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ACKNOWLEDGEMENT.................................................................................................................. 2
DECLARATION............................................................................................................................... 3
CERTIFICATE ................................................................................................................................. 4
Chapter – 1 ..................................................................................................................................... 5
Introduction................................................................................................................................. 6
Scope of the Study ...................................................................................................................... 7
Significance of the Study........................................................................................................... 7
Objectives of the study................................................................................................................ 7
Literature Review...................................................................................................................... 8
Scheme of Dissertation ............................................................................................................... 9
Chapter – 2 ................................................................................................................................... 10
Industry Profile........................................................................................................................ 11
Company Profile ...................................................................................................................... 27
Chapter – 3................................................................................................................................... 35
Research Methodology............................................................................................................ 36
Introduction......................................................................................................................... 36
Research Design .................................................................................................................. 36
Sample Profile...................................................................................................................... 36
Tools and Methods Data Collection ................................................................................... 37
Limitations ........................................................................................................................... 38
Chapter – 4................................................................................................................................... 39
Data Analysis ........................................................................................................................... 40
Chapter – 5................................................................................................................................... 40
Interpretation and Findings ...................................................................................................... 47
Chapter – 6................................................................................................................................... 50
Recommendations and Discussions ........................................................................................ 51
Bibliography ................................................................................................................................ 52
Questionnaire .............................................................................................................................. 54



It is a pleasure to record my thanks and gratitude to persons & organization whose
generous help and support enabled me to complete this study within the stipulated time
At the outset, I am grateful to Reliance Communication (BIG TV Entertainment Ltd.) for
giving me the opportunity. My special thanks to Mr. Vivek Mishra (BIG TV, Sales and
Marketing Head, EAST ) who gave me the oppurtunity to work with the esteemed
organisation under his guidance. I would like to thank Mr. Vincent Biswas (Cluster Head,
Kolkata) along with his team who provided every possible guidance and support in
completing my project and a host of other officials for their active help and cooperation at
each stage of the Project.
Lastly, I would also like to express my sincere gratitude to my Project Guide Prof.Mr. R.
Srinivasa Rao (Faculty SSIM) who continuously acted like an anchor through out the
project duration.
However I take the responsibility of all my shortcomings.

Ankit Singh



I Ankit Singh declare that this project report titled “DTH INDUSTRY- Trade & Consumer
Preferences: With a special focus on BIG TV” in Kolkata cluster Region is my original
work carried out under the esteemed guidance of Prof.Mr. R. Srinivasa Rao faculty of Siva
Sivani Institute of Management, Secunderabad for the partial fulfillment of my PGDM Triple Specialisation course.

Place: Secunderabad.

Ankit Singh




This is certifying that Mr. Ankit Singh, student of this institution has undergone
specialization project and completed his project work in Kolkata City. He worked on the
topic “DTH INDUSTRY- Trade & Consumer Preferences: With a special focus on BIG
TV” and completed the project successfully under my supervision and guidance.
I wish him all success.

Place: Secunderabad

Prof. Mr. R. Srinivasa Rao



Chapter – 1


Chapter 1      


Scope of study
Significance of study
Objective of study
Literature review
Scheme of Dissertation

The report is an earnest endeavor made to understand the present market scenario of DTH
industry and the market share captured by the BIG TV in Kolkata Cluster and the other
competitor brands viz., TATASKY, DishTV, Airtel Digital TV, Videocon D2H and SUN DTH.
During the survey the requirement was to see the coverage by BIG TV, and bring out the
potential and loyal retailers so that the company could maintain the market position in the
existing business. The report also focused upon the finding out the problems faced by
BIGTV customers, distributers and retailers. During the course of study100 top retailers in
Kolkata clusture and 200 customers were selected randomly. Analysis of all the major DTH
players was done, which are most preferred among the retailers and the analysis was done
to know the reasons of low market share of BIGTV. The study was made to make a base in
Kolkata market before the lauch of new product by BIG TV – HD+DVR. BIG TV encompasses
the penetration of the existing BIG TV productand the market potential for the new
products Advance HD+DVR. The motive was to study the retailers view on the BIGTV
products and services in Kolkata and near by places. The retailers pointed out the problems
and the loop holes in the BIGTV distribution system and the promotional tools, which was
found during the course of the study and recommended various corrective measures for
it.Project also had a focus on adding new distributers and retailers in distribution channel
in rural and semi urdan areas around Kolkata.


Scope of the Study
This study is confined to the analysis of retailer’s and customers view on products and
services of Reliance BIG TV viz a viz competitors in Kolkata and near by places. The study
gave opputunity to understand the distribution channel of BIG. The study is conducted in 2
cities Kolkata and including the rural and semi urban areas of Kolkata. Special preference is
given to the study of customer, retailers and distributers problems and grievances. Study
also became a path way to the launch of new product from BIG TV the new advance
HD+DVR set top box with high definition picture quality and recording the first in India.

Significance of the Study
The project will help Reliance BIG TV to know their target segment and retailers satisfaction with
the company’s policies as compared to its competitors. The analysis done on the retailer’s survey
points out the key features essential to improve their performance. This study will not only help to
analyze the various problems associated with the distribution channel and the distributors but also
helps to understand other factors that influence the buying decision of a retailer like income,
returns, risk, liquidity etc. It also helps to identify the retailer’s expectations from the company and
how the company can better enhance its services to meet the retailers needs best. Apart from this
the findings of the study can be further used for implementation so that the retailers is benefited
which will ultimately benefit the organization.

Objectives of the study
Objective of study is :

To evaluating the position of BIG TV with respect to other DTH players across Kolkata.

To find out the reasons for low market share of Big TV in Kolkata Region.

To find out the most viewed channels and most preferred channel packs from existing DTH
users and non user.

To find uncovered areas and possible market in kolkata n near by places.

To ind the view of consumers about the DTH services and persuading them to move to DTH
specially BIG TV.

 To do a comparitive study of various DTH players and services provided by them.


Literature Review
Since the DTH market in India is tiny and vastly untapped, its potential for growth is
immense. Consider the numbers industry experts are bandying about: India’s TV
viewership is the second largest in the world—we are adding over 14 million new TV sets a
year to the 130 million TV households; of these, 97 million are cable & satellite (C&S)
homes, growing at 25-30% annually.
The DTH market now has 14-15 million subscribers, but by 2012, it could swell to 35-40
million. The DTH market in India doubled in 2009-10; of the 1.75 Crore DTH subscribers in
India, 70% are in rural areas and towns with populations below 10 Lakhs, which has 50%
of 12.5 Crore cable TV Homes, are in India.
After its launch in 2003, the Indian DTH industry has come a long way, adding more players
in this business and has been growing at a high rate. The industry has survived theglobal
financial meltdown and has come out with high growth numbers in 2009 & 2010.
A neat 20 per cent annual growth is being witnessed in the DTH sector in India with over
8.5 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.”
Interestingly, the rural rich were the first to positively respond to the advent of DTH
industry and those in the remote areas with no or unreliable access to the cable services
will be tapped in by the DTH players.
The ‘Indian Readership Survey 2009 R2’ findings have shown that the Dish TV is the largest
player with over 5.8 million subscribers, followed by Tata Sky, Reliance BIG TV, Airtel
Digital TV and Sun Direct, which has a predominance in the southern zone.
The zone wise analysis puts the western zone with 4.24 million topping the subscriber base
charts and the North, South and East following the lead.


Scheme of Dissertation
Although we have found out from our literature review that DTH industry is having a very
small share in Indian entertainment Industry, A lot can be done by various DTH players to
increase the share of DTH in the pie. Here in is this project we are trying to focus upon the
various factors that are stopping the comsumers of India specially in kolkata region to
switch there preferences to DTH which is much more advance in technology. Despite of
presence of big multinational companies in DTH market like Zee, TATA, Reliance et al.
people are not ready to shift from cable TV. The report also focuses upon the user
preference about various services of DTH players.


Chapter – 2


Chapter 2 

Industry Profile
 Indian Television Industry.
 Indian DTH Industry. 
Company profile
 Reliance ADAG.
 Reliance Communication.
 Reliance BIG TV.


Industry Profile
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 major initiatives like
inviting FDI, deregulation of domestic businesses emerged. This led to the influx of foreign
channels like Star TV and creation of domestic satellite channels like Sun TV and Zee TV.
This virtually destroyed the monopoly held by Doordarshan.
In 1992, the cable TV industry started which changed the way the average Indian watches
the television. Every city in India had a new breed of entrepreneurs called as cablewallahs
or Local Cable Operators (LCO) taking in charge of distribution. Since this was a
disorganized sector carrying new channels on the existing infrastructure required new
investments which the operators were reluctant to make. This led to the emergence of a
new breed of firms called as Multi System Operators (MSO) who had heavy financial
muscles to make capital investments and liaised between the cable operators and the
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 the Cable TV
network (Regulation) Act. This was also the time when the state owned Doordarshan and
All India Radio came under a new holding called as PrasarBharati to give them enough
autonomy. The LCOs reported a lower number of connections where as the broadcasters
demanded a higher rate. MSOs were finding it difficult to operate under these conditions.
This led to an amendment of the Cable TV networks (Regulation) Act in 2002 to provide
Conditional Access System (CAS). With CAS, the last mile distribution could be addressable
with accuracy and digitalization of 2 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 for operating DTH. Country‟s first DTH license was
awarded to Dish TV in 2003 which started operations in 2004. PrasarBharati also started
its product DD-Direct+

Figure 1: Changing Modes of Entertainment.

In 2007, TRAI proposed a new initiative by name “Headend-In-The-Sky (HITS)” model as an
alternative to the existing cable distribution. Instead of the MSOs 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. With the average Indian getting younger, and hence more likely to spend on
nonessentials, the entertainment industry has the potential to grow explosively in the future. Now
the industry is ready to enter a second stage of growth powered by the twin engines of
technology (availability of quality infrastructure and the accelerated penetration of digital
connectivity) and an enabling regulatory environment.


DTH service was launched back in 2004 by launch of Dish TV by Essel Group's Zee
Entertainment Enterprises. Later on public broadcaster Doordarshan launched its free to
air DTH named DD Direct+.
In 2006 Tata teleservices in collaboration with British Sky Broadcasting, a subsidiary of
News Corporation started a service named Tata Sky.
In 2007 the war of DTH heated up when 2 telecom giants Airtel and Reliance
Communications along with a strong south Indian media group Sun TV and Electronics
Company Videocon declared to launch their DTH services.
The south Indian DTH service mostly providing South Indian Channels SUN DIRECT was
launched in mid 2008 which provides service in South Indian States and Reliance ADAG
launched their DTH service on 19 August 2008. Later on Airtel launched its services as
Airtel Digital TV on 9 October 2008. As of July 2009 Videocon D2H+ has soft launched in
Haryana, Punjab, Himachal Pradesh, Jammu & Kashmir and Chandigarh.
In the current context of the global financial meltdown, the Direct to Home (DTH) industry
in India is in the throes of multifarious challenges and opportunities.
The ‘big game’ is all about shaping up grandiose plans to master the 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 by television and
telephony, inter-firm rivalries have thrown up price wars, discount schemes, procurement
of transponders, ambitious targets for improving the subscription base, popular bouquet of
channels, set top boxes with superior quality of videos, improving content, etc as a
desperate means to entice the Indian viewer. A neat 20 per cent annual growth is being
witnessed in the DTH sector in India with over 16 million households having digital payTV.


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 Telemedia formed an umbrella body – DTH Operators Association of India
(DOAI). Dish TV is the largest DTH provider with a subscriber base of around 5 million,
Tata Sky, 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 the forecast for 2012 is
that it will further increase to eight million, Sun Direct, the 80:20 JV between the Maran
family and the Astro Group of Malaysia, over 2.3 million, Big Tv about 1.2 million and Airtel
Digital Tv about 0.3 million subscribers (Source: Business Standard, May 1, 2009).
According to sources, DD Direct Plus has a subscriber base of about 3-4 million subscribers,
mostly in the remote corners of the country not connected by terrestrial or cable television.
DTH operations in India could be enhanced if the dearth of satellite capacity is removed by
increasing the number of available Ku-band transponders that at present is 12 on Insat 4A,
which in turn would mean more channels for viewing.
Tax burdens on DTH are another area of complaint for operators. Around 40 per cent of
revenues are siphoned off to pay taxes and license fee and another 12 per cent for services
imposed by the Central government. Apart from this, there are entertainment taxes that
differ from state to state.

Share of DTH in TV Household


Still, as DTH is still a relatively new category and most people are hesitant to experiment
with it. It is therefore imperative for companies such as Tata Sky, Dish TV, and Reliance BIG
TV to educate the consumers about the advantages of the service and in turn create an urge
to invest in it.

Pay TV market on Growth Trajectory

Porter’s Five Competitive forces: Direct to Home
Porter’s model is based on the insight that a corporate strategy should meet the
opportunities and threats in the organization’s external environment. Especially,
competitive strategy should be based on an understanding of industry structures and the
way they change. Porter has identified five competitive forces that shape every industry
and every market. These forces determine the intensity of competition and hence the
profitability and attractiveness of an industry.


The Five Competitive Forces as applied to Direct to Home industry are described as

Buyers: Bargaining power of buyers

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

Suppliers: 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 Access card, 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 wing of ISRO either
through its own satellites or by leasing transponders from suppliers. 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 cash cow for the next 5 to 10 years. Also the crash of
INSAT 4C and NSS-8 has worsened 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 the mercy of
the broadcasters.

Potential Entrants: Threat of new entrants

With already 7 players in the DTH space, threat of new entrants is relatively low. There is
already enough competition which will discourage new firms to enter this business. While
getting a license is relatively easy, the barriers to entry are high when it comes to pricing of
CPE and getting the required transponders.

Substitutes: Threat of substitutes

DTH faces stiff competition from the terrestrial, cable and IPTV. As per the industry
estimates, there are 130 million TV homes of which 97 million are served by cable and
around 15 million by DTH with the remaining taken by terrestrial transmission.


Industry competitors: Segment rivalry

Presently as on 2010, these are the main DTH service providers in India:
 DD Direct – state owned free service provider
 Dish TV - owned by Essel Group, was the first commercial DTH service provider.
 TATA Sky – owned by TATA group, largest DTH service provider presently in India.
 Sun Direct – owned by Sun group, primary focus is on low income groups and
regional viewers.
 Reliance Big TV - Owned by Reliance group, new entrant into the market.
 Airtel Digital TV – Owned by Bharti group, new entrant with aggressive marketing
 Videocon D2H – Owned by Videocon group, new entrant into the market.


Market Share
With 7 operational players, the segment rivalry is quite high. The competition from 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 poses a threat to the private players. Between
Dish TV and Tata Sky there is an intense rivalry exhibited by price wars and discount
schemes offered to new connections. 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 having superior DVD quality video. There is also a competition at acquiring the
Dishtv was the first entrant in the DTH category and has thus become synonymous with the
satellite TV broadcasting business in India. Leveraging its lineage with the Zee group,
dishtv has built a commendable brand and relevant product that answers the consumer
needs‘ for quality entertainment. Some of the inherent strengths stem from a strong
presence all across the geography of India, consumer friendly and pocket friendly multitiered and customizable regional packages, abundant transponder capacity to support its
widest content basket, a very strong and diversified content offering addressing consumers
with diverse needs of genres and languages, an extremely cost conscious structure and a
superior technology for the entire gamut of services. The technological edge and
differentiation with respect to other brands stands exemplified through its unique offerings
of mobile dish with presence in aircrafts (Kingfisher), navy war ships, mobile vans and
selected railway saloons.
The subscriber acquisition cost is still very high. However, compared to the current
industry benchmarks, it stands at the lowest by far. The cost towards acquiring consumers


is under constant scrutiny in an endeavour to bring it down. In a market trend of
consumers down sliding on the packaging tiers, due to more value being packaged at the
lowest packs, dish tv has exhibited a growth in ARPU. However, ARPU continues to be an
area of concern with the constant endeavour to monitor, upgrade and enhance the
India‘s 127 million television owning households, which define the potential depth for the
DTH category, will act as a low hanging fruit for adoption. The further roll out of CAS by the
new Government, into more towns will impact the growth rate of the DTH category and
trigger consumers to make a decision between digital cable and DTH, thereby aiding faster
expansion of the digital entertainment world. Enrichment of Value Added Services (VAS)
basket with gaming and a host of active services, some going pay, will continue to be
opportunity areas for revenue enhancement. An eventful sporting calendar with the
ensuing Commonwealth games and a series of Cricketing tournaments will act as a catalyst
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 year will facilitate faster adoption of the
category. Emergence and growth of traffic at the organized retail chains like Big bazaar,
Next, The mobile store, Reliance digital etc. will also add more visibility leading to better
acceptance of the product.
DTH is currently a six player market. Price cuts and reduced margins, spurred by severe
competition, can pose a threat to revenue enhancement. Improved quality of services by
digital cable and IPTV players are potential threats. Churn management and retention cost
scan negatively impact bottom-lines unless constant attention and Strategy is deployed to
manage and control the subscribers ‘base.


DTH Market Structure
The DTH market structure can be classified into three categories; Market leaders, Market
challengers and Market followers. There is intense competition as some of the leading
players have not only succumbed in the sales for acquiring new customers but has started
losing existing ones to Tata Sky, Big TV and other new entrants.

Market Leader:
Dish TV India’s first DTH service provider launched in October 2003 is the market leader
with 6.4 million subscribers. Dish TV continues to be a market leader with 32% market
share in 7 player scenario on date, with sizeable sales and distribution infrastructure of
over 650 distributors and 45,000 dealers across 6500 towns – once again, the largest in the
category. This reach into far flung markets enables building of a diverse subscriber base
across consumer segments, which are supported by its rich content of regional channel
offerings. Dish tv has maintained its leadership position through an improved market share
of all DTH subscribers. New offers, extensive marketing campaigns have contributed to
impressive subscriber acquisition and are committed to provide the best value to our
customers and investors by enhancing operational efficiencies and by leveraging
economies of scale.

Market challengers:
The gap between the leader and the challengers is decreasing because of the increasing
competition and promotion strategy followed by each player.
In the enormous consumer market that is India, occasionally an opportunity arises that can
create incredible growth and profit—provided those who seek to capture it can move
quickly enough. TATA wanted to capitalize on this opportunity as there was currently only
one player in the DTH market. It was the second Mover after Dish TV leveraging on brand
TATA and high brand recall. Incorporated in 2004, Tata Sky is a JV between the TATA
Group and STAR. Tata Sky endeavors to offer Indian viewers a world-class television
viewing experience through its satellite television service. The key business challenge in a


country like India is meeting customer demands—which are very dynamic— under the
regulatory purview of the country.
Sun Direct is the fastest growing DTH service provider having garnered over 1.9 million
subscribers since its launch in December 2007 and aims to become one 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 discounted brand. It started offering subscriptions at as low as
Rs 99 to reach as much at the bottom of the market. The biggest differentiator for the brand
is the pricing point which is
lesser than the other brands. The other point of differentiation is with regard to their
distribution channels. It is being made available in most basic shops such as telephone
booths, cycle
repair shops and video parlors. Sun DTH was the first one to move into the MPEG4 league
and soon after the PAN India launch HD services will be launched. Another first from SUN
DTH is the launch of exclusive comedy channels for its subscribers.

Market followers:
The approach being followed is of Market Follower (as they are late entrant and their
primay objective is to attract max subscribers in shortest span of time.

Consumer Behaviour Pattern
Major Factors influencing the purchase decision of DTH are as below:
1. Price
2. Customer Service
3. Reception
4. Program choices
5. New Technology and
6. Technical Support


Strategies to sustain in competitive growth market
 Advertising & Promotion:
Indian TV channel broadcast 15.7-mn advertisement every year, which totals to 362-mn
seconds of TV advertisement every year. India currently has over 400 channels.TV viewer
ship has declined by 5% since 2001. TV broadcasters are expected to increase
advertisement rate this year by 16-18%. DTH industry uses different marketing strategies
for promotion and sales of its products. It gives advertisements with their brand
ambassadors which attract customers, door to door selling, on the phone selling, discount
and offer sales, packages, etc. Marketing practices is a continuous process as the
competition keeps increasing among the players in the industry. Each player is investing lot
of money in promoting there brands. Many players are making advertisement with movie
actor and actress as brand ambassadors for their products because DTH is mainly
considered with entertainment. Some of the companies like Tata sky is having Super Star
Aamir khan as brand ambassador and Airtel is having many film stars like Kareena Kapoor,
A.R. Rahman, Saif Ali khan, etc. Dish TV is also having Super Star Shahrukh khan as the











promotion.Marketing practices are the decisions taken by the manufacturing company to
increase sales, expand themselves into many areas etc. Successful marketing practices
bring sale up, while unsuccessful marketing practices have no impact on sale or negatively
impact sale. Marketing concepts specific to the industry is primarily targeted at a niche
segment who buys the TV sets from the electronic retail chains.

 Product Innovation
The concept of innovation in DTH industry is INCREMENTAL innovation; everything that is
done is due to constant research of many marketing and analysts to bring many
innovations to the existing products in the DTH industry. Incremental innovation is the apt
innovation which is suitable and all the DTH players are concentrating up on. This
innovation makes the business to grow continuously and brings advantages to the
customers using the products and the service. There are many sources of innovation for


this industry as mentioned in the above, the technology and the people are the main
sources for the innovation. Customer’s opinions and their needs can be served by providing
a service which is matching to their needs and requirements. Digital TV, the DTH service
from Airtel, has announced India’s first skin integration innovation on its EPG screen in
partnership with Yahoo. Yahoo takes forward its latest brand campaign “YOU” in this first
of its kind partnership where an online portal will use DTH as a medium to promote itself.
The ‘Electronic Programming Guide’ screen on Airtel digital TV is now completely
integrated with Yahoo India’s homepage. Customers will find a message ‘Fill your home
page with all the things that make YOU’ when they log onto to the EPG screen. A prompting
‘Red Button’ will take them to a dedicated landing page that elaborates the offerings on
Yahoo India’s new home page. The ‘YOU’ campaign enables users to customize the home
page as per their liking and empowers them with the choice to integrate social applications
such as Facebook with their Yahoo homepage. This whole idea was conceived by Network
Play, right from design elements to execution and thanks to Mindshare for buying into the
idea and flawlessly helping people execute it. Tata Teleservices Limited has announced a
technological breakthrough—a first-of-its kind innovation in India with the launch of TATA
Photon TV, a new application that allows Tata Photon Plus subscribers to watch live
television channels on their laptops while on the move, and on their personal computers at
home and in the office. The Photon TV service is exclusively available to Photon Plus users.
“With its growing popularity, Photon Plus has caught the admiration of millions of users
across the country, with its high-speed data access capabilities and the ease of mobility.
TATA Photon TV is a personal computer- and laptop-based video streaming application,
which allows Tata Photon Plus users to view live TV feed from various sports, news,
entertainment and regional channels, and to watch recorded TV shows from the library (viz
Coffee with Karan, Zoom, Pogo, etc), movies, music and videos on demand.
Internet Browsing charges will be charged as per your Photon+ tariff plan and it would be
applicable while viewing Photon TV. These charges would be over and above the
subscription charges for the Photon TV. (Approximate data usage is 1-2MB per Min). Rate
of innovation in this sector is growing at a faster rate in the recent years where as it is not
very impressive before this period. The reason for this is the fair competition between the


all players in this DTH industry. It led to the development of new products in this sector
which also led to the diversification of products as there is abolition of entry of foreign
industries into Indian industries initially. It also made the industries in this sector to
establish their own R&D departments for successful product innovations like Airtel Live,
Videocon d2h.

Market segmentation
In terms of geographical location, North India and Western India together contribute over 8
million DTH subscribers, while the southern market contributes 3 million. The states of
Maharashtra, Goa, Punjab, Uttar Pradesh, and Rajasthan are the leaders in DTH
subscription, contributing over 6.5 million DTH connections to the overall base.

 Urban and Rural:
In order to cater to the diverse taste and needs of both urban and rural people, operators
provide entirely different range of services and offerings. In rural areas, fleet of vans for
demos, installation as well as selling hardware and pre-paid vouchers are being used. Most
players are building up their subscriber base by targeting viewers outside the big cities,
which suggests that about 60 per cent of DTH subscribers reside in rural areas and towns
with a population under a million.

 Region and States:
It has come up with special offers for the southern region where regional and sports
channels are viewed the most. Like Ultimate sports bonanza offer – Rs 1890 with 3 Months
of South Silver subscription available in Tamil Nadu, Kerala, Karnataka & Pondicherry only.
Ultimate sports bonanza offer - Rs 2490 with 12 Months of Silver subscription available in
Andhra Pradesh only. Dish TV has structured a basic bouquet of customized package of
channels which are in demand in a particular state at a very affordable price pack like
North diamond pack and South diamond pack. Marathi channels namely Star Pravah and
Star Majha for its Marathi speaking customers.


As the market gets fragmented, niche channels will become more and more desirable. The
increased interest in unique content channels is in line with the international trend, where
once the market matures, consumer needs come into focus. Thus channels on Education,
Women, Gardening, a variety of Sports, Wellness and Religion, etc. make their appearance.
Most of the players in DTH offer niche channels to create a unique and exciting offering for
its viewers of every age and gender segment. DTH industry mainly concentrates on women
who don’t like missing their daily soap and news more ever women are able to learn
English speaking which is a very special feature of DTH. DTH also concentrates on children
also by providing them games, dictionary, some discovery videos specially inbuilt, maths,
and science and social knowledge. It also focuses on old people as it has updated videos of
various holy and religious places. Dish TV recently launched ‘Children Films Festival’ with a
bouquet of over 25 super-hit films across various categories priced at Rs. 25/- per movie
thus targeting the children segment. Besides this value added services like Games Active,
Bhakti active services etc carters to needs of customers from various age groups and

Recognizing the vast differences in tastes and pocket sizes of different consumer segments,
content has been aggregated and classified into 4 different packages namely MAXI,
WELCOME, FREEDOM PLUS and FREEDOM packages .While the Maxi and Welcome packs
are price drivers and target high ARPU consumers, the value pack offerings in Freedom and
Freedom Plus packages are volume drivers that inspire new subscribers to come on board
through a low price point and basic channel offering. The strategy is to gradually upgrade
the low ARPU subscriber too, through tailor made add on packs on a-la-carte like movies,
business, etc. basis for specific entertainment needs. Keeping income levels of consumers in
mind, operators apprise the consumer of its three tier pricing. It gives a choice to the
consumer to select from a three level flexi plan that bundle three, six or 12 months of
subscription along with the initial box.


DTH operators come out with new offers of channels or new buyer schemes at relatively
cheaper rates on occasions of festivals or major sports events. For example It offers
benefits to customers like: In a cricket match choosing the language of the commentary,
camera angles, know player statistics and watch match highlights at our will. In the past
Dish TV has come with schemes like ‘Diwali Double Dhamaka’ (November 2007), the IPL
Pack (April 2010), 'Summer Sports Bonanza' (June 2008), Special Onam Offer for Kerala
(August 2007), World cup offer (March 2007).

Every product has its non-users, ex-users, potential users, first time users and regular
users. In order to attract the non-users and potential users time and again competition has
forced players to introduce innovative and exciting consumer promotion offers into the
market. Schemes like World Cup Free Offer, Free bhi Zyaada bhi, Ab Sab Sikandar, and the
landmark Set Top Box Free Offer, have not only added to the pace of acquisitions but
attracted specific consumer audiences like sports lovers and kids into its fold.
In conclusion, each player has cautiously segmented the market through an expanded
product range at appropriate price points to stay competitive. By offering packages like
cinema active, khel active, movie active, music active is targeting people with specific
lifestyles. Premiering new movies within weeks of their releases is targeted at people who
want to see latest movies at affordable prices. Latest movies are premiered within weeks of
their release. Dish TV has also targeted the youth segment with offers like “Michael Jackson
Live in Bucharest tour” for just Rs 25, Microsoft Xbox 360 Arcade.


Company Profile
Reliance – Anil Dhirubhai Ambani Group
The Reliance – Anil Dhirubhai Ambani Group is among India’s top three private sector
business houses on all major financial parameters, with a market capitalisation of
Rs.325,000 crores (US$ 81 billion), net assets in excess of Rs.115,000 crores (US$ 29
billion), and net worth to the tune of Rs.55,000 crores (US$ 14 billion).
Across different companies, the group has a customer base of over 100 million, the largest
in India, and a shareholder base of over 12 million, among the largest in the world.
Through its products and services, the Reliance - ADA Group touches the life of 1 in 10
Indians every single day. It has a business presence that extends to over 20000 towns and
4.5 lakhs villages in India, and 5 continents across the world.
The interests of the Group range from communications (Reliance Communications) and
financial services (Reliance Capital Ltd), to generation, transmission and distribution of
power (Reliance Energy), infrastructure and entertainment.
Reliance ADAG Areas of Businesses.
Reliance Capital Ltd. 

Reliance Mutual Fund. 

Reliance life insurance Company Ltd. 

Reliance General Insurance company Ltd. 

Reliance Money Ltd. 

Reliance consumer finance ltd. 

Reliance Portfolio Management.

Reliance Communication Ltd. 

Reliance Telecom ltd. 

Reliance CommunicationsInfrastructure Ltd. 

Reliance Globalcom. 

Reliance infratel ltd 

FLAG Telecom. 

Reliance BIG TV.


Reliance Infrastructure Ltd. 


Mumbai metro 1 

Speciality Real Estate. 

Special Economic Zone.

Reliance Natural Reasources Ltd. 


Reliance Power ltd. 



BSES Delhi 
BSES Yamuna Power Limited (BYPL) 
BSES Rajdhani Power Limited (BRPL)
Reliance HR Services.
Reliance BPO.
Reliance Transport and Travels.
Reliance Venture Asset Management Limited.
Mudra Communication.
Reliance Big Entertainment 

BIG 92.7 FM 

BIG Street 

BIG Reach 

BIG events 

BIG live 

BIG ND Studio 

BIG Music & Entertainment 

BIG Home Videos 

BIG Synergy. 


BIG Pictures


BIG Animation 

BIG Jump Mobile 

BIG Cinemas 

BIG Broadcasting 

Jump Games. 

Adlabs Films Ltd. 

Reliance Media works.

Reliance Health Ventures 

Medi Assist India 



NIS Sparta 








Technology (DA-IICT). 

Mudra Institute of Communication, Ahmedabad(MICA). 

Harmony for Silvers Foundation. 

Harmony- the Magazine 

Harmony Interactive Centre 

Harmony Interactive website 

Harmony Research Division 

Harmony Silver Awards 

Harmony Senior Citizens’ Run 

Harmony Art Foundation 

Kokilaben Dhirubhai Ambani Hospital & Medical Research Institute. 

BSES MG Hospital. 

Dhirubhai Ambani Memorial Trust.


Reliance Communications Limited founded by the late Shri. Dhirubhai H Ambani (19322002) is the flagship company of the Reliance Anil Dhirubhai Ambani Group. The Reliance
Anil Dhirubhai Ambani Group currently has net worth in excess of Rs. 55,000 crore (US$ 14
billion), cash flows of Rs. 11,000 crore (US$ 2.8 billion), net profit of Rs. 7,700 crore (US$
1.9 billion) and zero net debt.
Rated among "Asia's Top 5 Most Valuable Telecom Companies", Reliance Communications
is India's foremost and truly integrated telecommunications service provider. The
company, with a customer base of over 100 million including over 1.5 million individual
overseas retail customers, ranks among the Top 10 Asian Telecom companies by number of
customers. Reliance Communications corporate clientele includes 2100 Indian and
multinational corporations, and over 800 global, regional and domestic carriers.
Reliance Communications is India’s largest information and communications service
provider with over 100 million subscribers. The company is the realisation of its founder’s
dream of bringing about a digital revolution that will provide every Indian with affordable
means of communication and a ready access to information.
The flagship company of the Reliance – ADA Group, Reliance Communications began
operations in 1999 and has over 100 million subscribers today. It offers a complete range
of integrated telecom services. These include mobile and fixed line telephony, broadband,
national and international long distance services, data services and a wide range of value
added services and applications aimed at enhancing the productivity of enterprises and


Reliance BIG TV is a DTHsatellite television provider in India based in Navi Mumbai, using
MPEG-4 digital compression technology, transmitting using MEASAT-3 91.5°east. It is the
5th DTH service launched in India.
Reliance BIG TV limited is a part of Reliance Communications Ltd., a subsidiary of Reliance
Anil DhirubhaiAmbani Group founded by the Late DhirubhaiAmbani, 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 240 channelsand 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. It is the first
Pan-India DTH provider that uses MPEG-4 for broadcasting. There are also plans to
introduce services like i-Stock, i-News and other such interactive services in the future.
Reliance BIG TV was launched on August 19, 2008 with the sole aim of providing the
consumer with quality and enriched home entertainment service at value-driven pricing.
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.
The pre-launch surveys showed that the biggest stumbling block in the growth of DTH was
the accessibility to the product coupled with the fact that the existing players were
charging anywhere between Rs. 3,000 to Rs. 4,000 per connection. Even at that price the
quality of product being given to subscribers was not up to the mark.
This understanding gave them the roadmap to launch Reliance BIG TV. They deployed
superior technology to deliver a good quality product, established a vast network to be able


to reach out to consumers and finally a good pricing-packaging strategy to attract the
Reliance BIG TV's launch in August was probably the biggest roll-out in home
entertainment ever. They deployed the most advanced MPEG4 technology that enabled
them to deliver best quality digital audio-video to the consumer. That apart, it also got
prepared for the future when Hi-Definition TV will be launched in India because only
MPEG4 technology can support HD TV and not MPEG2 which is used by the earlier entrants
in the DTH industry.
The MPEG4 technology also gave them advantage of broadcasting at least 50% more
channels compared to the competitors. The superior compression technology of MPEG4
helps them to broadcast up to 35 to 40 channels per transponder and with 12 transponders
in hand gave them the unique edge of being able to broadcast over 400 channels. They are
currently utilizing only 8 of their transponders to broadcast over 200 channels. They are
offering Channels in various packages like Value Pack, Bronze Pack, Silver Pack, Gold Pack,
Diamond Pack and Platinum Pack and Reliance BIG TV announces 3 New Packagesw.e.f
from 16th Feb 2010 which are New Value Pack, Bronze Plus Pack and Silver Plus Pack.
On 5th May 31, 2010 Reliance BIG TV introduced revolutionary HD DVR (High Definition
Advanced Digital Video Recording) service with 16:9 aspect ratio, play, pause, and 200 hrs
of recording facility to its customer. Reliance BIG TV became the first DTH provider to
provide High Definition Video recording facility to its customers.
Reliance BIG TV's retailer network is spread across 100,000 outlets in 6,500 towns in India.
This was literally unheard of in the DTH industry. They had effectively out-stripped the
competition here. When it came to pricing – packaging, their introductory offer stood at Rs.
1,490/- with 3 to 6 months of free subscription. They also introduced 32 Pay-Per-View
Movie Channels, the highest by any DTH player. Not just that, while other players made
subscribers pay for each movie, Reliance BIG TV introduced the unique concept of
Subscriber-Video-On-Demand (SVOD) under which the subscriber paid a monthly


subscription of Rs. 50/- to get a 24 x 7 access to the 21 PPV channels showing Hindi and
Regional Films. We were also the first to introduce dedicated PPV channels for Marathi,
Gujarati and Bhojpuri films.
The BIG Logo

Unboxed Version


The bold typeface of the BIG logo is a reflection of it’s strength and simplicity. The strength
comes from innovation and resolve to be the leading home entertainment and infotainment
platform in the country. It is supported by the Reliance heritage, superior technology, wide
range of world class offerings and best in class services. Simplicity is essential for
connecting with the wide audience of BIG. It symbolizes the honest and dependable
character of the BIG brand. A sign of assurance. The boxed version is designed to reinforce
the idea of BIG. So that it defies all paradigms. The desired vision for brand BIG is to be
India’s premium entertainment brand both in and out of home in this fast changing,
increasingly connected world.
The BIG Personality
BIG is fun-loving. It brims with excitement and enthusiasm. BIG believes in being lighthearted and doesn’t take itself too seriously.
BIG is infectious. It’s fun-loving nature and light-heartedness rubs off on its consumers and
spills over in to all its different ventures.
BIG is refreshing. Because of its constant innovations and experiments, BIG always has
something new to say.
BIG is trendy. BIG realizes that its consumer’s life style is constantly changing and hence it
innovates to continuously evolve and keep up with the changing times.


It has got various modes through which it delivers entertainment. BIG is not unidimensional.
The BIG Values
BIG is multi-facetted. BIG aims to provide complete entertainment to individuals or groups
across all ages. To this effect, it adopts a multitude of formats and devices and is able to
reach its consumers, both inside and outside their homes.
BIG is about world-class. BIG has set high standards for itself and it constantly endeavors to
meet them. Whether it is pioneering multiplexes or revolutionizing the gaming industry,
through its world class technology, BIG is continuously transforming the face of the
entertainment industry across the country.
BIG is vibrant. BIG brims with an unrestrained enthusiasm and meets all its goals with an
unbridled passion and energy.
BIG is engaging. BIG innovates constantly, so that it is always fresh and engaging to its
consumers. It experiments fearlessly and continuously offers its consumers new
Products & Services
BIG TV Basic Set top Box.
This product comes with advance high quality Digital Picture with MPEG 4
technology, with 5.1 digital sound, more than 230 channels and exclusive 32 cinema
halls packs with lots of interactive services like icooking, igames, inews, istock etc.
BIG TV Advance HD DVR Set top Box.
This product comes with most advance India’s first Hi- definition Adavance Digital
Video recorder, upto 200 hrs of simultanious recording (maximum by any service
provider), play- pause –rewind feature. 1080i- 2 million pixels, 5 times more
sharper picture quality with 16:9 wide aspect ratio. It comes up with Universal
remote control to control all three TV, Settop box and video recorder. All other
features of basic set top box are also included in HD DVR settop box.


Chapter – 3


Chapter 3 

Research Methodology
 Introduction
 Research design
 Sample Profile
 Tools and Methods of Data
 Limitations


Research Methodology
The project was to involve a detail study of the market based on the consumers. The
markets available for the study were the retail shops both organised and unorganised,
distributers and apartments and houses. The methodology adopted for eliciting the data
required for the study was survey method.Reputed retail outlets/ distributers selling
different brands of DTH across region were contacted for primary data collection. For
estimating the market potential and our own brand’s market share different methods of
primary data collection were employed in the form of questionnaire, structured and
unstructured interviews.. An inter brand comparison as well as a brand awareness study to
limited extends was also carried away. A questionnaire with respect to retailers perception
was prepared to draw information about DTH services prevailing in market and
comparitive study between all prevailing brands.
Area covered included Ultadanga, Salkia, Chandani chawk, Metiabruz, Jadavpur, Garia,
Garia hat, Lake town, Esplanade, Park street, Howrah. Rural and semiurban region included
Bandel, Bally, Uttarpara, Diamond harbour, Churchura, Tarakeshwar
Research Design
Sample Profile

Sampling plan consists of:
a) Sampling Unit: - The retailers and dealers survey.
b) Sample Size: - The sample size is 100 retailers and 200 DTH users .
c) Sampling Procedure: - Simple Random sampling procedure was followed.
d) Sampling Method: - Data were collected by survey. The dealers are directly
contacted and interviewed at their counter. Questionnaire and interview method
was used to eliciting the data


Tools and Methods Data Collection
There are mainly two types of data:
1- Primary Data
2- Secondary Data
1. Primary Data Collection: - Primary data can be collected by three methods:
(a) Observation
(b) Experiment
(c) Surveys
But here, only survey method of data collection is preferred which is very suitable to reach the
appropriate information.
Research Instrument: - Printed questionnaire and direct interview was used as the research
instrument to collect the required information.
The questionnaire focused upon the general perception of retailers/ distributers about the DTH
services.Questionnaire was made to do a comparative study between all DTH players.
Questionnaire also tried to find out the reasons of difference in views of different retailers/
distributers about different DTH players and services provided by them
Key topics focused through questionnaire

Service provider with best picture quality/ technology.

Service provider that customer prefers/ ask for more.

Service provider with least overall cost.

Service provider preferred by distributer/ retailer.

Monthly recharge amount customer asks for.

Service provider with best after sales service.

2. Secondary Data Collection: - As secondary data were collected from company records. A list
of non performing retailers and distributors were extracted from company’s record.
Details of Statistical Tools:Pie chart have been used to analyze the data with help of excel sheet.


Every work has its own limitation. Limitations are extent to which the process should not
exceed. Limitations of this project are:
1. The study was conducted in 30 days that is not enough for such vast topics.
2. The difficulty in communication because some of the retailers were not literate
enough to understand the purpose of our visit moreover there was a high degree of
mother tongue influence in the villages they could not understand either Hindi or
English they communicated only in their regional language thus making the task
more difficult.
3. It was difficult for the storekeepers to pinpoint the sales of a particular brand in
Kolkata and Howrah as well as villages and suburban regions.
4. Many retailers didn’t express their original perception and views because they
thought that perhaps they could land in problems.


Chapter – 4


Chapter 4 

Data Analysis.


Data Analysis

Retailer’s perception
on about best technology





Chapter – 5
Interpretation :

Out of 100 retailers and distributers 24% of the total retailers and dealers believe
that BIG TV has the superior technology over other. BIG TV is successfully able to
educate the retailers and distributer
distributer that they are in the market with leading
technology in DTH with adavnce MPEG 4 technology and new advance HD+DVR
settop box which give best picture quality and features.

However 37% of the retails believe Airtel is having best technology. Air tel is giving
MPEG 4 along with DVDS2, which give airtel an edge over other players.

Still there are 4% of retailers and distributers whoe think all the service providers
are having no difference. They believe that picture quality provided by all the
service providers is same and if there is any difference it is very minute and can’t be
seen by human eyes under normal circumstances.


Brand retailers prefers or suggests







Interpretation :

Airtel Digital TV is the most prefered brand by the retailers. When
Wh retailers are
asked to suggest a DTH service 43% of the retailers suggested customers to go for
Airtel Digital TV. Where as TATA SKY and Dish TV is also amongst the top prefered
brands by retailers.

BIG TV is not able to establish the trust among the retailers.
retailers. Only 4% of the retailers
suggested customers to go for BIG TV.

Prime reasons which came out of direct interviews was non availibility of stock,
recharge vouchers in market and bad customer care service og Relaince BIG TV


Brand Customer demands/ prefers





Interpretation :

Out of top 100 retailers being surveyed 44% of retailers told Airtel Digital is first
and ost prefered brand by customers appoching their shops. The study told that
people are more aware of the the popular brands like Airtel Digital and TATA SKY.

Airtel and TATASKY are able to spread their brand awareness and trust among the
public through their aggressive campaign and services.

BIG TV is too bad in creating its brand awareness and trust among public only 3% of
retailers told BIG TV is the first prefered brand by the customers .


Monthly recharge amount demand

Rs. 250-300

Rs.300- 350



Rs. 150-200

Rs. 200-250

Interpretation :

 Of all retailers and distributers 50% of the retailers told that average monthly
recharge done by customers is between ` 200-250 that is customer prefer silver
pack or silver plus pack or similar which contain about 150 channels .

 About 33% retailers told that average monthly recharge done by customers is
between ` 150-200 that is these are the customers who are using basic packs
provided by DTH service providers.


Lowest running cost






Of all the retailers surveyed 28% of the retailers believed that over all running cost
(including installation and annual running cost ) is least for Airtel.

BIGTV is also able to give
give cheap service to its customers. BIG TV is able to give
services with no installation charges and basic plans are much cheaper as compared
to other competitior brands. BIGTV is giving regional channels in just ` 5.

DISH TV is also the close competitor to BIG TV in providing cheap services.

Videocon D2H is not able to differentiate its products to its customers. People are still
confused about its both the product. Videocon D2H TV starts from ` 16000, which is
too costly for normal consumers.


Best after sales service









Of all the retailers surveyed 37% of the retailers told that Airtel is having best after
sales service.. TATA SKY is giving close competition to Airtel as 35% of the retailers
believed that TATASKY has best after sales service.

Also 9% of retailers believed that none of the service providers is able to give good
after sales service.

5% of the retailers believed that all the service providers are giving good services
because of heavy competition.



Chapter 5 

Interpretations &


Interpretation and Findings

Stocks for STB (Set top Box) and RCV (recharge Vouchers) were not adequate in
market.Availability of STB and RCV wasonly confined to urban areas, rural and semi
urban areas were not covered.

There was a lack of proper communication between dealers and company.

Customer care is the major issue; this isthe prime reason why dealers were not
interested in keeping the BIG TV stock.

AIRTEL is fastest growing brand among all players
 Airtel is giving more incentives to distributers/ retailers which is provoking
them to sell more airtel connections, retailers recommends customer to go
gor Airtel also they perfer to sell Airtel DTH.
 Availability of stock(both Set Top Box& Recharge Voucher) in market is very
good and with in customers reach.
 Best customer care after sales service, service is directly on the hand of
company engineer not on the contract basis.
 Airtel is advertising and coummincation its plans to the public very
efficiently. Proper advertising has helped Airtel to spread awareness among
the public.

TATA SKY is more over the biggest player in Kolkata market
 TATA is the most reliable brand in India and is among the top business
houses in India hense TATASKY has an edge over other players and this
factor is becoming helpful in sales of TATASKY in the market.
 TATASKY is giving maximum number of interactive services as compared to
all other players eg : Active games etc.
 TATASKY is having good reach to rural and suburban region of India.
 It is also able to give good after sales service and also it is having good
customer care service.


Videocon though new in market but is also gaining market very fast
 Videocon has appointed In-shop representatives in big retail stores like
Ezone, Next, Jumbo and also big retailers and distributors to give live
experience to prospective customers etc.
 Videocon is succesfully able to give low tariff plans to its customers.
 Being the newest player in market it is trying to capture market by giving
more incentives to distributers/ retailers. Retailers in return are promoting
and suggesting D2H to customers.

BIG TV is struggling though it has been approximately 2 years in operation
 Stocks both Set Top Box and Recharge vouchers are not available in market
this is provoking both existing and prospective to go away from using BIGTV.
 BIG TV is not focusing on advertising its poducts in the market where as
Airtel and Tatasky are proming their product and plan very effectively.
 There are few places in rural and suburban areas where people don’t even
know what is BIGTV.
 Existing customers/ retailers are not happy with after sales service provided
by BIGTV, delay and improper service is major issue why customers are
moving away from using BIG TV.
 BIG TV is lacking in good interactive services except 32 cinema halls (dish
TV- ICICI active, multi angle viewing in sports. AIRTEL – Mobile recording).
Lack of these interactive service is making BIGTV a normal DTH provider
with no unique Selling Proposition.


SWOT Analysis



Reliance BIGTV is having good Brand
image being among biggest business
house in India.

Huge amount of cable users a big
untapped market in rural as well as
semi urban areas.

Reliance is giving Best Picture quality
with MPEG 4 technology and HD

Public is still unaware of the benefits
of using DTH services. Reliance BIGTV
can educate these customers.

Reliance is having unique 32 Cinema
halls features .

Reliance is having good reach to
potential customers using mobile
store/ web stores.



problem. Reliance is not able to make
trust among the retailers and

Consumer trust towards AIRTEL or
TATA SKY is more than BIG TV.

After sales service is major concern
for the company.
Non availability of Recharge Vouchure
within customer reach is main
Comoany is not investing
advertising of product



Heavy competition is prevailing in
market that is becoming a trouble to
the comopany
New technology of IPTV coming
upmay ruin the DTH market
services from
competitor eg. ICICI direct on Dish TV,
and world space radio on Airtel
Digital TV

Chapter – 6


Chapter 6 

Recommendations &


Recommendations and Discussions

BIGTV should advertise its products and plans more so that customers should know
about the plans and updation by the company.

BIGTV should take the help of its Mobile distributer channel for availability of
Recharge Vouchers in market (Reliance world & Mobile stores).

BIGTV should tie up with more number of electronic retail chains e.g. : Next, e-zone,
reliance digital, next etc. so that it can reach to more number of customers.

Big showrooms should have a demo running and Instore representative should be
appointed so that he can give a live experience to prospective customers .

After sales service is the major area to be worked upon, Company should focus upon
customer care issues. Company should have specialist engineers to act on critical
issues, also it can tie up with inhouse IT dept for urgent issues and problems.

Introduction of new and innovative interactive services will attarct customer
towards using BIGTV.






Bibliography (Gyanmandir Portal – Reliance ADAG Intranet)
Indian Entertainment industry focus 2010 : Drems to reality – CII - KPMG Report.






Customer Questionnaire

Name: ______________________

Mobile: __________________

Address: ________________________

What do you use for your entertainment?
a) Cable TV.

b) DTH.

c) Other.

If you are Cable TV user Skip to Section B

Section A
1) Which DTH brand service do you use?
a) Tata Sky.
b) Dish TV
e) Sun direct.

c) Airtel digital TV

d) Big TV

2) Since how long have you been using DTH service?
a) Less than 6 months
b) 6 months - 1 year c) 1 to 2 year
b) More than 3 years.

d) 2 to 3 year

3) Are you satisfied with the services provided by your DTH service provider?
a) Yes
b) No
4) Which pack do you prefer in your DTH?
a) Bronze
b) Silver
e) Other________________

c) Gold

5) Which active service do you use frequently?
a) Games
b) Movies
b) Others, (please specify)____________

c) Cooking

d) Diamond

d) Astrology

6) Does the interactive service offered by the DTH companies influence your decision of
purchasing a particular DTH?
a) Yes
b) No
7) Which company DTH commercial have you seen so far on tv?
a) Tata Sky.
b) Dish TV
c) Airtel digital TVs
e) Sun direct.
8) Are you aware of Big TVs 32 cinema hall feature?
a) Yes
b) No


d) Big TV

Section B
1) Since how long you have been using cable TV?
a) Past 6 months
b) 6 months- 1 year
2) How much do you pay for monthly cable?
a) Up to Rs 150
b) Rs 151-Rs 225
e) Above Rs 400

c) 1-3 years

d) 3+ years

c) Rs 226-Rs 325

d) Rs 326-Rs 400

3) Do you get all your required channels from your cable operator?
b) No
4) From the list provided below which DTH players are you aware of?
a) TataSky
b) Dish TV
c) Airtel Digital TV
e) SunDirect
f) Videocon

d) Big TV

5) Are you satisfied with the services of your cable operator?
a) Yes
b) No
6) Would you like to change from your cable operator to any of DTH players?
a) Yes
b) No
7) What difficulty you see in changing from cable to DTH?
a) High cost of DTH,
b) Satisfied with existing cable operator.
c) Not fully aware of DTH service.
d) Non availability of suitable packs.
8) Which DTH player would you like to prefer to take?
a) Tata Sky.
b) Dish TV
c) Airtel digital TVs
e) Sun direct.
f) Videocon(D2H)

d) Big TV

9) What will you consider most in making your choice on DTH services?
a) Picture quality
b) Offers/price
c) Value added services/Interactive services
d) Monthly Packs
e) Brand Image
10) Are you willing to purchase DTH if offer is given to you?
a) Yes
b) No.
If yes then,

a) Cash Discount.

b) Bonus packs.


c) Gift Items.


Shop name: _________________________________
Contact Details:________________________
Location: ______________________________________________________________________________________________

1) How much DTH service is been effective in today’s scenario?
a) Excellent
b) Very good
c) Good

d) Average

2) Which is the target market of DTH on which they are focusing?
a) Low income group
b) Middle income group

c)Upper class

e) Bad

3) Why consumer should go for DTH when cable service is easily available, because DTH services
a) Picture quality b)Low tariffs c)Value added services
d)Easy availability
e) Offers
4) Rate the best DTH service provider with best picture quality & technology
a) Big TV
b) Airtel
c)Tata sky
d) Dish TV
e) Videocon
f) Sun
5) Which brand is most preferred by the customer?
a) Big TV
b) Airtel
c)Tata sky
e) Videocon
f) Sun

d) Dish TV

6) Which DTH service provider is providing the lowest tariff?
a) Big TV
b) Airtel
c)Tata sky
f) Sun

d) Dish TV

7) Which brand do you prefer to the customer?
a)Big TV
b) Airtel
c)Tata sky
d) Dish TV
f) Sun
8) What is the amount does customer pays for monthly recharging or monthly rentals?
a) 100-150
e) 300-350
f) <350
9) What are the parameters on which customer buys a DTH?
a) Channel packs
c)Movies on demand
10) Which DTH service provider is best in terms of after sales services?
a) Big TV
b) Airtel
c)Tata sky


d) Dish TV