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ME0016
Indian Television viewership with 115 million households is among the largest in the world.
This figure is projected to increase to 132 million by 2012 at 3%[1] growth rate, with Direct-
To-Home (DTH)'s ground breaking broadcasting service majorly accounting for this. DTH
service involves distribution of multi-channel TV programmes by using a satellite system that
provides TV signals directly to the subscriber's premises. The need for an intermediary such
as a cable operator is evidently dispensed within the DTH service.
However, the transition of DTH digital entertainment services in India was not very smooth.
It was first proposed in 1996. However, approval was denied on grounds of national security
and cultural invasion. In 1997, the Indian government imposed a ban when the Rupert
Murdoch-owned Indian Sky Broadcasting (I Sky B), which about to launch its DTH services
in India. Finally, DTH service was allowed by the Government with the relevant notification
towards this end on January 9th 2001.[2]
Dish TV is the pioneer and leader of DTH services in India. Dish TV, formerly known as
ASC Enterprises Ltd., is a part of renowned Essel Group. It has improved TV viewing with
digital technology for enhanced picture quality and stereophonic sound effects. Dish TV has
changed the Indian television technology by bringing it on par with the global entertainment
industry with exclusive features such as international channels, uninterrupted viewing,
electronic programme guide, parental lock and geographic mobility. Various futuristic
features of Dish TV like interactive TV, movie on demand, video games, etc., have taken
television viewing to a higher level of sophistication.
Since the DTH industry in India is in its nascent stage, its license does not allow a
broadcaster to offer content exclusivity to any particular player, thus disallowing
differentiation, either on technology or in programming. Successful acquisition of maximum
number of subscribers is, therefore, directly linked to the advertisement and marketing
budgets and customer acquisition skills.
Dish TV's biggest cost lies in the process of customer acquisition, which involves large
amount towards subsidising the Set Top Boxes (STB) and first year subscription prices. It
hardly makes any money on the hardware. Therefore, the key area of focus of Dish TV is
subscriber addition and a good market share in a market, which is gradually attracting more
competitors (Exhibit I).
It plans to expand its infrastructure with 9,000 outlets to sell its wares, 100 vans to sell the
kits and 150 Dish Care centres.[3] Dish TV platform includes 225 channels with 21 audio
channels. It has a huge distribution network of about 650 distributors and 45,000 dealers
spanning around 6,500 cities and towns across the country. Highly service-oriented, Dish TV
has a 24X7 call centre with 1,600 seats in 11 different languages[4] across cities to take care
of subscriber queries at any point of time and ensure a timely solution to problems. Its
registered subscriber base has crossed 5 million[5].
Indian DTH industry is perhaps the first instance of a cross-media restriction in India. There
is 49% cap on foreign investment. DTH industry, being a capital intensive industry, this
restriction hampers its progress.
The capital intensive nature of the DTH industry necessitates long gestation period to reap
results. DTH licenses in India cost $2.14 million and are valid for 10 years.[6]
The Indian DTH policy requires all operators to set up earth stations in India within 12
months of getting a license. Being the first mover, Dish TV has incurred huge expenses on
spreading awareness of the product and launching brand building on a pan-India basis. The
company entails cost on some major heads like software and its implementation cost,
Customer Premises Equipment (CPE) and content cost. There is capital and incidental
expenditure and advances incurred during the pre-operational period .The Subscriber
Acquisition Cost (SAC) is a key cost factor and takes on the characteristics of the variable
cost. The rest of the cost - the expenditure towards operations - is the fixed cost. The license
fee, transponders fee, uplink charges, content charges, etc., are components of the fixed cost
(Exhibit II).
The universal goal of any business enterprise is to remain viable. The business viability
depends on the maximisation of profit or minimisation of loss. If a firm is making profit, it
implies total revenue is greater than total cost. Hence, it is undoubtedly advisable to be in
business. When a firm is making loss, it will have to decide whether to continue production
or not. This decision will, in fact, depend on the different cost levels. The firm incurs loss if
Total Cost (TC) is greater than Total Revenue (TR). In case of Dish TV, its total revenue for
FY2008 is INR 4,130 million while the total cost is accounted for INR 6,310 million. Hence,
the negative differential of INR 2,180 million constitutes the loss for FY2008. The total fixed
cost of Dish TV being INR 4,980 million, its total variable cost is INR 1,330 million (Exhibit
III).
Exhibit III