TERM PAPER

ON

TOPIC: COMPARISON OF MARKETING STRATEGIES OF Doordarshan and Star

Plus as private and public company

Submitted to:
submitted by:

Mr. Ajay chandel

Shantana bose

Roll No. RR1903B44

Reg. no. 10903433

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INTRODUCTION:1

Doordarshan (1981-2009) Doordarshan, a Public Service Broadcaster, is

among the largest terrestrial television network in the world. The service was
started in New Delhi on 15 September 1959 to transmit educational and
development programmes on an experimental basis with half-an hour
programming. In the decade of 80’s Doordarshan headed towards new
heights with new energy and new hopes. On 10th April 1981 INSAT 1-A was
launched from Cape Kennedy USA. It had many hopes but it did not work.
Next year on 30th august INSAT 1-B was launched, successfully launched. As
soon as it started working all the telelevision centers were connected to the
satellite. As a result 1982 Asian game’s telecast was seen live in 21 countries
and this was a real remark in the history of Doordarshan team of almost 900
people was involved. The main head office was Jawaharlal Nehru stadium in
Delhi. On 15th august 1982 national telecast was started with evening prime
time. It included all the programs produced in Delhi and even a national
bulletin. Same day flag hoisting ceremony from red fort Delhi was telecasted
in colors that is colored transmission started .This was followed by a phase of
rapid expansion of Doordarshan when, in 1984 more or less every day saw
the installation of a transmitter in the country. And this hiked the demand of
television sets in the country. But in the run of development production of TV
programs suffered. It was really slow. To compensate DD depended on film
industry and dubbed foreign programs. To overcome this problem in 1983 a
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committee was set up under the president ship of PC Joshi. This committee
on 2nd April 1984 submitted its report on “An Indian personality for
television –report of the working group of software for Doordarshan”. It
worked on making national programs or we can say programs of national
interest. It was a mixture of developmental and entertainment issues, and
this was one of the most successful and popular serial in the history of
Doordarshan. after Hum log, Buniyad, Khandaan, Rajni, Nukkad, Kakkaji
kahin, Bharat ek Khoj, Tamas etc. about 40 serials came in a row one after
another. In 1983 the number of films shown in a week increased to two plus
one regional film was even there. In 1984 when our former Prime Minister
Mrs. Indira Gandhi died, whole of the nation witnessed her last rituals live on
television. Her son Rajeev Gandhi showed keen interest in Doordarshan.
From 1984 to 1989 credit of fast development in Doordarshan goes to Rajeev
Gandhi. According to opposition he was using Doordarshan so they named it
Rajeev darshan in humour. Many of the serials like Ramayana , Mahabharata
, Bharat ek Khoj were result of his interests. Doordarshan 2 started in 1984
and country wide classroom started the same year. In 1987 morning telecast
started and in 1989 noon telecast started. The decade of 90s was the most
challenging one for Doordarshan as so many new private channels were
coming up. In 1992 haryana’s industrialist Subhashchander started Zee TV.
And in 1993 Kalanidhi Maran started Sun TV. Other foreign channels who
invaded Doordarshan wereBBC World, CNN, Star World, MTV, ATN, Prime
Sports. To keep up with the pace and to fight with the competition DD2 was
commercialized and Doordarshan 1 continued as such. So DD2 became an
earning hand for Doordarshan. In 1992 Vardhan committee was framed
under the leadership of AK Vardhan. Its main focus was to stop the influence
of foreign channels.
Suggestions given by this committee were
1. Cable TV acts should be implied.
2. Laws should be there for private channels.
3. Actions of press should be controlled.
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4. License

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From 1993 to 2000 Doordarshan went with the market. There was increase
in private channels as cable TV business was increasing.

India 2is the shining light of STAR's operations, driving both growth and
profitability. STAR India has been delivering television services to India since
economic reforms began in the country in 1991. Since then, set against the
backdrop of unprecedented economic growth in the country, STAR India has
developed into a leading television network with a national footprint. Today,
STAR India is one of India’s most diversified media companies. STAR India
broadcasts 20 channels in seven languages. Its television brands include
STAR PLUS, STAR MOVIES, STAR WORLD, STAR ONE, STAR NEWS, STAR
GOLD, STAR UTSAV, STAR VIJAY, STAR SPORTS, CHANNEL [V], ESPN, STAR
ANANDA, Asianet, Asianet Plus, Suvarna and Sitara.

STAR PLUS, STAR India’ flagship Hindi general entertainment channel,

redefined Indian television with the launch of Kaun Banega Crorepati (Indian
version of Who Wants To Be a Millionaire) in 2001, catapulting the
channel to a leadership position it still holds today. Other leading channels in
STAR India’s stable include Bengali general entertainment channel STAR
JALSHA, which is No. 1 in West Bengal and Malayalam general entertainment
channel Asianet, the No. 1 channel in the Southern state of Kerala. It also
taken the best of Indian content to a global audience, reaching the Indian
Diaspora. STAR’s channels are now available in the U.S., the U.K., the Middle
East, Australia, New Zealand, Singapore and Hong Kong.

STAR India has also built alliances with an array of entities to augment its
business. Its investments include cable (Hathway), DTH (Tata Sky),
distribution (STAR DEN), Southern language broadcasting (STAR-Jupiter),
filmed entertainment (FOX STAR Studios), news (MCCS) and home shopping
(STAR-CJ).

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i

OBJECTIVE OF STUDY:

1) Find out the marketing strategies of star plus and Doordarshan

2) Find out the effectiveness of marketing strategy private and public
sector in context of star plus and Doordarshan

LITRETURE OF REVIEW:

According to dubey rachna(2010) this article states that In keeping with

Masterchef's international format, Star Plus that will run Master chef India
from October 16, will launch a cookery book with signature recipes by the
contestants and host, Akshay Kumar. Star Plus has come up with this
marketing innovation that now it target the women who are housewife as
well as all indian customer because eating is favorite for every indian.

.
According to Fintech Accord (2010) this article states that Balaji Telefilms
has reported unaudited financial results for the quarter ended June 2010. It
has reported a net profit of Rs 2.93 crore for the quarter ended June 30, 2010
against Rs 8.97 crore for the quarter ended June 30, 2009, plunged by
67.30%. Its total income decreased by 22.44% to Rs 30.85 crore for the
quarter ended June 30, 2010 from Rs 39.78 crore in the previous year's
corresponding quarter.Balaji telefilms is a leading content provider in the
television segment. It started operations in 1995-96 with serials like Mano Ya
Na Mano and Hum Paanch. Currently it is the producer of several leading
serials on major channels like Star Plus, 9X, Sony TV, Zee TV and SUN TV
network.
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According to shankar uday(2010) this article sates that STAR businesses in
India-channels, distribution joint ventures like STAR Den and Hathway
Cables, other broadcasting JVs like ESPN STAR Sports-and Murdoch's India
business could well be closing in on the leader in the Indian media and
entertainment market. Bennett, Coleman & Co. Ltd (BCCL), the group that
publishes The Times of India and is the owner of a clutch of other media
properties (with a few more in the pipeline), reportedly closed 2009 with
revenues of over Rs 5,000 crore."There was also the anti-incumbency factor,
with so many people willing to believe that STAR's best days were over," he
says. By October 2007, Shankar found himself in the CEO's hot seat.
Amongst the first tasks was to get the portfolio right. All these efforts have
helped STAR double its share of viewership in the southern markets from 4.3
per cent in 2008 to 8.5 per cent in 2009. Courtesy Asianet, it's a leader in
Kerala, but still has plenty to do in Karnataka, Tamil Nadu and Andhra. But,
as Vikram Sakhuja, CEO (South Asia), GroupM, puts it: "The fact that STAR
thought beyond Hindi and sought to have a full regional offering is significant
as today it is important to have a pan-India presence.

According to anonymous (2010) this article states that . the top position had
been changing hands between the two ever since. While the spurt could be
attributed to the buzz generated by a wall-to-wall marketing campaign of
"Rishta Wohi, Soch Nayi" (same relationship, fresh thinking) seems to have
clicked with viewers, who are tuning into programmes such as "Tere Liye",
Ekta Kapoor's new show, "Pratigya" and "Bidaai". According to Star Plus COO
Sanjay Gupta, a chunk of the 108-point jump in gross rating points has come
from the regular fiction shows and the remaining from its annual property
Star Parivaar Awards, which clocked a rating of 7.2.

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According to Mishra Neelesh (2008) this article states that In a cobweb of
narrow Lucknow lanes, my four young uncles would be about to return home
on their Bajaj scooters, my tough cookie grandfather would be about to have
his evening tea and on the first floor, my grandmother would be cutting
guavas and bringing them to my twin brother Shailesh and me. Shailesh and
I knew the excruciating drill we would have to wade through before returning
to the match: first the tiny quilt placed overnight over the miniature brass
Krishna and Radha would be removed to wake them up, then a little bath for
the shiv ling, then a little scrub for Hanumanji.

According to hill adam (2007) pg.14,1pgs, this article sates that The reason it
might work is, in one word, Bollywood. The mainstream influence of the
Mumbai movie industry has been apparent for years in popular music and
high street fashion, while the success of Bride and Prejudice, Bend It Like
Beckham and The Kumars at No 42, plus Shilpa Shetty's triumph on Celebrity
Big Brother suggest growing interest on the part of mainstream British
audiences in aspects of Asian culture.

According to anonymous (2007) this article states that the fallout could have
been over the marketing rights of DD's telecast. Nimbus is believed to have
been keen to market both its own telecast on Neo Sports and DD's as well.
Nimbus on its part claims DD's satellites have significant dispersion and can
even be tapped into by many neighbouring countries and that amounted to
violations of the rights of television rights' owners in many Asian countries,
encouraged piracy and harmed business. Nimbus has decided that while
there is no agreement with regard to sharing of television feed there would
be no sharing of radio feed to AIR.

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According to anonymous (2006), pg 1, this article states that At present,
Doordarshan has five film slots, including the Friday and Saturday night
feature films and retrospective of Sunday afternoons, among others. The
films will be marketed by Prasar Bharati's Marketing Divisions in Mumbai and
Delhi.

According to anonymous (2005) this article states that "As per the
agreement, Ten Sports will provide a clean feed (without its logo) and
Doordarshan will produce and market the highlights. The revenue will be
shared on a 50:50 basis," Prasar Bharati officials said. The highlights will be
aired immediately after the match and would be repeated the next morning
on the national network. However, the matches will be available live on All
India Radio. Prasar Bharati has paid $15,000 (about Rs 6,75,000) for the
radio rights and has managed to market it for Rs 2 crore. The issue of
sharing of the rights had reached the Supreme Court with the apex court
stating that no court should interfere in the settlement of commercial rights
between Ten Sports and Doordarshan on the issue of live telecast.

According to Bhel Vinod (2002) this article is all about formulating its news
communication strategy aimed at boosting its branding by leveraging on its
strength, particularly high viewership of its news and entertainment
programmes. As part of this plan Doordarshan is in the process of hiring a
top ad agency, which will be entrusted with the task of evolving its
communication strategy. Already Doordarshan authorities have short listed
top ten ad agencies and they have been asked to give presentations along
with competitive quotations.

MARKETING STRATEGY OF STAR PLUS:

Following are the key marketing strategies which makes STAR India “The
market leader”.

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1) Maintaining aggressive promotion and packaging approach for
all programmes:

For Example, Star promoted recently started TV show “Sach Ka Samna” in

such a way that it created excitement in viewers’ mind.

1) Hold on to the leadership position in 10-11 pm slot through

timely innovations based on audience feedback:

Hold feedback sessions in the form of discussions arranged for viewers

of particular programmes. Again taking example of “Sach Ka Samna”,
Star timed the program from 10-11 pm. For the feedback of the
program, STAR launched a website http://www.sachkasaamna.com
which is having feedback session and a funny online lie detector test
which can use on our friends. So it creates a kind of excitement in
viewers’ mind.

3)Expand the market by launching programmes that are relatable

to all generations’ audience:

STAR concentrate on each age group of viewers and broadcast

programmes at specific time.

During morning time, Star broadcast spiritual programmes.

For example, 06:00 - 06:30 Seva Ganga

06:30 - 07:00 Ek Nayee Zindagi

During noon time Star broadcast TV serials for women, as women are
generally free during noon period.

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For example, 12:00 - 12:30Bidaai

12:30 - 13:00 Yeh Rishta Kya Kehlata hai

13:00 - 13:30 Tujh Sang Preet Lagayi Sajna

At afternoon time, they broadcast programmes for children as they are

free from school at this time.
For example, Shaka Laka Boom Boom was being
broadcasted at 7 pm.

4)Check competitors from gaining market share by introducing flanker

programmes, e.g., airing a popular Hindi movie in the same time slot
where competitors' main programme is aired.

For example, world TV premier of popular Hindi movies like “ Jane Tu Ya

Jane Na”.

Advertisement of programmes by print media:

Star advertises about their programmes by news papers, hoardings and

internet in a pleasant manner to promote and advertise their current and
new shows.

This advertisement shows such a slogan or tagline about the next episode
that create curiosity in viewers.

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Celebration of festivals:

India is a country of festivals. We have countless festivals in all seasons.

Looking towards the Indian culture, STAR celebrates all the festivals in
their daily shows. They invite celebrities in their shows during festival
season.They decorate the home of daily TV serials according to festivals
and show them celebrating festivals in pure Indian
culture, which in tern attracts people
towards the shows and hence channel.

Broadcasting famous TV show for full day:

STAR frequently broadcast some of their very famous TV shows

during vacation season to promote their channel through
popularity of that particular TV show.For Example: Star
telecasted famous comedy serial Sarabhai V/S Sarabhai full day as “Sara
Din Sarabhai”.

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 Use appropriate medium for promotion, e.g., Hoardings of Kyunki
Saas... at supermarkets, restaurants, and theme parks, etc. - places that
are frequently visited by families.

STAR Parivaar Awards:

STAR organizes “STAR Parivar Awards” every year. In that, they invite
people associated with STAR India and gives awards in various categories.
This strategy has given STAR a family
image.

1.0 SERVICE DIFFERENTIATION MANAGEMENT BY STAR:

STAR has covered all areas of entertainment through various channels.

Currently STAR is having 21 channels in India which include music, movies,
sports, entertainment and regional channel.

India's No. 1 Hindi entertainment channel

Star Plus is India's No 1 satellite channel and has redefined Hindi television
entertainment with a programming line-up that includes popular drama
series, popular comedies, 'Bollywood' movie blockbusters, lifestyle, current
affairs, kid's programmes and game shows.

• Star Plus is India's No.1 channel for five years in a row

• The channel is the ideal campaign platform for any brand in India
• Is the ideal platform to reach out to the entire Indian family
• Star Plus is watched by over 75 million people every week
• Regularly accounts for 42 to 46 of the top programmes in India

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SOWT Analysis of star plus:

MARKETING STRATEGY OF DOORDARSHAN:

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Prasar Bharati will cater to the needs of diverse markets. At one level, the
market would be the ‘advertising’ market: consisting of an audience
(television viewer, the radio listener and, in future, the user of Internet and
New Media) who are desired by advertisers. In many cases, the same
individual would be a part of more than one market. Hence, when we refer
to a specific advertising media we would be referring to the market
consisting of individuals who are ‘users’ of a particular medium. This
audience, is targeted by advertisers and Prasar Bharati would be a player in
this market. A second market for Prasar Bharati is, sale of commercial
services direct to their consumer. Here again, there are two distinct
markets. The first, is a small, but significant market of ‘pay television’ and
in future, DTH which has considerable potential. The third market consists of
television and radio channels who wish purchase services such as
transmission capability, studio and technical facilities and television and
radio software, including the use of the Doordarshan and All India Radio
library facility. Prasar Bharati will have to develop strategies to understand
consumer need and the competitive offerings in the different markets; then
develop products and services which are superior to competition. Finally,
make marketing arrangements to market such products and services in
order to meet the revenue targets.

it is also necessary for Prasar Bharati to carry out its

own proprietary studies to understand the audience for a specific
programme or channel. In view of the above, we recommend :

1. Sourcing as much research as possible from the market though both

syndicated studies, and specially commissioned proprietary studies.
2. The use of research as a tool to both measure and enhance the
effectiveness of Prasar Bharati’s public service broadcasts. We
consider this of particular importance and methodologies developed
elsewhere may need to be adopted.

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 3. The development of more effective, relevant, people oriented
programmes, through the use of research.
4. The use of research to develop and establish the commercial potential
the programmes.
5. The development of a strong, ongoing interface between Research and
Marketing, on the one hand, and between Research and Programming,
on the other.

It is also essential for Doordarshan to have better knowledge of competitive

operation in the development of media marketing strategy and tactics. One
of the major problem with Doordarshan is that the organisation did not have
full knowledge of the offerings made by other television channels. This
needs to be rectified with both television and radio. These tasks should be
the responsibility of the Research Director who would report to the Head of
Marketing in both organisations. The Research department should be the
eyes and the ears of the organisation, with reference to the viewer, the
listener and the competition.

Maintaining Doordarshan leadership position in the television

Doo3rdarshan is, without doubt, the leader in terms of channel reach and
viewing. Research conducted by INTAM clearly shows that the DD National
audience is more than twice that of the total satellite audience. By adding
the additional viewership of all other Doordarshan channels, one just
increases the size of this lead. Doordarshan has the highest reach amongst
the high, middle and low income groups and amongst all socio economic
classes. Moreover, it may surprise some, that even amongst the young and
the very young, Doordarshan National attracts the highest
audience. Doordarshan National viewers own more refrigerators, washing
machines, television and consumer durable than any other viewer, and have
the highest number of two - income families (which represent a most
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desirable segment from the advertiser’s point of view) amongst all television
channels. In addition, Doordarshan National has, by far, the most popular
programmes, in all parts of the country, on a national basis and in many
regions. Be4sides being the mode of distribution for all Doordarshan
television programmes in nearly 30 miliion C & S homes, there is a growing
nexus, and even, partnership in the form of equity participation and other
alliances, between cable operators and the private satellite television
channels. Indeed, all privately owned satellite channels maintain customer
service and a direct link with this distribution chain. Doordarshan does not.
As a result, in the Cable and Satellite homes, the Doordarshan channels
often get step motherly treatment. Though DD National is always shown on
cable, all others including DD Metro are either poorly transmitted or not
included by the cable operator in their core list. This will continue to happen,
we feel, irrespective of any legislation, until the programme context
becomes highly desired by the cable audience and till Doordarshan develops
a system of customer care, feed back and retention amongst the cable
operators.It is critical that Doordarshan develop a Customer Service Group
within its marketing department whose prime responsibility would be
building relationships, providing the required service and maintaining
customer relationship with the cable operators. In order to understand,
develop, and service, cable operators it is important to have a system which
is ‘close to the customer’. Hence it is recommended that under a National
Customer Service Manager we have four Regional Customer Service
Managers, at Mumbai, Calcutta, Delhi and Chennai, who would have the
responsibility for servicing of cable operators in their region. Each Regional
Service Manager will have a group of Customer Service Executives with a
geographical responsibility servicing, approximately, 50 to 100 important
cable operators. Cable operators should be contacted regularly so that a
long lasting and a profitable business relationship may be built.

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 Do5ordarshan is one of the largest broadcasting organizations
in the world. Doordarshan operates 20 channels, has a network of 1081
transmitters, put out over 1,393hours of programmers every week.
Doordarshan reaches 87.6 percent of the country's 950million people.

Porters Five Forces Model: Analyzing the Television Broadcasting

Industry:

Bargaining power of Buyers

Strength of Force—High
The term 'suppliers' comprises all sources for inputs that are needed in order
to provide goods
or services. Supplier bargaining power is likely to be high when:
• Buyers (end users as well as advertisers) do not face significant
switching costs and
• are extremely price sensitive

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 • Viewers' tastes frequently change, providing little loyalty to any
particular network
• Advertising buyers dictate television programming choices
• The suppliers customers are fragmented, so their bargaining power is
low
• The switching costs from one supplier to another are high

Bargaining Power of the Suppliers

• Strength of Force-- Low- Medium
• Since most suppliers to Broadcasters have either been acquired/ have
a tie-up with the broadcaster, the bargaining power of suppliers is
low. For ex- Viacom has acquired Paramount.
• However, Independent content providers pose a major challenge to
online revenue model
• The supplying industry comprises a large number of small operators
• The service is undifferentiated and can be replaces by substitutes
• The customer knows about the production costs of the product

Threat of New Entrants

Strength of Force—Low
Higher the competition in an industry, the easier it is for other companies to
enter this industry. In such a situation, new entrants could change major
determinants of the market environment (e.g. market shares, prices,
customer loyalty) at any time. There is always a latent pressure for reaction
and adjustment for existing players in this industry. The threat of new entries
will depend on the extent to which there are barriers to entry. These are
typically
• High start-up capital is a big de motivator
• New entrants have difficulty accessing distribution channels.

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 • New entrant has some problems finding skilled employees, materials,
and suppliers.
• Serviceable used equipment is expensive.
• Long-lasting economies of learning and scale also de motivate the
potential new entrant
• Economies of scale (minimum size requirements for profitable
operations)
• Brand loyalty of customers
• Scarcity of important resources, e.g. qualified expert staff
• Access to raw materials is controlled by existing players
• Distribution channels are controlled by existing players

Threat of Substitutes
Strength of Force—Medium

A threat from substitutes exists if there are alternative products with lower
prices of better performance parameters for the same purpose. They could
potentially attract a significant proportion of market volume and hence
reduce the potential sales volume for existing players. This category also
relates to complementary products. Similarly to the threat of new entrants,
the threat of substitutes is determined by factors like

• The relative price for performance of substitutes

• Customers incur no incur switching costs.
• Also, adequate substitutes are available.
• Possibly, One Broadcasting medium substitute for the other(movies
as a replacement
• for TV) Pirated content is a decent(and free substitute).
• Other free time activities be could be substitutes (concerts, games,
gambling)

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Challenges for Doordarshan from star TV:

1. Digitalization - The slow pace of digitization is a main challenge for the

industry. Digitization would bring about transparency and address ability in
TV distribution and is the need of the hour.

2. Compelling content - Indian audience is looking at new content and to

do away with exasperating “saas bahu” soaps. The key to lure more viewers
lies in building quality content.

3. Talent Cost - Managing these costs would be the major challenge.

4. Low ARPU’s and high customer acquisition costs - Apart from lower
ARPU, the players are facing challenges by having a very high subscriber
acquisition cost (SAC) as highlighted earlier. This cost is around Rs.2500
going up to Rs.5000 per customer for few operators. This scenario is like to
continue incoming times.

5. Lack of sophisticated measurement tools for measuring

viewership –The current system of TRPs is not up to the mark and suffers
from several deficiencies. The Government has also stepped in and has
constituted a committee to look into this. One of the issues proposed to be
studied in the feasibility is setting up, as an alternative, an institutional
mechanism through legislation to either generate TRP ratings directly or
work as an accreditation/standardization body while leaving the work of
generation of TRPs to private players.

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 DD is the India’s premier public service broadcaster with more than 1,000
transmitters covering 90% of the country’s population across an estimated 70
million homes. It has more than 20,000 employees managing its metro and regional
channels. Recent years have seen growing competition from many private channels
numbering more than 65, and the cable and satellite operator (C & S). The C & S
network reaches nearly 30 million homes and is growing at a very fast rate. DD’s
business model is based on selling half-hour slots of commercial time to the
programme.

Comparison of Doordarshan and star plus marketing strategy:

1. As star plus a private sector and Doordarshan is public sector unit so

both marketing strategy is different from each other. Doordarshan is
rule and govern by government of India so it is centralize business and
star plus has decentralized control and is marketing strategy is better
than Doordarshan. It is doing in house marketing only and now a days
there is business in international business so Doordarshan should me
privatize because star plus as a private company have a deep pocket
what DD doesn’t have.
2. The quality that star plus offer is much better than Doordarshan and
time slot of both the channel are quite different and some time due to
satellite problem programme is not telecast and the program are not
repeatedly show as star plus doing.
3. Whenever any new serial going to launch in star plus from 1 month
before they advertise that by hooding and posters in pose area and by
road and during serial that is given by the actor of the serial character
who is very much famous. But Doordarshan doesn’t doing this. Here
Doordarshan is lacking.
4. Now the logo of star plus change and it can understand its customer
very well but Doordarshan can’t understand its customer as star
knows. Like star plus mostly target the women and they remove the
thinking of the people now a days as there tag line “rista vahi soch
nayi”. But Doordarshan is the oldest channel but they did able to make
revolution in the television industry but star plus done it.
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 5. Early the Doordarshan is a leading company. Do6ordarshan will be
highlighting its programming and high reach. According to current TAM
Data in 1996 out of top 50 programmes on television, 35 belong to
Doordarshan while the rest are from Star Plus. The programme
viewership of DD’s top 5 programmes is much higher than the
viewership of C&S’s top 5 programmes. But now it is totally vice versa.

Recommendation:

i) Sourcing as much research as possible from the market though both

syndicated studies, and specially commissioned proprietary
studies. Doordarshan should do to again achieve the leading position.

ii) The use of research as a tool to both measure and enhance the
effectiveness of Prasar Bharti’s public service broadcasts and consider the
importance and methodologies developed elsewhere may need to be
adopted by Doordarshan to beat star plus.

iii.) The development of more effective, relevant, people oriented

programmes, through the use of research in compare to star plus.

iv) The use of research to develop and establish the commercial potential the
programmes as star pus do.

v) The development of a strong, ongoing interface between Research and

Marketing, on the one hand, and between Research and Programming.

Conclusion:

At last the conclusion is that earlier the Doordarshan is leading in the

market but in today’s scenario star plus is leading one. Star Plus is India's
No 1 satellite channel and has redefined Hindi television entertainment

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 with a programming line-up that includes popular drama series, popular
comedies, 'Bollywood' movie blockbusters, lifestyle, current affairs, kid's
programmes and game shows. According to industry sources, the overall
advertising revenue of STAR India declined by around 7-8 per cent in 2008-
09. However, its subscription revenue registered a high double-digit
growth. STAR India remains a highly profitable business, with decent
growth exposure as it secures a national footprint with the launch of new
regional entertainment channels. The star plus Market is evolving
continuously. The major players would like to consolidate their positions
while new channels are increasingly posing a threat to them. With immense
advertising revenues and viewership at stake, the channels need to
continually assess and re-assess their strategies where as Doordarshan is
now in the stuggling period and they have to formulate the innovative
strategies live star plus to lead again and Doordarshan should diversify its
business and do the advertising and formulate an effective marketing
strategy in comparison to star plus.

References:

• Akshay booked(tribune business news paper)

http://proquest.umi.com/pqdweb?
index=5&did=2146751221&SrchMode=1&sid=3&Fmt=3&VInst=PROD&V
Type=PQD&RQT=309&VName=PQD&TS=1289302844&clientId=129893

• Balaji Telefilms' Q1 net profit declines by 67.30%, business

line jul20,2010
http://proquest.umi.com/pqdweb?
index=9&did=2087736641&SrchMode=1&sid=6&Fmt=3&VInst=PROD&VTy
pe=PQD&RQT=309&VName=PQD&TS=1289302941&clientId=129893

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 • The importance of being No.1; The STAR Network of
channels says it has emerged the largest in India, for the
first time. But the big breakthrough will be if Rupert
Murdoch's Indian operations can lead the country's media
and entertainment pack. He's getting there, fast. Business
line 2010

http://proquest.umi.com/pqdweb?
index=11&did=2074158251&SrchMode=1&sid=6&Fmt=3&VInst=PROD&VT
ype=PQD&RQT=309&VName=PQD&TS=1289303053&clientId=129893

• Star Plus pulls ahead

http://proquest.umi.com/pqdweb?
index=15&did=2065913631&SrchMode=1&sid=6&Fmt=3&VInst=PROD&VT
ype=PQD&RQT=309&VName=PQD&TS=1289303053&clientId=129893

• Those DD days, Business line : Nov 25, 2008.

http://proquest.umi.com/pqdweb?
index=3&did=1601082771&SrchMode=1&sid=7&Fmt=3&VInst=PROD&VTy
pe=PQD&RQT=309&VName=PQD&TS=1289302237&clientId=129893

• Can 'DD' bridge the cultural divide?. PR Week. (London ed.).

London: Apr 27, 2007. pg. 14, 1 pgs
http://proquest.umi.com/pqdweb?
index=5&did=1273902471&SrchMode=1&sid=7&Fmt=3&VInst=PROD&VTy
pe=PQD&RQT=309&VName=PQD&TS=1289302237&clientId=129893

• Nimbus, DD fall out on India-WI match telecast Businessline.

Chennai: Jan 21, 2007.

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http://proquest.umi.com/pqdweb?
index=11&did=1137761501&SrchMode=1&sid=4&Fmt=3&VInst=PROD&VT
ype=PQD&RQT=309&VName=PQD&TS=1289302992&clientId=129893

• No live telecast of Lanka series on DD: Ten Sports offers

only 90- minute highlights package .text Businessline.
Chennai: Aug 11, 2005. pg. 1
http://proquest.umi.com/pqdweb?
index=12&did=880952951&SrchMode=1&sid=7&Fmt=3&VInst=PROD&VTy
pe=PQD&RQT=309&VName=PQD&TS=1289302626&clientId=129893

• DD turns to movies to boost revenue Businessline. Chennai:

Sep 29, 2006. pg. 1
http://proquest.umi.com/pqdweb?
index=9&did=1552183271&SrchMode=1&sid=7&Fmt=3&VInst=PROD&VTy
pe=PQD&RQT=309&VName=PQD&TS=1289302237&clientId=129893

• www.exchange4media.com
• www.casestudy.com
• www.doordarshan.com
• www.miv.gov.in
• www.startv.in
• www.proquest.com
• www.emrald.com

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In

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