Presented By

Hrushikesh

Jibin

Divya

Ananth

Nagendra

Sameer

DOORDARSHAN

CONTENTS :

History Life Period Market Share Reason For Poor performance Viewer Attrition Competition and Comparison SWOT analysis Case studies

HISTORY

LIFE PERIOD OF DOORDARSHAN!!!

GROWTH STAGE (Golden Era)

Maturity Stage(competitor’s Threats)

Declining Stage

DECLINING VIEWERSHIP

1994 1995 1996 1997 1998 1999 2000

0

10

20

30

40

50

60

70

80

90

%DD%SATELLITE

% SHARE

MARKET SHARE :

Tough time in 1990 era Sagging revenue and market share

YEAR Revenue (Rs bn)

Growth over previous year

(%)

1995-96 4.3 8.1

1996-97 5.72 33.2

1997-98 4.90 -14.3

1998-99 3.99 -18.5

1999-00 6.10 52.8

REASONS FOR POOR PERFORMANCE OF DD:

Multiple responsibilities Political interference and corruption Tough competitors Failed in revenue generation Pricing for ads Marketing

Financial Targets/Achievements of

Doordarshan in India (2007-2008 to 2010-2011-upto Sept. 2010)

(Rs. in Crore)Year Expenditure2007-08 207.612008-09 142.182009-10 90.16

VIEWERS ATTRITION :

Unattractive programs No innovation Non focused goal Failed in optimum utilization of

resources Failed to provide entertainment Adopt in trend

DEMAND FOR CABLE TV:

Year No . Of households with cable TV in Mn

1992 1.2

1993 3.3

1994 11.8

1995 15

1996 18

1999 22

2000 30Table 1

SWOT ANALYSIS

S – Strength More than 1000 transmitters. Covering 90% of population across 70 million homes against

only 30 million home by C & S. More than 20,000 employees.

W – Weakness Rigid pricing strategy. Low credibility with certain sections of society. Quality of program’s is not as good as compared to C & S

network

CONTD………

O – Opportunities Infrastructure can be leased out to cable and satellite channel. Digital terrestrial transmission. Regional focused channels. Allotment of time, slots to other broadcasters.

T – Threats Desertion of advertisers and producers may result in loss of revenues. Due to quality of program the reach of C & S network is continuously

expanding. As the C & S network need the trained staff, some employees of DD may

switchover and take new jobs. Best of the market-technology is being used by the private channels.

COMPARISON BETWEEN STAR,ZEE AND DD STAR and ZEE DOORDARSHAN

• Diversified Segements• Thought beyond Hindi• Wall –to –wall Marketing Campaign• Aggressive Promotion Approach• launching programmes relatableto all generations• Advertisement of programmes by print media• Digitalization

• Comparitively less diversification• Only 22 languages• No Significant change• No Advertising• Unable to target

• No aggressive Advertisements for Programmes• Old technology

CASE STUDY:

Doordarshan Business Model Sell half Hour Slots to Private Producers 780 Seconds of Commercial Time Beyond 20 episodes, different tariff slab Revenue growth declined

In 1992, Government opened Air waves for Private Players DD felt the heat of competition Revenue was very less

PROBLEMS FACED BY DOORDARSHAN: DD was plagued by multiple problems, which

found their roots in the mismanagement of affairs. In 1992 , when the Government opened airwaves to

private players like cable & satellite channels, DD faced the sever competition from them.

Due to the poor TVRs of the DD programmes companies did not give any advertisement in them, except only some FMCG product companies.

Private channels had their own marketing teams, where DD had 56 different producers but no marketing team.

PROBLEMS FACED BY DOORDARSHAN: DD has lost its identity due to conflict

that-is it a public broadcaster or a commercial entity?

Political interference & corruption were another reason for DD’s poor performance.

DD news lost its viewers to Star News & ZEE News.

The question of Privatization raised.

PROBABLE SOLUTIONS

Change in the Rigid Tariff is required and their business model

A Separate Marketing Team Required Try to Outsource the areas where the

utilization of resources is not optimum Innovation should be put in Improve the Brand Image and Logo