INTRODUCTION

INTRODUCTION
Today, new media of all types must be considered when considering the scope of the
entertainment and media industry. Broadly measured, the entertainment and media
industry spans multiple sectors, from America's 9,042 FM radio stations, to the 1.4 billion
movie tickets sold each year. Meanwhile, Newspapers are finding it increasingly difficult
to compete against Internet news and advertising delivery rivals. Recorded music sales on
CD-ROM continue to suffer while sales of digital music files are soaring. Traditional radio
broadcasting is suffering, finding it increasingly difficult to gather listeners for
advertising-based radio programming due to such alternatives as satellite radio and digital
MP3 players. The burning issue affecting all sectors of the entertainment and media
industry is maintaining control of content and audiences while taking advantage of myriad
new electronic delivery venues. Competition in the entertainment sector is fierce. Gone are
the days when television and radio programmers enjoyed captive audiences who happily
sat through ad after ad, or planned their schedules around a favorite show. Consumers,
especially consumers in younger demographics, now demand more and more control over
what they watch, read and listen to. The various Issues related to control include the
factors such as Pricing for content including free-of-charge access; illegal downloads
versus authorized downloads; and full ownership of a paid download versus pay-per-view.
Portability including the ability for a consumer to download once, and then use a file on
multiple platforms and devices including iPods and cell phones, or the ability to share a
download with friends. Delayed viewing or listening such as viewing TV programming at
the consumer's convenience and similar personal video recorders.
The competition among entertainment delivery platforms has intensified; all sectors face
daunting challenges from alternative delivery methods. For example, satellite radio
delivery of subscription based music and talk programming has hit its stride multimillion

subscriber counts for Sirius and its competitor XM. Another example: telecommunications
companies such as AT&T are now delivering television programming to the home via
telephone wires, battling cable and satellite TV firms for market share. Today
Entertainment and media industry in India is seen as one of the most happening market
place in the global market. Currently India is one of the best performing economies in the
world. The magnitude of The Indian Entertainment and Media Industry can be made out
from the fact that it has out-performed the Indian economy and is one of the fastest
growing sectors in India, riding on the back of economic growth and rising income levels
that India has been experiencing in the past years with the onus of global entertainment
industry expected to touch $1.8 trillion shifting towards the Asian region, India is well
poised to garner a sizable share of it. Indias film industry is already the largest producer
of feature films in the world. In the context of Indian Entertainment and Media industry,
the Filmed Entertainment and Television segment dominate the industry followed by the
Print, Radio and the Music segments. The Indian Entertainment and Media Industry offers
ample opportunities for investing be it animation, films, dubbing, music etc. This report
covers all the important aspects related to the industry with useful and important data thus
offering a useful insight to the investor/reader looking to invest in this sector.

COMPANY PROFILE

COMPANY PROFILE
Wave Group - a leading business conglomerate that has expanded across industries to
create a niche for itself. The integral beliefs of the Group are founded on hard work and
team spirit. It has been steered by the long term vision of the Late Mr. Kulwant Singh
Chadha since 1963. Today, the Wave Group boasts an impressive portfolio of businesses,
including sugar manufacturing, distilleries and breweries, real estate, malls and
multiplexes, beverages, sports, education and entertainment.

Wave Group's policy has been to efficiently and effectively optimise its diverse businesses
and maximise output by participating in all aspects of business. This has resulted in
exponential growth in the Group's productivity, its ability to transform industries and in
creating opportunities for entirely new market segments. The business model has evolved
significantly through strategic investments in services and technologies, ensuring that the
Wave Group maintains its competitive advantage in every sector.

The Wave Group attributes a major part of its success to its visionary, the erstwhile
Chairman Mr. Gurdeep Singh (Ponty) Chadha. His pioneering vision to conquer new
heights and fulfil the dreams of all its stakeholders is the key to driving the Group to
continuously set new benchmarks.

Wave Cinemas
Redefining the world of movie-viewing experience.........
One of the unique ventures of Wave Inc., is Wave Cinemas - the Group's own Movie
Theater with its pioneering adoption of international standards of equipment which has
changed the way the nation watches movies.

Traditional to Wave Cinemas, is the world-class Digital Sound, Audio and Projection
systems, with seating ergonomically designed comfortably wider, having more leg-room
than the present industry standards.

With projection systems from Kinoton-Germany, Audio Systems from Martin Audio-UK,
Screens from Harkness Hall-UK and Dolby Cinema Processors from USA, movie viewing
at Wave Cinemas is definitely a distinctive experience for the populace.

The Wave Cinemas at selected venues offer the star attraction and revolutionary concept the 'Platinum Lounge' - a royal luxurious movie-viewing experience, which is
conceptualized, designed, implemented and offered only by the "Wave Cinemas".
With more than 650 vessels served, On-Waves is the world's leading telecommunications
service provider in wireless mobile network communications offering GSM and CDMA
coverage, along with a comprehensive suite of enhanced services to Cruise Ships &
Ferries, Cargo Ships, Offshore Installations, Fishing vessels, Private yachts, Business
Aviation jets and remote terrestrial locations.

With a combination of the latest technologies; excellent voice and data quality, redundant
fiber links to all major VSAT satellite providers, up to date services and seamless service
for GSM and CDMA phones, On-Waves brings to both passengers and crew members, an
on-board wireless experience matching that which users experience on land.

OnWaves is a subsidiary of Siminn (formerly Iceland Telecom), a well known

International mobile phone carrier with 1,600 employees and over 500 GSM roaming

agreements. Siminn was the very first Maritime GSM provider in the world and the first to
offer its services to the Cruise industry, beginning in 2003 on a World Tour Cruise.

Key Figures
ON-WAVES END-USERS
Every day, On-Waves extends wireless service to 130.000 people, providing them the
opportunity to use their mobile devices while on board.

ROAMING AGREEMENTS

With more than 500 GSM roaming agreements, On-Waves can extend service to over 85%
of the worlds 5 billion cell phone users.
MANAGEMENT TEAM
Corporate Executives
Kristinn Ingi Lrusson
Chief Executive Officer
Kristinn Ingi Lrusson holds a MBA degree from the University of Edinburgh, Scotland.
He joined On-Waves in June 2012. Prior to joining On-Waves, Mr Lrusson worked for
Sminn hf and Skipti hf (parent companies of On-Waves) since 2005 in international
business development as well as investment activities. Mr Lrusson has represented both
Sminn and Skipti hf as a board member in Iceland and internationally. Prior to joining the
telecommunication industry Mr Lrusson worked within the financial industry, within
asset management and corporate banking.

Roch-Alexandre Nomin
Chief Technology Officer
Roch-Alexandre Nomin holds an engineering degree from the Telecom Bretagne
Institute.
Mr. Nomin has been a pioneer in the field of maritime mobile phone communications. He
has designed, implemented and operated GSM and other wireless systems in very complex
RF environments on over 100 vessels, including some of the largest and most
sophisticated cruise ships launched to date. As On-Waves Ehf's CTO, Mr Nomin is
responsible for introducing the latest generation of all-IP mobile phone systems, services
and applications to global maritime market.

John HILFINGER
Managing Director On-Waves America LLC
John Hilfinger holds an MBA (Finance/International Business) degree from Columbia
University Graduate School of Business. He joined On-Waves in 2007 to develop its
business activities in US. Prior to On-Waves, he served in various leadership roles at
AT&T

Wireless,

including Vice-President,

International M&A

and

Business

Development. In 2004, he was instrumental in creating Wireless Maritime Services, a

pioneer maritime mobile phone operator. Prior to AT&T Wireless, he held various
positions at AT&T Corporation in both domestic and international operations.

Darryn TROWELL
Director of Sales and Business Development, EMEA Region
Since graduating as an engineer with the Royal Air Force, Darryn has held senior business
development, operations and development roles in wireless communications with
Ericsson, Nokia, Nortel, Ip.Access, Zynetix and Quortus.
Darryn joins On-Waves following his time at Zynetix where he held various senior roles
incorporating all operational and engineering aspects of the business from product
conceptualisation through R&D and on to operational deployment and system
management.

Board of directors
GUNNAR FJALAR HELGASON
Chairman
JOHANNA GUDMUNDSDOTTIR
Board Member
ASA RUN BJORNSDOTTIR
Board Member
LARUS GUDMUNDSSON
Board Member
ROCH-ALEXANDRE NOMINE
Board Member

Services

On-Waves enables the use of any mobile phone while on board, on the high seas or in air.

Fully featured mobile services from On-Waves include:

The ability to place calls to and receive calls from any fixed or mobile phone in the
world

Inbound and outbound SMS text messages anywhere, anytime

GPRS, EDGE, 1XRTT and EVDO service for mobile phones, wireless PDAs and
Blackberries

On board generated messages for entertainment and useful information

Welcome message sent to each user while on board with personalized text

Wi-Fi applications

For Crew Members:

Same functionality at reduced pricing

Pre-paid card availability and account management

For the Shipping Company:

Crew welfare

Real-time vessel tracking

Real-time attached mobile phone activity

Short code dialing

24h, voice and data monitoring

Real-time system operational status monitoring

Demand assigned on-board areas switch on and off

LITERATURE REVIEW

LITERATURE REVIEW
By and large, extravagance items can be separated into three classifications: home
extravagance items, individual extravagance items, and experiential extravagances
(Danziger, 2004a; Unity Marketing, 2004). As indicated by Danziger (2004a),
extravagance home items incorporates marked or costly home embellishments, for
example, kitchen apparatuses, furniture, open air garden, workmanship, collectibles and so
forth.; while individual extravagance items incorporate items that give clients a sentiment
delight and saw 'elevated expectation of living, for example, garments, excellence items;
style frill; autos, gems, watches and so on. Experiential extravagance is characterized as an
ordeal of extravagance from the buyer's own particular point of view, or a perspective that
make delight by doing exercises, for example, heading off to the theater, Caf, bar, travel,
eateries and feasting (Danziger, 2004b). Everybody may have an alternate idea of what
constitutes an extravagance item in light of the fact that their comprehension on
extravagance has no particular estimation (Beverland, 2004; Danziger, 2004b). So as to at
any rate downsize its extension, in 2004, Vigneron and Johnson built up an operational
measure of brand extravagance, known as a Brand Luxury Index scale (BLI) that
comprises of five key extravagance measurements, specifically saw obviousness, saw
uniqueness, saw Extended-Self, saw gratification, and saw quality/flawlessness. While
buyers may boost each of the five measurements, by and by, customers may exchange off
less striking measurements for more remarkable ones. This implies individuals who buy
extravagance items are a bit much rich or well-off, but rather ought to be the individuals
who are intrigued and can stand to buy them (Danziger, 2004a; Lowther, 2005). As it
were, extravagance items don't as a matter of course have a high cost, yet it must satisfy
the

standard of extravagance items, which must be top notch, elite, and sincerely fulfilling
(Munuz, 2002). Moreover, individuals with high instruction and who are more educated
will tend to buy extravagance items (Danziger, 2004a; Stacy, 2005; Unity Marketing,
2004). Moreover, individuals who are more worried about their picture, social class or
grown-up toy will likewise tend to buy extravagance items (Nia and Judith, 2000;
Prendergast and Claire, 2003).

Family and companions, or direct experience may impact shopper conduct on buy of
extravagance items (Danziger, 2005b). Extravagance likewise has a tendency to be
impacted more by the client's impression of what constitutes quality, eminence and so
forth. Hence, advertisers ought to appropriately assemble the items brand name,
comprehend the purchaser mind set, give careful consideration to customers' enthusiastic
needs, and be acquainted with the buyers' surroundings, be it home, working spot or
amusement environment, to gage the shopper's mental and behavioral needs (Mastens,
2004; Unity Marketing, 2004).
Elements affecting buy conduct are mostly because of certain inner and outside jolts
(Solomon, 2004). It can either be on account of individuals need to escape from routine
employment, improve personal satisfaction, remunerate diligent work (Danziger, 2004a),
increase additional sentiment certainty, persuade essential encounters, to be more
extraordinary and one of a kind (Danziger, 2004b), to express their identity, as a grown-up
toy, or to satisfy their mental needs (Nia and Judith, 2000).

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

To understand the involvement of the employees in assisting the customers.

To analyze the customer attitude towards various pricing strategies opted by Wave
cinemas.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Data Type
Sampling Unit
Sampling Type
Sample Size
Research Tool
Type of Research
Data Collection Method
Area

Primary & Secondary

Wave Cinema
Convenience Sampling
50
Questionnaire
Descriptive
Survey
Moradabad

DATA ANALYSIS
&
INTERPRETATIONS

DATA ANALYSIS & INTERPRETATIONS

Q1. Do you watch movies?

Yes
No

90%
10%

Q2. Where do you like to watch movies?

Theatre
Home

80%
20%

Q3. Do you like refreshment between movies?

Yes
No

80%
20%

Q4. Is picture quality of wave cinema clear?

Yes
No

80%
20%

Q5. Is the price of wave cinema reasonable for customer?

Yes
No

70%
30%

Q6. Does wave cinema provide you comfortable siting?

Yes
No

70%
30%

Q7. Are tickets easily available in wave cinema?

Yes
No

60%
40%

Q8. Which cinema do you like to watch movies?

Big Cinemas
PVR
Single Screen cinemas

60%
20%
20%

Q9. Are you satisfied with the facilities like air conditioner and cleanliness provided
by wave cinema?

Yes
No

60%
40%

Q10. Do you prefer any other cinema apart from waves?

Yes
No

60%
40%

FINDINGS

FINDINGS
On the basis of intensive research, following findings are given below:
1. 15% of the respondent visit Bharat Big cinemas every week and about 31% of the
respondent visit once in a month and 16% visit once in 3 month and 6% of the
respondent visit once in a year and 32% of the respondent visit according to their
preference of movies.
2. 57% book their tickets at Bharat Big cinemas through Box office and about 15% of
respondent book their tickets through Tele booking and about 23% of respondent
book their tickets through internet booking and about 5% of respondent use other
means of booking the tickets.
3. 19 % of respondent rate the Ticket counter location as Excellent and about 33% of
the respondent rate it as very good and about 38% of respondent rate as good and
about 9% rate it as average and about 1% rate it as poor.
4. 15 % of respondent rate the information provided by the staff as Excellent and
about 28% of the respondent rate it as very good and about 38% of respondent rate
as good and about 17% rate it as average and about 2% of the respondent rate it as
poor.
5. 9% of respondent feels the price of the tickets as Economical and about 36% of the
respondent rate it as affordable and about 36% of respondent rate it as Reasonable
and about 16% rate it as Expensive and about 3% of the respondents rate it as very
expensive.
6. 10 % of respondent feels the weekend/peak time pricing as Economical and about
24% of the respondent feels it as affordable and about 21% of respondent feels it as
Reasonable and about 31%feels it as Expensive and about 14% of the respondent
rate it as very expensive.

7. 12 % of respondent feel online booking is not convenient and about 21% of the
respondent feel it as time consuming and about 39% of respondent rate it as
moderate and about 23% rate it as easy and about 5% of the respondent rate it as
very easy.
8. 55% of customers feel that Tele booking is more convenient than the other ways of
booking tickets and about 45% of respondent does not agree with it.
9. 68% of customers feel that free parking is an advantage and about 32% of
respondent does not feel its an advantage.
10. 25 % of respondent feel Big cinemas as secure and about 9%of the respondent feel
it as safe and about 8% of respondent feel it as moderate/average and about 5%
feel it as unsafe and about 3% of the respondent feel it as risky.

SUGGESTIONS

SUGGESTIONS

Wave cinemas should carry out customer research periodically and conduct
operations according to their customers perceptions and expectations.

Regular customers can be contacted through email and messages.

Loyalty or point cards can be provided to regular customers for discounts.

Wave cinemas should advertise to a greater extent about their services so to

increase the awareness level of its services.

Waiting lounge can be improved with better facilities.

Higher budget allocation is needed for the promotional activities.

Orders of food & beverages can be taken from the customers seat itself.

Pricing strategy can be used to compete with the local theaters.

The amount for 3D glasses can be included in the ticket price itself so that people
dont feel its an additional cost.

Attractive Complimentary and combos can be used.

Special screen for elite classes can be added.

I believe that the aforesaid recommendations would make Wave cinemas more vibrant in
the market and sustain its market leadership.

CONCLUSION

CONCLUSION

Wave cinemas entertainment industry is a market leader in production, distribution,

processing of cinemas by providing 3D IMAX and exclusive theatre service to the
customers. Wave cinemas promotional activities is very effective and the respondents have
rated Wave cinemas promotional activities on the basis of services offered by Wave
cinemas and fun innovation is very much effective for all types of people including
youths. Wave cinemas has also drawn more Families into the theaters which can be
considered as one of the major success. Even though people were bit concern about the
price mostly it was rated as one of the best venue to sit and watch the movies.

BIBLIOGRAPHY

BIBLIOGRAPHY

"Services Marketing: People, Technology, Strategy" by Christopher Lovelock,

JochenWirtz, and JayantaChatterjee ,Pearson Education Publications 2007.

"Services Marketing & Management" by T A Schwartz and D Iacobucci, Sage

Publications, 2000.

"Services Marketing" by Ronald T Rust, Anthony J Zahorik and Timothy L

Keiningham, Addison-Wesley Publications, 2000.

'Services Marketing" by Helen Woodruff, Macmillan India Ltd.,Publications, 2000

QUESTIONNAIRE

QUESTIONNAIRE
Dear Respondent
I am student of TMU conducting a market survey report "A Study of Customer
Satisfaction Towards Wave Cinema Theatre in Moradabad". Kindly spare few
minutes for fill up this questionnaire. Any information provided by you will be used for
academic purpose only.
RESPONDENT PROFILE
Name of the Respondent _________________________________________________
Resident _____________________________________________________________
Contact ______________________________________________________________
Age Group ___________________________________________________________
Education ___________________________________________________________
Occupation___________________________________________________________
Q1. Do you watch movies?
Yes
No

90%
10%

Q2. Where do you like to watch movies?

Theatre
Home
Q3. Do you like refreshment between movies?
Yes
No

80%
20%

80%
20%

Q4. Is picture quality of wave cinema clear?

Yes

80%
No
20%
Q5. Is the price of wave cinema reasonable for customer?
Yes

70%
No
30%
Q6. Does wave cinema provide you comfortable siting?
Yes
No
Q7. Are tickets easily available in wave cinema?
Yes
No
Q8. Which cinema do you like to watch movies?

70%
30%

60%
40%

Big Cinemas
60%
PVR
20%
Single Screen cinemas
20%
Q9. Are you satisfied with the facilities like air conditioner and cleanliness provided
by wave cinema?
Yes
60%
No
40%
Q10. Do you prefer any other cinema apart from waves?
Yes
No

60%
40%