A PROJECT REPORT ON STUDY OF DEALERS PERCEPTION AND SATISFACTION AT SUN DIRECT DTH PVT.LTD. BY PRANAV BHARTI ROLL.

NO: 27 UNDER THE GUIDANCE OF PROF. VIKAS DOLE SUBMITTED TO UNIVERSITY OF PUNE IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR AWARD OF THE DEGREE OF MASTER IN MARKETING MANAGEMENT (MMM) THROUGH NEVILLE WADIA INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH (2010-2012)

ACKNOWLEDGEMENT

Words are indeed inadequate to convey my deep sense of gratitude to all those who have helped me in completing this project to the best of my abilities. Being a part of this project has certainly been an unique and a very productive experience. I take this opportunity to extend my gratitude to MR.M M ANDAR (Director), and to Dr. Mrs .Girija Shankar (Asst. Director). And to MR. Vikas Dole for his kind help and guidance, without whom I would not have been able to execute this project successfully. I extend my heartiest thanks for his guidance and cooperation. Last but not least i would like to thanks all those who have directly or indirectly helped me with their support and guidance for the completion of my project.

PRANAV BHARTI

DECLARATION

EXECUTIVE SUMMARY

TITLE OF THE PROJECT- Study of Dealers Perception and satisfaction ORGANISATIONSun direct DTH Mr. Prakash Tiwary

ORGANISATION GUIDE-

FACULTY GUIDE- Prof.Vkash Dole STUDENT NAME- Pranav Bharti

The internship under gone by me at Sun Direct DTH (Pune) is a part of the curriculum of MMM and was for a period of two months from 01-06-2011 to 01-08-2011. The process involves the affiliation of the student with a company after their second semester on a course related project for two months. Sun direct DTH is a part of Sun TV Private Limited .The learning derived from the project was immense and give me a fair opportunity to gain firsthand experience to closely work with one of the best player in the DTH market. As part of the project curriculum a deep study of Dealers perception and satisfaction was done. All the dealers and retailers that are involved in selling of DTH were covered. Also a survey was made about the Dealers and retailers who had a keen interest in selling the product of sun direct DTH. Project guide suggested visiting all the dealers in pune city irrespective of whether they are selling the Sun Direct DTH or not. As a part of project study a brief interview of the retail owner and staff were taken about the product satisfaction and to know there perception regarding the product in comparison of other players of the DTH market and about the number of STB sale per month of various players. Entire project was carried out in Pune city which is situated in Maharashtra .A tour of outside pune city was done with the project guide to various other dealers and distributors in Pune District. In the project various dealers and retailers of consumer durables, electronic retailers and dealers were covered. To know about the issues related to service requirement of the end

customer and in order to know the perception regarding the Sun Direct DTH they were interviewed.

OBJECTIVE OF THE STUDY The main objective of the project was to observe and find out ways to enhance the market share of Sun Direct DTH among the dealers of the PUNE city region. It was majorly a study of the perception of the dealers regarding the product and services of Sun Direct DTH and to satisfy them accordingly with the kind of response they want from the company considering the other players and their efficiency within the market. Dealers and retailers who have not ever been into selling of sun direct DTH or those who have not ever into selling of any kind of DTH product were also considered .The retail owners and various dealers and their respective staffs were interviewed regarding the

product, services, and the kind of service they need in order to develop a better business with the sun direct DTH. Also a mapping of dealers and retailers those are active and thriving in the outskirts of the city, PCMC and upcountry regions were done to figure out overall network for the development of business through them. The some of the major objectives of the project are mentioned below: To understand perception of dealers about sun direct DTH. To understand the satisfaction level of dealers. To understand level of service required by the dealers. To understand Level of after sales service dealers expect to be delivered by the company. To understand the market share of Sun Direct DTH. To map the dealers and to understand overall market for Sun Direct DTH.

COMPANY PROFILE

INTRODUCTION TO THE COMPANY

Sun TV Network is an Indian media company based in Chennai, Tamil Nadu, India, part of Media Services, Sun Group. It has been named as Asia's most profitable media corporations and the largest TV network. Established on April 14, 1993, it created and owns a variety of television channels and radio stations in multiple languages covering all Indian States. Its flagship channel is SUN TV which was the first fully privately owned Tamil channel in India when it emerged. The company is owned by Kalanidhi Maran, who is the chairman and managing director who was awarded the CNBC Business Excellence Award in 2005. Sun Network had recently begun film distribution and production through Sun Pictures. In addition, is also provides direct-broadcast satellite under the service called Sun Direct DTH, a joint venture along with Astro Sun Direct is an Indian direct broadcast satellite service provider. Its satellite service, launched on 2005, transmits digital satellite television and audio to households in India. Sun Direct uses MPEG-4 digital compression technology, transmitting on INSAT 4B at 93.5E. AndMEASAT-3 at 91.5E. It is the country's first MPEG-4 technology DTH service provider. Its primary competitors are cable television and other DTH service providers Airtel Digital TV, Reliance Big TV, DD Direct+, Dish TV, TATA Sky and Videocon D2H.

HISTORY

Sun direct is a joint venture between the Maranas Sun Network family and the Astro Group of Malaysia. Sun TV entered into a MoU with the Astro group in January 27, 1997, when Airtel was not in existence, but since the government of India did not allow the use of KU band transponders for DTH services the project was put on hold," the firm said in a statement. After the DTH policy was announced by the government in December 2007, Astro picked up a 20% stake in Sun Direct TV, the stake was valued at approximately $115 million. Sun Direct TV was registered on February 16, 2005. However, the failed launch of INSAT 4C resulted in a lack of transponders, delaying the launch. The service was finally launched on 18th Jan 2008 after availability of transponders from INSAT 4B. Sun Direct offered subscribers satellite dish and Set-top box for free and basic monthly plan as low as 75 (approximately). Currently basic monthly plan costs 110 (approximately).

Sun Direct spread rapidly all over the country owing to lowest pricing of any DTH services in India. In December 2009, Sun Direct was launched in Mumbai, Country's financial capital and announced its pan India launch. By 2009 it became the leading DTH provider with 3 million subscribers. This makes it the second largest DTH service provider of India. In April 2010 Sun Direct became the No. 1 DTH service provider of India with 5.8 million subscribers and soon officially launched its HD service in India.

INSAT-4B glitch and satellite change On July 7, 2010 a power glitch in the INSAT 4C satellite turned down the DTH system partly and SUN Direct announced that the service will be free till whole services are restored. The partial service was restored on INSAT 4B with 193 channels and meantime SUN Direct is now transmitting 173 channels on MEASAT3 for uninterrupted transition of its customers from INSAT 4B at 93.5E to MEASAT3 at 91.5E. Sun direct now using 4 - to MEASAT3

Transponders (TP's) and 3 INSAT-4B TP's to provide DTH services, and additionally through exclusive agreement with BIG TV, a DTH arm of Reliance ADAG group, Sun Direct Shares 2 TP's of Big TV (BIG TV holds 12 TP's in Measat-3) in Measat-3 to get 58 Free-toAir Channels on Sun Direct, i.e. BIG TV allows Sun Direct to get signals of FTA channels to Sun direct. Now Sun Direct stopped its Standard Definition TV services from INSAT-4B and moved its High Definition TV Services to INSAT-4B, Sun Direct now its entire Standard Definition TV is from Measat-3. Sun Direct becomes the second DTH Provider to change satellite.

Sun Direct HD

Sun Direct is also the first to provide high definition television services in India. It provided the HD beam from Measat 3 at 91.5.Starting with two HD channels (National geography channel and Tamil / Telugu HD Service).Now the HD beam is from INSAT-4B. It is the first DTH service provider to show IPL 3 in HD format and has tie up with SET MAX.

Subscriber base Sun Direct had about 6 million subscribers as of December 2010. There are about 30 million DTH subscribers in India as of February 2011. Sun TV has consistently outperformed not only the regional channels, but most of the other Indian media companies as well. Maran has also gone national with his radio stations and the direct-to-home business. The Sun Network has 20 satellite TV channels and 48 FM radio stations. After toying with the idea of getting into the aviation sector for almost three years, he has recently acquired Spice Jet in a deal (possibly the largest from Tamil Nadu) which is a

profit making low-cost airline. At the moment it ranks second among the airlines in that category.

Sun TV has registered a consolidated net profit of Rs 520 crore for financial year 2009-10 as against Rs 368 crore in the previous year, a growth of 41.3%. Its consolidated net sales jumped 39.85% to Rs 1,453 crore in FY10 from Rs 1,039 crore in FY09. The slowdown of 2008-09 did not affect the company. As the market leader it attracted more ad revenues than ever before. It also helped that the Southern market is not as fragmented as the North. Sun TV has consistently reported operating margins of over 70%, twice the industry average. Last year, Hong Kong research firm Media Partners Asia named the company Asia's most profitable broadcaster, ahead of its biggest rivals Zee and Star. Sun has unseated Subhash Chandra's Zee Entertainment Enterprises, which is a national player and twice Sun's size in revenues, to become India's most valuable listed Media Company with a market capitalisation of Rs 16,925.93 crore.

Around that time satellite television was opened up and Zee launched Indias first Hindi channel in 1992. The next year, 28-year-old Maran launched Sun TV. He put in his savings and got a bank loan guaranteed by his father, Union minister the late Murosoli Maran. Granduncle M Karunanidhis family took a minority stake (which Maran later bought out). The original team of 25 people included a number of Maran's. Marans direct-to-home (DTH) service is a joint venture with Malaysian billionaire Ananda Krishnan's Astro All Asia Networks. Sun Direct was entrant in this segment after Chandra's Dish TV and Tata Sky, a joint venture between Tata and Star, but it is quickly catching up. It has on its rolls 5.5 million subscribers. When the number reaches 6 million, the business will start breaking even. The radio stations are now beginning to yield profits. Now of course the Spice Jet deals. Fleet expansions, increased routes, going international are all on the cards. Maran used to get annoyed when his achievements are attributed to his political ties.

INDUSTRY ANALYSIS

India has a total television population of close to 135 million, out of which about 108 million have access to cable and satellite. The total DTH subscribers are close to 22 million. Thus the DTH has a market share of approximately 20%. The subscriber base for DTH in 2006 was meagre 1 million and now it is 22 million i.e. increase in market penetration of about 2100%. Lets have a look at how the DTH industry has grown in these 5 years. In 2005 Dish TV was the only player in the DTH industry and was registering subscriber growth mainly in the areas where cable TV was not available. The subscribers were not ready for the cost of set top box. In 2007 CAS mandate was introduced in selected metro cities, where users had to invest in a set top box. Though the initiative was not very successful, it gave a wider acceptance to the DTH and consumer became ready to pay for the set top box. Spotting the opportunity Sun Direct launched its services in 2007 with a drastically low onetime cost involved for DTH subscriber. Followed by this Reliance, Tata Sky, Big TV and Air-Tel and Videocon launched their services. The market became competitive. Every player came with innovative offerings, Dish TV offered Movie on Demand free worth the cost of set top box, Air-Tel and Big TV offered free subscription for first few months etc. All these things were coupled with aggressive marketing campaigns. Tata Sky gained the maximum subscribers during this period. Today the market shares of various players are as follows Dish TV - 30% Sun Direct - 25% Tata Sky - 22% Big TV Airtel D2H - 10% - 5% - 8%

Market Share

DIST TV SUN DIRECT TATA SKY BIG TV AIRTEL VIDEOCON D2H

Though DTH is comparatively expensive than cable service, the growth is coming from the rural area. If we see statistics the growth for the digital segment in rural areas were 34%, 49% and 64% in the past three years. The growth in the rural segment can be attributed to frequent power cuts in the rural areas. DTH platform gives the rural consumer access to their favorite programs, with the help of generator/ invertors, which is not possible with the cable service in most of the areas. Though DTH has certain advantages such as better picture/ sound quality, better customer service. It also has a disadvantage of price. The DTH player have to pay various taxes such as Adjusted gross receipts @ 10%, service tax @ 12.36%,VAT @ 12.5%,CST@3%,corporate tax, Excise duty@ 16%, Customs duty, CVD ,customs duty etc. Whereas the local cable operators easily get away with government taxes by underreporting the subscriber base. Thus gaining clear cost advantage. The regulator should take a note for the same and provide regulations for the same. The DTH industry is expected to grow at a CAGR of close to 24% .The future of DTH industry will largely depend on innovative marketing tactics adopted by the DTH players.

Porters 5 Forces Threat of Entry Barriers to entry A. Supply side economies of scale & Capital Investment:

In DTH industry, investment is needed at the start for 1. 2. Setting up contracts with existing channels whichever the company wishes to broadcast. Setting up MIS system to keep track of all customers, call centres & distribution

networks for set top box and satellite receivers. For an existing company it is not a difficult task to start a new business in this field as it has a Distribution system in place and it can sustain a pretty long gestation period as compared to a new entrant. The company like Tata Sky, Reliance are proof of this fact. B. Switching Cost:

Switching cost of a DTH service is an important factor 1. It is not a considerable amount for upper middle class and above classes. So they may

switch to a new DTH service or some other local cable operator easily. 2. But for the middle class and the lower middle class the switching cost is a considerable

amount. Also in some areas people do not have other option of cable networks. So they generally do not switch. C. Incumbency advantages:

As mentioned earlier, the incumbents like Tata, Reliance which can sustain losses in this DTH business for a longer time than other results in a new player thinking against entering this business.

Also there is a good chance that the incumbents may follow suit of the new entrants in terms of schemes packages, tactics and strategies thus leading to the new entrant losing its Competitive edge. D. Unequal access to distribution channel

The incumbents have their distribution networks in place already. So for a new entrant to establish distribution networks as good as the existing is a difficult task to say the least.

Bargaining power of Suppliers The suppliers in this industry are the a. Set top box manufacturers: Due to intense competition in this sector, the bargaining

power of suppliers is not that high and hence this factor is not that relevant for the DTH industry. b. Different Channel providers: The DTH service providers need to maintain relations

with established Channel owners. So this factor has some importance Overall the bargaining power of Suppliers is not that high in DTH industry. Bargaining power of Customers A. Switching cost

The switching cost is not that high so this factor is a major factor in favour of customers of upper middle class. They can leverage this aspect and very well switch over to other services. But in case of rural areas the customers dont have other options and also the switching amount is also a considerable sum for them. So this factor works in favour of DTH companies as far as rural population is considered.

B.

Standardisation of products

The DTH services being provided presently provide almost similar kind of features like a. b. c. Initial investment to be done by a customer is almost similar for every DTH provider. The quality of services provided is almost similar. The kind of packages and add-ons (like Sports Packs, Music Packs, English

Entertainment Pack etc) being offered and there rates is also pretty much the same. d. C. The monthly expense an average customer has to bear is also almost the same. Accessibility to Different providers:

All the providers have realised that not only is the urban population interested in DTH but also the rural population is there major customer. In fact the rural population has a major share in the DTH customer base as in some rural areas the cable network cannot be established. Hence, all the providers have penetrated into both rural and urban market. In all the Bargaining power of the customers is very high. So this is one of the major factors for the DTH industry. Competitive rivalry Market shares As can be seen from above graph about market share, Dish TV is a market leader with 30% followed by Sun Direct (25%) and Tata Sky (22%). But there is a sturdy competition from Reliance Big TV and Airtel Digital TV. Presence of many DTH providers among which some are big players like Tata and Reliance makes this industry a very competitive industry. Because these giants will provide stiff competition in any and every aspect to any new and existing party. Level of Advertising The amount spent on advertising and getting brand endorsers is the most by Tata Sky, Reliance, and Airtel. These companies spend a lot on promoting their DTH service through

various advertisements on TV, through banners. Also they spend a lot on getting brand ambassadors. For e.g. Tata Sky has Amir Khan, Airtel has Saif Ali khan, Videocon has Abhishek Bachhan,Dish TV has saharuk khan. Quality of service The quality of service provided is almost same by every service provider. Every provider coming up with similar innovations like foreign country channels like FOX, High Definition channels, Music and Movie on Demand etc.

Threat of Substitute The substitutes for DTH are a. b. Cable TV Internet TV/ Streaming

Among this Cable TV is a major threat in urban areas and in some rural areas where it is available. With increasing Internet speeds streaming has been considered as substitute for TV. Also people can download anything and everything shown on TV from internet. So internet is emerging as a major threat to TV. Recommended Strategies for a new Entrant 1. 2. 3. Introduce innovative Packages of channels according to different regions. Allow individual channel selection which most of the DTH providers dont allow. Reduce the Lock in period.(Minimum period for which a package must be continued

once it is activated) 4. 5. Introduce special offers for bulk purchases. Like Corporate Tie ups. Introduce more HD channels.

6. 7.

Introduce more foreign channels. Come up with different promotional strategy for rural and urban market as both have

different reasons for selecting DTH. 8. 9. Come up with different package structure for urban and rural market. Concentrate more on rural market as they have a huge untapped potential and are more

loyal than the urban market.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Research is a search for knowledge in common parlance. Research is an art of scientific investigation. It is a movement from the known to unknown. Curiosity is an essential natural feeling of every human being. Whenever the known fact confronts us, we try to find the meaning and causes of that fact. Inquisitiveness of human being is the mother of all knowledge and the method which he employs for obtaining the knowledge of whatever the unknown is called research. Types of Research On the basis of theoretical study a research has many types. All of these are distributed on the nature of research. Some of these are like Descriptive and Analytical Qualitative and Quantitative One time research Exploratory research

Scope of research Research is the backbone of any project carried. Methodology or ways to carry out a research is of vital importance. It determines the success of the project. Initially the topic to work upon was decided and based on which certainly Various DEALERS were taken as the target. The dealers and the staff members were interviewed discussing about their perception about the DTH market considering every player and most specifically about the Sun Direct DTH. Figures were also calculated as in number of Set-Top Boxes (STB) a dealer contains of other players including SUN STB . Also a mapping was done for the dealers that have already SUN STB .All the locations where the dealers were available were traced. Personal visit of the retail shops was done.

Methodology Data source in this study primary data and secondary data have been used. Secondary data have been collected from other sources like internet, companys journals and magazines.

Research approach Primary data have been collected through surveys. Data collection has been done through the use of structured questionnaire, personal interviews and observation. Sources of data: There are two types of data Primary data:

Primary Data are obtained by a study specifically designed to fulfil the data needs of the problems at hand. Such data are original in character and are generated in large number of surveys conducted mostly by government and also by some individuals, institutions and research bodies. For example, data obtained in a population census commissioner, ministry of home affairs are primary data. The primary data are collected by the questionnaire and survey. Personal interview with the retailers and dealers. Also trough observation. Secondary data:

Data which are not originally collected but rather obtained from published or unpublished sources are known as secondary data. For example, for the office of the registrar general and census commissioner, the data are primary whereas for all others, who use such data, they are secondary. The secondary data constitute the chef material on the basis of which statistical work is carried out in many investigations.

The secondary data are of two types internal and external records of the company are used as the point of the marketing research. This includes

information about the purpose of the research, its history, companys background, market share and competitors information. This type of informations was collected from the marketing departments, sales department and corporate cell for the marketing intelligence in the company. Sources from which the information was collected: From the companys journals and magazine. Personal visits to the retail shops and dealers. Information was also collected by the employees of SUN TV. Informations were also collected from the website www.sundirect.in. Previous records by dealers and retailers. Data given by Sun Direct DTH sales manager. Information collected from questionnaire and survey.

SAMPLING Sampling is the part of practice concerned with the selection of an unbiased or random subset of individual observation within a population of individual intended to yield some knowledge about the population of concern, especially for the purposes of making predictions based on statistical inference.

Types of sampling Simple random sampling

Sample Design: A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting item for the sample. Generally sample design of two types: (a) Probability Sampling (b) Non probability Sampling

(a) A probability sampling method is any method of sampling that utilizes some form of random selection. In order to have a random selection method, we must set up some process or procedures that assure that the different units in your population have equal probabilities of being chosen. (b) Non probability sampling does not involve random selection.

In this project Non probability sampling technique is used where there was no random selection of samples.

Sample Size: Convenient sampling method has been adopted for this project. Dealers and retailers of 6 area of PUNE city were interviewed. This includes 145 retail shops.

(a) Primary Data: The sample primary data was collected from surveys and questionnaire which was prepared. The owners and staffs of various retail shops were interviewed and data was collected. (b) Secondary Data: The data was also collected from Sun Direct DTH journals, magazines, previously collected information. Sun Direct website has also played an important role in collecting the information.

Sampling unit Sampling unit may be a geographical one such as city, district, state, and a particular area. In this study sampling unit was divided in 6 parts of the PUNE city region.

TYPE OF RESEARCH: In this type of project Exploratory type of research was used.

Observation as a method of collection of data Observation is a technique where the consumer behaviour is recorded, usually without his/her knowledge. According to definition it is clear that in this technique of data collection we basically observed which brand the customer prefers more either they are more inclined towards Tata Sky or any other competitor of Sun Direct DTH. Observation also helps a lot in order to understand the perception of dealers and retailers as well as end customers towards any specific brand of DTH.

Limitations of the Research: Mostly dealers were busy dealing with customers at their shops. Lack of appropriate atmosphere to answer question that requires their attention. Lack of information to those dealers who deals in many electronic products including DTH.

Researcher hardly gets enough chance to gather information that has not been asked in questionnaire. Pick hours were very hard for observation as it was very hectic to get ample chance to understand numerous customers and their feedbacks given to dealers.

Lack of interest of dealers also limits the research process. Ethics of being in an electronic market bound researcher not to disturb or collide with dealer during his dealings with customers makes research tough to undergo.

Disability of dealers to understand question of complex nature limits the research process. Most of the big dealers dont care much about the research as they think it as waste of time and irrelevant to the real business. Disability of researcher to make them understand the questions also limits research process.

SWOT ANALYSIS

STRENGTH Established organisation with second largest customer base in the industry. Large numbers of parent channel. Employee sustenance policy strongly helps them to grow gradually. Best quality of STB in the industry. Long term orientation to gain profit.

WEAKNESS Do not provide smooth service other than south India. Inadequate regional channels for customers outside south India. Almost negligible promotion for the branding. Number of employee is very less compared to other players.

OPPORTUNITIES They can give more stress on their Services and Advertisement.
They can come up with more regional channels outside south India.

They can focus on north Indian market as it has enough potential. They can focus on developing service of operator portability.

THREATS
Increasing number of local cable operator. Low price of local cable operators. Lack of competitive advantages as compared to the players like TATA SKY. Lack of effective and efficient service compared to others leads to lose customers. Players providing more HD channels are a serious threat.

DATA ANALYSIS AND INTERPRETATIONS

Q-1 Does the dealer sale Sun Direct DTH? Particulars YES NO Respondents 90 55

yes no

InterpretationSun direct has almost lowest market share in pune city market.

Q2- Number of Sun Direct STB dealer sales in a month? Particulars Respondents 25 60 50 45 More than 50 30 100 and above 10

25 50 more than 50 above 50

InterpretationMonthly average sale of STBs of sun direct is low in PUNE city compared to other players. Very few dealers has got satisfactory monthly average sale per month.

Q3- What drives dealers to purchase a Sun direct DTH STBs?

Particulars

Profit margin

Channel Packages 40

Service 20

Availability 55

Respondents 30

profit margin channel packages service availability

InterpretationAvailability is the major reason which drives dealers to purchase sun direct STBs, whereas other driving forces such as profit margin, channel packages and service have got comparatively week impact respectively.

Q4- Are the dealers satisfied by the service of Sun Direct DTH? Particulars Highly satisfied Satisfied 25 Partially satisfied 35 Not satisfied 65

Respondents 20

highly satisfied satisfied partialy satisfied not satisfied

Interpretation Data shows clearly that service provided by Sun Direct is not been able to satisfy most of the dealers.

Q5- What kind of service, dealers expect from Sun Direct DTH? Particulars Customer follow-up Fast installation Immediate solution of issues Respondents 60 30 55

customer follow up fast installation immediate solution of issues

InterpretationCustomer follow-up is the most expected service required by the dealers whereas majority of dealers also expect immediate response and fast installation as well.

Q6-What dealers prefer before placing order for STBs? Particulars Service Channel packages 35 Profit margin 60

Respondents 50

service channel package profit margin

Interpretation According to the data given it is clear that profit margin is the most important factor which the dealers consider before purchase of STBs. However service and channel packages provided also matters for majority of the dealers. . Q7-Does the availability of recharge voucher affects the sale of STBs? Particulars Yes No Respondents 105 40

yes no

Interpretation Data clearly depicts that availability of recharge voucher and other recharge options affects a lot on the sale of STBs.

Q8-Availability of Sun Direct recharge voucher in PUNE? Particulars Excellent Very good 30 Good 50 Poor 55

Respondents 10

excellent very good good poor

Interpretation Despite of mixed response mostly availability status of Sun Direct recharge voucher and other recharge options in PUNE city is considered as good.

Q9-Are the dealers satisfied with the channel packages of Sun Direct?

Particulars

Highly satisfied

Satisfied Respondents-40

Partially satisfied Respondents-35

Not satisfied Respondents-55

Respondents Respondents-15

highly satisfied satisfied partialy satisfied not satisfied

Interpretation From the data shown it is clear that response for the channel package given by the sun direct is mixed, i.e. most of the dealers are satisfied by the channel packages of sun direct.

Q10-Are the dealers satisfied with the profit margin given by the Sun Direct? Particulars Highly satisfied Satisfied 35 Partially satisfied 45 Not satisfied 60

Respondents 5

highly satisfied satisfied partialy satisfied not satisfied

Interpretation It clearly shown by the given data that most of the dealers are either partially satisfied or not satisfied by the given profit margin to the dealers. Although a good number of dealer are satisfied by the profit margin given.

INTERPRETATION OF THE DATA After the analysis of the above data collected the following interpretations were made: Market share of Sun direct is very low compared to other players. Various services required or expected by the dealers have not been fulfilled by the organisation. Availability of recharge voucher is not satisfactory in most of the reasons which affects a lot on sales of the STBs. There have been lots of issues related to late installation and poor activation process. Availability of the STBs is excellent for those dealers who have been selling adequate amount of STBs of sun direct. Monthly average sale of STBs of sun direct is also less in PUNE city compared to other players. Very few dealers has got satisfactory monthly average sale per month. Availability is the major reason which drives dealers to purchase sun direct STBs, whereas other driving forces such as profit margin, channel packages and service have got comparatively week impact respectively. Data shows clearly that service provided by Sun Direct is not been able to satisfy most of the dealers. Customer follow-up is the most expected service required by the dealers whereas majority of dealers also expect immediate response and fast installation as well. According to the data given it is clear that profit margin is the most important factor which the dealers consider before purchase of STBs. However service and channel packages provided also matters for majority of the dealers. Data clearly depicts that availability of recharge voucher and other recharge options affects a lot on the sale of STBs.

Despite of mixed response mostly availability status of Sun Direct recharge voucher and other recharge options in PUNE city is considered as good. From the data shown it is clear that response for the channel package given by the sun direct is mixed, i.e. most of the dealers are satisfied by the channel packages of sun direct.

It clearly shown by the given data that most of the dealers are either partially satisfied or not satisfied by the given profit margin to the dealers. Although a good number of dealer are satisfied by the profit margin given.

OBSERVATION AND FINDINGS

OBSERVATION AND FINDINGS

It has been found out that sun direct market share is comparatively low than others
players in the pune city market.

Still PUNE city has few area such as KHADKI, LOHEGAUN, YERWADA,
HADAPSAR has good sale of sun direct STBs compared to other players.

Outskirts and upcountry has more requirement of DTH where sun direct business is doing well enough among thither players sheer efforts.

Dealers perception has been into a change earlier it has been seen as a DTH
provider for south Indian region only.

It has been found that employee allotted to the PUNE district is low compared to
the other players of the market.

It has been observed that dealers perception regarding the service provided by the
company is very bad, though this has been into a change among those dealers who have been into sufficient amount of sale.

Few big dealers are yet to be captured in order to sale sun direct STBs. It has been found that few dealers were selling sun direct STBs earlier but now
because of few issues related to service they are not interested to sale again because of their bad experience .

It has been found that there were few retailers only interested in selling recharge
voucher instead of selling of STBs too.

It has been observed that as the price for the end customer by sun direct is always
lowest, that drives dealers to promote the sale of STBs of sun direct.

SUGGESTIONS

With the study of the facts and figures in the project and research done in the market to study and understand perception and satisfaction of DTH dealers in PUNE city, here is some of the suggestions which I would like to present to the company which in my views will enhance the market share of company in the respective market and will be helpful to develop a better perception among the dealers about products and services that has been offered by the company, and will also be needful to satisfy the dealers.

Sun Direct should focus mostly on service and technical support provided to the existing as well as new subscribers. Sun Direct should give a competitive profit margin to dealers in order to satisfy them. Sun direct should focus more on promotional activities in order create awareness among the existing and prospective customer. Regular visit of sales manager to almost every dealer will also help and boost the dealers perception about organisation. Availability of recharge vouchers must be adequate too in order to sustain into the stiff competitive market. Organisation also required hiring more sales man in order to compete with the other players which have comparatively more sales man in their organisation in PUNE.

CONCLUSION
With this the researcher comes to the conclusion part of the research report. It was a wonderful experience for the researcher of working on the topic selected by him. Collection of data was not an easy task. As the nature of DTH market is of sheer competition. Taking up the challenge was very challenging and interesting. From analysis and interpretation and findings it is