COMPARISION OF MARKTING STRATEGY OF DOORDARSHAN AND STAR PLUS AS PUBLIC ABD PRIVATE SECTOR

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 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,

1 www.doordarshan.com, viewed on 10.10.20102

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.

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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2 www.startv.in viewed on: 16.10.20104

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.

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

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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.

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.

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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.

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

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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”.

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.

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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.

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:

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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.

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.

3. The development of more effective, relevant, people oriented programmes, through

the use of research.

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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 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

3 www.miv.gov.in. viewed on 27.10.2010

4 www.miv.gov.in. viewed on 27.10.201014

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.

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:

5 www.ddindia.gov.in viewed on 25.10.2010

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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

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

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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.

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—Medium17

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)

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.

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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.

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

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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.

“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.

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:

6 www.exchange4media.com. Viewed on 20.10.201020

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 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&VType=PQD&RQT=3

09&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&VType=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

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Star Plus pulls ahead

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

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Can 'DD' bridge the cultural divide?. PR Week. (London ed.). London: Apr 27, 2007.

pg. 14, 1 pgs

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Nimbus, DD fall out on India-WI match telecast Businessline. Chennai: Jan 21,

2007.

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No live telecast of Lanka series on DD: Ten Sports offers only 90- minute highlights

package .text Businessline. Chennai: Aug 11, 2005. pg. 1

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DD turns to movies to boost revenue Businessline. Chennai: Sep 29, 2006. pg. 1

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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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