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Global Group of Institutions (GGI), Lucknow

Faculty of Management A Summer Training Report

On

THE READER ANALYSIS OF THE WEEK

MAGAZINE IN LUCKNOW

SUBMITTED FOR PARTIAL FULFILLMENT FOR AWARD OF

Master of Business Administration Degree

SUBMITTED TO SUBMITTED BY

Mr. Hemendra Sharma Arjun

Dean Roll no. 1173870005

Faculty Of Management

GAUTAM BUDHH TECHNICAL UNIVERSITY,

LUCKNOW, INDIA

2012-2013

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ACKNOWLEDGEMENT

Preparing a project of this nature, is a arduous task and I was fortune enough to get support from

a number of people to whom I shall always remain grateful for helping me in completing this

project within the stipulated time limit.

I take the opportunity to express my deep sense of gratitude towards my research guide Mr.

Sanjeev Sharma (Sales manager , Malayalaya manorama co.Ltd.) for giving me due freedom

of decision making and at the same time strictly adhering to high quality of my work. I would

also wish to acknowledge my friends for their moral support, encouragement and patience

throughout the course of this project.

I would like to express my gratitude to all these persons and to all the respondents for their

patience throughout the numerous discussions I have had with them during the course of this

project.

Arjun

(MBA III rd

SEM)

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DECLARATION

I, Arjun hereby declare that I have carried out my project in title ―The reader analysis of the

WEEK magazine in Lucknow‖

I further declare that this is my original work and no part of this report has been published or

submitted to anybody or University for award of Degree/Diploma.

Arjun

ROLL NO. – 1173870005

M.B.A.IIIrd sem

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PREFACE

The present study is undertaken to understand the “The reader analysis of the WEEK

magazine in Lucknow” in India & the views of customers on that. It is done under the guidance

of Global group of Institutions Lucknow. The study was done to find out the “The reader

analysis of the WEEK magazine in Lucknow” and to know the customer‘s perception towards

THE WEEK this survey was done in Lucknow city. The data was processed using computer

aided tools such as MS-EXCEL, SPSS frequency tables were used for analysis, the study was

conducted from duration of summer training i.e., for a period of one month in the city of

Lucknow.

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TABLE OF CONTENTS

S.NO PARTICULAR PAGE NO.

1 INTRODUCTION 7-20

2 INTRODUCTION TO THE INDUSTRY 21-25

3 PRODUCT PROFILE 26-39

4 STAGE IN MANAGEMENT OF MARKETING 40-41

5 IMPORTANCE OF MANAGEMENT IN MAGAZINE

INDUSTRY

42-46

6 RESEARCH METHODOLOGY 47-50

7 ANALYSIS & INTERPRETATION 51-62

8 FACTS & FINDINGS 63-64

9 SWOT ANALYSIS 65-68

10 RECOMMENDATION & SUGGESTIONS 69-73

11 CONCLUSION 74-75

12 APPENDIX 76-79

13 BIBLIOGRAPHY 80-81

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INTRODUCTION

The Global Media System

Prior to the eighties and nineties, national media system was typified by domestically owned

radio, television and Magazine industries. There was major import markets for films, TV shows,

music and books, and these markets tended to be dominated by U.S. based firms .but local

commercial interests, sometimes combined with a state-affiliated broad- casting service,

predominated within the media system. All of this is changing rapidly .Whereas previously

media system was primarily national, in the past few years a global commercial-media market

has emerged. To grasp media today and in the future, one must start with understanding the

global system and then factor in differences at the national and local levels .Today media

industries is regarded as one of the most oligopolistic in the world.

This global oligopoly has two distinct but related facets. First, it means the dominant firms-

nearly all U.S. based –are moving across the planet at breakneck speed. The point is to capitalize

on the potential for growth abroad-and not get outflanked by competitors –since the U.S. market

is well developed and only permits incremental expansion. The dominant media firms

increasingly view themselves as global entities. Second, convergence and consolidation are the

order of the day. Specific media industries are becoming more concentrated, and the dominant

players in each media industries are becoming more and more concentrated and the dominant

players in each media industry increasingly are subsidiaries of huge global media conglomerates.

For one small example, the U.S. market for educational publishing is now controlled by four

firms, whereas it had two dozen viable players as recently as 1980. The level of mergers and

acquisitions is breathtaking. In the first half of 2000, the volume of merger deals in global media,

Internet, and telecommunication totaled $ 300 billion triple the figure for the first six months of

1999, and exponentially higher than the figure from ten years earlier. The logic guiding media

firms in all of this is clear: get very big very quickly, or get swallowed up by someone else. This

is similar to trends taking place in many other industries.

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But in few industries has the level of concentration been as stunning as in media. In the short

order, the global media market has come to be dominated by seven multinational corporations:

Disney, AOL-Time Warner, Sony, News Corporation, Viacom, vivendi and Bertelsmann. None

of these companies as recently as fifteen years ago; today nearly all of them will rank among the

largest 300 non-financial firms in the world for 2001. Of the seven, only three are truly U.S.

firms, through all of them have core operation there. Between them, these seven companies own

the major U.S. film studios; all but one of the U.S. television networks; the few companies that

control 80-85 percent of the global music market; the preponderance of satellite broadcasting

worldwide; a significant percentage of book publishing and commercial magazine publishing; all

or part of most of the commercial cable TV channels in the U.S. and worldwide; a significant

portion of European terrestrial ( traditional over-the- air) television; and By nearly all accounts,

the level of concentration is only going to increase in the near future. Rupert Murdoch‘s News

Corporation may be the most aggressive global trailblazer, although cases could be made for

Sony, Bertelsmann, or AOL-Time Warner. Murdoch has satellite TV services that run from Asia

to Europe to Latin America. His Star TV dominates in Asia with thirty channels in seven

languages. News Corporation‘s TV service for China, phoenix TV, in which it has a 45 percent

stake, now reaches forty-five million homes there and has had an 80 percent increase in

advertising revenues in the past year. And this barely begins to describe News Corporation‘s

entire portfolio of assets: twentieth Century Fox films, Fox TV network, HarperCollins

publishers, TV station, cable TV channels, magazines over 130 Magazine, and professional sport

teams. Why has this taken place? The conventional explanation is technology; i.e. radical

improvement in communication technology makes global media empires feasible and lucrative

in a manner unthinkable in the past. This is similar to the technological explanation for

globalization writ large. But this is only a partial explanation, at best. The real motor force has

been the incessant pursuit for profit that marks capitalism, which has applied pressure for a shift

to neoliberal deregulation.

Once the national deregulation of the media began in major nations like the united state and

Britain, it was followed by global measures like the North America Free Trade Agreement and

the formation of the World Trade Organization, all designed to clear the ground for investment

and sales by multinational corporation in regional and global market .this has lay foundation for

the creation of the media system, dominated by the aforementioned conglomerates. Now in

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place, the system has its own logic. Firms must become larger and diversified to reduce risk and

enhance profit making opportunities, and they must straddle the globe so as to never be

outflanked by competitors .this is a market that some anticipate having trillions of dollars in

annual revenues within a decade. if that is to be the case ,those companies that sit atop the field

may someday rank among the two or three dozen largest in the world .The development of the

global media system has not been unopposed. While media conglomerates press for policies to

facilities their domination of the markets throughout the world, strong traditions of protection for

domestic media and cultural industries persist. Nations ranging from Norway, Denmark and

Spain to Mexico, South Korea keep their small domestic firm production industries alive with

government subsidies. In the summer of 1998, culture ministries from 20th

nations, including

Brazil, Mexico, Sweden, Italy, and Ivory Coast, meet in Ottawa to discuss how they could ―build

some ground rules‖ to protect their cultural fare from ―the Hollywood juggernaut‖. Their main

recommendation was to keep culture out of the control of the WTO. A similar 1998 gathering

sponsored by the United Nation in Stockholm, recommended that culture be granted special

exemptions in the global trade deals. Nevertheless, the trend is clearly in the direction of the

opening markets.

Proponents of the neoliberlisem in every country argue cultural trade barriers and regulation

harm consumers, and that subsidies inhibits the ability of the nations to devolve their own

competitive media firms. There are often strong commercial media lobbies within nations that

perceive they have more to gain by opening up their borders than by maintaining trade barriers.

If the WTO is explicitly a pro-commercial organization, the international telecommunication

union(ITU),the global regulatory body for telecommunication, has only become one after a long

march from it traditional commitment to public service values. The European Commission (EC),

the executive arm of the European Union, also finds itself in the middle of what controversy

exists concerning media policy, and it has considerably more power than ITU. On the one hand,

the EC is committed to building powerful pan-European media giants that can go toe-to-toe with

the U.S. based giants. On the other hand, it is committed to maintaining some semblance of

competitive markets, so it occasionally rejects proposed media mergers as being anti-

competitive. Yet, as a quasi democratic institution, the EU is subject to some popular pressure

that is unsympathetic to commercial interests. As Sweden assumed the rotating chair of the EU

in 2001, the Swedes began pushing to have their domestic ban on TV advertising to children

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made into the law for all EU nations. If this occurs it will be the most radical attempt yet to limit

the prerogatives of the corporate media giants that dominate commercial children‘s television.

Perhaps the way to understand, how closely the global . Commercial media system is linked to

the neoliberal global capitalist economy is to consider the role of advertising. Advertising is a

business expense incurred by the largest firms in the economy. The commercial media system is

the necessary transmission belt for business to market their wares across the world; indeed

globalization as we know it could not exist without it. A whopping three quarters of global

spending on advertising ends up in the pockets of a more twenty media companies. Ad spending

has grown by leaps and bounds in the past decade, as TV has been opened to commercial

exploitation, and is growing at more than twice the rate of GDP growth. Latin American ad

spending, for example, is expected to increase by nearly by 8 percent in both 2000 and 2001. The

coordinators of this $350 billion industry are five or six super ad agency owning companies that

have emerged in the past decade to dominate totally the global trade. The consolidation in the

global advertising industry is just as pronounced as that in global media, and the two related.

―Mega-agencies are in a wonderful position to handle the business of the mega clients,‖ one ad

executive notes. It is ―absolutely necessary for agencies to consolidate. Big is the mantra. So big

it must be,‖ another executive stated.

There are a few other points to make to put the global media system in proper perspective. The

global media market is rounded out by a second tier of six or seven dozen firms that are national

or regional powerhouses, or that control niche market, like business or trade publishing. Between

one third and rest are from western Europe and Japan. Many national and regional conglomerates

have been established on the backs of publishing or television empires.

Together, the seventy or eighty first and second tier giant controls much of the world‘s media:

book magazine and Magazine publishing; music recording; TV production; and motion picture

theaters. The end result of all activities by second tier media firms may well be the eventual

creation of one or two more giant, and it almost certainly means the number of viable media

players in the system will continues to plummet, some new second tier firms will probably be

further upheaval among the ranks of the first tier media giant.

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The global media system is only partially competitive in any meaningful economics sense of the

term. When Varity compiled its list of the fifty largest global media firms for 1997, it observed

that ―merger mania‖ and cross-ownership had ―resulted in a complex web of interrelationship‖

that will ―make you dizzy‖.

This point cannot be overemphasized. in the competitive market, in theory, numerous producers

work their tails off largely oblivious to each as they sell what they produce at the market price,

over which they have no control. At a certain level, it is true these firms compete vigorously in

an oligopolistic manner. But they all struggle to minimize the effect of competition. Today‘s

media firms are called ―co respective‘ competitors typical of situations with high level of

monopolization rather than classical competitors in an anonymous dog-eat-dog world as assumed

in much of economics theory. The leading CEOs are all on a first name basis and they regularly

converse. Even those on unfriendly terms, like Murdoch and AOL-Time Warner‘s Ted Turner

understand they have to work together for the ―greater good.‘‘ As the head of Venezuela‘s huge

Cisneros group, which is locked in combat over Latin American satellite TV with News

Corporation, explains about Murdoch, ―we‘re friends. We‘re always talking.‘‘ Moreover, all the

first and second tier media firms are connected through their Reliance upon a few investment

banks like Morgan Stanley and Goldman Sachs that quarterback most of the huge media

mergers. Those two banks alone put together fifty two media and telecom deals valued at $433

billion in the first quarter of 2000, and 138 deals worth $433 billion in all of 1999.

The internet is increasingly becoming a part of our media and telecommunication systems, and a

genuine technological convergence is taking place. Accordingly, there has been a wave of

Mergers between traditional media and telecom firms, and by each of these with internet and

computer firms. Already companies like Microsoft, AOL, AT&T and Telefonica have become

media player in their own right. It is possible that the globel media system is in the process of

conversing with the telecommunications and computer industries to form an integrated global

communication system, where anywhere from a six to a dozen super companies will rule the

roost. The nation that the internet would ―set us free‖, and permit anyone to communicate

effectively, hence undermining the monopoly power of the corporate media giant, has not

transpired. Although the internet offers extraordinary promise in many regards, it alone cannot

slay the power of the media giants. Indeed, no commercially viable media contact site has been

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launched on the internet, and it would be difficult to find an investor willing to bankroll any

additional attempts. To the extent the internet becomes part of the commercially viable media

system, it looks to be under the thumbs of the usual corporate

Indian media in the age of globalization:

The commercialization of the electronic media was given a boost as globalization hit India,

bringing about the transformation on Indian television in the early 1990s, accelerated by the

combined impact of new communication technologies and the opening up of global markets.

Economic liberalization, deregulation and privatization contributed to the expansion of Indian

media corporations, facilitated by joint ventures with international media conglomerates. Such

developments revolutionized broadcasting in what used to be a heavily protected media market,

certainly the most regulated among the world‘s democracies. Gradual deregulation and

privatization of television has transformed the media landscape, evident in the exponential

growth in the number of television channels- from Doordarshan the sole state-controlled channel

in 1991 to more then 70 in 2000.out of these, in 19 are in Hindi or English and therefore national

in reach, while others cater to regional audiences in their own languages.

The privatization of broadcasting made many western transnational media players enter the

‗emerging market‘ of India-potentially one of the world‘s biggest English-language television

market. With a huge middle class-estimated between 200-300 million-with aspiration to a

western life style and a well developed national satellite network linking the vast country, their

task does not appear to be too demanding. Sectors of the economy, such as information

technology, have demonstrated exceptional growth in the past decade.

This has stimulated change in the broadcasting industry, benefiting also from a fast-growing

advertising sector, making the Indian television market attractive for transnational broadcasters.

The entry of global media conglomerates into India opened up a new visual world for Indian

audiences, first through the live coverage of the 1990-91 gulf crises by the cable news network

and later through Hong Kong based Star (satellite television Asian Region) TV, part of Rupert

Murdoch‘s news corporation. Star‘s five-channels satellite service in English (Plus, Prime

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Sports, Channel V, the BBC World and Movie), originated in 1991, become a major hit with the

English-fluent urban elite and the advertisers, who saw in these channels a way to reach India‘s

affluent middle class.

Buoyed by advertising revenues, cable and satellite television increased substantially from 1992,

when only 1.2 million homes received it. By 1999, India had 24 million cable TV homes,

receiving programmers from major transnational players- notably CNN, Disney, CNBC, MTV,

Star, Sony Entertainment television and BBC-and from scores oft Indian channels. After an

initial infatuation with western English-language programming, noted for its liberal attitudes to

sexual subjects, hitherto a taboo on Indain airways. It became apparent that the Indian audience

preferd television in their own languages, promoting global media companies to adapt their

programming strategies to suit the local marketers. Star strted the process of hybridization when

realized that it‘s mainly US-originated programming was being viewed by small unit of urban

elite. It therefore started adding Hindi sub-title to Holly wood films and dubbing popular US

soaps into Hindi. In 1996, Star India specific channel, Star Plus, began locally made

programmers in English and Hindi.

The sheer logic of market pressure- localizing the products to reach a wider consumer base and

increase advertising revenues, was at the heart of this localization strategy.

Western-owned or inspired tele vision encouraged mixing of English and Hindi and the

evolution of a hybrid media language-―Hinglish‖. The emergence of a mixed media idiom,

characterized by the growth of Hinglish, has dominated by the burgeoned mass media as the

language of the youth of a ‗libersied‘ and ‗modern‘ India. While a form of Hinglish had been in

existence in urban north India for decades, it was popularized by Zee TV, India‘s first domestic,

Hindi language private television, lunched I 1992.

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Globalization of Indian Media:

The emergence of network such as Zee raises interesting question. It is indisputable that the

proliferation of satellite and cable television channels, made possible with digital technology and

growing availability of communication satellites, has contributed to the increasing diversity of

the global cultural landscape. The role of television in the constriction of social and cultural

identities is more problematic in the age of globalization than in the area of a single national

broadcaster and a shared public space, such as characterized television in most countries in the

post-war years. Though national broadcaster continue to be important in most countries and still

receive the highest audience shares, the availability of a multiplicity of television era, a viewer

can have simulators access to a verity of local, regional, national and international channels, thus

being able to engage in different levels of mediated discourses.

A clear analysis of the complex process of international cultural flow reveals that the traffic is

not just one way, from north to south, even though it is overly weighed in the favors of the

former. Evidence show that new transborder television network are appearing, with some flow

from the periphery to the metropolitan centers of the media and communication corporations.

The extension of satellite footprints and the growth of DTH broadcasting have enabled network

such as Zee to operate in an increasingly global environment , feeding into and developing what

has been called as he emergent ‗diasporas public spheres‘.(Appadurai,1996)

The deregulation of broadcasting, which has been a catalyst for the extension of private

television networks, has also made it possible for private satellite broadcasters to aim beyond the

borders of the country where they are based- unlike state broadcaster who have traditionally seen

their role in terms of the nation state. Apart from the major powers, whose broadcasting has had

an international dimension, most public broadcasters, particularly in the south, saw their

audience as a domestic one. By contrast the private channels, primarily interested in markets and

advertising revenues, had a more liberal media agenda. This basic difference between state-

centric and market-oriented broadcasters into the lucrative northern markets, conglomerates has

given them the technical and managerial support to operate as a transnational channel.

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Globalization and the advent of satellite television ensured that the migrant communities of

South Asians in the middle East, Europe and North America became a new target as audiences

and consumers .(Jacka and Ray,1996) Zee was among the first to recognize the potential of

overseas markets for its programming. In its zeal to rope in pan-India audiences scattered

through the world, Zee developed a new idiom which by virtue of sheer reach of the medium

contributed to making Indian television available internationally. After Star TV purchased 50 per

cent of Asia Today (the Hong Kong based broadcaster of the Zee TV) in 1993, it became Zee‘s

partner in India and beyond. Facilitating their 1992 launch in the Middle East, Zee TV entered

the lucrative British market in 1995, when it bought TV Asia, already established in the UK. By

2000, Zee was available on the sky network and claimed to have one million subscribers in the

UK continental Europe. It became one of the Hindi and four channels to go digital in the UK,

offering programming in Hindi, Urdu, Gujarati and Punjabi. Having acquired a base in the UK,

Zee expanded into mainland Europe and is also very popular in Africa –based platforms

operators, multi choice.

Today, Zee claims to be the world‘s largest Asian television network, covering Asia, Europe, US

and Africa and catering to the Indian Diaspora. In Asia where it boasts a total viewer ship of 180

million, the networking spans morethan4 countries and offers round-the-clock programming on

four channels-Zees TV, Zee cinema, Zee India and Music Asia. Having reached more than 23

million homes in the Indian sub continent and United Arab Emirates, Zee strategy is to expand

its operations in the lucrative north America market.

In recent years India has witnessed extraordinary growth and overseas success in computer

software and cinema exports, making it a global force to be reckoned with. (Power and

mazumdar, 2000) A recent report on the Indian entertainment business prepared for the

federation of Indian entertainment industry, currently valued at Rs. 154 billion ,will grow to

nearly Rs. 600 billon by 2005.according to the report, Indian films exports, worth Rs. 4.5 billon

in 1999, are estimated to rise to nearly Rs. 120 billion by 2005 ; the Indian music market,

currently pegged at Rs. 12.5 billon, is projects to touch Rs. 22 billon, and TV software revenues

are expected to soar from the present Rs. 12 billon to Rs. 90 billion in 2005.(Shedde,2000)

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The unprecedented expansion of television in the 1990s has also been a boost for the movie

industry, as many first dedicate film-based pay-channels haves emerged. In June 2000, the first

first international Indian film awards, billed as the ―Bollwood Oscars‖ ceremony from London‘s

millennium done, was broadcast millennium Dome, was broadcast to more than 122 countries

reaching 600 million viewers. It brought together along with Indian film and music stars US

Oscar winner Angelina Joile, Chinse star Jackie Chan and Australian pop singer Kylie Minoge.

(The times of India, 2000) However, the increasingly international orientation of television

seems to have excluded the majority of Indian people (the poor, especially those living in the

countryside) who are remarkably absent from programmers on channels such as Zee. According

to a 1998survey, less than two per cent of Zee viewers live in rural areas. (Satellite &Cable TV,

1999) a socially relevant television agenda, therefore, does not fit well with the private television

networks, which appear to be interested only in the demographically desirable urban middle class

or the NRI‘s with the disposable income to purchase the products advertised on such channels.

Given these constraints a development-oriented television remains largely under-explored,

primarily because it does not interest advertisers. It is ironic that the country that pioneered the

use of space technology for education, with the satellite instructional television Experimental

(SITE) of 1975-76, which brought TV to the poorest villages the most inaccessible area, and

where 40 per cent of the population is still illiterate- according to the United Nation, 30 per cent

of all Indian children aged six to 14 years, about 59 million children, do not attend school-has

ignored the educational potential of television.

Though Doordarshan receives substantial support from the government, which extended its reach

and added new channels (in 2000. it had 21 channels), it is under pressure to provide

entertainment as well as education. One result of such competition is the ideological shift in

television cultural from public service to profit oriented programming. The growing

commoditization of information and the trend towards western inspired entertainment can affect

the public service role of television, whose egalitarians potential remains hugely under-explored

in India.

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As television ids driven by the rating wars and advertising demand for consumers, and given that

visual can be a powerful instrument for propagating dominant ideology, the electronic media can

play a key role in creation of a marketplace in which their corporate clients can consolidate and

expand. Rather then toeing the government line as used to be the case with state broadcasters, are

networks such as Zee instead promoting a corporate worldview?

Internationally, despite a counter flow of cultural products, as exemplified by networks such as

Zee, US –led western media domination has not diminished. There is a temptation to valorize

such a flow, suggesting it may have the potential to develop counter-hegemonic channels at a

global level. Indeed, as seen in the case of Zee the network has been modeled after transnational

corporation as a market-driven organization for whom the most important consideration is to

make a profit. Therefore, it can be safely said that the emergence of regional players contributing

to a ‗decent red‘ media and cultural imperialisms is not likely to have a significant impact on

western hegemony within global media cultures.

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Current Scenario:

According to a recent survey made by MPA an ITV, India is the third largest TV market in the

world with 109 million television homes and 61 million cable TV homes. It is also the fastest

growing cable TV market in Asia with industry turnover growing at an average annual rate of

18n per cent to approach $5 billion in 2012. According to a detail opening presentation made by

MPA and ITV, India is the third largest TV market in the world with 109 million television

homes and 61 million cable TV homes. It is also the fastest growing cable TV market in Asia

with industry turnover growing at an average annual rate of 18n per cent to approach $5 billion

in 2012.

Yet, while consumptions of programming (both niche and mass ) remain robust, the television –

driven media economy has room for much greater expansion with TV industry turnover

representing only 0.46 per cent of national GDP while TV advertising spend represents only 0.17

per cent of GDP, trailing major regional consumer media markets such as China (0.23 per cent)

and Korea(0.34). Content providers are scaling up well in terms of turn over worth the latest

annualized fiscals showing the ―Big Three‖ (Zee, Star, and Sony), With aggregated consolidated

turnover in excess of $830 million (Zee leading with $309million, a narrowly followed by Star

with 302 million), though China‘s leading broadcaster CCTV outstrips this alone with its FY

2004 turnover coming in just below $970 million. The concern is the lack of major cash

generative and consolidated distribution company – average turnover for Indian multi system

operators (Siti cable, Hathway, in cable runs at about $30 million per annum while Korean and

Chinese multi system operators with comparable ARUPs typically average $100 million to $200

million per annum‘s profit leakage in the distribution chain remains rife and Indian MSOs are

hurting bad-broadcasters are keeping things at bay with $270 million in fees per annum while

LCOs retain a hefty $1.5 billion a year.

Critical to the future is both regulation- gradually progressive in certain areas (DTH licensing

FDI and FII norms) and potentially harmful in others (anti-siphoning, content censorship, rate

regulation and must provide) and competition, which will increase as the distribution of TV

channels over cable, satellite and broadband networks be gain to accelerate, driven by continued

investment programming and greater investment in delivery infrastructure.

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Such a process will help unlock value for all industry stakeholders and push the market towards

digital led addressability. while programming investment continue apace to the approximately

$350 million -$450 million per annum, the first wave of investment in digtal pay TV distribution

has begun with $500 million sbeing invested into the distribution of pay TV channels and

interactive service over DTH satellite ; cable and telephone infrastructure ,led by major group

such as Zee Teleflims , Tatas ,News Corp., Reliance , Sun Media,Prasar Bharti , Atlas , the

Rahejes and Hindujas TM.

The current market capitalization of media companies is around $3-$3.5 billion and could scale

up to $20 billion by 2010. Profits in the TV industry, currently running at $350 million, in

aggregate, could also scale up exponentially-current cash flow is growing at about 17 per cent

annum.

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INTRODUCTION TO THE INDUSTRY

INDUSTRY PROFILE

History of magazines and magazines

Before the invention of magazines in the early 17th century, official government bulletins were

circulated at times in some centralized empires. The earliest magazine date to 17th century

Europe when printed periodicals began rapidly to replace the practice of hand-writing

newssheets. The emergence of the new media branch has to be seen in close connection with the

simultaneous spread of the printing press from which the publishing press derives it name.

Magazines

The term magazine became common in the seventeenth century, however in Germany,

publications that we would today consider to be magazine publications, were appearing as early

as the sixteenth century. They were discernibly magazines for the following reasons: they were

printed, dated, appeared at regular and frequent publication intervals, and included a variety of

news items (unlike single item news mentioned above). The first magazine however was said to

be the Strasbourg Relation, in the early seventeenth century. German magazines, like avisis,

were organized by the location from which they came, and by date. They differed from avisis in

the following manners: they employed a distinct and highly illustrated title page, and they

applied an overall date to each issue.

The first English-language magazine was published in Amsterdam in 1620.A year and a half

later, Corante, or weekly news from Italy, Germany, Hungary, Poland, Bohemia, France and the

Low Countreys. Was published in England by an "N.B."(Generally thought to be either

Nathaniel Butter or Nicholas Bourne) and Thomas Archer.

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The first magazine in France was published in 1631, La Gazette (originally published as Gazette

de France).

The first magazine in Portugal, A Gazeta da Restaurcao, was published in 1641 in Lisbon. The

first Spanish magazine, Gaceta de Madrid, was published in 1661.

English Magazines in Indian subcontinent

A British man William Bolts in 1766 offered the first ever paper to his fellow countrymen in

Calcutta and helped them establish a printing press. Since he was against the East India

Company Government, so after two years of establishing his press he was sent back to England

by the Company. He published a book of 500 pages which carried details of corruption in East

India Company and hardships faced by Indian people.

In 1780 another man named James Augustus Hickey published a magazine with the name of

Bengal Gazette/General Calcutta Adviser. The size of that paper was 12"x8" with only 4 pages.

Hickey too was against the Company Government and published internal news of the employees

of the Company. Soon the Government withdrew the postage facility for his paper as a fallout of

a news against them. Hickey still managed to deliver his paper by appointing 20 men for

delivering it. Once he published a news against the Chief Missionary of the Main Church, Jan

Zakariya. Jan complained to the Government for that fake news and filed a defamation petition

against Hickey. Hickey was fined Rs 500 and awarded 4 months imprisonment. After that he was

fined again which resulted in the death of the paper. In November 1781 another magazine with

name of ―India Gazette” was also introduced which was pro Government and against Hickey.

25

Indian magazine industry

Indian Magazines industry is worth of US$ 2.85 billion. This industry is projected to grow from

its present size to around US$ 5.04 billion by 2012. The Display advertising component of the

Magazine market in India for calendar year 2012 was valued at Rs.9,290 cr.

Worldwide magazines circulation has risen to 540 million copies a day in 2008 despite a

downturn in the global economy. Global magazine circulation Lucknoweased by 1.3 per cent in

2009 to almost 540 million daily sales. This represents an Lucknowease of 8.8 per cent over the

past five years.

26

PRODUCT PROFILE

27

CCoovveerr PPaaggee ooff TThhee WWeeeekk MMaaggaazziinnee

28

PRODUCT PROFILE

The Week is the country's most respected business daily, being the first choice of serious

business readers. The magazine believes in free, fair and independent journalism and strives to

inculcate these values in its editorial staff. The journalism practiced by The Week lays equal

stress on quality, credibility and accuracy.

1. First page consist of the headlines, news of the last day. On the top of the page, there is a

line, which indicates the volume number, publishing centers from where this magazine is

being printed.

2. Below that line there is the header ―The Week‖ in association with Financial Times of

London.

3. On left side of the whole page there are certain columns like In Brief, Market watch and

opinion poll.

4. On the bottom right corner of the page there is a sole add generally.

5. Second and third pages consist of the news related to the Economy.

6. There is a separate page for International news and State news.

7. Tenth and Eleventh page generally consist of Issues & Insights and Opinion respectively.

Next is the back page.

8. After back page, a different section called Money and Markets comes which contains all

the news related to currency, daily stock market fluctuation and also about the

commodity market. This section is completely made for money and markets only, to give

the detailed news of each and every factor.

9. After this section a different supplement comes named Accent South.(This name varies

city to city like in Mumbai and Gujarat it is named as Accent West)

10. Apart from the daily magazine, some supplement comes along with the magazine,

Supplements like Smart Investor (weekly), The Strategist (weekly), and Weekender.

11. On every first Friday of the month, one magazine named ―Open Sky‖ comes which gives

complete information about aviation industries.

12. Some annual magazines are also provided with the magazine which are distributed free

of cost along with the magazine to the customer.

29

VALUE ADD-ONS FOR READERS

Weekly supplements:

1. Smart Investor (Monday)- serves as an investment guide

2. Strategist (Tuesday) – covers issues around management & marketing

3. Weekend (Saturday) – feature on lifestyle, personalities and also has a page devoted to

Motoring.

The Week is the only Business magazine which gives 1 magazines free every month. ( with

subscription offer)

1. Motoring - A complete Car & Bike magazine.

Annual magazines and reports

1. The Fund Manager - Covers the high points and performances of Mutual Funds.

2. The Billionaire Club – Listing of India‘s richest businessmen and executives.

3. Banking Annual – Performances of the banking sector.

4. BS 1000 – A guide to India‘s top 1000 companies

30

BS-200

The Week stock pages introduced for the first time Stock Calculus and Rating for Improving

Portfolio (SCRIP) on the top 200 shares ranked on the basis of the combined turnover of the

Bombay stock Exchange (BSE) and National Stock Exchange (NSE). These 200 stocks, ranked

on a monthly basis account for 90-95 percent of the total volume of the shares, value and trade

on the two bourses.

Routine information on other stocks, such as the previous session‘s close, the day‘s close and

volume are given separately. The SCRIP (Scrip is any substitute for currency which is not legal

tender and is often a form of credit) for each of the top 200 stocks has four categories of

information.

First, the basic information on the day‘s activities. Here they give the scrip code, group,

the previous close, the day‘s open, high, low and close, volume of shares traded and the

number of trades.

Second is to lend a perspective to the day‘s trading, they are giving the trend in price and

volume. Every day stock price movements-highs/lows (3 months and 52 weeks)

The Third sub set of information is on the bottom-line. How much returns have a

particular stock given over 1 year. They are providing returns calculated on a point-to-

point basis for 1 month and 1 year.

Finally in order to assess the future of the scrip, which people may be interested in, they

are giving information on its performance so far. Here they include ratios on valuation,

profitability, strength, growth and efficiency. The idea is to look deeper into the source

of price movements and get an understanding of why a share may be active and what is

in store at the counter.

31

THE WEEK

THE WEEK

THE WEEK was launched in 1982. It is one of the products among the 27 products of the

MANORAMA GROUP. It itself is the Brand Extension so has no other Brand Extension.

The sales have now touched the figure of 10.98 lakhs in today‘s date. The sales figures are as

follows.

YEAR AVERAGE WEEKLY FIGURES (LAKHS)

2010 7.55 Lakhs

2011 8.72 Lakhs

2012 10.94 Lakhs

Current 2012 1.98 Lakhs

Expected at the end of 2012 Above 2

There was a fall in sales in 2012. This fall was due to the Lucknowease in information boom i.e.

there are approximately 25 news channels across the nation, which provide the same news, and

within a few minutes.

For e.g. when there were bomb blasts all the news channels provided the same news with video

clippings in no time. And so there was no point in printing the same report after a week.

People started losing interest in reading, as the same news didn‘t seem interesting to them

afterwards. Even the economy wasn‘t proper and people were busy and tensed with their

tensions and hence the sales started declining. To overcome this loss the prices of the other

magazines were Lucknoweased from rs.30 to rs.35.

32

The logic behind Lucknoweasing the price even when the sales were declining was that less

copies sold at a higher price helped them to cope up with the losses. But THE WEEK preferred

to stay at same price.

They felt that keeping price low will benefit their magazine and they were right to a certain

extent. And so the scene is changed. Seeing the current situation the sales are expected to rise

above 2 lakhs in the end of this year.

Distribution: -

THE WEEK has its distributors all over India. According THE WEEK the subscriptions are

more profitable to them as the user is locked for a particular period and is habituated to reading

the magazine and likes to continue it further. Out of every 100,99 people subscribe THE WEEK.

Their assured subscriptions are 80,000. They offer 26% discount to the newsstand sellers and

don‘t give them any return protection whereas they take all the unsold copies. They decide the

number of copies to be published depending on statistics of Audit Bureau Circulation, market

condition, contents of issue, cover page etc. their present figure is 1,80,000.

Advertisements Expenditure:

The profit margin of the company is 15% per year. According to them there should be at least

17-20 pages of advertisements for a magazine to run on no profit no loss basis. The ratio kept by

THE WEEK is 30:70.i.e. 30%advertisements and 70% news.

While taking the advertisements, preference is given to advertisements regarding services like

banks, financial institutions,

Educational institutions, insurance companies etc. They do not take liquor and friendship

advertisements. They take advertisements of 2 competitive companies e.g. NOKIA &

SAMSUNG for the same issue as it doesn‘t matter for them.

33

The advertising rates are as follows:

The Advertisements Tariff

PAGE BLACK & WHITE (Rs) COLOUR (Rs)

Full page 1,00,000 1,75,000

Half Page 55,000 96,250

Double-spread (half page) 1,21,000 2,11,750,

Double – Spread 2,20,000 3,85,000

Center-Spread 2,40,000 4,20,000

Single Column 37,000 64,750

Strip/Island 55,000 96,250

Inside Covers 1,92,000

Back Cover 2,22,000

2 Page Cover Gatefold 5,55,000

The Week Classifieds

Col.Cm Rs. 850

One Spot Colour for Border or Emblem 10% Extra

34

Full Different Colour 20% Extra

Three Colour 40% Extra

Four Colour 75% Extra

Col. Width 4 cm

Minimum Size 3*1

The Week Internet Rates

Rupees US$

Banner 12 cms*3 cms

(340*85 pixels) First Page

(Home page) 15000 350

Inside Page 10000 200

Panel 4 cms*4 cms

(113*113 pixels) First Page

(Home Page) 10000 200

Inside Pages 5000 100

Period of exposure: One Month

35

Sizes

Full Page: 24 cms* 16.5cms

Half Page (horizontal): 11.5 cms * 16.5 cms

Half Page (vertical): 24 cms* 8 cms

Single Column: 24 cms * 5.3cms

Promotions:

THE WEEK gives advertisements in magazines like Times of India, Hindustan Times. They also

advertise on CNN, CNBC, and NDTV in form of barter. I.e. the channels show their

advertisements and THE WEEK prints their advertisements.

Hoardings, posters and banners of the upcoming issue are always put at various places in the

country. This helps in capturing new readers as the subject covered in the issue is displayed

beforehand.They also provide sponsorships fro the college events, as THE WEEK is popular in

students committee. They have sponsored events of IIT Mumbai, NM, Wilson College etc. They

do this in cash or kind or both.

36

Customer delight services value Propositions)

They provide free gifts with their subscriptions like Leather Wallet with one-year subscription,

Timex Watch with 3 years subscription and digital diary with 5-year subscription.

They also constantly give offers like Scratch and Win, King of Offers, Sporting Offers, Khel Re

and so on

Features

1.First Punch: - here a political news is conveyed by funny pictures.

2. Quotable Week: - Statements of some famous personalities are quoted.

3.Letters: - Letters written by the people regarding the previous issues, their opinions are

expressed

4.Controversy: - Highlights up the controversy going on

5.Development: - development made in some states i.e. taking people out of their problems.

6.State Scan: - It includes main scan in the state.

7.Cover Story: - this has the detail story of a current topic or situation.

8.Writers world: - Information about new books etc. is given

9.Global Village: - Global News is published. The news published is very rare.

37

10.Forecast: - The forecast is given by a very famous person i.e. K.K.VAMANAN

NAMPOOTHIRI. It is one of the main features, which is provided only by THE WEEK among

the GIEM (General interest English magazines).

The introduction of this had also lead to a tremendous iLucknowease in the sales. A person

generally goes straight to this page and then the rest of news.

We were told that Mr. Damodaran of UTI when once met Mr.Pinakki Chattopadhya marketing

manager of THE WEEK told him that he and his wife read first the forecast and they had done a

good job by introducing this feature.

Mr. Pinakki Chattopadhya immediately gave him the offer that ‗why don‘t you advertise your

UTI on just next page'And the same moment the deal was done.

The page was sold for 40 lakh for a year. So we always see the UTI advertisement just opposite

the forecast page.

11.Tin-Tin: - this feature attracts children very much.

12.Mumbai Masala

13.Delhi Darbar

14.Travels

15.Rajpath

38

Markets

Their main markets include metro politant cities in which first is Delhi then Mumbai, Chennai,

followed by the rest. In other words North then West then South and East in the end. This

magazine is also available all over India.

Cover Page

They keep their cover page same throughout the nation. They had changed it only once in case of

Jay Lalitha as the news was more effective in south and not in rest of India. They had the

Kashmir‘s cover in rest of India

Selection of News

If there is only one news, which can be printed, and there are two news one political and other

general, then meeting is held as to which is to be selected i.e. which is more effective to the

people. But mostly it is the general news as THE WEEK is a General interest English magazine

Marketing: An Overview

“Society can only exist when a large number of people want something a few people have.

It is necessary for both groups to be mutually aware of this need.”

Oskar Handlin

Any time one tries to persuade somebody to do something – to buy his product, donate for some

charitable purpose, or vote for some candidate, or attend a dramatic show, or accept a social date

with him - both of them are said to engage in marketing. Essentially, marketing exists in any type

of economic system and in any stage of economic development except the most primitive

situation where the individuals are economically self-sufficient and trade or exchange does not

exist. Marketing is all-pervasive in the present day world.

39

An analysis of marketing literature reveals that marketing is variously described as a ‗function‘,

‗an orientation‘, ‗an approach‘ and ‗aptitude‘, ‗a philosophy of businesses and ‗a management

system or technique‘. In fact, marketing conveys all of these and often more. Marketing did not

always have a place of importance in the firm. Only in recent few years have, marketing

functions received much attention. The modern marketing concept is evolved through various

stages. Marketing concept means the philosophy, which guides the marketing effort. Philip

Kotler says, ―Marketing activities should be carried out under a well-thought-out philosophy of

effective and socially responsible marketing.‖ & ―a human activity directed at satisfying needs

and wants.‖

40

STAGES IN MANAGEMENT OF MARKETING

Marketing Hierarchy:

Marketing Manager

Branch Manager

Team

Incharge

Team

Incharge

Team

Incharge

Team

Incharge

Marketing

Executives

Marketing

Executives

Marketing

Executives

Marketing

Executives

41

Role of Marketing Dept.

The main function of this department is to develop a strong PR (Public Relation) with its

advertisers and advertising agency, basically the sole responsibility of this department is space

selling. Beside this, marketing department carries out the following activities:

Collection of information relating to other Magazines/competitors, their circulation, advertising

rates, advertising business effectiveness, agencies mode, people‘s reply or needs, people‘s

choices etc.

Others:-

(a) Analysis of advertising Business of the Magazine.

(b) Keeping a close watch on the development of the industry, trade etc.

(c) Finding out advertising needs of merchants as well as readers.

(d) Encouraging businessmen and traders to earmark appropriate & definite amount for

advertising.

(e)Providing information to advertisers.

42

Importance of Management in a Magazine Industry:

Management plays a pivotal role in a Magazine organization. The success of a Magazine

organization is determined by the effectiveness of its management in terms of its competence;

integrity and performance. Management makes the human efforts in a Magazine organization

more productive. The inputs of labor, capital and raw material do not by themselves ensure

growth of a Magazine establishment. It requires the catalyst of Management to maximize the

results. It is rightly said that management is the mover and development is the consequence. The

managerial functions of planning, organization, coordination, motivation and control must be

performed effectively and purposefully in the Magazine organization. If the management of a

Magazine is not functioning properly, the publication may be unsuccessful even though the

journalistic product may be creditable and the relations of the paper with its public may be rated

relatively high. Thus, management is the most vital and strategic factor in a Magazine

organization. In the ultimate analysis, the success of an enterprise will depend on the quality of

its management.

Concerned Communicator Award:

Patrika Group, a complete media conglomerate with an illustrious history of over 5 decades, is

well known for its CSR initiatives and social partnering for a better world. Aptly known as

‗Magazine with a soul, the heart rules its corporate philosophy.

Instituted by Patrika group in 1997, the Concerned Communicator Award is one of the most

awaited and prestigious social advertising awards based on philanthropic issues.

CCA invites agencies, ad professionals and freelancers in advertising field to make print ads on

any social / philanthropic issue that one feels strongly for. The legible entries can be colored or

black & white and within 500 sq.cms size.

The concept has received appreciation across the world with many like-minded organizations

coming up to associate with this esteemed award.

43

The Prize

The winner is awarded a cash prize of US $ 11,000 in addition to the main award, CCA –

UNICEF Award, Best International Entry Award and 12- Special mention awards are also given.

These winning entries for the year are also published in a book ―raise a voice, start a revolution"

and distributed widely amongst the corporate, to encourage them to support any social cause.

A Decade of Service

Over a decade of successful campaigns and overwhelming participation, CCA stands as the

longest and most celebrated social advertising awards from India acknowledged at the global

level.

International participation in the 11th CCA:

11th International CCA received more than 3000 Indian entries and 85 international entries

from 18 countries. The Countries that participated in 11th CCA includes Bosnia & Herzegovina,

Brazil, Croatia, Ecuador, Ethiopia, Indonesia, Japan, Kuwait, Oman, Pakistan, Peru, Qatar, Saudi

Arabia, Slovenia, Sri Lanka, Turkey, UAE and UK.

44

Sales Overview

1. Introduction

Life is sales.

You are either bringing them in or chasing them away. Unfortunately, it is often difficult to

know the difference. However, some key factors can make a big difference.

At the most basic level, sales is just a conversation. Nevertheless, to close on a sales

opportunity, it has to be an effective conversation. The foundation for providing any service or

product is to have a strong basis from which to build an effective conversation that can address

the customer‘s needs.

What are the key factors that can make or break a successful sales presentation?

The first key is knowledge. A strong knowledge base provides a means of accelerating the sales

process. Having the ability to provide the appropriate information in the most efficient manner

eliminates or reduces the time needed to complete the sales process.

Knowledge is Power

―I don‘t know, but I‘ll find out and get back to you‖ is always better than ―I don‘t know.‖

But it‘s never as good as having the answer on the spot.

Not knowing often stops the sales process like a pause button.

Know Your Product

You must be the expert on the product or service that you sell. At the least, know the sources of

expertise and build a relationship with them so you can get information in a timely manner.

Product knowledge is where features and benefits come into play. The ability to address the

strengths and weaknesses of your products enables you to move through a conversation to the

sales opportunity.

45

Know Your Company and Theirs

Have a working understanding of your company. Where it has been? Where it is going? What is

its focus and core competencies? Make an impression and know what your customer is doing.

This knowledge highlights the best approach for a sales presentation and helps determine what to

present first. If you can identify potential needs based on the customer‘s business model and

current circumstances, you can bring forward a more focused approach for sales.

Know Your Customer

Find out more about whom you will be addressing and as much about their current projects and

circumstances as possible. By having a sense of what they are striving to accomplish, you can

present your products and services in a way that will seem more relevant.

Know Your Competition

More often than not, customers are looking at multiple solutions. Ultimately, they will have to

choose what they perceive to be the best solution to address their needs. Help them with this

chore by being the one to distinguish what you provide from the other products or services on the

market. Go through the decision point-by-point. By helping a customer work through the

decision, you also give them the ammunition they need to justify their decision to themselves, or

their managers.

Knowledge can be a Weakness

Sales professionals must have knowledge to succeed, but an over-reliance on your own

knowledge often proves to be a weakness. No matter how much of an industry expert you

become, your customer always knows more about his own business and circumstances. Nobody

likes a know-it-all anyway.

46

Listen Don’t Speak

In the sales conversation, the most powerful tool is being able to listen more than you speak. The

ultimate best source of information is the customer. By asking probing questions and listening to

the answers, you achieve two objectives. The first is to determine the customer‘s need, which

leads to how you can help. The second is to enable the customer to discover for himself that you

are presenting the appropriate solution.

Questions Not Answers

Questions bring people together, and answers take them apart.

In the sales process, well-intended questions can be effective in forwarding conversations.

For example, you might want to ask a customer to give you a more in-depth view of his industry.

Even better, ask a customer to tell you what their customers want. This enables you to support

the customer‘s ultimate goals.

Uncover the Problems, Don’t Cover It

Customers are often bombarded with a sales approach that says, ―What you have is wrong,‖

followed by ―what you really need, I have.‖ Then the salesman launches into a long, generic

presentation.

Get potential customers to talk about their company problems in detail. Use questions and

examples to enable the customer to discover how to accomplish their objectives with your

products and services. They will fight for that solution if they can claim credit for it.

47

48

RESEARCH METHDOLOGY

Title of the Study To analyze

Duration of Project 6 weeks

Objective of Study

The Project Report for ―THE WEEK‖ is submitted in partial fulfillment of the requirement

Project Report Work which include 6 weeks Summer Training under MBA (pursuing) degree

from UPTU University, Lucknow. The purpose of the study was to analysis Social Marketing

activities and generating brand awareness and brand loyalty its media sources in Jodhpur the

marketing statement, and to evaluate the marketing condition and performance of the company.

Apart from this, mainly, my keen interest in Media and its marketing, as I want to build my

future in this. So, I think non other than the progressive and developing Company like THE

WEEK Pvt. Ltd., which is the topmost leading Magazine Company* in Lucknow, and everyone

knows about it, but struggle and compete to develop its image at National Level with 17

publishing centers overall in India and its starts to get it by placing itself in Top 15 Magazines of

India.

49

Sample size and Method of selecting Sample

Primary Data Source: Questionnaire

SAMPLE SELECTION:

In a total of 100 clients were taken as sample size, which were taken up from 5 areas of

Lucknow.

Demographic Sample:

Men – 30

Women- 30

Students- 40

Scope of Study

The scope of the study extends from lower hierarchical level (workers), middle hierarchical level

(supervisors) to upper hierarchical level (Managers) of the company, so it is a comprehensive

study.

Limitation of Study

As the communication media is becoming more popular, the attraction of print media is slightly

decreased. Reading habit of people is going down as compare to old times.

So the main problem is to provide the readers with such a content that creates interest in reading

Magazine.

50

The study is also subjected to certain limitations such as, sample is limited to 30, 40, 30 findings

and conclusions are based on knowledge and experience of the respondents sometime may

subject to personal biasness and research study was being done in the year June 2010, with

required data analysis and interpretation, the data needs to be updated at times when it comes to

have further usage of this research study report.

Despite the above limitations I tried my best through the entire study to provide a

comprehensive, complete and detailed report, so that it can help the organization to take

appropriate decisions for the welfare and satisfaction of its employee while giving due

consideration to its goals and objectives.

Significance of the study:

The significance of the study is that it concludes what creates interest of people to read the

Magazine.

51

52

ANALYSIS AND INTREPRETATION

1. DO YOU LIKE TO WATCH TV OR YOU PREFER READING?

INTERPRETATION OF THE DATA:

From the sample size of 100 people, about 42 people like to watch TV in leisure time, 26 prefer

reading and 32 people like both reading and watching TV.

0

5

10

15

20

25

30

35

40

45

WATCH TV READING BOTH

Column2

53

2. DO YOU READ MAGAZINES?

INTERPRETATION OF THE DATA:

From the sample size of 100 people, 71 said that they read at least one magazine, and 29 said that

they don‘t read any kind of magazine.

0

10

20

30

40

50

60

70

80

NO YES

Column2

54

3. WHICH MAGAZINE DO YOU READ?

Hindi

English

Both

INTERPRETATION OF THE DATA:

From the 71 people, who reads magazines, 25 people reads Hindi magazines, 18 reads only

English magazines and 28 read magazines in both Hindi and English.

0

5

10

15

20

25

30

HINDHI ENGLISH BOTH

Column2

55

4. WHICH CONTENT DO YOU LIKE THE MOST IN THE

MAGAZINE?

INTERPRETATION OF THE DATA:

From the sample size of 100 people, 18 people recommended Home tips, 14 demanded business

related news, 31 people for general awareness news,15 choose entertainment news and 12 prefer

real life stories in the weekend edition.

0

5

10

15

20

25

30

35

HOME TIPS BUSINESS GENERAL AWARENESS

ENTERTAINMENT STORIES

Column1

56

5. WHICH MAGAZINE DO YOU READ MORE?

National Magazine

Regional Magazine

Both

INTERPRETATION OF THE DATA:

From the sample size of 100 people, 14 read only national Magazine, 65 read only regional

Magazine and 21 read both.

0

10

20

30

40

50

60

70

natinal Newspaper regional newspaper both

57

6. HOW MUCH TIME DO YOU DEVOTE FOR REGIONAL

MAGAZINE?

INTERPRETATION OF THE DATA:

From the sample size of 65 people, about 30% people read Magazine for maximum 15 min.,

39% people read Magazine for 15-30 min., 25% read for 30-60 min., and only 6% people read

more than 1 hour.

0

5

10

15

20

25

30

35

40

45

0-15 min. 15-30 min. 30 min.-1hr above 1 hr

58

7. HOW MUCH TIME DO YOU GIVE TO MAIN AND SUPPLEMENT

MAGAZINE?

INTERPRETATION OF THE DATA:

From the sample size of 100 people, 44 people read main paper for maximum 10 min., 28 people

for 10-20 min., only 6 people read it for more than 20 min. For supplement paper, 56% people

read it for maximum 10 min., 35% people read it for 10-20. min, and 9% read it for more than 20

min.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0-10 min. 10-20min. above 20 min.

supplement paper

main paper

59

8. WHY DO YOU PREFER THIS MAGAZINE?

Brand loyalty

Content

Visual effects

INTERPRETATION OF THE DATA:

From the sample size of 100 people, about 28 people, prefer Magazine due to brand loyalty, 57

choose Magazine because of its content, and 15 due to its visual effects.

0

10

20

30

40

50

60

Brand loyalty content visual effects

60

9. WOULD YOU LIKE TO HAVE A FEEDBACK COLUMN IN WHICH

YOU CAN RESPOND TO NEWS?

INTERPRETATION OF THE DATA:

From the sample size of 100 people, about 68 people said that they will like to give their

feedback, opinion about the news in case it will not charge them much. And about 32 people said

that they will not like to respond.

0

10

20

30

40

50

60

70

80

yes no

Column1

61

10. IF WE ADD SPIRITUAL, HEALTH, EMPLOYMENT ETC. NEWS

FROM OUR SIDE WHICH ONE WOULD YOU LIKE THE MOST?

INTERPRETATION OF THE DATA:

From the sample size of 100 people, 43 choose health related topic, 37 choose employment

news, 20 choose spiritual topic to be included in the City Lucknow.

0

5

10

15

20

25

30

35

40

45

50

spiritual health employment

Series 1

62

11. WOULD YOU LIKE TO HAVE A PERSONAL TOUCH WHEREIN

YOU CAN SHARE YOUR PERSONAL PHOTOS OR

ACHIEVEMENT STORIES?

INTERPRETATION OF THE DATA:

From the sample size of 100 people, 65 people were agreed to share their personal photos and

achievement stories and 35 were not agreed.

0

10

20

30

40

50

60

70

yes no

63

64

FACTS AND FINDINGS

The paper has a liberal outlook, and supports reformists in Lucknow and across the

Lucknow. Through news, views, analysis and interactivity, THE WEEK provides readers

with a composite picture of India and the world.

The paper is broken up into sections. The main section includes an interactive Speak Up

page, and City, Nation and World news pages. There is also an editorial page, and a

technology page.

The other sections include Money, Sports and After Hours. Money is a section on

business and the economy. Bollywood is a 4-page section with news from Bollywood, art

and fashion, and other such topics.

In the Lucknow edition there are three region-specific supplements for Lucknow.

Two magazines — a women's magazine called Parivar and a children's magazine called

Chhotu Motu — complete the need of family

The company starts another Magazine from the name Daily News which have some other

feature but look and news was in both news paper.

Some of the themes in which the awarded has been given are: Save the Tiger, Gender in

Education, Against Corruption, Donate Eyes, Road Safety, Communicate in Hindi, Help Street

Children, Donate for Lucknow Foot, Save Trees, Save Girl Child etc. The concept has won

accolades across the world with many like-minded organizations coming up to associate with

this esteemed award.

65

66

SWOT ANALYSIS

Strength:

The flagship publication of the Group has editions from Delhi, Lucknow, Patna and

Kolkata, thus, dominating the Northern, Eastern and Central regions of the country.

Its Lucknow edition continues to be the largest hindi daily edition in the state with a

circulation.

THE WEEK has set many a standard for its competitors. It is the first smart-age

Magazine in India to evolve into a new international size, sleeker and smarter, which

ensures enhanced ease of reading and convenient handling.

In its endeavor to provide its readers with greater value, it has revamped its existing

supplements and added new ones to its portfolio, offering a daily supplement catering to

specific target audiences.

In a major incentive for the advertisers as well as the readers, THE WEEK has entered

into strategic alliances with The Indian Express, Business Standard, Mid-Day and Deccan

Chronicle. These alliances, along with its strong presence in North India, make it one of

the most formidable media players.

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Weakness:

Lucknow edition of THE WEEK will suck most of the company‘s investments and

profitability for the next two years will be adversely affected. The Lucknow edition is

expected to incur losses for a couple of years.

In Bhopal, RP faces immense competition from the established The Times of India

and Dainik Bhaskar, which also have greater financial resources. In addition, other

competitors entering the Bhopal market will further extend RP‘s timeframe to make

money.

Opportunity:

Magazines only reach 35% of the adult population, of which 65% is literate, there is

significant room for growth.

The sheer number of publications has created fierce competition which has kept prices

low which in turn has caused publishers to depend more on advertising revenues.

Advertising revenues in 2006 are predicted to see a 15 to 20% spike. In 2005, 48% of

India's total advertising market went to Magazines, 7% more than went to television.

Circulation could rise by a whopping 14% riding the back of the advertising boom.

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Threat

In Lucknow, THE WEEK faces immense competition from the established Dainik Bhaskar and

Dainik Navjyoti. In addition, other competitors have entered the Lucknow market like Times of

India.

ET the top most player in Business magazines comes with lower subscription rates and

also has combo offer with TOI.

Other combo offers as Business Line with The Hindu and HT Mint with HT.

Presence of ET in majority of the financial organizations.

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RECOMMENDATION AND SUGGESTION

"Great ideas are born humble". Entrepreneur of the week

Invite entrepreneurs to take part in the Young adults section, to be a part of it by sharing their

experiences with all the readers. This will be an initiative to showcase entrepreneurs with

businesses in all new sectors like – tech., social, non-tech., women, green entrepreneur, etc.

Except that an article about ―LOCAL ENTREPRENEURSHIP‖ can make a big change in

readers reading time and can help us to get some new readers. For example: “CNBC Young

Turks” invites entrepreneurs to be with them and share experience.

So we also can invite people to share their entrepreneurship, like:-If you are an entrepreneur

below the age of 40, send in your entries with a brief write up about your venture to ―E-Mail

ID‖. If you know an entrepreneur who qualifies, write to the above mentioned address and

nominate them.

Information about SMEs so that people could be aware to local businesses and can think of

investing in those businesses.

There must be some information about self-employment so that people can start doing business

at home.

Brand Mascot of THE WEEK

There should be a brand mascot of THE WEEK which represent it and make a different

identity for product. Social news can be forwarded through the belongingness of this

mascot.

We suggest the name of THE WEEK‘s brand mascot – LAKSSH or AWAZ. The mascot

could be a boy or a girl which can make its special identity in public.

For e.g.: zoo-zoos of Vodafone, Gattu for Asian paints,

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Soochna ka Adhikar

There must be analysis of a govt. policy at every weekend. So that each and every citizen can

get to know about that policy that how much money was allotted, how it was used, how it

worked and all the negative and positive point of that policy.

That can be a knowledgeable and interesting topic for reading. For example: - Akshay

kalewa, NAREGA, etc.

We can include- Expenses on politicians, how much money they spend for themselves,

Expenses on different campaign, etc.

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SUGGESTIONS

There should be a short interview column of any foreigner, so that public can get to

know that what is there thinking and experience about Lucknow ―THE PINK CITY‖.

Short column for dates and time-table of competition exams like: bank PO, clerk, etc.

We should invite public suggestions to save natural resources like water, gas, petrol, etc.

and can tell them more about these things.

We can also make a contest related to best environmental work or any other work.

Movie analysis not review, should be given, which shows impact of movie on the society

and what can be learned from them.

Health related articles:

Should focus on health related topics such as exercises and awareness about diseases like

heart attack, sugar, weight loose etc.

Mythological Articles:

Such articles can be included in the weekends for the people to know about the rich

culture and history of our nation.It will benefit in two ways, firstly, it creates knowledge

among people and secondly, mythological stories are always interesting to read.

Beauty tips:

As the most important focus of this study are women, Articles related to beauty will create a

great interest to them as they mostly get time on weekends only.

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Food related articles:

Such articles are also given good preference by the women.

Besides these, some articles can also be included that are associated with the

feelings of a person.

Such kind of articles is not only liked by the youth but also, by these kinds of articles, family

members come to know the feelings of each other. Thus, are liked by every member of the

family and these articles also serve as a base for the solution of problems of people.

Like the ―FEELING BLUE‖ article in Hindustan Times.

Fashion tips:

A column at weekends, that makes people aware of the latest trend in the fashion industry.

It should also organize some kind of events like seminars, workshops on social

awareness especially in colleges, institutions. By this, on one hand, they will be

fulfilling their social responsibility and on the other hand, it will create publicity of the

Magazine.

Like, THE WEEK has organized Tobacco awareness program in IIIM.

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CONCLUSION

The THE WEEK Leadership Summit is a platform for eminent leaders to interact, share their

opinions and views on important issues of concern and arrive at solutions.

The conference aims to understand the world‘s views on social, economic and political issues. It

tries to gain insights on India‘s role in the world and its importance in the global growth

scenario. The Hindustan Leadership Summit invites international business leaders, strategists

along with renowned personalities from India and abroad.

THE WEEK launched the Leadership Summit – an annual conference that seeks to enhance the

level of discussion on pressing issues, encourage interaction among leaders in various areas and

present international quality thought platforms, as part of its mission to contribute to thought

leadership and evolve action plans for a secure and better future.

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77

QUESTIONNAIRE

Personal details:

Name:

Age:

Occupation:

Phone no.:

Address:

1. Do you like to watch TV or you prefer reading?

2. How much time do you give to them?

T.V.

Magazine

3. Do you read magazines?

4. Which magazine do you read?

Hindi

English

5. Why do you like the magazine you read?

6. Which content do you like most in the magazine?

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7. Which Magazine do you read more?

National Magazine

Regional Magazine

8. How much time you devote for regional Magazine?

9. How much time do you give to main and supplement Magazine?

10. Why do you prefer this Magazine?

Brand loyalty

Content

Visual effect

11. Which content do you like most in supplement?

City Bhasker Just Lucknow

City news My city

City forward Pink link

Young adults Just info/men-women

Back cover Wide angle

12. Which content would you like to add in Magazine from magazine?

13. Which thing do you want to remove from this supplement Magazine?

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14. Would you like to add something from your side?

15. Would you like to have a feedback column in which you can respond to news?

16. If we add spiritual, health, employment, etc. news from our side, which one would

you like most?

17. Would you like to have a personal touch wherein you can share your personal

photos or achievement stories?

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BIBLIOGRAPHY

1. MAGAZINE MANAGEMENT IN INDIA: Sh. Gulab Kothari

2. Marketing Management: Philip Kotler

3. Sales Promotion: Tony Dakin

4. Indian News Paper Society (INS) 2003 – 05

5. Magazine Readership Survey (NRS) 2003 – 05

6. ABC (Audit Bureau Circulation) 2003 – 05

7. Functional & Marketing Management: G.S. Sudha & Mamoria, Suri.

8. Magazines: Business World

Business Today

Brand Equity

Advertising & Marketing

India Today

9. Patrika website: www.Lucknowpatrika.com.

10 A Summarized report Based on the book of Marketing Strategies

Titled-‘Simple ways to make your customers happy’

By Shri Pramod Batra