...over the past two decades, particularly in developed country markets. Driven by economic growth and increasing levels of disposable income, households of the world' s economic elite have opted for cable TV, DTH and other emerging platforms such as IPTV as a basic feature of consumption for household entertainment. However, as penetration levels begin to increase and saturation levels are reached in the world' s top economic tier, the pay-TV industry is now looking for newer markets that are just beginning to emerge. There are a multitude of countries around the globe that have exhibited highly robust and even stunning economic growth in recent years. Economic performance appears sustainable and will likely continue over the medium term, which should lead to rapid and positive wealth effects for household consumption. Indeed, TV penetration in many emerging markets has breached the 90% level. Pay-TV services in these Greenfield markets have exhibited increased take-up rates, particularly in urban areas for cable TV services. These positive trends are leading to clear opportunities for DTH, whether as a niche offering or as a direct competitor to cable TV platforms. Leveraging reach, a digitized format, as well as outright consumer preference for satellite platforms, DTH appears to be well positioned in the 10 emerging country markets covered in this report. Yet, there are roadblocks and many challenges for DTH service provisioning in these countries, including: * Complex...
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...DTH IN INDIA y www.trai.gov.in y Dish TV India limited result quarter ended June 30, 2010 y y y y y y y y y y y y y y y y y y y y y y y http://en.wikipedia.org http://economictimes.indiatimes.com www.dddirectplus.in www.indiandth.com www.airtel.in www.rapidtvnews.com http://b4tea.com http://trak.in www.tatasky.com http://googleads.g.doubleclick.net www.indiadth.in http://www.indiantelevision.com/headline aug108.php http://dthnews.mediadir.in http://dataxisnews.com http://news.outlookindia.com http://www.pitchonnet.com www.bigtv.co.in http://www.sundirect.in http://www.sundirect.in http://www.d2h.com http://www.ddinews.gov.in http://www.bigtv.co.in http://www.dishtv.in WHAT IS DTH? INDIAN DTH INDUSTRY OVERVIEW: DIFFERENT PLAYERS IN INDIAN DTH SPACE PROFILE OF DIFFERENT PLAYERS: DD DIRECT+: DISH TV: SUN DIRECT: TATA Sky: AIRTEL DIGITAL TV: BIG TV: VIDEOCON D2H: MARKET SHARE OF DIFFERENT PLAYERS: MARKETING STRATEGIES OF DIFFERENT PLAYERS: SWOT ANALYSIS: STRENGTH: WEAKNESS: OPPORTUNITIES: THREATS: CABLE TV VS DTH: INNOVATION IN DTH: CONSUMER CHOICE: REVENUE FACTOR: SUBSTITUTES: GOVERMENT POLICIES: LATEST RECOMMENDATIONS BY TRAI: DTH FORECAST: REFERENCES: y Economic growth of the country in general and rising disposable income levels. y Gradually liberalizing attitude of the government. y Greater interface with international companies . y Privatization and growth of the radio industry . y Advancement in Technology . y Favourable regulatory...
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...Chapter 1 (Introduction) INTRODUCTION:- The way DTH reaches a consumer's home is different from the way cable TV does. In DTH, TV channels would be transmitted from the satellite to a small dish antenna mounted on the window or rooftop of the subscriber's home. So the broadcaster directly connects to the user. The middlemen like local cable operators are not there in the picture. DTH can also reach the remotest of areas since it does away with the intermediate step of a cable operator and the wires (cables) that come from the cable operator to your house. As we explained above, in DTH signals directly come from the satellite to your DTH dish. Also, with DTH, a user can scan nearly 700 channels! DTH offers better quality picture than cable TV. This is because cable TV in India is analog. Despite digital transmission and reception, the cable transmission is still analog. DTH offers stereophonic sound effects. It can also reach remote areas where terrestrial transmission and cable TV have failed to... From slums to high rises, interior villages to the swankiest locations, one consumer electronic appliance that you’ll see in Indian homes is the TV. A report from a market research firm pegs TV sales at 1.87 corer units in 2011, with a growth rate of 9 per cent per annum. In the mid 80s, after the Asian Games had kicked off the television revolution in India, the content provider was the state channel Doordarshan. There were no...
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...BSM 7054 – Strategic Management | Case Study - MEASAT | | This case study takes a look at MEASAT, the satellite provider based in Malaysia and what are their challenges and strategic planning taken to take further step in this area of business[2013] | Kaviraj Anandan – 1101600295Ahmad Fairus - | | | Lecturer: Mr. Mohd. Nor Ismail | Graduate Centre for Management ------------------------------------------------- MULTIMEDIA UNIVERSITY TABLE OF CONTENTS Table of Contents 1 Introduction 3 1.1 Company History 3 1.2 Company Overview 4 1.3 Corporate Information 7 1.4 Corporate Vision 7 2 Strategic Analysis 8 2.1 Business Segment 8 2.2 Competitive Landscape 8 2.3 SWOT overview 9 2.3.1 Strength 9 2.3.2 Weakness 9 2.3.3 Opportunity 9 2.3.4 Threat 9 2.4 Business Level Strategy 9 3 Conclusion and Recommendation 15 1 Introduction 2.1 Company History MEASAT, which is derived from the full term of “Malaysia East Asia Satellite” was first develop and launched in 1992 by Binariang Sdn Bhd, to follow suit the then effort of Malaysia’s Prime Minister YA. Bhg Tun Dr Mahathir Mohamed. The purpose of this effort was to develop the communication infrastructure for Malaysia moving into the new millennium. In order to develop and launch Malaysia’s first communication satellite system, Binariang Sdn. Bhd brought together a team of experience and highly motivated experts to get together and share their knowledge and...
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...Study & Analyzing Customer Buying Behavior in the changing DTH Environment Dish TV India Pvt. Ltd. Submitted by Tamal Kundu Academic year 2012-14 2012163 NIILM CMS Mentored by Prof. Ritu Srivastava NIILM CMS Greater Noida Certificate of Completion from Faculty Guide This is to certify that Summer Project Report on “Study and Analyze the consumer buying behavior in the fast changing DTH environment” prepared by Tamal Kundu Roll No. 2012163 of PGDM 2012-14 Batch is his genuine effort under my guidance and supervision. Signatures of mentor Signature of Student Mentor: Prof. Ritu Srivastava Name of Student: Tamal Kundu 2 DECLARATION I Tamal Kundu, a student of NIILM-CMS hereby declare that I completed my Summer Project titled, “Studying & analyzing the customer buying behavior in the fastest changing DTH environment” in the duration of six weeks i.e., from 20th April 2013 to 31st May 2013 under the able guidance of Mr. Mukesh Chaudhury & Mr.Gautam Sinha. The information presented here is correct and true to the best of my knowledge. Name: TAMAL KUNDU 3 ACKNOWLEDGEMENT I would like to express my heartiest thanks and appreciation to all those who were associated with my summer project which enhanced my knowledge and understanding of the corporate world greatly. First of all I would like to thank our president Dr. S. Neelamegham (NIILM-CMS) for giving us an opportunity of having this corporate exposure for 6 weeks. I would also like to...
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...BM College Of Management and Research, Indore “Major Research Project” (Submitted towards the Partial Fulfillment of Master of Business Administration Awarded by DAVV, Indore) ON "An analysis of service compatibility of DTH companies with special reference to Videocon D2h & Sun TV” BM College Indore MBA IV Semester 2011-2013 Project Guide Research Student PROF.SONU AGRAWAL Nitin Sahu MBA IV Semester BM College Of Management and Research, Indore (i) CERTIFICATE This is to certify that Nitin Sahu has undergone project entitled "An analysis of service compatibility of DTH companies with special reference to Videocon D2h & Sun TV” towards the partial fulfillment of his/her two years Master Degree of Business Administration (MBA) Successfully. He has carried out this project with full sincerity and dedication and the work is original and genuine. Project Guide Director (BMCMR) External Examiner PROF.SONU AGRAWAL BM COLLEGE OF MANAGEMENT AND RESEARCH, INDORE (ii) DECLARATION I hereby declare that project entitled “An analysis of service compatibility of DTH companies with special reference to Videocon D2h & Sun TV “is authentic and I have put in my efforts meticulously to make this project to come up to the expectations and pragmatically viable. I also ensure that the research work done by me is completely original and analyzed by me and have not been copied from any other source. Research Student Nitin Sahu MBA IV Semester...
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...Abstract Primetime has ever been an essential part of every livelihood since ages and decades and has gained increased significance in business scenario and now with the invent of the modern virtual methods the story takes us in the future where the question arises if the traditional methods will be an illusion and through this report we plan to clarify on how much of an impact has primetime had and will be having in the future, although at a diminishing rate, but still manages to touch hearts, inspire people and groom and boom business fraternity. INTRODUCTION Star India’s latest and biggest digital initiative, the Hotstar app, launched recently, is aiming at changing the way Indians consume content. Coming 18 months after the launch of its other digital property, Starsports.com, Hotstar also won the digital media rights for the Indian Premier League (IPL). Hotstar offers more than 35,000 hours of content in 7 different languages—promising viewers a big library of movies, television shows and even live sports (cricket, football, tennis and kabaddi). For the 21st Century Fox-owned broadcaster, Hotstar, which was in the making for more than 15 months, is perhaps its most ambitious digital offering so far. The idea, said Sanjay Gupta, chief operating officer, Star India, is to be a one-stop destination for users to consume premium content across genres and languages and, more importantly, at their own convenience. “There aren’t many platforms available to Indian consumers...
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...Bharti Airtel Limited Annual Report 2010-11 Board of directors Sunil Bharti Mittal Akhil Gupta Chua Sock Koong N. Kumar Ajay Lal Craig Ehrlich Pulak Prasad Rakesh Bharti Mittal Tan Yong Choo Evan Mervyn Davies Rajan Bharti Mittal Hui Weng Cheong Nikesh Arora Salim Ahmed Salim Tsun-yan Hsieh Manoj Kohli Table of contents Corporate information Performance at a glance rformance Chairman's message airman's CEO (International) & JMD's message O (Internation onal) on CEO (India & South Asia)'s message O (India dia Corporate social responsibility rporate po Directors' report rectors' e Management discussio & analysis nage agement discussion ssio ssion Report on corporate governance governance port ver ve Secretarial audit report report cretarial o Standalone financial stateme with Aud ors' report Auditors' ndalone a statements ments me e uditors r Consolidated financial statements with Auditors' report nsolidated financial statements w i nt with t 2 3 4 6 8 10 0 1 14 24 30 47 48 103 1 Bharti Airtel Annual Report 2010-11 Corporate information Board of directors Mr. Sunil Bharti Mittal Chairman & Managing Director Mr. Manoj Kohli CEO (International) & Joint Managing Director Non-executive directors Mr. Ajay Lal Mr. Akhil Gupta Ms. Chua Sock Koong Mr. Craig Ehrlich Lord Evan Mervyn Davies Mr. Hui Weng Cheong Mr. N. Kumar Mr. Nikesh Arora Mr. Pulak Prasad Mr. Rajan Bharti Mittal Mr. Rakesh Bharti Mittal H.E. Dr. Salim Ahmed...
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...QUARTERLY PERFORMANCE ANALYSIS OF COMPANIES (July - September 2010) INDIAN MEDIA & ENTERTAINMENT INDUSTRY October 2010 Cygnus Business Consulting & Research Pvt. Ltd. Plot No: 8-3-948/949, 1st Floor, Solitaire Plaza, Behind Image Hospital, Ameerpet, Hyderabad - 500 073. Tel: +91-40-23430202-05, Fax: +91-40-23430201, E-mail: info@cygnusindia.com Website: www.cygnusindia.com Disclaimer: All information contained in this report has been obtained from sources believed to be accurate by Cygnus Business Consulting & Research Pvt. Ltd. (Cygnus). While reasonable care has been taken in its preparation, Cygnus makes no representation or warranty, express or implied, as to the accuracy, timeliness or completeness of any such information. The information contained herein may be changed without notice. All information should be considered solely as statements of opinion and Cygnus will not be liable for any loss incurred by users from any use of the publication or contents 1 QPAC-Indian Media & Entertainment Industry- July - September 2010 CONTENTS EXECUTIVE SUMMARY.........................................................................................................3 INDUSTRY ANALYSIS ............................................................................................................4 OUTLOOK FOR THE SECTOR ...........................................................................................11 INTER-FIRM COMPARISON........................................
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...Google TV could be a telco’s best friend in the battle for the multiscreen market, says Rob Gallagher 04 February 2011 Rob Gallagher Telecoms operators once thought they would rule the world. They foresaw a future where people would communicate, access the Internet and watch TV via their mobile phones, PCs and a number of as-yet-unimagined screens. And thanks to their brands, customer relationships and control of the wired- and wireless-broadband networks that would carry the new services, telecoms operators would be best-positioned to profit. It didn’t quite work out like that. But not for the operators’ lack of trying. Throughout the course of the last decade, many sought to expand the control they have over their networks to almost every element of the new-media industry, from content and delivery platforms to devices and embedded software. Unfortunately, the operators overestimated their ability to control these other parts of the value chain, most strikingly in the mobile phone market. Consumers shunned the operators’ mobile portals when they found they could access their favorite PC-based Internet services “over the top” (OTT) of their mobile networks. Pouring salt into the wound, the content, devices and software companies have proved much more effective at entering each other’s markets than the operators have. Search engine Google’s Android mobile operating system (OS), for example, has effectively achieved take-up operator efforts could only ever dream of. Apple’s iTunes...
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...I. Executive Summary: DIRECTV is the largest and leading satellite television provider. It provides services in the United States and Latin America. DIRECTV subscribers total is 26.3 million in the U.S. and Latin America. DIRECTV provides programming to more than 300,000 commercial establishments including hotels, bar, restaurants, and sports club. A major challenge facing DIRECTV is increase market share while increasing profits in a highly competitive market. DIRECTV has capitalized on services offered in Latin America by increasing the capacity of Ku-band on two of Intelsat S.A. satellites. An evaluation of the company’s internal strengths and weaknesses and external opportunities and served as the foundation for this strategic analysis and marketing plan. The plan focuses on the company’s growth strategy, suggesting ways it can build on existing customer relationship and create new subscriptions. How to emphasis on the development of new available services and market those to existing and new customers. II. Environmental Analysis: Founded in 1990, DIRECTV is the leading satellite television provider in the United States. Formerly known as the DIRECTV Group, DIRECTV is headquartered in El Segundo, California, and has more than eighteen million consumers in the U.S. and more than six million in Latin America. At the end of 2010, DIRECTV had more than 25,000 employees international and had more than twenty four million in revenue. However, established in 1990,...
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...TRENDS IN CHARGES FOR PAY TV SERVICES, THE QUALITY OF SERVICES PROVIDED TO CONSUMERS AND SUBSCRIBER NUMBERS Introduction and executive summary 1. In its Third Consultation Document, Ofcom concluded that there are relevant markets at the retail level for (a) “supply of Sky Sports 1, Sky Sports 2 or Setanta Sports 1 as well as HD versions of these channels or TV packages that contain these channels” and (b) “supply of television bundles containing Core Premium Movie channels”1. Part of Ofcom‟s analysis in support of these conclusions has involved consideration of changes over time in: (a) (b) (c) 3. charges for Sky‟s pay TV services; the quality of services provided by Sky to consumers; and the number of Sky subscribers. 2. In its inquiry Ofcom has put forward a view that Sky has continually raised charges for its pay TV services over time, reducing the value for money received by consumers, while at the same time increasing the number of its subscribers. Ofcom then infers from this assessment that Sky does not face effective competition at the retail level. Sky considers that the facts of the matter wholly contradict this assessment by Ofcom, and the inference that is drawn from it. Sky has already provided Ofcom with significant evidence collected by PwC, which shows that in relation to pay TV services UK consumers are well served compared to their European peers. Similarly, in its Response to Ofcom‟s Third Consultation Document, Sky demonstrated that Ofcom‟s proposition...
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...The Indian Entertainment and Media Industry Unravelling the potential This report has been prepared on the basis of information obtained from key industry players, trade associations, government agencies, trade publications and various industry sources specifically mentioned in the report. While due care has been taken to ensure the accuracy of the information contained in the report, no warranty, express or implied, is being made, or will be made, by FICCI or PricewaterhouseCoopers Pvt. Ltd., India (PwC), as regards the accuracy and adequacy of the information contained in the report. No responsibility is being accepted, or will be accepted, by FICCI or PwC, for any consequences, including loss of profits, that may arise as a result of errors or omissions in this report. This report is only intended to be a general guide and professional advice should be sought before taking any action on any matter. FICCI and PwC jointly hold all copyrights to this report, and no part thereof may be reproduced or replicated without prior explicit and written permission of both the parties. The Indian Entertainment and Media Industry Unravelling the potential March 2006 Foreword Welcome to the 2005 annual edition of the Indian Entertainment and Media (E&M) Industry Report. FICCI takes this opportunity to thank PricewaterhouseCoopers, our Knowledge Partners, for having devoted precious time and resources to prepare this report at our behest. The E&M industry is at an inflexion...
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...Analysis………………………………………………… 13 4. Conclusion…………………………………………………………. 18 References……………………………………………………………… 18 Introduction JCR Drillsol PVT.LTD JCR is a large scale manufacturing company who’s objective is to provide unique and unprecedented solutions in every arena of the Drilling, Mining and Construction Industry. JCR’s variety of specialized RIGs finds its application in every possible arena of the drilling industry, making them one of the most competitive services in the business. JCR Drillsol, products include highly efficient and heavy-duty RIGs for a wide range of drilling applications ranging from RC, DTH, Tractor mounted and Wagon Drills, Pumping and Testing Units to Drag Bits, Mud Pumps and Mini Truck Mounted Drills. Our technology also designs other drilling solutions such as DTH Hammers, RC Hammers, RC Drill Rods, Tricone and O-Dex Bits. Problems faced in the industry Various problems faced by the industry are: * Material Wastage and Cost Factor A major problem faced by JCR Drillsol is the wastage of materials and cost factor. The Product output per unit input of raw materials became lower. It also occurred due to heavy inventory. It also occurred due to bad process design and layout. The other factor, which leads to material wastage, was bad quality from process and design. Hypothesis: Lean Manufacturing can be used to eliminate the wastage of materials that reduces the cost per unit of raw materials. A...
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...upstream firm stems from improving upstream order fulfillment forecast accuracy. Such improvement can lead to lower safety stock and better service. According to recent theoretical work, the value of information sharing is zero under a large spectrum of parameters. Based on the data collected from a CPG company, however, we empirically show that if the company includes the downstream demand data to forecast orders, the mean squared error percentage improvement ranges from 7.1% to 81.1% in out-of-sample tests. Thus, there is a discrepancy between the empirical results and existing literature: the empirical value of information sharing is positive even when the literature predicts zero value. While the literature assumes that the decision maker strictly adheres to a given inventory policy, our model allows him to deviate, accounting for private information held by the decision maker, yet unobservable to the econometrician. This turns out to reconcile our empirical findings with the literature. These “decision deviations” lead to information losses in the order process, resulting in strictly positive value of downstream information sharing. We prove that this result holds for any forecast lead time and for more general policies. We also systematically map the product characteristics to the value of information sharing. Key words : supply chain, information sharing, information distortion, decision deviation, time series, forecast accuracy, empirical forecasting, ARIMA process. 1....
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