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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

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.

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

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

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 centres, 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 whats 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 allow it to reach every Indian home, however remote it may be. The service
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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 SERVICE PROFILE
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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 ISROs 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 broadcast security, and enables Tata Sky to offer multiple programming and pricing packages.
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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: Comverses 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 companys 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 technologys feature rich design enables Tata Sky to deliver multiple programming, pricing packages and interactive services to its customers.

Systems Integration:

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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 bestin-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 ondemand), 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.

STATEMENT OF THE PROBLEM

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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 directto-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%. STARs 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 Skys IT systems are highly secure. Superbrand 20092010 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 Englishlanguage 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 247- 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
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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
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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 200708 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.
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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 28.5E), 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 twenty38

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
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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-demandvia-broadband service as On Demand as the BBCs iPlayer joined the line-up of channels offering catch-up TV on the companys Sky+ or Sky HD box linked to an ADSL modem, the signal from which was recorded before
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viewing. The BBC was making the preceding weeks programmes available alongside ITV, Channel 5 and the partly BBC Worldwide-owned UKTV, as well as BSkyBs own channels - with Channel 4s 4oD service due to join the line-up in 2013. Londons right-of-centre Daily Mail reported that the UK governments 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 mans presence in the household. And, in December, the UKs 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 interfacethe operating systemhas been used has been anticompetitive 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.

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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.

Colour picture tube glass

Videocon is one of the largest CRT glass manufacturers in the world, operating in Mexico, Italy, Poland and China. 44

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 Flatscreen 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: 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 45

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] Videocons 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 Videocons 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 postmerger. 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 Videocons CTV division, invest for new models and introduction of new technologies.

Thomsons 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 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. 46

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 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) 47

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).

Thomsons 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. Videocons 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 wont attract the market regulators creeping acquisition norm which comes into force once they acquire more than 5% stake,as the deal would be an overseas.

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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 providersAirtel 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. 3/4 2. 3/4 3. 3/4 4. 3/4 5. 3/4 (Transponder 5) Frequency-11570 Symbol Rate-27500 Polarity-Vertical FEC(Transponder 4) Frequency-11490 Symbol Rate-27500 Polarity-Vertical FEC(Transponder 3) Frequency-11150 Symbol Rate-27500 Polarity-Vertical FEC(Transponder 2) Frequency-11070 Symbol Rate-27500 Polarity-Vertical FEC(Transponder 1) Frequency-10990 Symbol Rate-27500 Polarity-Vertical FEC-

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-7 108.2E. 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 providersReliance 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 irtel 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.

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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 Indias 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 providersAirtel 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

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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.

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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 93.5E.[1] and MEASAT-3 at 91.5E. It is the country's first MPEG-4 technology DTH service provider. Its primary competitors are cable television and other DTH service providersAirtel 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 93.5E. to MEASAT-3 at 91.5E. 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 serviceincluding satellite television, audio programming, and interactive television servicesto commercial and residential customers in India. It uses MPEG-4 digital compression technology, transmitted using MEASAT-3 91.5East. 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 personnels 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 C. D.D DIRECT PLUS F. TATA SKY H. RELIANCE B .STAR T.V. D. VIDEOCON G. AIRTEL DISH T.V 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 C. D.D DIRECT PLUS F. TATA SKY H. RELIANCE B. STAR T.V. D. VIDEOCON

G. AIRTEL DISH T.V.

I. DISH TV

INTERPRATAIONThe 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

INTERPRATAIONThe 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 Price Durability Design Brand name Technology Power consumption Service rank II III V VI VII IV 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 Friends Others Relatives Dealers

INTERPRATAIONThe 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?
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Magazine Newspapers Radio

Pamphlets TV advertisements 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 FAIR BAD GOOD POOR

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 DOORDARSHANs 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. TATAs 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 marketers 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 childrens 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 TATAs brand a successs.

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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 Price Durability Design Brand name Technology Power consumption Service Rank

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 Q8.

How is the over all performance of your TATA SKY? EXCELLENT GOOD FAIR
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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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