SUMMER TRAINING PROJECT REPORT

ON
“CUSTOMER SATISFACTION” DISH TV
INDIA LTD

(A Summer Training Project Report Submitted In Partial

Fulfillment For The Award Of The Degree Of Master Of
Business Administration)

UNDER THE GUIDANCE OF

SUBMITTED BY
…………………

G.L. BAJAJ INSTITUTE OF

MANAGEMENT AND RESERACH

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 ACKNOWLEDGEMENT

I owe my gratitude to many people who helped and supported me during the entire
Summer Training.

My sincere thanks to ________________ [FACULTY’s NAME], the Guide of the

project, for initiating and guiding the project with attention and care. He/ She has
always been available for me to put me on track from time to time to bring the project
at its present form.

My deep sense of gratitude is due to________________ [NAME] [DESIGNATION],

[COMPANY NAME WHERE THE PROJECT WAS UNDERTAKEN] for allowing
me to carry out the Summer Internship and this Project at the organization and to be
constantly available to me for the period, for guidance. He/ She also helped me to see
the subject of study in its proper perspective. Thanks and appreciation is also due to
the officials, employees and respondents of [COMPANY NAME WHERE THE
PROJECT WAS UNDERTAKEN], for their support.

I also thank my Institution and my faculty members without whom this project would
have been a distant reality.

Signature

(Name of the Student)

Place:

Date:

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Certificate

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 ABSTRACT

Theory and practice are the two eyes of the management education. Management

education without practical training at an organization remains incomplete. The

training prescribed by the G.L. BAJAJ INSTITUTE OF MANAGEMENT AND

RESERACH student have various objectives like helping the student to acquire

knowledge, give an opportunity to know the difference between theory and practice,

enable the student to interact with experienced and knowledgeable persons of

business world .

As a student of Master of Business Administration, I got an opportunity to undergo on

a training. The training title is “CUSTOMER SATISFACTION” DISH TV INDIA

LTD

I successfully completed my training report within the specified time. It was really a

thrilling experience for me with senior officials of Industry and to interact with

different members, employees of the organization. It was an experience of enjoyment

through hard work and dedication.

Through this finding of this report, I hope that the Industry in India as well as outside

the country will benefit.

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 TABLE OF CONTENTS

- Introduction

- Introduction to the subject under study

- Analysis of the organization under study

- Literature Review

- Objectives

- Research Methodology

- Data Analysis

- Conclusions

- Suggestions and Recommendations

4. Bibliography

5. Appendices

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 INTRODUCTION- MEDIA INDUSTRY

Dish TV (stylised as dishtv), is an Indian direct-broadcast satellite service provider. It

is a division of Zee Network Enterprise (Essel Group Venture). It was ranked # 437

and # 5 on the list of media companies in Fortune India 500 roster of India's largest

corporations in 2011.[2] It uses MPEG-2 digital compression technology, transmitting

using NSS-6 Satellite at 95.0. Dish TV's managing director and Head of Business is

Jawahar Goel who is also the promoter of Essel Group and is also the President of

Indian Broadcasting Foundation.[3] Zee Network incorporated dishtv to modernise

television (TV) viewing. It provides features such as Electronic Programme Guide

(EPG), parental lock, games, 400+ channels and services, [4] interactive TV and movies

on demand. Its primary competitors are Tata Sky, Airtel digital TV, Videocon

d2h and cable television providers.

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Media, the fourth estate, when entwined with the entertainment component represents

an effective facet of consumers in India. Technology has played a key role in

influencing the entertainment industry, by redefining its products, cost structure and

distribution.

The Indian Media and Entertainment (M&E) industry stood at US$ 12.9 billion in

2009 registering a 1.4 per cent growth over last year, according to a joint report by

KPMG and an industry chamber. Over the next five years, the industry is projected to

grow at a compound annual growth rate (CAGR) of 13 per cent to reach the size of

US$ 24.04 billion by 2014, the report stated. Additionally, the gaming segment is

expected to be the fastest growing sector in the M&E industry. The sector showed a

22 per cent growth in 2009 and is expected to grow at a CAGR of 32 per cent to reach

US$ 705.2 million by 2014, while the animation segment is expected to record a

CAGR of 18.7 per cent in the next five years as per the joint report.

TYPES OF MEDIA

Television

The Television industry in India is witnessing a major change over with even several

actors and actresses from the Bollywood industry making a career shift. Digital

network like direct to home (DTH) have helped television reach to millions of

viewers across the country. Mobile TV where picture can be relayed to mobile phones

is in the early stage of development and has got a tremendous future. The Television

industry witnessed a surge in the number of channels; viewers had a wider range of

channels to select from. Leading studio's from Hollywood like Turner and Warner

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Bros have shown keen interest in the Indian market. It is believed that more than 100

new channels across various segments would be

launched in the next one year. 

Music Industry

The music industry again has witnessed a tremendous growth. The Industry used to be

dominated by film songs until recently, has diversified into other segments ranging

from Indian classical to Western music. There is a mature market available to the

Industry to cash in. Availability of quality audio cd's and digital music has enhanced

the end users experience in listening to music. Unfortunately piracy is the bane for the

music Industry. To counter rampant piracy, the Indian Music Industry (IMI) has

announced the starting of Music Mobile Exchange (MMX), a body that encourages

legal music downloads. The IMI has enrolled the services of 142 music labels to

further their cause. Some of the major brands like Saregama, Tips, Venus, Universal,

Sony, EMI and Aditya music with a combined market share of over

70% business are part of the consortium.

Journalism

The conventional newspaper has made tremendous progress since its inception, but

with the advent of internet, it is facing immense pressure from new media like Cyber

Journalism. Journalism has to gear up to the new competition, if it has to continue to

be relevant and read in today's context. Cyber Journalism itself is evolving and it

cannot be taken as a continuation of the print media. In Cyber journalism the

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information can be conveyed in three different formats-text format, audio mode and

video clip. It would still take some time for

Cyber Journalism to mature and carve a niche for itself.

Cyber Journalism is different from the print media in the following areas:

News Cycle, Updating Frequency, Packaging, Knowledge Links, News Vehicles

Advertising

This field has evolved from being a traditional copy writing, brand building, media

planning and client servicing to new dimensions like internet marketing, image

management, media research, graphic design etc. It is a rapidly growing industry

which influences the consumer taste and preference.(11.1)

Radio

Radio industry is estimated to have grown at a CAGR of 9 percent over 2006-09. It is

estimated to have reached a size of Rs 7.8 billion by end of 2009, a decline of 0.3

percent over the previous year. It is expected to grow at a CAGR of 16 percent over

2010-14 and reach a size of Rs 16.4 billion by 2014.

Public Relations

Public Relation is extremely vital to create a positive image of a company. Massive

foreign investment, privatization and initial public offerings by Indian companies

have resulted in a rapid growth for this sector. Before companies used to have public

relations department internally, but in recent times with increasing demand for PR,

companies specializing in PR have been established. Be it corporate or, media, IT,

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entertainment or media every business venture requires a PR organization to create

awareness about them.

Future Trends

The Indian Media and Entertainment industry is forecasted to grow at an annual

growth rate of 19 per cent to reach Rs 83,740 crore by 2010.(12.1)

The forecasted CAGR of various segments of the Media and Entertainment

industry in India till 2010 is:

 Radio - 32%

 Music - 1%

 Television - 24%

 Film Industry - 18%

 Print Media - 12%

The forecasted size of the various segments of the Media and Entertainment

industry in India till 2010 is:

 Radio - Rs 1,200 crore

 Music - Rs 740 crore

 Television - Rs 42,700 crore

 Film Industry - Rs 15,300 crore

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 Media Industry – PEST Analysis

Political Environment

Initially Government owned Doordarshan was the only channel in India,

which enjoyed monopoly for a long time. However, in early 1990s government

liberalised several policies and opened gates for cable operators. It attracted several

private channels into Indian Television Industry. Slowly government realised more

potential of Television Industry and further freed up various policies. In 2003 ban

from Ku band was lifted which allowed DTH service in Television Industry. In 2007

CAS (Conditional Access System) was introduced which revolutionized the DISH TV

INDIA LTD . From various steps taken by Government it can be noted that it always

has supported Media Industry in India.(13.1)

Economic Environment

Over the past 10 years, India has emerged as one of the fastest growing

economies. It represents the fourth largest economy in terms of ‘‘purchasing power

parity’’ The Indian Entertainment and Media industry is expected to significantly

benefit from this fast economic growth, as this industry is a cyclically sensitive

industry that grows faster when the economy is expanding. It also grows faster than

the nominal gross domestic product growth during all phases of economic activity due

to income elasticity wherein when incomes rise, proportionately more resources get

spent on leisure and entertainment and less on necessities.(13.2)

Social Environment
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 Media Industry has evolved itself as Information hub. It has revolutionized

Social aspects of the country. With increasing spending power of Indians and lifestyle

changes, Media has become an important aspect of Indian Social Environment. The

global exposure by means of media has admirably changed the attitude of urban

population making them more aspirant. Not only this, Media Industry has also started

making its presence in Rural India. Though the Industry has also been criticised for

harming Indian Culture but despite of various challenges Media Industry has evolved

as the most important portion of Indian Social life. It has successfully created a

society which is more enlightened towards Media.(14.1)

Technological Environment

Media Industry has become very dynamic due to the pace of technology

evolution. It has become essential for every Media house to be innovative and adopt

latest technology, to survive the competition. Moreover, Consumers demand much

more personalised content, which requires high integration of technology.(14.2)

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Page 13
 DISH TV INDIA LTD

Since its inception in 2003, the Indian Direct-To-Home (DTH) TV industry has been

growing at a rapid pace. This growth has been supported by huge investments by the

existing and new players. Defying the global trend of economic crisis, DISH TV

INDIA LTD posted significant growth

In 2008 and 2009.

The DTH market acquired around 16 Million subscribers by the end of 2009, an

increase of approximately 44% over the 2008 levels. With the entry of new players in

the Indian DISH TV INDIA LTD , competition is getting intense. Due to this

intensifying competition, installation prices are declining and subscribers have a wide

range of options to make choices.

The reason for high growth in DTH subscriber base can be attributed to the fact that

quality of service delivered by DTH is superior as compared to cable or any other

medium. Since DTH TV industry is currently in growth phase, it is expected to attract

a large number of subscribers in near future. As per our new research report “Indian

DTH Market Forecast to 2012”, the number of DTH subscribers is projected to grow

at a CAGR of around 18% during 2010-2013 to 39 Million by 2013. In 2008, the

DTH subscribers accounted for only a small proportion (less than 10%) of total

number of TV households in India, which were 119 Million, representing a huge

future growth potential. (15.1)

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Current Scenario

Currently, the Indian DTH market is being served by six private players - Dish TV,

Tata Sky, Sun Direct, Big TV, Airtel Digital TV and Videocon D2H. For the purpose

of research, we have not included Doordarshan which is a free DTH service provider.

The report contains comprehensive information about all the DTH service providers

in India, with focus on in-depth analysis of their strengths and weaknesses. It also

explains the reason why all the incumbent players have been investing huge amounts

in the promotion and marketing of

DTH services in the country.

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.

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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.

DTH stands for Direct to Home which is a direct mode of transmission between

Broadcaster‘ and Subscriber’ through satellite.

Broadcast centre collects the signals from different programming sources (like Sony,

Zee, and Star). It processes the Signals and beams it to the Satellite. (16.1)

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 Porter’s Analysis of DISH TV INDIA LTD

1. 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 85 million are served by cable

and around 16 million by DTH with the remaining taken by terrestrial 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 not outweigh the benefits. The

transmission was done originally in Analog mode but beginning from 2002,

Doordarshan has partnered with BBC resources – the consulting wing of BBC, in

offering digital terrestrial TV. The transmission could be received using a low cost

Yagi antenna. However, due to lack of attractive content it does not seem to be a

formidable threat for DTH.

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  Cable TV

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

Chennai, Delhi, Mumbai and Kolkatta, and through non-addressable system in the rest

of the country. As seen from the above diagram Cable TV enjoys the maximum 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 the other hand, in areas where

non-addressable system is used, nearly all the channels are available without the need

of any separate receiver by paying anywhere 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 of DISH

TV INDIA LTD .

2. Bargaining power of suppliers:

DISH TV INDIA LTD 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

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two domestic satellite launches between 2007 and 2010 an d 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.

3. Bargaining power of buyers:

With enough options to choose both from the pont 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

4. Inter firm rivalry:

With 6 operational players, the inter firm rivalry is quite high. The competition from

state owned DD-Direct to private players is negligible from the content point of view

as. Between Dish TV and Tata Sky there is an intense rivalry exhibited by price wars

and discount schemes offered to new 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 Sun Direct are part of big groups that also have popular bouquet of

channels like Zee, Star and Sun respectively. The channels indirectly refuse content

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fexorbitantly 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 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 pr icing of CPE and getting the connections. Being the first mover, Dish

TV has price. (19.1)

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 PLAYER’S

DISH TV:-

DTH service was launched back in 2004 by launching of Dish TV by Essel Group's

Zee Entertainment Enterprises. Dish TV is on the same satellite where DD Direct+ is.

Dish TV started its service in Pakistan with the collaboration of Budget

Communication.

Dish TV was only DTH operator in India to carry the two Turner channels Turner

Classic Movies and Boomerang. Both the channels were removed from the platform

due to unknown reasons in March 2009.

Dish TV is a DTH satellite television provider in India, using MPEG-2 digital

compression technology, transmitting using NSS Satellite at 95.0. Dish TV’s

managing director and Head Of Business is Jawahar Goel who is also the promoter of

Essel Group and is also the President of Indian Broadcasting Foundation .

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Dish TV is a division of Zee Network Enterprise (Essel Group Venture). EGV has

national and global presence with business interests in media programming,

broadcasting & distribution, speciality packaging and entertainment. Zee Network

incorporated Dish TV to modernize TV viewing. Dish TV is India‘s first direct to

home (DTH) entertainment service. By digitalizing Indian entertainment, this

enterprise brought best television viewing technology to the living room. It not only

transmits high quality programmes through satellite; but also gives a complete control

of selecting channels and paying for them.

Dish TV imparts DVD quality picture and stereophonic sound effects to the

customers. It promises to change the experience of TV viewing with its uninterrupted

transmission service. The endeavour enters next level of entertainment with futuristic

features, such as EPG (Electronic Programme Guide), parental lock, games, 400

channels, interactive TV and movie on demand. Dish TV also brings exclu1.6

Position /stage of Dish TV in product Life cycle.

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Vision of the company:

To be the leader in changing the way the world communicates by providing

innovative technology, quality products and dynamic services.(21.1)

Mission of the company:

To place our satellite 1.6 Position /stage of Dish TV in product Life cycle dish in

every home, school and business throughout the world.(22.1)

CUSTOMER PREMISE EQUIPMENT (CPE)

The Equipment or Customer Premise Equipment (CPE) consists of the following:

 Dish Antenna with LNB

 STB with Remote

 Pre-activated Viewing Card

The Dish Antenna is installed at an appropriate location at the customer's premise. It

is then connected to the STB through a cable. The cable in turn, is connected to the

TV set.The encrypted TV signals are received from the satellite 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 STB. The Viewing 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, this card

needs to be

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activated after installation. Every VC is uniquely numbered. This number is of 11

digits followed by a hyphen and 1 digit after that. You can locate 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 start watching the channels as soon as you get your

dishtv installed.

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DISH ANTENNA

Dish TV has a small Ku-Band Satellite Dish Antenna (approx. 60 cm diameter). It has

a LNB (lownoise block) that amplifies and down converts the signal. This signal is

transmitted to the STB.

The dish antenna is installed at an appropriate location on the roof ( terrace / balcony

or suitable location ) .It is connected to the Set Top Box( STB) through a cable which

in turn is linked to the computer / television set. Then the Viewing Card is inserted

into a slot in the STB(23.1).

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DISHTV ON COMPUTER A DUAL ADVANTAGE

DISHTV bring to you yet another first in its bouquet of services - DISHTV on

Computer'.'DISHTV on Computer' is the first of its kind in India, by making your

computer double up as a television it gives you 'LIVE DIGITAL TV' right on your

workstation. You also get an added benefit, the set top box comes with a dual

advantage – it works with your computer AND your TV.Yes! With this magical

product, up to 100 + channels will now also be available on computer, bringing to you

Live News, Live Sports, Live Business news along with Active services, Movie-On-

Demand, Gaming, EPG, etc.

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 Promoters of company

(i), Ambience Business Services Private

(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) Veena Investment Private Limited.

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Market Position

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

30% 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. These 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. (24.1)

Market challengers

The gap between the leader and the challengers is decreasing because of the

increasing competition and promotion strategy followed by each player.

SUN DIRECT :-

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Sun Direct is an 80:20 Joint Venture between the Maran family and Astro Group of

Malaysia. Its headquarters are located in Chennai, Tamil Naidu. With 170+ TV

channels and 31 Radio channels, Sun Direct has a subscriber base of 3 million (April

2009) Sun Direct has a basic pack of Rs 75 monthly subscription which is the lowest

price-point compared to the other service providers. Sun Direct was also the first DTH

operator to introduce HD in India.(24.1)

TATA SKY

Tata Sky, an 80:20 joint venture between Tata Sons and the Star group, provides

satellite television services to Indian viewers. The company was incorporated in 2004

and offers a range of media and entertainment options to customers.

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

channels, movies and interactive services for games, learning, recipes, news, chat

rooms, etc. It has state-of-the-art digital infrastructure and a retail network that covers

more than 4,500 towns in India.

Based in Mumbai, the company has three call centres (Pune, Chandigarh and

Hyderabad).

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 Strengths Weaknesses

1. Leveraging on brand TATA and High 1. Second Mover after Dish TV who

brand recall captured Market Share

2. Technological expertise with 2. Cannot match free service like DD

Newscorp‘s DTH arm Sky 3. Currently Does not offer free Set Top

3. Superior Picture quality Box like Dish TV

4. Leads in introducing new packages & 4. Litigation due to issues related to sports

Services channels which it lost

5. Customer service 5. Dependency on broadcaster and had

6. Rural penetration through ITC E- issues with Sun TV

Choupal and Godrej Aadhar

7. Interactive channels and program

guides

8. Innovative Product offering Tata Sky

Plus

Opportunities Threats

1. Larger disposable incomes with India 1. IPTV provides superior technology if

2. Tapping niche markets with Better implemented

service and Product offering 2. Cable Set top Boxes provide easy

3. Expansion of distribution network switching due to negligible switching

through exclusive stores costs

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 4. Interactive advertising – Tie up of with 3. Increasing Competition internally

Samsung 4. Dependency on CPE suppliers to some

5. Increase in number of TVs sold extent

6. Increase in the geographical 5. High dependence for transponders on

boundaries with Rural Market untapped ISRO

7. Growing demand for quality of service 6. Dependency on broadcasters for their

in the form of DTH over Cable channel content and thus increase in cost

8. CAS being made Compulsory would 7. Videocon may enter DTH by building its

encourage switch. own set top boxes.

9. Value Added Services are gaining 8. No Exclusivity in Content and Rule of

steam. ‗Must Carry‘

9. Cap on Investment (20%)

10. Interoperability Regulations

11. Cap on foreign Investment

(25.1)

Airtel digital

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Airtel digital TV’s standard definition broadcasts are in MPEG-4 with Interactive

Service (it) and 7-day EPG (electronic programmed guide). Interactive Service (it) of

Airtel digital tv includes a add-on service which allows a user to shop, book movie

tickets etc. A universal remote is included in the package which can, over IR

frequencies control both the TV and the DTH box. Like other DTH service providers

it also provides a Video on demand interactive service which includes a catalogue of

movies in Hindi, English and other regional languages which can be ordered on

demand.

Airtel digital launched on 8th October, 2008 with a 360 degree mega campaign

"Come Home to the Magic". Since that it has launched 2 other campaigns 'Stars come

home' (March 2009) and 'DTH Picture Clarity' (August 2009) has increased its

channel base to 183+ channels. Airtel digital TV is now amongst the fastest growing

DTH brands in the country and is available across 5000+ towns in India. It has also

been ranked as the best DTH service by "Living Digital" magazine

Strengths Weaknesses

1. Leveraging on brand Airtel and High 1. Fourth Mover after Dish TV who

brand recall captured Market Share

2. Superior Picture quality 2. Cannot match free service like DD

3. Leads in introducing new packages & 3. Big Players having large market share

Services. 4. Litigation due to issues related to sports

4. Recording System channels which it lost

5. Customer service

6. Large customer in telecom services.

7. Interactive channels and program guides

Opportunities Threats

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1. Larger disposable incomes with India 1. IPTV provides superior technology if

2. Tapping niche markets with Better implemented 2. Cable Set top Boxes

service and Product offering provide easy switching due to negligible

3. Expansion of distribution network switching costs

through exclusive stores 3. Increasing Competition internally

4. Increase in the geographical boundaries 4. Dependency on CPE suppliers to some

with Rural Market untapped extent

5. Growing demand for quality of service 5. High dependence for transponders on

in the form of DTH over Cable ISRO

6. Value Added Services are gaining steam. 6. Dependency on broadcasters for their

channel content and thus increase in cost

7. Videocon may enter DTH by building its

own set top boxes.

(28.1)

Reliance BIG TV:-

Reliance BIG TV limited is a part of Reliance Communications Ltd., a subsidiary of

Reliance Anil Dhirubhai Ambani Group [2] founded by the Late Dhirubhai Ambani,

the Indian business tycoon and owned by his son Anil Ambani. BIG TV started

operations from 19 August 2008 with the slogan "TV ho Toh BIG Ho" ("If you have a

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TV, make it BIG"). It currently offers close to 240 channels and many interactive

ones, 32 cinema halls (i.e. Pay per View Cinema Channels) as well as many Radio

channels. The company plans to increase the number of channels in the near future to

400 and begin High Definition (HD) broadcast. 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's retailer network is spread across 100,000 outlets in 6,500 towns

in India. This was literally unheard of in the DISH TV INDIA LTD . 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.(28.2)

Videocon D2H

Videocon d2h is a DTH satellite television provider in India based in Mumbai, using

MPEG-4 with DVB S2 digital compression technology. Videocon Leasing &

Industrial Finance Limited was incorporated on 4th September, 1986 as Adhigam

Page 34
Trading Private Limited.In terms of the necessary resolutions Passed under Sec. 21 of

the Companies Act, 1956, the name of the Company was changed to Videocon

Leasing & Industrial Finance Limited on 14th February, 1991.The Company received

a fresh certificate of incorporation from the Registrar of Companies, Gujarat at

Ahmadabad on 14thFebruary, 1991.

Videocon d2h launched May 1, 2009. it came with a very good strategy for selling

both of its electronic products like TV‘s DVD‘s along with the new set top box. This

is offering direct to TV without any set top box also. Only the antenna is enough, it

also came with DVD which is connected directly to the TV or antenna is connected to

DVD which gives a best quality of out put.(29.1)

Subscriber Base (Feb, 2010)

Players No of Subscribers(in millions)

Dish TV 5.3 Million
Sun TV 4.8 Million
Tata Sky 4.5 Million
Reliance BIG 2.23 Million
Others 2.24 Million
Total 19.07 Million
(29.3)

Page 35
 MARKET SEGMENTATION

MARKET SEGMENTATION

Geographic 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.(30.1)

Page 36
Region and States:

DTH service providers give special offers where regional and sports channels are

viewed the most. 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.

Demographic segmentation

AGE and GENDER:

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. DISH TV INDIA LTD

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, math’s, and science and social knowledge. It

also focuses on old people as it has updated videos of various holy and religious

places. Example- 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

gender.

INCOME:

DTH service provider gives various recharge options to consumer according to the

income like silver pack, golden pack, diamond pack etc.

Page 37
 SWOT ANALYSIS OF DTH

STRENGTH

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 acommendable 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 multi-tiered 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), navywar ships, mobile vans and selected railway saloons.

WEAKNESS

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 endeavor 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 endeavor to monitor,

upgrade and enhance the revenues.

Page 38
OPPORTUNITIES

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.

THREATS

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.

Page 39
 LITERATURE REVIEW

 Sahara Samay- Madhya Pradesh,

Sahara Samay MP/ Lucknow is a 24 hours, free-to-air Hindi news channel

from the bouquet of Sahara Samay. Launched on October 16, 2003, the channel has

revolutionized the concept of news broadcasting with its unique approach to showcase

the regional news with a wider perspective. Sahara samay is surveing five regional

news channels in India.

Sahara Samay MP/ Lucknow’s role as a bold, independent and objective channel is

increasingly being appreciated and applauded by viewers spread over both the states,

with five Bureaus located in prime cities of the two states - Jabalpur, Gwalior, Indore,

Bhopal and Lucknow and over 150 reporters.(34.1)

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Sadhna News- Lucknow

In a bid to expand its offerings, Sadhna Media is launhing a 24-hour regional news

channel, Sadhna News MPCG, in the states of Madhya Pradesh and Lucknow. The

channel will go on air on June 29 at 6 pm. Meanwhile, the company is planning to

launch four more news channels in Uttar Pradesh (‘Sadhna News UP’), Uttarakhand

(‘Sadhna News Uttarakhand’), Rajasthan (‘Sadhna New Rajasthan’) and Punjab

(‘Sadhna News Punjab’).(34.2)

E TV News- Madhya Pradesh

Heartbeat of the Hindi heartland, ETV MP serves many infotainment programmes. It

is popular for its mixed bag entertainment which serves for both its urban and rural

viewers. Its authentic, informative, news based- current affairs programmes, breaking

stories and in-depth features mirrors true face of the state as well as the potential of

the vernacular media in the

Indian market.

Page 41
Rozana, Apna Mp, Apna seher, Hamar Lucknow, Folk Jhamajahm and young tarang

are some of popular programmes of ETV-MP-Lucknow.(35.1)

Are the major competitors of Dish Tv India LtdLucknow in state level.

TAM Report 29th Week(2010)

 When compared with National news channel, Dish Tv India LtdCG is No. 2 in

terms of Relative  share ( 15) where as India TV/Star News is No.1 with 18%

Relative Share

 Relative share of  Zee CG  is 60.2  ( No. 1 ) with gain of  7.5% from last week.

 Reach of  Zee CG  is 879,000( No. 1 ) with gain of  59,000 viewers from last

week .

 Time Spent per Viewer of  Zee CG  is 38 mins ( No. 1 ) with a gain of 7 min

from last week.

 In terms of GRP, Zee CG  is No. 1 with 60 with gain of 12 from last week.

 In Morning band Zee CG  is No. 1 with 43%, Afternoon band No. 1 with 54 %,

Evening band No. 1 with 75 %.

 In terms of TRP %, Zee CG  is No. 1 with 3.75 % ( Nau Ki baat, 15th  July, Fri

21:00 rs).

Page 42
 ETV Madya
Pradesh
Relative Share wk 29
14%

Sahara Samay MP
16%
Zee 24 Ghante
Chhattishgarh
60%
Sadhana News
MP
10%

AIM AND OBJECTIVE OF THE STUDY

Aim:-

To understand the DTH player performance and marketing strategies in Lucknow

city the target group was 800 customer including both the genders (male and female)

and to use this understanding in planning the FPC, placing client’s ads and marketing

of our products and services.

Page 43
 OBJECTIVES

Primary Objective

 To understand penetration of various DTH and cable operators in Lucknow

 To give suggestion to Dish Tv India Ltd Lucknow for increasing their market

share and TRP

Secondary Objectives

 To understand preferences of TV Viewers of Lucknow regarding DTH and

Cable Services

 To understand purchase criteria of customers for selecting DTH or Cable

Services

 To understand competition between various players

 To Find Out Opportunity & Threats In Indian DISH TV INDIA LTD .

To Study The Reason Behind Growth Of DTH Market.

Page 44
 Scope of Project

Dish Tv India LtdLucknow has subscribed to only Dish TV and Local Cable

Operators. But with the entry of so many big brands in DTH market and so much

product differentiation, people have got more options to select apart from Dish TV

and Cable. This way Dish Tv India LtdLucknow misses a large no of its target

audience. This problem will further increase as people will diversify more with

expansion of DISH TV INDIA LTD .

Furthermore the only sources of revenue for any News Channels are

advertisements. Clients give ads because they find a large audience in one place. If the

DTH grows in same rate, then Dish Tv India LtdLucknow may lose large viewers,

this will directly impact in the advertisements and Dish Tv India LtdLucknow might

lose its big clients.

Therefore Dish Tv India LtdLucknow needs to subscribe to more DTH providers for

the increasing the revenue.

Page 45
 RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the research problem. It may

be understood as science of studying how research is done scientifically.

Type of Research

Descriptive Research

Descriptive research includes surreys and fact finding enquiries kind.

The major purpose of descriptive research is the description of the state of affairs as it

exists at present.

This is a Descriptive research because it is based on primary and

secondary data,and survey on DTH used to interpret the research problem and try to

give some insight in to problem. Research has made to attempt to classify the

opportunities for Dish Tv India LtdLucknow.

1. Sampling Design

Random Sample

A sample design is a definite plan for obtaining in sample from a given

population. It refers to the technique or the procedure the researcher would adopt in

selecting the items for the sample. In this project, the samples have been selected from

the population using simple random sampling

technique

Page 46
 Sample size

800 random sample was chosen for this research. Sample has been taken from

different area of Lucknow specially in lucknow, etc.

Sampling Design:

A sample design is a definite plan for obtaining in sample from a given population. It

refers to the technique or the procedure the researcher would adopt in selecting the

items for the sample.

In this project, the universe under study was Lucknow city as it covers major portion

of our target audience, the sample frame consists of the population using simple

random sampling technique. In this research the sampling unit being the People from

different sections of society. No statistical technique was applied for sample size

selection. For the survey a sample size of 400 was selected.

Research Instrument

The instrument which has been utilized for the collection of data is the questionnaire.

Questionnaire is a Performa containing sequence of questions tocollect information

from the respondent. Thus, questionnaire consists of number of questions printed or

typed in a definite order on a form or set of forms.

Page 47
Data Collection

The information needed to further proceed in the project had been collected through

primary data and secondary data.

PRIMARY DATA

Primary data consists of information collected for the specific purpose at hand for the

purpose of collecting primary data, survey research was used and all the retail outlets

sellers using different brands and their competitors were contacted. Survey research is

the approach best suited gathering description.

In this project, the primary data was collected through questionnaire from the people

belonging to SEC A, B and C of the society.

SECONDARY DATA

The secondary data consists of information that already exists somewhere, having

been collected for another purpose. Any researcher begins the research work by first

going through the secondary data. Secondary data includes the information available

with the company. It may be the findings of research previously done in the field.

Secondary data can collected from magazines, newspapers, other surveys conducted

by known research agencies etc.

Limitations

o The sampling plan was based on non-probability method and no scientific

methods were adopted.

o Data collected may not be 100 % reliable.

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 o The universe selection and sample size is not sufficient to represent the whole

population.

Due to time constraint the survey has been done on the basis of convenience

PROCESS OF DATA ANALYSIS:-

The whole research was done in two parts; the 1 st part consisted of descriptive

qualitative research. In this part there was a cheat sheet prepared which consisted the

questions to be asked to the respondents.

The conversation was then recorded in an audio device. The cheat sheet

consisted of the various questions asked to the interviewee. On the basis of their

answers, the most spoken words were extracted from the recordings.

Objective: To do a comparative analysis of different DTH players in Lucknow

Methodology used: Questioners method.

Page 49
 DATA ANALYSIS AND INTERPRETATION
Ques: Overall Experience with the call you made on Dish TV call centre?

Findings:
1. The above figure shows that the overall experience with Dish TV call centre was best in the
month of Feb when compared to other two months.
2. Overall experience for Top 2 % has declined in the month of March. Also March shows worst
results for the bottom 2%.
3. Reasons are as follows:
a) Language barrier
b) Long holding period
c) Paid Calls/Messages
d) Difficulty in connecting calls
e) Delay in resolving
f) Lack of knowledge in employees
g) Lack of responsible and accountable employees
h) Lengthy resolving processes
i) Lack of satisfactory response by the employees
j) Lesser people to entertain queries/complains
k) Transfer of call
l) Distortion during the call (IVR voice quality and background noise)
m) Lack of soft skills
n) No free calls/ messages for unregistered numbers
o) Lack of training
p) Delayed and inappropriate time when responding to messages
q) Lack of detailed information for recharging process
r) Channels not provided as per the packages
s) Employees hurry to end call

Page 50
Ques: Were you able to find the contact details of Dish TV customer care?

1. The above figure shows that in the month of Feb 84% of customer were able to find the
contact details of Dish TV which has been declined in the month of March (80%) and
April(81%). And on the other side if we see the NO% it is increasing in Feb it was 16%, in
March it was 20% and in the April it is 19% which should not at all happen because it is the
basic information which all the customers should be aware of and it is foremost information
which any company should provide.

Reason:
It was seen that people could not gather the contact details of Dish TV easily. This has caused
inconvenience to its customers and therefore an unsatisfied customer. This needs attention.
Suggestion:
According to me all those who are selling out the connection should be trained that while selling
the connection they should tell the customers all the contact details and moreover the number
should be printed in the set top box and the customers should be told where it is mentioned.

Page 51
 Ques: Ease on getting connected to the call centre number?
Ques: Ease of understanding instructions by IVR?
Ques: Ability of the call centre executive to understand your queries/problems clearly?
Ques: Ability of the call centre executive to resolve your query or complain to your satisfaction?
Ques: Politeness & courtesy of the call centre executive.

There have been constant complains from the customers regarding difficulties in getting connected,
understanding instructions by IVR, mis-communicated and unresolved queries, and lacking soft sills in
the executives. This has adversely affected the Brand Image of the company and frustrated customers
to a large extent. If we see towards the figure we can see that Ease of getting connected is declining in
Feb it was 36% , March it comes to 30% and in April it slightly increase to 32% still as compared to
Feb instead of increasing it is decreasing . On the other hand the Bottom2% is increasing in Feb it was
21%, in March it increases to 30% , In April it slightly decreases to 25% but still it is not satisfactory
and continuously customers are complaining about this issue on a large scale which has to be resolved
immediately so that customers do not get hampered.
Suggestion: According to me for resolving this issue there should be more contact numbers due to the
large call flows.
Secondly if we see the top2% graph of Understanding instructions by IVR of the last three months in
Feb it was 33%, in March it comes down to 21% and in April it increases to 31% which is a good
signal but still company needs to work a lot in this issue, on the other hand the Bottom2% it is
increasing in Feb it was 17%, in March it

Page 52
increases and comes to 21%, in April it decreases and comes to 18% but still company has to work on
this issue as it is the first step for the customer to be in touch with the company. And if they are not
able to understand it clearly they fetch the wrong information or might not able to Contact for their
Query properly.
Suggestion: According to me this difficulty is mostly faced by those customers who are less
educated or whose language options are not there in IVR and they are choosing the next alternative
language which they know little bit but are not perfect in that so keeping this issue in mind company
should frame simple sentences in IVR that can be understood by them and moreover should avoid the
complicated words and sentences used in the IVR should be very simple.
Thirdly if we see the graph of the last three months of the Ability of the executive to understand and
resolve the query which is a crucial issue for company, it is also declining instead of increasing to a
higher percentage in Feb the understanding issues was 40% where as resolving issues was 43%, in
March the understanding and resolving issues comes down to 37% and April it slightly increases and
understanding issues comes to 38% and resolving issues again come to 40% same as in Feb. But this
should increases to a higher % instead of fluctuating. On the Other hand the Bottom2% of the Ability
of the executive to understand and resolve the query in Feb is 19% and 20%, in March it increases and
comes to 21&23% and in April it is 20 and 21% which a very bad signal for a company.
Suggestion: According to me both of these issues can only be resolved if there are more educated
and trained executives in the company as it is very important for any executive to have a deep
knowledge about the company’s product and they should be capable of understanding and resolving
any type of Query. There can be the case when there can be the new case but this should be
immediately brought in the notice of the Team Leader so that they can immediately update that query
and make everyone informed about that query and if necessary executive should be trained on that
query. Moreover an educated, a qualified and experienced executive who has knowledge about it can
better handle and resolve the customer query and make them satisfied.
Lastly in the figure if we see the top2% of the Politeness and courtesy of the executive of the last three
month in Feb it was 51% and in March and April it comes down to 46% , on the other hand the
bottom2% is increasing, in Feb it was 13%, it March it comes to 16% and in April it is 15% which
clearly depicts that executives are lacking in soft skill which should be a powerful tool for any
company because many time this can also leads an unsatisfied customer to be cool and they agree to
listen the executive though they are complaining again and again for the same issue.
Suggestion: Being polite is an absolute must for anyone working in any form of customer service.
This is lacking and most of the customers have even pointed this out. They need training on this along
with a regular check at the employees– even if their customers are grumpy and a bit rude with them.
But they should resist the urge to snap at them.

Page 53
Ques: Availability of relevant & updated information on IVR?
NQ. Time taken to reach the call centre executive after choosing the relevant information on IVR.

NQ. How long does it take you to reach call centre executive after relevant option on IVR?

The above graph of the top2% of the relevant and updated information on IVR shows that in the last
three months instead of increasing it is decreasing in Feb it was 32%, in March and April it comes
down to 28% and on the other hand the bottom2% shows that in Feb it was 28%, in march it comes
down to 21% but again in April it comes to 27% which clearly shows the negligence of the
management in updating it.
Suggestion: According to me if I‘ll be the customer I‘ll be happy if my query which is related to the
updated services can be resolved without talking to the executive which can save the time of the
executives and they can even be assigned with some other work which can again help the company to
save its cost . So management should focus on it and update it on regular basis.

Page 54
Secondly if we see the time taken to reach the call centre executive after choosing the relevant
information on IVR it shows a very poor result, it takes a lot of time to reach the executive after
struggling over the IVR. The top2% of Feb is 28%, in March it is 21% and in April it 27% on the other
hand the bottom2% of Feb is 35%, in March it is 42% and in April it is again 35%. This should be a
very serious issue for a company as time and money are the valuable resources that need to be
understood by the company.
Moreover the time taken to reach call centre executive after relevant option on IVR is also very poor.
In the figure it clearly depicts that in the last three month the % of more than 3min is increasing it Feb
it was 19%, in March it was 27% and in April it is 29%. However the 1-3min in Feb it is 18%, in April
it is 19% and in April it is 26%. The 20sec-1min it is, Feb 33%. March & April 30%. Lastly the 20sec
which can be tolerated by the customer it is decreasing in Feb it is 30%, March it is 24% and in April it
is 15%.
Suggestion: It is recommended to the company that they should work upon this issue on a priority
basis as these calls are paid any delay after reaching the executive is even more frustrating which leads
to the dissatisfied customer. This can be resolved by hiring more employees.

Page 55
Ques: Overall Experience with the call centre executive who answered your call?

The
above
graph
depicts
the
overall

experiences with the call centre executive who answered the customer call. Here the Top2% is
declining in Feb it was 41%, in March it comes down to 37%, and in April it increases by only 1% and
comes to 38%. On the other hand the Bottom2% is increasing every month in Feb it was 18%, in
March it comes to 23% and in April it is 20%.

There can be reasons involved in this like:

a) Lack of responsible and accountable employees
b) Lack of knowledge in employees
c) Lengthy resolving processes
d) Lesser people to entertain queries/complains
e) Lack of soft skills
f) Employees hurry to end call

Suggestion: Employees should take their work seriously and this can only be possible by working on
their quality issue at least their per day 4-5 calls should be audited and moreover instead of 50%, 70%
of their incentives should be mainly depend on the quality of their work if any one call out 4-5 audited
is wrong their 70% of the incentive should be detected. Then only every employee will be serious
about their work and holds a lot of responsibility and accountability among them.
The employees should be trained well and hiring of experienced employees should be there who has
enough knowledge about this field so that any new query can be handled without any difficulty.
Employee should not be rude in any case proper soft skill training should be given to the present
employees moreover at the time of hiring it should be the mandatory skill and should be checked
properly.
Due to overburden of targets, or shift time many time employees are hurry in ending up the calls.
According to me targets should be reasonable as per the overall timing of the shift as many times the
company save their cost and did not do hiring and distribute the work among its present employees
which leads to frustration among the employees

Page 56
Ques: Was your query or complaint resolved to your satisfaction?

Page 57
Ques: How many times did you have to connect to the call centre for the same problem?

In the first graph if we see the Top2% of the customer query solved as per their satisfaction, in Feb it
was 79%, in March it comes to 77% and in April it goes to 80%. On the other hand still the % of
bottom is above 7% i.e. in Feb it is 21%, in March it is 23 and in April it is 20%
But if we see the Top2% of the number of times there query has been solved it is unsatisfactory the
customer whose calls has been solved once in Feb it is 36%, in March it is 33% and in April it is 37%.
The customer whose call has been solved twice it is 28% in Feb, 25% in March and 25% in April.
Lastly the customer who’s Query has been solved by calling more than twice is 36% in Feb, 42% in
March, and 38% in April which is very high as these calls are paid and it leads to frustration among the
customers for calling again and again for the same problem.

Page 58
Ques: Satisfaction with the total time taken to resolve your query or complaint

The above graph shows the satisfaction with the total time taken to resolve customer query. In Feb the
top2% is 33% where as in March it decreases and comes to 32% and again in April it reaches to 33%
on the other hand the Bottom2% in Feb is 27%,, in March it increases and reaches to 31% and in April
it comes to 28%. This clearly shows that % of the unsatisfied customer is almost equal to the satisfied
customer
Customers were not very happy with the responses or query handling abilities of the executives. A lot
many times it was seen that executives were rude and arrogant while handling customers. These days
when the competitors treat customer as king, retaining customers could be a great challenge on
ignoring them. And more over the long holding period also leads to unsatisfied customer as all the calls
are paid so customer got irritated if the time taken is more.

Ques: Were you put on hold by the call centre executive during the call?

Page 59
Ques: How long were you put on hold by the call centre executive?

The first graph shows that in the first three month most of the calls were put in hold in Feb it was 69%,
in March it was 70% and in April it is 64%. This shows the lack of awareness or knowledge among the
employees.
And the second graph shows how long the customer was put in hold by the call centre executive. It
seems that the hold time increases every month instead of decreasing. In Feb 23% people were there
who were put in hold for less than 1min, in March it was 25% and in April it was 36%. The % of 1-2
min in Feb was 41%, in March and April it is 34%. The % of 2-3 min in Feb was 15%, in March it was
19% and in April it was 12%. And the % of >3min in Feb was 21%, in March it was 23% and in April
it is 18%.
Suggestion: Holding period is too long while resolving calls. These long durations make the call
charges even higher. Either working out on duration or call rates is immediately required. Moreover for
avoiding this problem a team can come up with solution for maintaining a proper excel sheet and
whenever a new problem has been raised by the customer that sheet should be updated with the
solution. So that next time whenever a customer asks for the problem, executive doesn’t have to put the
call on hold, and they will have the capability of handling all types of queries. And moreover this sheet
can be shared with the new joiners’ so that they are trained with all types of queries before performing
the live jobs.

Page 60
 Overall Suggestions
By seeing the last three months report it is clearly seen that the customer are continuously dissatisfied
with the services provided by Dish TV and overall March shows the worst performance although in
April graph slightly increase and it even didn’t meet the Feb percentage. On seeing the overall graph
following are the some suggestions which can help the Dish TV on improving its services and
satisfying its customer on a better way:
When conducting business in India, playing an IVR prompt in the local languages can help increase
trust and confidence in your brand. You can achieve this by playing an uber menu with language
choices especially Guajarati, Telugu, Bengali, kannad, Oriya, Marathi, and Malayalam.
Holding period should be resolved either by training the employees in every related query or an option
to be provided to the customer in the menu button about the type of the query for which they are
contacting.
Toll free number and free message facility should be provided if not possible at least call charges
should be less.
What you really need are employees who understand their systems, their industry, their processes and
how to communicate.

Being polite is an absolute must for anyone working in any form of customer service. This is lacking
and most of the customers have even pointed this out. They need training on this along with a regular
check at the employees– even if their customers are grumpy and a bit rude with them. But they should
resist the urge to snap at them.

Employees have a number of things to juggle in one shift. He or she is responsible for handling
customer interactions, delivering satisfaction for the customer, keeping the time spent on these
interactions to a minimum and ensuring all customer account information is up to date. Technology can
however reduce the stress level for the employees, the company as a whole can benefit. In fact, they
need tools that automate day to day tasks, extend contact centers reach to more customers, and help
organizations collect more customers.

I would suggest that employees should leave work at the office. This is harder to do if the employee
works from home, but the point is to not take the stress of the day outside of the office. Employees can
feel stressed and pressured if they aren’t meeting targets, but worrying about it off the job does nothing
to help get closure to those goals. An employee who is able to unwind and relax at the end of the day is
more likely to come back refreshed and ready to try again.

Another simple method that may contribute to a better outlook is being nice to the nasty customer.
While every employee needs to provide every customer with a quality experience, it can be much
harder to do when the customer is less than polite on the phone. Employees should be trained to handle
the nasty customer with grace and adding a little extra sugar to the interaction helps the employee
maintain distance from the poisonous interaction that could easily affect the rest of his or her day.

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It’s not uncommon for employees to encounter a chatty customer. This person may be an extrovert who
handles all calls that way, or simply lonely and excited to have a listening ear. The employee isn’t
employed to enhance a customer’s social well-being, however. Learning to bring that customer back to
the point so the call can be completed successfully is an important skill. If the employee can do that
while mirroring the customer’s speaking style, avoiding frustration and demonstrating patience, the call
is much more successful.

Finally, the employee able to have fun with his or her colleagues is better able to find joy in the job,
shed the stress of those trying interactions and leave the work at work. When this is the daily process,
the company and its employees are more successful.

IVR play an important role in retaining customers. They are tricky because they deliver information
through sound. Therefore, putting some thought into how your IVR should function is as important as
designing your website as it's a major touch point for a business' customers. Often customers face
problems of distortion while calls, this needs to be checked.

If you aren't in a mood to spend big bucks for the IVR prompts and still want to make it sound
professional, you could use websites to create an IVR audio.

Any reduction in quality of the input signal will degrade performance, including noise, inaccurate
speech endpoint detection (which refers to the problem of detecting where speech begins and ends in
the audio signal), and any distortions in the signal, such as from speaking over other sounds (also
known as “Lombard effect”). This explains why barge-in –commonly employed in many speech-
enabled IVRs – is undesirable from a recognition point of view. While acceptable for certain dialog
elements in repeat-use applications, barge-in is generally undesirable from a spoken language point of
view, because it disrupts conversation and we therefore avoid it even in human conversation. This leads
us to limitations inherent in spoken language.

Your company needs to provide a myriad of services to customers, such as information regarding
phone numbers and addresses, operator assistance in establishing connections, and resolution of
billing/recharges problems.

The center need to be reconfigured to handle more incoming calls and to provide more extensive data
access.
Improvement in customer service and 24 hours a day, 7 days a week access required.

Short and medium term management issues include:

i. the forecast of call volume (monthly, weekly, hourly),

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ii. The determination of appropriate staffing levels (monthly, weekly),
iii. The development of staffing schedules that meet the staffing needs (by shift),
iv. The tracking of the performance of the staff as well as of the system and overall (monthly, weekly,
hourly).

Managers must first forecast call volume and then determine staffing levels to \handle that volume.
After they have determined appropriate staffing levels they must determine an efficient workforce
schedule. Then they have to track the performance against the plan.

From this, managers can look into new IT investments to improve the service that the firm provides to
its customers.
The IVR should routes a call to the most appropriate person or desk. The structure of the menu system
can be a more elaborate decision tree. This may enables the system and the operator to provide the
service in minimum time. The technology is relatively inexpensive when compared to the time wasted
in the transfers of customers via live operators.

Also need to increase the ability to reach customers outside the traditional geographical market areas.

Finally, you should package your services and products and then target its customers with these
packages (may be regional bases)

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 Findings On survey

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

2) Awareness of new connection and new recharge offers of Dish TV is similar to

Tata Sky and Airtel Digital.

3) There is a communication gap between the company and the customers. This
doesn‘t seem to be the case with other DTH providers.

4) Availability of vouchers lie between price ranges from Rs 100 to 1000.

5) Availability of voucher is one of the major issues among Dish TV dealers,

approximately 40% of persons in Pandri, Shankar Nagar, and Lal Ganga facing this
problem. For small amount of recharge they use vouchers, but use other modes of
recharge for large amounts. Due to the shortage of stock they are not able to retain
their customer for long time.

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 recharge

option, vouchers are preferred over others that are not the case with other brands who
use all other options.

8) Customer care service is considered to be very poor as dealers often complain of

problems in recharge process managed by Dish TV.

9) Many persons say they recommend Tata Sky and Airtel because they get the
installation done much faster in comparison to Dish TV. With Dish, it takes up to 3-4
days sometimes.

10) The company hasn‘t been able to keep up the promises made to the customers,
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 on toll-
free numbers.

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.
RECOMMENDATION

1) Increase awareness: Since there is lack in communication channel, it should be

tackled with care and dealers should be constantly made aware about the offers and
new plans through meetings with company executives at regular intervals.

2) Improve processes and techniques: In order to make recharge or activation

process more transparent and user friendly, the EPRS technology needs to be
upgraded consistently.

3) Give more value added services: Since Tata sky and Airtel have clear edge over
value added services like free installation DTH needs to mend its strategy to face
these competition. One way of doing this would be to offer at least the same service
as these two competitors are trying to eat the market share.

4) Improvement in after Sales Services: Arrange proper training for customer care
executives as Dish TV lacks proper after sale service.

5) Standardized the price plans and avoid frequency changing: Frequent changes
in price and offers is proving no good for Dish TV as it is in way frustrates the
customers with changes in offers without being informed about it. So Dish TV needs
to watch out for this and should pre inform the customers about the offers and
changes well in advance. This in a way, I feel would create more brand loyalty and
preference.

6) Voucher Availability: Make proper channel of Distribution of voucher.

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 BIBLIOGRAPHY

 http://en.wikipedia.org/wiki/Television_in_India
 http://www.indiandth.in/
 www.sundirect.in/mediaDetails.php?mediaId=1
 http://realinfo.info/index.php?topic=810.0;topicseen
 http://www.media-partners-asia.com/mpanews120809.asp
 http://www.mumbaispace.com/dth/airtel-dth.htm
 www.simplymalayalees.com/forum_posts.asp?TID=696
 http://www.televisionpoint.com/news2009/newsfullstory.php?id=1252499760
 http://en.wikipedia.org/wiki/IPTV
 http://www.coolavenues.com/mba-journal/marketing/outdoor-ooh-changing-face-outdoor-
advertising-india
 http://www.articlesnatch.com/Article/Analysis-Of-The-Media-Industry-In-India/995277
 http://www.rediff.com/money/2005/apr/18eco.htm
 http://teck.in/dth-direct-to-home-tv-in-india-features-and-price-comparison.html
 http://www.telecomtiger.com/DTH_fullstory.aspx?
passfrom=DTH&storyid=7981&section=S218
 http://en.wikipedia.org/wiki/Dish_Network
 http://www.tatasky.com/why-tata-sky.html
 http://en.wikipedia.org/wiki/Tata_Sky

 FICCI-KPMG Report, Media & Entertainment Industry projected to grow at 13% over next
five years to INR 1091 bn
 FICCI Report, The Indian Entertainment and Media Industries - A Growth Story Unfolds
 TAM Report, Dish Tv India LtdLucknow

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 ANNEXURE

QUESTIONARE

We used a ‘cheat sheet’ to capture their interests. It included questions as follows:-

“COMPARATIVE ANALYSIS OF DIFFERENT DTH

PLAYER IN LUCKNOW CITY”

Respected Sir/Madam,
We belong to a private organization and conducting a research on DTH and Cable connection.
Please give your opinions regarding the same
Thank You
*Required/

1. Your Full Name* …………………………………………..

2. Do you own a Laptop?*

o Yes/
o No/
3. Which of the following you own?*
Car/
Two Wheeler/
Own House/

4. Do you watch Television using DTH or Local cable connection? *

o DTH/
o Local Cable/
5. If you have a DTH connection, which among you use? *
o Dish TV/
o Tata Sky/

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 o Airtel/
o Videocon/
o Reliance Big/
o Other:/ …………………………….
6. If you get a chance to buy another/new DTH connection which one will you choose? *
o Dish TV/
o Tata Sky/
o Airtel/
o Videocon/
o Reliance Big
o Other:/ …………………………….
o Why you choose DTH over Local Cable?*
Because of the Picture quality/
o You want more channels with clarity/
o Connection problem with Local cables/ Cost is Less/
o Other:/………….

7. Why you choose Local Cable over DTH? *

o Because price is less in Cable/
o You need Local News content which is missing in DTH/
o Too many choices in DTH/
o You have two TV’s at home and DTH offers only one TV Connection/
o Other/
8. What is the price you currently pay to your cable operator (Monthly)?*
If you are DTH user kindly jump to Next Question/
o 100-200
o 200-300
o 300-400
o Other/ : ………………………….

9. What is the price you currently pay to your DTH operator (Monthly)*

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 o 100-200
o 200-300
o 300-400
o 400-500
o Other/ : ……………………………….
10. Your Age*
  ….
Contact Number*

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