of the entertainment and media industry.

In 2009, television industry stood at US$ 5.65 billion registering a growth of 6.8 per cent.

The industry is projected to grow at a CAGR of 15.5 and reach around US$ 11.45 billion by 2014.

Govt. focusing on regulations to give further impetus to the industry

Growth of TV Channels in India:The number of private satellite TV

channels has grown astronomically over the years, from 1 TV channel in 2000 to 394 TV channels in 2009.

The number of non-news & current affairs TV channels has grown from 0 to 183 and that of news & current affairs TV channels has grown from 1 to 211.

DTH Service:DD DIRECT+ is India's first and only FTA

Direct-To-Home (DTH) service being provided by Prasar Bharati (a public service broadcaster).

Apart from Prasar Bharati, Dish TV India Ltd., Tata Sky Ltd, and Sun Direct TV Pvt. Ltd., Reliance Big TV Pvt. Ltd., Bharti Telemedia Ltd and Bharat Business Channel Ltd have also been granted license for operating DTH services

Major constituents

strengthVast customer reachGrowing middle classTechnological innovationSecond largestLow cost of productionCorporate investment

weaknessHighly fragmentedLack of cohesive production and

distribution infrastructure

Opportunities Rural sections of the societyNew distribution channelsRise in viewershipTechnological innovation

threatsPrivacyLack of quality controlConcept imitationRapidly change in taste

SONY TVSubsidiary of Sony Corporation of America

Provides entertainment to about 130 countries

Specializes in Movies, Television, Home Entertainment and Games

Available on the World Wide Web

SONY TV

1) STRENGTHS• Dominant in 9-10 pm time slot in

weekends.• Innovative launches like Indian Idol and

Jassi Jaisi Koi Nahin, CID, etc.• High percentage of "appointment"

viewing

SONY TV

2) WEAKNESS• Umbrella brand of Sony gives it an image

of a product company rather than a channeL

• Lack of aggressive promotion

SONY TV

3) OPPORTUNITIES• Non prime-time slots can be targeted• Can leverage popularity of successful

launches like Indian Idol, jhalak dikhla ja.

SONY TV

4) THREATS• Zee, colors, star one may attack Sony's

popular time slot 9-10 after unsuccessful attempts on Star

• New channels like Star One, ndtv imagine, emerging as strong rivals

Environmental sectors

Nature of impact Impact of each sector

ECONOMIC Earned revenue on approx. INR 1000 billion in 2010

MARKET Sony Entertainment Television signed a new contract with BCCI with Sony Entertainment Television paying a staggering Rs. 8700 crores (87 billion) for 10 years

POLITICAL

Environmental sectors

Nature of impact Impact of each sector

LEGAL Certain legal rules and regulations for entering into audition of X-factor

SOCIAL According to viewers report it is ranked 5. 0283 out of 10.

TECHNOLOGICAL For securing confidential data n sensitive info. It has implemented IN HOUSE SSL/VPN SOLUTION

TUG AND WAR• According to data available with aMap, a

television viewership monitoring agency, the opening episode of Bigg Boss 4 on Colors got a rating of 3.6. Season 3 had average rating of 2.43 while Bigg Boss 1 and Bigg Boss 2 had average ratings of 1.96 and 2.03.

• The Grand Finale episode on January 8, 2011, received a TRP of 6.7, which was the highest among the finale of other Indian reality shows such as Kaun Banega Crorepati, Rahul Dulhaniya Le Jayega, MasterChef and DID –Li’l Masters

colors1) STRENGTH• For the past few months, Star Plus, Zee and

Colors have been playing musical chairs with the top three slots in GEC ratings, with market shares of all three channels mostly falling in the 18-22% range.

• Channels' most popular show, Balika Vadhu has been ranked in the TOP 5 shows of Indian

• The ease with which Colors, the Hindi GEC of Viacom 18 Media Pvt. Ltd, a joint venture between US media conglomerate Viacom Inc. and Indian media house Network 18 Media

colors2) WEAKNESS• According to estimates by a media buying agency which did

not want to be named, a 30-minute episode of a big-ticket program, which cost Rs2-3 crore in 2000, now costs Rs20-30 crore to make.

• Second, the overall share in total viewership had been declining. According to TAM Media Research Pvt. Ltd, a Mumbai-based television audience measurement agency, the viewership share for the Hindi GEC genre fell from 24.2% in 2004 to 22.6% in 2007 before moving up to 23.2% in 2008.

colors

3) OPPORTUNITIES• Billion viewers• Growing advertisement revenue• Better attraction

colors

4) THREATS• Cost• Competitors• Rapidly changing taste • Wandering customer

ETOPParameters Importance Impact Opportunity Threat

Economic A B AB

Socio-psychological

B B BB

Technological

A A AA

Legal C B BC

Political C B BC

ZEE TVLaunched in the October 1992 & keeps tab

with 167 countries Reach to about 500 million viewers globally

including USA, Canada , Europe, Africa, the Middle East, South East Asia, Australia and New Zealand

Key driver of the growth of cable and satellite industry in India for the last 16 years

Largest producer and aggregator of Hindi programming in the world, with more than 80,000 hours of original programming in the library

Ranked as the ninth most popular brand within a decade of its launch

ZEE TV

1) STRENGTH• Large network • Home grown channel, hence understands

the Indian audience• Niche focused

ZEE TV

2) WEAKNESS• Weak on programmed packaging• Lagging behind other channels• Problem of attrition

ZEE TV

3) OPPORTUNITIES• Leverage upon initial hype by delivering

upto audience expectations• Benefit from growth of Entertainment and

media sector

ZEE TV

4) THREATS• Satisfactory under performance may creep

in, being in third place consistently• Excessive diversification into genres like

sports may loosen focus on main channels• Increased competition• Frequent changes in top management

ETOP

FACTORS

IMPACT IMPORTANCE

OPPORT-UNITIES

THREATS

LEGAL 6 4 24

POLITICAL

5 4 20

ECONOMIC

8 6 42

SOCIAL 7 6 42

TECHOLOGY

7 8 56

MARKET 5 7 35

STAR PLUSLaunched in 1991 Leading the Indian television industry for 5 years Expected to continue growing rapidly and reach

INR 371 billion by 2010 Extended business to filmed entertainment,

television production, cable systems and wireless and digital services in Asia in partnership with other companies

Employees at STAR is approximately 1,800 in Hong Kong, India, Taiwan, Mainland China, Dubai, Singapore, Korea, the Philippines, Pakistan, Thailand, Japan and London

STAR PLUS

1) STRENGTH• Worldwide presence• Financial muscle• Strong in prime time slot• Association with big names like Amitabh

Bachchan and Shahrukh Khan for KBC• Good content, effective packaging

STAR PLUS

2) WEAKNESS• Not strong in non prime time slots• Excessive dependence on select serials

like KBC and K-series soaps

STAR PLUS

3) OPPORTUNITIES• Lack of a strong challenger• Strong network of channels for

promotions (Star Utsav, Star One, Star Gold), etc

STAR PLUS

4) THREATS• Popular serials maturing and may enter

the declining phase soon• Poaching of stars by competitors from its

popular programmes.

ETOP FACTORS IMPACT IMPORTA

NCEOPPORT-UNITIES

THREATS

LEGAL 6 4 24

POLITICAL 5 4 20

ENVIRONMENTAL

8 6 42

SOCIAL 8 9 72

TECHOLOGY

7 7 49

SAB TV

1) STRENGTH• High viewership ratings• Acceptable by all ages or group of people• Focuses on comedy fictions of renowned

writers(Tarak Mehta ka Oondha chashma, papad pol etc..)

• No saas bahu dramas• Innovative dramas like (guturgu,

malegaon ka chintu)• Effective packaging

SAB TV

2) WEAKNESS• Over comedy of star casts like Daya and

Jethalal in tarak mehta ka oondha chashma, etc,

SAB TV

3) OPPORTUNITIES• Must include some melodrama• Day time slots should be managed

properly will lead to more success from ratings from house wives

SAB TV

4) THREATS• Threats from competitors

ETOP

FACTORS IMPACT IMPORTANCE

OPPORTUNITY

THREATS

LEGAL 6 6 36

POLITICAL

5 5 25

ENVIRONMENTAL

6 7 42

SOCIAL 8 8 64

TECHNOLOGY

6 7 42

THANK You……