Presented By
Hrushikesh
Jibin
Divya
Ananth
Nagendra
Sameer
DOORDARSHAN
CONTENTS :
History Life Period Market Share Reason For Poor performance Viewer Attrition Competition and Comparison SWOT analysis Case studies
HISTORY
LIFE PERIOD OF DOORDARSHAN!!!
GROWTH STAGE (Golden Era)
Maturity Stage(competitor’s Threats)
Declining Stage
DECLINING VIEWERSHIP
1994 1995 1996 1997 1998 1999 2000
0
10
20
30
40
50
60
70
80
90
%DD%SATELLITE
% SHARE
MARKET SHARE :
Tough time in 1990 era Sagging revenue and market share
YEAR Revenue (Rs bn)
Growth over previous year
(%)
1995-96 4.3 8.1
1996-97 5.72 33.2
1997-98 4.90 -14.3
1998-99 3.99 -18.5
1999-00 6.10 52.8
REASONS FOR POOR PERFORMANCE OF DD:
Multiple responsibilities Political interference and corruption Tough competitors Failed in revenue generation Pricing for ads Marketing
Financial Targets/Achievements of
Doordarshan in India (2007-2008 to 2010-2011-upto Sept. 2010)
(Rs. in Crore)Year Expenditure2007-08 207.612008-09 142.182009-10 90.16
VIEWERS ATTRITION :
Unattractive programs No innovation Non focused goal Failed in optimum utilization of
resources Failed to provide entertainment Adopt in trend
DEMAND FOR CABLE TV:
Year No . Of households with cable TV in Mn
1992 1.2
1993 3.3
1994 11.8
1995 15
1996 18
1999 22
2000 30Table 1
SWOT ANALYSIS
S – Strength More than 1000 transmitters. Covering 90% of population across 70 million homes against
only 30 million home by C & S. More than 20,000 employees.
W – Weakness Rigid pricing strategy. Low credibility with certain sections of society. Quality of program’s is not as good as compared to C & S
network
CONTD………
O – Opportunities Infrastructure can be leased out to cable and satellite channel. Digital terrestrial transmission. Regional focused channels. Allotment of time, slots to other broadcasters.
T – Threats Desertion of advertisers and producers may result in loss of revenues. Due to quality of program the reach of C & S network is continuously
expanding. As the C & S network need the trained staff, some employees of DD may
switchover and take new jobs. Best of the market-technology is being used by the private channels.
COMPARISON BETWEEN STAR,ZEE AND DD STAR and ZEE DOORDARSHAN
• Diversified Segements• Thought beyond Hindi• Wall –to –wall Marketing Campaign• Aggressive Promotion Approach• launching programmes relatableto all generations• Advertisement of programmes by print media• Digitalization
• Comparitively less diversification• Only 22 languages• No Significant change• No Advertising• Unable to target
• No aggressive Advertisements for Programmes• Old technology
CASE STUDY:
Doordarshan Business Model Sell half Hour Slots to Private Producers 780 Seconds of Commercial Time Beyond 20 episodes, different tariff slab Revenue growth declined
In 1992, Government opened Air waves for Private Players DD felt the heat of competition Revenue was very less
PROBLEMS FACED BY DOORDARSHAN: DD was plagued by multiple problems, which
found their roots in the mismanagement of affairs. In 1992 , when the Government opened airwaves to
private players like cable & satellite channels, DD faced the sever competition from them.
Due to the poor TVRs of the DD programmes companies did not give any advertisement in them, except only some FMCG product companies.
Private channels had their own marketing teams, where DD had 56 different producers but no marketing team.
PROBLEMS FACED BY DOORDARSHAN: DD has lost its identity due to conflict
that-is it a public broadcaster or a commercial entity?
Political interference & corruption were another reason for DD’s poor performance.
DD news lost its viewers to Star News & ZEE News.
The question of Privatization raised.
PROBABLE SOLUTIONS
Change in the Rigid Tariff is required and their business model
A Separate Marketing Team Required Try to Outsource the areas where the
utilization of resources is not optimum Innovation should be put in Improve the Brand Image and Logo