INFINITY MANAGEMENT & ENGINEERINGH

COLLEGE, SAGAR

PROJECT REPORT

“A Study On Company Profile Of Dish Tv”

Submitted in the partial fulfillment of tha requirement for tha award

of tha

master of business administration

SUBMITTED BY UNDER GUIDANCE OF :

Pushpendra LODHI SNEHA SAHU

MBA 1st semester

 ACKNOWLEDGEMENT

Success is an amalgam of dedication.

“Hard work and able guidance of people around us “

We are extremely grateful to Dr. Mohd. Ashfaq Siddiqui and all tha staff
member of our college for thrir valuable guidance throughout tha tenure
of this project. We extend our sincere thanks to all faculties in our
college. We extended our sincere thanks to all staff of Infinity College
Sagar for giving us an opportunity to carry out tha project work in their
organization . We express our deep sense of regard of respected
teachers, colleagues friends and those who helped us directly and
indirectly who has contributed in numerous ways to tha development of
our project. We Also Acknowledge our thanks to Dr. Md. Ashfaq Siddiqui
(HOD) that gave us moral support and a chance to be a part of
marketing world in tha very beginning of our careers.

(SIGNATURE)
 Declaration
I, the undersigned, hereby declare that the project report entitled, * Profile Of Dish
Tv * submitted by me to the *INFINITY MANAGEMENT & ENGINEERING
COLLEGE Sagar*, in partial fulfilment of the requirement for the award of the degree
of Master of Business Administration under the guidance of *Mr Sachin Lodhi * , is
my original work, and the conclusions drawn therein are based on the material
collected by myself. The Report submitted is my own work and has not been
duplicated from any other source. I shall be responsible for any unpleasant
moment/situation.

Date:

Name:Pushpendra Lodhi

Certificate

This is to certify that *Mr Sachin Lodhi* is a bonafide student of *INFINITY

MANAGEMENT& ENGINEERING COLLEGE SAGAR* , has successfully
completed the project work as prescribed by the RGPV in the partial fulfillment of the
requirement of Master Of Business Administration (MBA) Program for the academic

year 2023-2024.

The Project Work titled “ Profile Of Dish Tv “

Project guide:Pushpendra Lodhi

H.O.D: Dr.Mohd Ashfaq Siddiqui

PREFACE
The success of any business entity solely depends on how effectively does it utilizes
its poptimum resources and how soon does it make arrangements for the removal of
the customer’s grievances. Moreover, the company should always be ready to make
necessary changes according to the requirements in order to attract more customers
so as to maintain a substantial growth in the market. The topic given to
me was:Profile Of L’OREAL I have tried to put my best efforts to complete
this task on the basis of skill that I have achieved during my studies in the institute.
 Table of Contents1.
Introduction

4.Bibliography

5.Annexure

INTRODUCTION
1.1
Industry Overview

History:
The history of Indian Television dates back to the launch of
Doordarshan, the
country‘s national television network in 1959 when the transmission was
in black & white. The 9th Asian games
which were held in 1982 in the country‘s
capital New Delhi heralded the mark of color television broadcast in
India.In 1991, Indian economy was liberalized from the license raj and
majorinitiatives like inviting FDI, deregulation of domestic businesses
emerged. Thisled to the influx of foreign channels like Star TV and
creation of domesticsatellite channels like Sun TV and Zee TV. This
virtually destroyed themonopoly held by Doordarshan.In 1992, the cable
TV industry started which changed the way the averageIndian watches
the television. Every city in India had a new breed ofentrepreneurs called
as cablewallahs or Local Cable Operators (LCO) taking incharge of
distribution. Since this was a disorganized sector carrying newchannels
on the existing infrastructure required new investments which
theoperators were reluctant to make. This led to the emergence of a new
breed offirms called as Multi System Operators (MSO) who had heavy
financialmuscles to make capital investments and liaised between
the cable operators andthe channels. MSOs provide the feed to the local
operators for a fee.In 1995, government felt the need of regulation in
Cable TV and passed theCable TV network (Regulation) Act. This was
also the time when the stateowned Doordarshan and All India Radio
came under a new holding called asPrasar Bharati to give them enough
autonomy. The LCOs reported a lowernumber of connections where as
the broadcasters demanded a higher rate
MSOs were finding it difficult to operate under these conditions. This led
to anamendment of the Cable TV networks (Regulation)Act in 2002 to
provideConditional Access System (CAS). With CAS, the last mile
distribution could be addressable with accuracy and digitalization
of broadcast was also possible.CAS was rolled out in 2003 staring from
Chennai and later to parts of Delhi,Mumbai and Kolkata. On the DTH
front, TRAI issued the guidelines foroperating DTH.
Country‘s first DTH license was awarded to Dish TV in 2003 which
started
operations in 2004. Prasar Bharati also started its product DD-Direct+.In
2007, TR
AI proposed a new initiative by name ―Headend
-In-The-Sky(HITS)

model as an alternative to the existing cable distribution. Instead of

theMSOs providing the bundle, there will be a single HITS operator who
will prepare the bundle of channels and beam it to the Headend in the
satellite. Withthe average Indian getting younger, and hence more likely
to spend onnonessentials, the entertainment industry has the potential to
grow explosivelyin the future. Now the industry is ready to enter a
second stage of growth powered by the twin engines of technology
(availability of quality infrastructureand the accelerated penetration of
digital connectivity) and an enablingregulatory environment.

1.2 Current Scenario:

In the current context of the global financial meltdown, the Direct to
Home(DTH) industry in India is in the throes of multifarious challenges
andopportunities. The big game is all about shaping up grandiose plans
to masterthe winning rules to garner as much portion of the Indian DTH
pie as possible by a handful of players.Since the DTH space denotes big
value, akin to the space occupied bytelevision and telephony, inter-firm
rivalries have thrown up price wars,discount schemes, procurement of
transponders, ambitious targets for improvingthe subscription base,
popular bouquet of channels, set top boxes with superiorquality of
videos, improving content, etc as a desperate means to entice theIndian
viewer. A neat 20 per cent annual growth is being witnessed in the
DTHsector in India with over 16 million households having digital pay-
TV.According to Harsh Bijoor, a brand consultant
―Since Dish TV, the biggest
market player on the Indian soil, has not scraped even five per cent of
the pie,there is plenty left for other players to eat.

In the early 2008, five major players,Zee`s Dish TV, Tata Sky, Reliance
ADAG, Sun Direct and Bharti Telemediaformed an umbrella body
–
DTH Operators Association of India (DOAI). DishTV is the largest DTH
provider with a subscriber base of around 5 million. TataSky, a DTH
joint-venture Company between Star (owned by Rupert Murdoch)and the
Tata Group (20:80), now has around 3.4 million connections and
theforecast for 2012 is that it will further increase to eight million, Sun
Direct, the80:20 JV between the Maran family and the Astro Group of
Malaysia, over 2.3million, Big Tv about 1.2 million and Airtel Digital Tv
about 0.3 millionsubscribers (Source: Business Standard, May 1,
2009).According to sources, DD Direct Plus has a subscriber base of
about 3-4million subscribers, mostly in the remote corners of the country
not connected by terrestrial or cable television. DTH operations in India
could be enhanced ifthe dearth of satellite capacity is removed by
increasing the number of availableKu-band transponders that at present
is 12 on Insat 4A, which in turn wouldmean more channels for viewing.
Tax burdens on DTH are another area ofcomplaint for operators. Around
40 per cent of revenues are siphoned off to paytaxes and license fee
and another 12 per cent for services imposed by the
Broadcast centre collects the signals from different programming
sources (likeSony, Zee, and Star). It processes the Signals and beams
it to the Satellite.Satellite will reprocess the signals and retransmits
the signal to the subscribers..
1.3 Porter’s Analysis of DTH industry:

1. Threat of substitutes:
DTH faces stiff competition from the terrestrial, cable and IPTV. As per
theindustry estimates, there are 130 million TV homes of which 85
million areserved by cable and around 16 million by DTH with the
remaining taken byterrestrial transmission.
Terrestrial Television:
Doordarshan is the world‘s largest terrestrial broadcaster with over 1400
terrestrial TV transmitters. The reach provided by this route is
phenomenal with
Doordarshan covering 88% of India‘s geographical area. Covering the
remaining 12% area required substantial capital investments which does
notoutweigh the benefits. The transmission was done originally in Analog
mode but beginning from 2002, Doordarshan has partnered with BBC
resources
–
theconsulting wing of BBC, in offering digital terrestrial TV. The
transmissioncould be received using a low cost Yagi antenna. However,
due to lack ofattractive content it does not seem to be a formidable
threat for DTH.

Cable TV:

Cable TV currently operates in 2 modes viz. through CAS covering cities

likeChennai, Delhi, Mumbai and Kolkata, and through non-addressable
system inthe rest of the country. As seen from the above diagram Cable
TV enjoys themaximum share as compared to other medium. In case of
CAS controlled areas,the subscriber has to buy Set Top Box (STB) to
see the pay channels. On theother hand, in areas where non-
addressable system is used, nearly all thechannels are available without
the need of any separate receiver by payinganywhere between Rs 100
to Rs 350 per month depending on the place.Due to phenomenal reach
of Cable TV, it poses a serious threat to the growth ofDTH industry.

Internet Protocol Television (IPTV):

IPTV is a service where television signals are digitally sent over

thetelecommunications line. It is often presented as a bouquet of Video
(IPTV),Audio (Telephone) and Data (Broadband Internet) services. With
widespreadadoption of broadband in the country and the growing techno
savvy population,IPTV has a potential to become a huge success.IPTV
takes the interactivity to a newer level. In regular mediums, all
thechannels are pushed to the consumer regardless of his preference.
IPTVencourages a two-way request response model where the
consumer chooses the programs he wants to view. Right now
those medium is totally unregulated andcable companies are urging the
TRAI to issue a consultation paper process toinclude IPTV under the
aegis of Cable TV act.IPTV is a considerable threat to DTH in urban and
semi urban areas where broadband has made its mark.

2. Bargaining power of suppliers:

DTH industry relies on three major supplies: Customer Premise
Equipment(CPE) comprising of the satellite dish, Set Top Box with the
necessary Accesscard, the Ku band transponders in the orbiting
satellites and content. With India
overtaking Japan as Asia‘s largest DTH, the bargaining power of Indian
DTH
operators with CPE supplies have increased.However, the availability of
transponders is increasingly becoming difficult.The Ku band transponder
is generally provided by Astrix, the commercial wingof ISRO either
through its own satellites or by leasing transponders fromsuppliers. With
only two domestic satellite launches between 2007 and 2010 and
increasing DTH players, Astrix is in a better position to use DTH as its
cashcow for the next 5 to 10 years. Also the crash of INSAT 4C and
NSS-8 hasworsened the situation of DTH players.As there is not much
of regulation particularly in terms of channel pricing,acquiring content
from the broadcasters is also difficult. DTH vendors are at themercy of
the broadcasters.

3. Bargaining power of buyers:

With enough options to choose both from the point of alternate mediums
likeCable, IPTV and Terrestrial broadcast and from the point of
increasing DTHoperators, the consumer is at his will to
decide.Customers will continue to have a high bargaining power until
DTH platformstry to differentiate them as superior players with better
content and clarity.

4. Inter firm rivalry:

With 6 operational players, the inter firm rivalry is quite high. The
competitionfrom state owned DD-Direct to private players is negligible
from the content point of view as the number of channels offered by DD-
Direct is very limited.However, DD-Direct does not charge any monthly
subscription fee which posesa threat to the private players.Between Dish
TV and Tata Sky there is an intense rivalry exhibited by pricewars and
discount schemes offered to new connections. Being the first mover,Dish
TV has price advantage in both the STB as well as procuring
thetransponders. On the other hand, Tata Sky claims its STB having
superior DVDquality video.Other than price wars and intense competition
in increasing customer base,there is also a competition at acquiring the
content. Dish TV, Tata Sky and SunDirect are part of big groups that
also have popular bouquet of channels likeZee, Star and Sun
respectively. The channels indirectly refuse content for DTHoperators by
charging exorbitantly or mandating that all the channels of their bouquet
to be transmitted when the vendor is already capacity constraint.

5. Threat of new entrants:

With already 6 players in the DTH space, threat of new entrants is

relativelylow. There is already enough competition which will discourage
new firms toenter this business. While getting a license is relatively easy,
the barriers toentry are high when it comes to pricing of CPE and getting
the requiredtransponders.

1.5 About Dish TV

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

EsselGroup's Zee Entertainment Enterprises. Dish TV is on the same
satellite whereDD Direct+ is. Dish TV started its service in Pakistan with
the collaboration ofBudget Communication.Dish TV was only DTH
operator in India to carry the two Turner channelsTurner Classic Movies
and Boomerang. Both the channels were removed fromthe platform due
to unknown reasons in March 2009.Dish TV is a DTH satellite television
provider in India, using MPEG-2 digitalcompression technology,
transmitting using NSS Satellite at 95.0. Dish Tv'smanaging director and
Head Of Business is Jawahar Goel who is
also the promoter of Essel Group and is also the President of Indian Bro
adcastingFoundation.Dish TV

is a division of Zee Network Enterprise (Essel Group Venture). EGVhas

national and global presence with business interests in media
programming, broadcasting & distribution, speciality packaging and ente
rtainment. Zee
Network incorporated Dish TV to modernize TV viewing. Dish TV is Indi
a‘s
first direct to home (DTH) entertainment service. By digitalizing
Indianentertainment, this enterprise brought best television viewing
technology to theliving room. It not only transmits high quality
programmes through satellite; butalso gives a complete control of
selecting channels and paying for them.Dish TV
imparts DVD quality picture and stereophonic sound effects to
thecustomers. It promises to change the experience of TV viewing with
itsuninterrupted transmission service. The endeavour enters next level
ofentertainment with futuristic features, such as EPG (Electronic
ProgrammeGuide), parental lock, games, 400 channels, interactive TV
and movie ondemand. Dish TV also brings exclusive national and
international channels forthe first time in India.
Dish TV

is a division of Zee Network Enterprise (Essel Group Venture). EGVhas

national and global presence with business interests in media
programming, broadcasting & distribution, speciality packaging and ente
rtainment. Zee
Network incorporated Dish TV to modernize TV viewing. Dish TV is Indi
a‘s
first direct to home (DTH) entertainment service. By digitalizing
Indianentertainment, this enterprise brought best television viewing
technology to theliving room. It not only transmits high quality
programmes through satellite; butalso gives a complete control of
selecting channels and paying for them.Toexperience the new life
breathing in television technology,

Dish TV
extendshigh quality broadcast and thorough entertainment.
Vision of the company:
To be the leader in changing the way the worldcommunicates by
providing innovative technology, quality products anddynamic services.
Mission of the company:
To place our satellite dish in every home, school and business
throughout the world
1.6 Position /stage of Dish TV in product Life cycle

1.7 Type of Product services

A Set-Top Box (STB) is a digital receiver that connects to a television or

acomputer. It receives dish tv signals from a mini dish and turns the
signals intocontent on your screen Every STB is uniquely numbered (a
unique serialnumber is printed on every STB. No two boxes can have
the same serialnumber).Additionally, each STB comes with its own
remote control, making iteasy to operate.
CUSTOMER PREMISE EQUIPMENT (CPE)
The Equipment or Customer Premise Equipment (CPE) consists of
thefollowing:-activated Viewing CardThe Dish Antenna is installed at an
appropriate location at the
customer's premise. It is then connected to the STB through a cable. Th
e cable in turn, isconnected to the TV set. The encrypted TV signals are
received from thesatellite on the Dish Antenna and transmitted to the
STB. The customer is
also provided with a Viewing Card, which is inserted into a slot in the ST
B. TheViewing Card decrypts the TV signals chosen & paid for by the
customer, for better clarity of viewing on TV.

PRE-ACTIVATED VIEWING CARD

This card is just like a SIM card of mobile phone. To receive dishtv
signals, thiscard needs to be activated after installation. Every VC is
uniquely numbered.This number is of 11 digits followed by a hyphen and
1 digit after that. You canlocate this on your VC. For Example:
01500010000-
1. No 2 VC‘s can have
same serial number. The viewing card is pre-activated so that you can
startwatching the channels as soon as you get your dishtv installed.

1.8 Organizational Chart

1.9 Promoters

Individual Promoters

Mr. Subhas Chandra:

Chairman
Chairman of the Company, has been the recipient of numerous
honorarydegrees, industry awards and civic honors, including being
named 'GlobalIndian Entertainment Personality of the Year' by FICCI for
2004, 'BusinessStandard's Businessman of the Year' in 1999,
'Entrepreneur of the Year' byErnst & Young in 1999 and 'Enterprise CEO
of the Year' by International Brand
Summit. The Confederation of Indian Industry (―CII) chose Mr. Chandra
as
the Chairman of the CII Media Committee for two successive years.
Mr. Laxmi Narain Goel
age 54 years, is one of the key architects of the Essel Group of
companies. Hestarted his career in 1969 trading agro commodities and
established RamaAssociates Limited along with his brothers. In 1980, he
diversified Essel
Group‘s activities into handicraft exports and real estate development
business.
He has contributed enormously in the establishment and progress of
EsselPropack Limited. At present, Mr. Goel holds the position of vice
chairman ofthe Essel Group of companies and is actively involved in the
day-to-daydevelopmental activities of the Essel Group.

Mr. Ashok Goel

46 years, is a commerce graduate. He was instrumental in establishing
EsselPropack Limited as a global player in laminated tubes and making
it one of topcompanies in laminated tubes business in the world. He is
currently the vicechairman & managing director of Essel Propack
Limited. Mr. Goel is
also president of Organisation of Plastic Processors of India and also a
member of
the Managing Committee of Paper, Film & Foil Converters‘ Association
ofIndia. In July 2005, The Smart Manager, rated Mr. Ashok Kumar Goel
as ―one
of the 25 truly world class managers from India.

Mr. Ashok Mathai

started Ambience Advertising Private Limited in 1987. He is now the

chairmanof Ambience Publicis, Publicis India and Solutions-Publicis
India. He is afounder-director of Zee Entertainment Enterprises Limited,
which wassuccessfully launched in the year 1992. Mr. Kurien is also the
marketing and
strategic advisor to Playwin, India‘s first online lottery business and one
of the
founder-partner and Chairman of Hanmer & Partners, Public Relations,
whichare among one of the reputed public relations agencies.

Mr. Jawahar Lal Goel

Managing Director, heads the business of Company. He has been one

of the pioneers of the DTH services in India and instrumental in
establishing Dish TVas a recognized brand in India.Mr. Goel is also the
acting president of Indian Broadcasting Foundation whichtakes up
various issues relating to broadcasting industry at various forums. He
isan active member on the board of various committees and task force
set up byMinistry of Information and Broadcasting, Government of India
pertaining toseveral matters relating to the industry. He played a vital
role in conceptualizingand establishing Siti Cable Network Limited as a
multi system operator forcable distribution network of various television
channels in India in 1994.

Promoters who are companies are:

(i) Veena Investment Private Limited,

(ii) Delgrada Limited,
 (iii) Afro-Asian Satellite Communications Limited,
(iv) Jayneer Capital Private Limited,
(v) Churu Trading Company Private Limited,
(vi) Ganjam Trading Company Private Limited,
(vii) Premier Finance & Trading Company Private Limited,
(viii) Prajatma Trading Company Private Limited,
(ix) Lazarus Investments Limited,
(x) Briggs Trading Company Private Limited
(xi) Essel Infraprojects Limited and
(xii) Ambience Business Services Private Limited.

1.10 SWOT ANALYSIS

STRENGTHS

Dish tv was the first entrant in the DTH category and has thus
becomesynonymous with the satellite TV broadcasting business in India.
Leveraging itslineage with the Zee group, dish tv has built
acommendable brand and relevant
product that answers the consumer needs‘ for quality entertainment. So
me of
the inherent strengths stem from a strong presence all across the
geography ofIndia, consumer friendly and pocket friendly multi-tiered
and customizableregional packages, abundant transponder capacity to
support its widest
content basket, a very strong and diversified content offering addressing
consumerswith diverse needs of genres and languages, an extremely
cost consciousstructure and a superior technology for the entire gamut
of services. Thetechnological edge and differentiation with respect to
other brands standsexemplified through its unique offerings of mobile
dish with presence inaircrafts(Kingfisher), navywar ships, mobile vans
and selected railway saloons.

WEAKNESSES

The subscriber acquisition cost is still very high. However, compared to

thecurrent industry benchmarks, it stands at the lowest by far. The cost
towardsacquiring consumers is under constant scrutiny in an endeavor
to bring it down.In a market trend of consumers down sliding on the
packaging tiers, due tomore value being packaged at the lowest packs,
dish tv has exhibited a growthin ARPU. However, ARPU continues to be
an area of concern with the constantendeavor to monitor, upgrade and
enhance the revenues.

OPPORTUNITIES
I
ndia‘s 127 million television owning households, which define the
potential
depth for the DTH category, will act as a low hanging fruit for adoption.
Thefurther roll out of CAS by the new Government, into more towns will
impactthe growth rate of the DTH category and trigger consumers to
make a decision
between digital cable and DTH, thereby aiding faster expansion of the di
gitalentertainment world.Enrichment of Value Added Services (VAS)
basket with gaming and a host ofactive services, some going pay, will
continue to be opportunity areas forrevenue enhancement. An eventful
sporting calendar with the ensuingCommonwealth games and a series of
Cricketing tournaments will act as acatalyst for this category too. The
recent stabilization and a revived hope
for bouncing back of the economy as early as the second half of this yea
r willfacilitate faster adoption of the category. Emergence and growth of
traffic at theorganized retail chains like Big bazaar, Next, The mobile
store, Reliance digitaletc. will also add more visibility leading to
better acceptance of the product.

THREATS

DTH is currently a six player market. Price cuts and reduced margins,
spurred by severe competition, can pose a threat to revenue enhanceme
nt. Improvedquality of services by digital cable and IPTV players are
potential threats. Churnmanagement and retention cost scan negatively
impact bottom-lines unlessconstant attention and Strategy is deployed to
manage and control thesubscribers` base.

1.11 Market Position

Market Leader:

Dish TV is India`s first DTH service provider launched in October 2003 is

themarket leader with 6.4 million subscribers. Dish TV continues to be a
marketleader with 30% market share in 7 player scenario on date, with
sizeable salesand distribution infrastructure of over 650 distributors and
45,000 dealers across6500 towns
–
once again, the largest in the category. These reach into far
flungmarkets enables building of a diverse subscriber base across
consumersegments, which are supported by its rich content of regional
channel offerings.Dishtv has maintained its leadership position through
an improved market shareof all DTH subscribers. New offers, extensive
marketing campaigns havecontributed to impressive subscriber
acquisition and are committed to providethe best value to our customers
and investors by enhancing operationalefficiencies and by leveraging
economies of scale.
Market challengers:

The gap between the leader and the challengers is decreasing because
of theincreasing competition and promotion strategy followed by each
player.

TATA Sky
In the enormous consumer market that is India, occasionally an
opportunityarises that can create incredible growth and profit
—
provided those who seek tocapture it can move quickly enough. TATA
wanted to capitalize on thisopportunity as there was currently only one
player in the DTH market. It wasthe second Mover after Dish TV
leveraging on brand TATA and high brandrecall.Incorporated in 2004,
Tata Sky is a JV between the TATA Group and STAR.Tata 38 Sky
endeavors to offer Indian viewers a world-class television
viewingexperience through its satellite television service. The key
business challenge ina country like India is meeting customer demands
—
which are very dynamic
—
under the regulatory purview of the country.

Sun DIRECT

Sun Direct is the fastest growing DTH service provider having garnered
over1.9 million subscribers since its launch in December 2007 and aims
to becomeone of the leading players in the DTH space. Sun Direct
challenged the
existing players by involving them in the price war by acting as a discoun
ted brand. Itstarted offering subscriptions at as low as Rs 99 to reach as
much at the bottomof the market. The biggest differentiator for the brand
is the pricing point whichis lesser than the other brands.The other point
of differentiation is with regard to their distribution channels. Itis being
made available in most basic shops such as telephone booths,
cyclerepair shops and video parlors.Sun DTH was the first one to move
into the MPEG4 league and soon after thePAN India launch HD services
will be launched. Another first from SUN DTHis the launch of exclusive
comedy channels for its subscribers.

Market followers:Reliance BIG TV/ Airtel Digital/Videocon d2h

The approach being followed is of Market Follower (as they are late
entrant andtheir primary objective is to attract max subscribers in
shortest span of time).

1.12 Reviews about various DTH players

With 6 operational players, the segment rivalry is quite high. The
competitionfrom state owned DD-Direct to private players is negligible
from the content point of view as the number of channels offered by DD-
Direct is very limited.However, DD-Direct does not charge any monthly
subscription fee which posesa threat to the private players. Between
Dish TV and Tata Sky there is anintense rivalry exhibited by price wars
and discount schemes offered to newconnections.Being the first mover,
Dish TV has price advantage in both the STB as well as procuring
the transponders. On the other hand, Tata Sky claims its
STB havingsuperior DVD quality video. There is also a competition at
acquiring theconten

Tata Sky, an 80:20 joint venture between Tata Sons and the Star
group, provides satellite television services to Indian viewers. The comp
any wasincorporated in 2004 and offers a range of media and
entertainment options tocustomers.

Tata Sky's direct-to-home satellite platform delivers more than 100

televisionchannels, movies and interactive services for games, learning,
recipes, news,chat rooms, etc. It has state-of-the-art digital infrastructure
and a retail networkthat covers more than 4,500 towns in India.

Based in Mumbai, the company has three call centers (Pune,

Chandigarh andHyderabad).
1.13 DTH Market Structure

MARKETING STRATEGIES

Though there has been a paradigm shift in the perception and

awareness of theDTH industry in the last two years, the challenge is to
maintain, grow and createa dynamic atmosphere for greater customer
satisfaction and adoption of thiscategory. The theme for the current year
will be more value for money to thecustomers, enhanced value for the
stakeholders of the Company, achievingEBITA breakeven and
consolidating the number one status in the category - interms of
revenue, number of subscribers and quality of service.The DTH market
structure can be classified into three categories; Marketleaders, Market
challengers and Market followers. There is intense competitionas some
of the leading players have not only succumbed in the sales foracquiring
new customers but has started losing existing ones to Tata Sky, BigTV
and other new entrants.

LITERATURE O V E RV I E W

2.1 Background of the company

DISH TV INDIA LIMITED

The Company was originally incorporated as Navpad Texturisers
PrivateLimited on August 10, 1988 under the Companies Act, 1956, as
amended. Thename of the Company was changed to ASC Enterprises
Private Limited and afresh certificate of incorporation reflecting the
change in name was issued onSeptember 29, 1995 by the Registrar of
Companies, Maharashtra, Bombay. TheCompany was converted to a
public company and a fresh certificate ofincorporation was issued by the
Registrar of Companies, Maharashtra, Bombayon December 13, 1995.
The name of the Company was then changed to DishTV India Limited
and a fresh certificate of incorporation was issued by theRegistrar of
Companies, National Capital Territory of Delhi and Haryana, NewDelhi
on March 7, 2007. The registered office of the Company was shifted
from135, Dr. Annie Baesant Road, Worli, Mumbai 400 018, India to B-
10, EsselHouse, Lawrence Road, Industrial Area, Delhi 100 035, India
on October 4,1999. Zee Entertainment Enterprises Limited (formerly
known as Zee Telefilms
Limited‘) had transferred their direct consumer services business
undertaking to
the
Company and further Siti Cable Network Limited (―Siti Cable) and
NewEra Entertainment Network Limited (―NEENL) was merged with
theCompany, as approved by the order of the High Court of Judicature at
Delhi byits order dated December 18, 2006 and High Court of Judicature
at Bombay byits order dated January 12, 2007 (
“Scheme of Arrangment”)
, pursuant towhich, the Equity Shares of the Company were listed on
BSE and NSE on April12, 2007 and thereafter they were listed on CSE
on June 4, 2007.

2.2 Government Policies

TRAI Rules

The Direct to Home Broadcasting Services (Standards of Quality of

Service andRedressal of Grievances) Regulations, 2007, were issued on
31st August, 2007.These regulations were issued to lay down the
standards of quality of direct tohome services and to protect the interests
of direct to home subscribers. At thetime of issue of these regulations,
only two direct to home operators apart fromDoordarshan were providing
direct to home services in the country. Since then,three new direct to
home operators have started commercial operations. Withthe evolution
of the direct to home segment and the increase in the number ofdirect to
home subscribers, new issues relating to quality of direct to homeservice
have arisen. In order to address these issues the Authority has decided
toamend the Direct to Home Broadcasting Services (Standards of
Quality ofService and Redressal of Grievances) Regulations, 2007
.
Rationale for making amendment to the Direct to Home
BroadcastingServices (Standards of Quality of Service and
Redressal of Grievances)Regulations, 2007:

The Authority noted that a large number of complaints have been

received fromthe Direct to Home subscribers regarding dropping of
channels fromsubscription packages offered by DTH operators. In case
of subscription toDTH services, a subscriber subscribes to the service on
the basis of specificchannels included in the subscription package. If any
channel is taken out of asubscription package and it is replaced by
another channel then the DTHsubscriber may be getting the same
number of channels as earlier, but will bedeprived of viewing the
particular channel which has been removed. In case thechannel which is
removed is offered to the subscriber as an add-on package thenthe
subscriber ends up paying more for viewing that channel which was
earlierincluded in his subscription package. This subverts the tariff
protection provided to DTH subscribers by Regulation 9 of the Direct to
HomeBroadcasting Services (Standards of Quality of Service and
Redressal ofGrievances) Regulations, 2007. This calls for DTH
subscribers to know aboutthe following new rules.

1.No visiting or repair and maintenance charges of DTH

equipment duringwarranty period.

TRAI:
The DTH operators have been prohibited from charging any feetowards
visiting charges or repair and maintenance charges of DTHConsumer
Premises Equipment during the period of warranty for suchDTH
Consumer Premises Equipment acquired on outright purchase basis.
2.The DTH operators cannot alter the subscription package during the
first6 months, or till validity expiry, of a subscriber's enrollment.

TRAI:
The DTH operators have been prohibited from changing thecomposition
of their subscription packages during first six months ofenrolment to the
subscription package or during the period of validity of a prepaid
subscription package, whichever is longer.
3.In case a channel is removed from a subscription package in the first
6months of enrollment, the DTH operator must reduce the
price proportionately, or replace the removed channel with one of the sa
megenre and language.

TRAI:
 The DTH operators have been mandated to proportionatelyreduce the
subscription charges for a package from which any channel isremoved
for first six months of enrolment or during the period of validityof a
prepaid subscription package, whichever is longer or to replace
thechannel with a channel of same genre and language.

4.The option of choosing the package with reduced charges or the

packagewith replaced channel has been given to the subscriber.

5.In case a removed channel needs to be replaced, the replacement

optionwill be in the hands of the DTH operator.

TRAI:
Option to select the channel of the same genre and language in
asubscription package to replace a channel which has become
unavailableon the DTH platform, has been given to the DTH operator.

6.Your DTH operator needs to give a prior notice of fifteen days to

you before changing the composition of any subscription package.

7.Subscribers are allowed to request their DTH operator to suspend

theirservices for up to 3 months. However, this suspension period should
notcomprise the same calendar month.
TRAI:
DTH operators have been mandated to entertain requests of
DTHsubscribers for suspension of services if requested period of
suspensiondoes not exceed three calendar months and does not
comprise part of acalendar month.

The above rules are compulsory for DTH operators to adhere to.

RESEARCH METHODOLOGY

3.1 Objectives of the Project

 To check the availability of DISH TV in the market of Durgapur andAsansol.

 To check the visibility of DISH TV in Durgapur and Asansol.

 To understand the offer awareness and acceptability among the dealers ofthe
areas of Durgapur and Asansol.

 To access the shortcomings of DISH TV in the areas of Durgapur

andAsansol.

 To access the scope for High Definition Set Top Box in Durgapur
andAsansol.

3.2 RESEARCH METHODOLOGY/ DESIGN

The methodology adopted for eliciting the data required for the study
wassurvey method. It is the overall pattern or framework of the project
that willdictate as to what information is to be collected, from which
sources and bywhat procedures.

RESEARCH METHOD
Research methodology must be classified on the basis of the major
purpose ofthe investigation. In this problem, description studies have
been undertaken, asthe objective of the project is to conduct the market
survey about thecomparative analysis of dealer satisfaction of other DTH
player in India.

DATA COLLECTION
The information needed to further proceed in the project had been
collectedthrough primary data and secondary data.

PRIMARY DATA
Primary data consists of information collected for the specific purpose at
handfor the purpose of collecting primary data, survey research was
used and all theretail outlets sellers using different brands and their
competitors were contacted.Survey research is the approach best suited
gathering description.

SECONDARY DATA
The secondary data consists of information that already exists
somewhere,having been collected for another purpose. Any researcher
begins the researchwork by first going through the secondary data.
Secondary data includes theinformation available with the company. It
may be the findings of
research previously done in the field. Secondary data can also be collect
ed frommagazines, newspapers, other surveys conducted by known
research agenciesetc.
3.3 Findings On survey

1) Maximum Dealers keep Dish TV kit and recharge facility.

2) Awareness of new connection and new recharge offers of Dish TV is
similarto Tata Sky and Airtel Digital.
3) There is a communication gap between the company and the dealers.
This doesn‘t seem to be the case with other DTH providers.
4) In terms of visibility Dish TV leads all other brands in the area
withmaximum no. of GSBs and Flanges installed but there is a lot to do
for thecompany in case of POS materials.
5) Availability of vouchers lie between price range from Rs 100 to 500.
6) EPRS system seems to be the most troublesome recharge option for
Dish TV.
7) In case of Dish TV because of frequent trouble complains in EPRS
rechargeoption, vouchers are preferred over others that are not the case
with other brandswho use all other options.
8) Customer care service is considered to be very poor as dealers often
complainof problems in recharge process managed by Dish TV.
9) Many dealers say they recommend Tata Sky and Airtel because they
get theinstallation done much faster in comparison to Dish TV. With
Dish, it takes upto 3-4 days sometimes.
10) The company hasn`t been able to keep up the promises made to
thecustomers, like installation and activation commitments are often not
met.
11 Connect between the Call Center and the Service center is not good.
12) Customer Care is not reachable on Toll-Free easily, waiting time is
high ontoll-free numbers.
13) Dish TV changes the price plans and offers more frequently as
compared toother DTH providers. This along with improper
communication confusescustomers which beings down the
consumer satisfaction levels.
14) There has been a growing trend of dish TV customers and dealers
beingshifting to other major brands like Tata Sky and Airtel as they
provide better

3.4 Recommendations

1) Visibility:
The Company should increase the no. of GSBs and Flanges toincrease
the visibility of the brand in the market.
2) POS Material:
Company should pay more attention towards the POSMaterial of the
brand to increase the brand image and visibility.
 3) Demo:
There should be proper follow up of the demos allotted to thedealers so
that these would be functional constantly.
4) Recharge Vouchers:
The dealers should be encouraged to have stock ofhigh denomination
recharge vouchers i.e. above Rs.500.
5) EPRS:
The Company should pay attention towards the problems that are being
faced by the dealers in EPRS so as to retain the valuable customersof
the company. It should be upgraded consistently.
6) Competition:
The company should focus on installation, customer care,value added
services etc. else it can lack far behind than its competition inthe market.
7) Offer and Price:
The practice of frequent price and offer change proveno good for the
company as it is in a way frustrates the customers withchanges in offers
without any notice. So DISH TV needs to watch out forthis and pre
inform the customers for any change in the offers andchanges well in
advance. This will help increase the brand loyalty and preference.
8) Awareness: The Company should make the customers as well as
thedealers about new products like HD STB so that proper demand of
the product can be generated in the market.

Bibliography
ANNEXURE
RETAIL AUDIT FORM
Retailer`s Name:
Address and
Contact No.:

1. Whether selling DTH?

a)Yes b) No

2. If yes then, whether selling Dish TV?

a)Yes b) No

Other brands that are being sold

......................................................................................................................

3. If not selling Dish TV, then why?

…..…………………………………………………………………………

4. Is GSB of any DTH company installed?

a)Yes b) No

5. If yes, then of which company:

a) Dish TV b) Tata Sky c) Airtel d) Big TV e) Sun f) Videocon

Which company`s non lit boards are installed?

.................................................................................................................

6. Is any Flange of recharge availability installed?

a) Yes b)