Hardik Dave - Iipm - SS - 07 - 09 - Mum - MKT - 017

INDIAN INSTITUTE OF PLANNING AND MANAGEMENT
MUMBAI
THESIS
ON
“BRANDING IN MEDIA INDUSTRY”
SUBMITTED BY
HARDIK DAVE
UNDER THE GUIDANCE OF MR. NIKHIL RAO
MARKETING
BATCH – PGP (07-09) SS

IIPM/SS/07-09/MUM/MKT/017
2
MUMBAI
POST GRADUATE DIPLOMA IN PLANNING & ENTREPRENEURSHIP
CERTIFICATE
This is to certify that Mr. Hardik Dave, (Ref. ID: IIPM/SS/07-09/MUM/MKT/017) of

PGP(07-09)SS batch from Indian Institute of Planning & Management, Mumbai has been
doing her thesis on “BRANDING IN MEDIA INDUSTRY” under my guidance, has
successfully completed her thesis.
This thesis report is found to be satisfactory and factually correct after due verification. I
wish her all the success in future endeavours.
Place: Mumbai __________________

Prof. Nikhil Rao
Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

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ACKNOWLEDGEMENT
It is indeed a moment of great pleasure to express my sense of profound
gratitude & indebtedness to all the people who have been instrumental in
making my thesis a rich experience. I got the opportunity to do a
challenging project on “BRANDING IN MEDIA INDUSTRY”. At the
outset I would like to thank Professor Nikhil Rao. It was my proud
privilege to complete my thesis under him, as I have gained immense
valuable guidance & cooperation from him, throughout my research.
Last but not the least I extremely appreciate the benevolence to all my
colleagues for their ingenious support and thought provoking view and
veracity and whole hearted co-operation and those whom I may have
forgotten, who have been instrumental in bringing this work into
existence. I attribute the success of this project to all of them.
Hardik Dave

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Consent Letter

5
APPROVAL LETTER
Dear Hardik,
I have received your synopsis as well as the confirmation of your external

guide you through the thesis. This letter is a formal approval to the topic
proposed by you
Please go ahead with the thesis. Make it a comprehensive thesis by using

empirical data as the basis of the research.
Your ref. id number is IIPM/SS/07-09/MUM/MKT/017
Furthermore, you are required to send me a total of at least 6 thesis guidance

response sheets at equal intervals before the coalescence of the thesis.
Please find below the format for the response sheet.
Regards,
Melissa
Format for the response sheet
Response Sheet No:
Name:
ID NO:
Questionnaire:
Date when the Guide was consulted:

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ABSTRACT
Branding is well defined by Philip Kotler as –

A brand is a name, term, sign, symbol, or design, or a combination of them, intended
to identify the goods or services of one seller or a group of sellers and to differentiate
them from those of competitors. Thus the endowment of products and services with
the power of a brand is termed as Branding.
The subject of branding is always fascinating, is it in any industry especially media

industry. This is cause, branding as matter of fact includes all the strategies of marketing.
But the major factor of branding is always lead by the quality of the product. Lets take for
instance – in India almost all the industry is promoted on television, as major chunk of
people are influenced by the ads which results in trying the product for the first time.
Previously the Indian consumer’s buying behaviour was mostly driven by their relatives
influence or a higher experienced ideal. Now since the scenario is changed, all the 4 P’s
of marketing have great values attached which if not well followed can lead the product
to fail.
Similarly various paint brands are also promoted on the television which helps consumers
to get familiar with the brand. This familiarity help create an idea about the product in the
consumers’ mind, and therefore a decision of trying the product is decided. But if the
experience i.e. quality is not good, and then this may cause a damage to the product as
that very customer will never purchase your product anymore. He/She may also spread
hi/her view to his relatives and colleagues. This will result in market failure of the
product.
The above example talks every thing about quality and it’s important. Similarly
promotion, packaging, pricing and distribution has an equal hold on the product where
branding is concerned. In today’s date sectors like education, politics etc are also well
promoted to grab the maximum market support.

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Highlights
The Rs 58,400 crore Indian Media and Entertainment industry grew at 12.4 per cent over
the previous year. It is expected to grow at a compounded annual growth rate (CAGR) of
12.5 per cent over the next five years to become a Rs 1,05,200 crore industry by 2013,
says a Ficci & KPMG report on the sector release on Tuesday.
The report also highlights the increasingly challenging market environment for the sector,
on the back of economic slowdown and the consequent slowdown in advertising
revenues, especially in the last quarter of 2008. Sectors like TV, print, radio and outdoor
which depend on advertising revenues were largely affected and this is estimated to
continue into the current year too.
Advertising spends grew at CAGR of 17.1 per cent in the past three years. Going forward,
it is expected to exhibit a robust growth rate CAGR of 12.4 per cent over the next 5 years.
Potential upsides could take this higher.
Growing acceptance of the digital TV distribution technology, entry of DTH players the
success of many small budget movies, and the rising competition in the regional market
were some of the key highlights of the previous year. However, it was IPL which proved
that innovation in traditional formats resulted in runaway success.
Dr Amit Mitra, secretary general, Ficci says, "India is one of the few countries where
economic growth will be led by domestic consumption. With a low advertising spend to
GDP ratio of 0.47 per cent, a growing consumer class, and middle class, young
population, low media penetration and increasing discretionary spending; India continues
to be an attractive market for Media & Entertainment".
Commenting on the highlights of the report, Rajesh Jain, head (Information,

Communication & Entertainment), KPMG India said, "Media companies are under
pressure to change, innovate and re-examine their existing business models. Players need

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to draw upon new capabilities to survive in this environment. In the immediate future,
media corporates are likely to focus more on operating margins, and assess opportunities
for consolidation, while building on core strengths".
Ficci-KPMG report highlights
• Media & Entertainment Industry projected to grow at 12.5 per cent over next five years
to Rs 10,520 crore
• Advertising spends down from CAGR of 17.1 per cent in last 3 years to 12.4 per cent
CAGR for next 5 years.
• Television industry at Rs 24,100 crore recorded a growth of 14.2 per cent over 2007. It
is projected to grow at the rate of 14.5 per cent over 2009-13 and reach a size of Rs
47,300 crore.
• The filmed entertainment sector is projected to grow at the CAGR of 9.1 per cent over
the next 5 years and reach the size of Rs 16,860 crore by 2013. The industry clocked
revenues of around Rs 10,930 crore in 2008, a growth of 13.4 per cent over 2007.
• The Indian Print Media industry grew at 7.6 per cent in 2008 to be a Rs 17,260 crore
industry. It is projected to grow at a CAGR of 9 per cent over the next five years and
reach around Rs 26,600 crore by 2013.
• Radio ad spends have doubled from 2 per cent in 2004 to 4 per cent of the total
advertising spends in India today. Over 2009-13, radio ad industry will grow at a CAGR
of 14.2 per cent to be a Rs 1,630 crore industry.
• The size of the Indian music industry was estimated at around Rs 7.3 billion in 2008,
down from Rs 8.3 billion in 2005, implying a degrowth of 4.8 per cent during the period.

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• OOH performance was affected in the second half of the year owing to the overall
economic slowdown. The media has grown at a CAGR of 17.3 per cent over the past 3
years and is projected to grow at a compounded rate of 12.8 per cent over the next 5
years. It will be around Rs 2,930 crore industry by 2013.
• The Indian animation industry has been growing rapidly with an estimated CAGR of
20.1 per cent in 2006-08. It is estimated to reach a size of about Rs 3900 crore by 2013.
• In 2008, the Indian console gaming segment registered total revenues of Rs 410 crore
which is expected to go up to Rs 940 crore in 2013.

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TABLE OF CONTENT
Sr. No CONTENT Page

No
1 INTRODUCTION 12
1.1 Executive Summary 12
1.2 Prelude 14
2 LITERATURE REVIEW 21
2.1 Market Action 24
2.2 Market Potential 25
3 RESEARCH METHODOLOGY 27
4 QUESTIONNAIRE 28
5 ANALYSIS 31
6 CONCLUSION 40
7 RECOMMENDATIONS 43
8 SYNOPSIS 49
9 RESPONSE SHEETS 51
7 BIBLOGRAPHY 54
INTRODUCTION

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Executive Summary
The Rs 58,400 crore Indian Media and Entertainment industry grew at 12.4 per cent over
the previous year. It is expected to grow at a compounded annual growth rate
(CAGR) of 12.5 per cent over the next five years to become a Rs 1,05,200 crore
industry by 2013, says a Ficci & KPMG report on the sector release on Tuesday.
The report also highlights the increasingly challenging market environment for the sector,
on the back of economic slowdown and the consequent slowdown in advertising
revenues, especially in the last quarter of 2008. Sectors like TV, print, radio and
outdoor which depend on advertising revenues were largely affected and this is
estimated to continue into the current year too.
With this focus, this market research report study on the key sectors: films, television,
music, radio, and animation highlighting its potential and key trends to be expected with
sharing insights on developments, impact and opportunities. The report is an effort to
present a critical analysis of the sector specific constraints faced by the industry that are
impediments to its growth, the need for concerted action and hence achieve its true
potential. One of the key imperatives that can realize this potential, as pointed out in this
report, is the need for focus and effective collaboration between the key stakeholders.

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The Indian entertainment and media (E&M) industry has out-performed the Indian
economy and is one of the fastest growing sectors in India. The E&M industry generally
tends to grow faster when the economy is expanding. The Indian economy has been
growing at a fast clip over the last few years, and the income levels too have been
experiencing a high growth rate. Above that, consumer spending is also on the rise, due to
a sustained increase in disposable incomes, brought about by reduction in personal
income tax over the last decade. All these factors have given an impetus to the E&M
industry and are likely to contribute to the growth of this industry in the future. Besides
these economic and personal income-linked factors, there are a host of other factors that
are contributing to this high growth rate.

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Prelude
The Indian media and entertainment (M&E) industry is one of the fastest growing
industries in the country. Its various segments—film, television, advertising, print media
and music among others—have witnesses tremendous growth in the last few years.
With A.R. Rahman and Resul Pokutty having won Oscars for their commendable work in
Slumdog Millionnaire, the spotlight has shifted on India and the immense talent and
potential it offers. Another Indian who has been in the news recently is Raju Narisetty, a
prominent journalist, who has been appointed as the managing director of the Washington
Post, a leading US daily.
According to a report jointly published by the Federation of Indian Chambers of

Commerce and Industry (FICCI) and KPMG, the media and entertainment industry in
India is likely to grow 12.5 per cent per annum over the next five years and touch US$
20.09 billion by 2013.
Television
The television industry in India is currently at its prime, contributing the largest share in
the total media and entertainment industry. While India is the third largest cable television
market in the world, the penetration level of pay TV is still low, which promises a huge
untapped potential for growth.

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According to the study by FICCI and KPMG, the television industry, which is currently
valued at about US$ 4.63 billion will expand by 14.5 percent between 2009 and 2013.
Digital distribution platforms such as direct-to-home (DTH) are transforming the

industry. Direct-to-Home segment is gearing up for a new phase of TV viewing with
digital video recorders (DVRs) or personal video recorders that will free consumers from
having to watch television at broadcaster-ordained timetables.
Mobile TV- where content will stream in on mobile phones – which is currently at a
nascent stage is poised to grow big with the advent of 3G, according to experts. This can
lead to the growth of many business opportunities in the media and entertainment sector.
And according to ABI Research, the mobile TV market worldwide is expected to attract
over 50 crore viewers in the next five years.
Considering that video is the most popular medium of entertainment, it will not be limited
to mobile phones but will be expanded to in-car television and personal media players
among others, according to experts.
Viewership across various segments is increasing and marketers are launching new
channels to meet this growing demand. Turner and Warner Bros Entertainment,
Hollywood's leading studio have launched WB, a new Warner-branded channel in India
that will showcase blockbuster motion pictures and acclaimed television series. The
channel will be distributed by Zee-Turner and will be available on both DTH platforms
and cable and satellite homes. Hindi general entertainment channel (HGEC) Star Plus is
launching four new shows in March this year.
Music
The Indian music industry, which until recently was overwhelmingly dominated by film
music, is now being driven by non-film music. However, piracy and advent of radio
channels which constantly play hit music leading to loss of sales of music, has affected
the industry.

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Industry experts estimate that the current size of the industry is about US$ 149 million,
calculated on the basis of legitimate unit sales of compact discs (cds) and music cassettes
of around 15 crores. And according to a PwC study, the music industry is likely to grow
by 2 per cent over the next five years and will be a US$ 164.56 million industry by 2012.
While cassettes and cds have traditionally accounted for most of the sales, future growth
will come from non-physical formats such as digital downloads and ringtones, among
others.
According to a joint study by Soundbuzz, a digital music company, PwC and

International Federation of Phonographic Industries, India was poised to become the
second country in the world, after South Korea, where digital music sales will surpass the
sales of music in traditional formats.Digital music sales are expected to account for 88 per
cent of the total music industry revenue in India by 2009.
Radio
The cheapest and oldest form of entertainment, reaching 99 per cent of the population,
this segment is likely to see many dynamic changes.
According to the PwC study, revenues from radio are likely to grow at a compound
annual growth rate (CAGR) of 24 per cent over the next five years and the industry will
grow from US$ 150.52 million in 2007 to US$ 370. 22 million in 2012.
Private FM radio has emerged as the fastest growing segment in the media, notching up
an average 30 per cent growth in advertising revenues, compared to the industry's average
of 18 per cent, according to ACNielsen's Radio Audience Measurement (RAM) service.
Moreover, it is expected to increase to US$ 218.49 million over the next two years from
US$ 133.52 million today.
FM radio broadcasting has expanded at a rapid pace and India today has over 300 FM
radio stations.
Advertising

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Advertising trends showed a healthy growth in the last five years as marketers sought to
woo customers for a wide range of products. According to an Economic Times survey of
100 large private sector companies, the aggregate spending on advertising by these
companies grew by a huge 22.4 per cent last year over the previous year. More than four-
fifths of the sample companies have witnessed a rise in sales turnover in 2007-08
following higher advertising spend.
With the economic slowdown, ad spends are slowing down as well. According to the
FICCI-KPMG report, ad spends could grow by 12.4 per cent a year now, compared to the
17 per cent growth registered over the past three years.
However, as consumer spending slowly inches upwards – aided partly by the fiscal
measures undertaken by the government to boost the economy – some companies, such as
Dabur, Coca Cola India, the Emami group and the Future Group, are planning to raise ad
spends by almost 10 per cent in some cases to boost sales this year.
Radio, internet and cinema have been the traditional mediums of advertising and
according to a survey by Adlabs Cinemas and research firm IMRB, in cinema, the 30-
second in-theatre advertising accounts for 95 per cent of cinema advertising. The
remaining 5 per cent comprises activities in the lobby area such as new car or bike
displays, etc. Of the overall advertising spend, currently only around 0.4 per cent (around
US$ 15.42 million) is spent on cinema. Print and TV account for the majority of the ad
spend.
Going forward, digital media advertising (internet, mobile and digital signage) is expected
to emerge as the medium of choice for advertisers. Of the available media, it was the
fastest growing segment in 2008. Analysts feel that its better return on investment and the
comparative ease with which its efficacy can be measured will ensure that the trend
continues. In fact in 2009, video ads will the most popular form of online advertising,
according to Viraj Malik, MD, Percept Knorigin (digital advertising arm of Percept).
According to a FICCI-PwC report, online advertising it is expected to touch US$ 212.03
million in 2011 from the current US$ 57.83 million.

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To cash in on the opportunity, Malaysia-based media conglomerate Astro Group has

acquired a 50 per cent stake in Indian online firm Mogae Digital for US$ 5 million. The
joint venture has lined up a number of launches, which include a social networking portal
for mobile phones this year. Mogae Digital is promoted by Sandeep Goyal and Tanya
Goyal, who are the Indian JV partners of Japanese giant Dentsu, the single largest ad
agency in the world.
Cinema
The Indian film industry is the largest in the world in terms of number of films produced
per year. The FICCI-KPMG study values the Indian film industry at US$ 2.11 billion and
projects its growth at 9.1 percent till 2013.
Bucking the global slowdown – and in the aftermath of the Slumdog Millionnaire win –
the box office collections in the first two months of this year have jumped 32 per cent
over 2008. Box office collections from over eight movies, which accounted for the bulk
of the revenues, hit US$ 36.62 million in January-February compared to US$ 27.95
million crore from over 12 movies in 2008 during the same months, according to data
with trade analysts.
The opening of the film industry to foreign investment coupled with the granting of
industry status to this segment has had a favourable impact, leading to many global
production units entering the country. For example, Walt Disney has partnered with Yash
Raj Films to make animated movies, the Warner Group is funding the Sippys' film
projects, Viacom has a joint venture with the TV 18 group to form Viacom-18, and Sony
Pictures Entertainment has co-produced Saawariya with SLB Films (Sanjay Leela Bansali
Films).
Buoyed by the success of its maiden production in India—Chandni Chowk to China

(which garnered US$ 8.67 million globally in the first three days of its release)—Warner
Brothers Pictures India is set to invest US$ 38.6 million in film production this year.

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Fox Star Studios, a joint venture between Twentieth Century Fox and Star, has entered
into a multiple-film deal with producer Vipul Amrutlal Shah, marking its foray into the
Indian film industry.
R-ADAG-owned Adlabs Films is betting on its integrated film service business and
movie exhibitions to drive its growth. The company is spending US$ 41.13 million to
expand the two businesses.
The cinema-viewing experience is also undergoing major changes. One perceptible

change has been the rapid growth of multiplexes, which meets consumer demand for
quality entertainment and has also helped boost production of niche films targeted at
niche audiences.
Multiplexes
The nation's multiplex industry is all set for an unprecedented boom buoyed by positive
regulatory changes and booming consumerism. According to an estimate, the number of
multiplex screens in India is expected to touch 5,000 by 2012, constituting around 40 per
cent of the total cinema screens.
In fact, currently the Indian market is highly underserved when compared to the West,
India has less than 13 screens per million of the population, against 117 in the US, 52 in
Italy and 30 in the UK.
PVR, Inox Leisure, Big Cinemas and other multiplexes plan to maintain their investment
tempo in the year ahead betting on big Bollywood releases, lower rentals, a cut in
entertainment tax and the drop in equipment prices. Multiplexes including Fun Multiplex,
Cinemax and others plan to invest more than US$ 2.89 billion in 2009 almost the similar
amount as last year, according to industry experts.
Fame India (formerly Shringar Cinemas), the company that owns and runs the Fame
Cinemas chain of multiplexes, is expanding its footprint in North India. The company
owns about 73 screens across India, including the three screens it added to its portfolio at

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the Fame multiplex in the Panchkula district of Haryana. Another multiplex with five
screens in Chandigarh (at the City Emporio mall) is in the pipeline.
Multiplexes /megaplexes have been instrumental in contributing 28 per cent of the total
theatrical sales for the film industry according to a report by Systematix Institutional
Research.
• Entertainment conglomerate Adlabs Cinemas has drawn up a plan to build 12

megaplexes in cities like Mohali, Lucknow, Hyderabad and Delhi.
• Multiplex chain PVR Cinemas, is also planning to add over 250 screens across
India, staggered over a period of three years from 2008-2010, with a total
investment outlay of around US$ 82. 27 million.
• Cinemax India, the multiplex chain which currently has 55 screens over 17
properties across the country is planning to scale up its presence to 299 screens
across about 100 properties by fiscal 2010.
• Inox, which has 26 multiplexes and 90 screens in 18 cities across India, will open
nine multiplexes in Bangalore, Mangalore, Hubli and Belgaum by the end of
2010.
• Leading global multiplex player, Cinepolis, has earmarked US$ 350 million for its
Indian operations. The company plans to have 500 screens across 40 cities in the
next 5 to 7 years.
Others
Segments like print media, animation and gaming are also likely to see interesting growth
rates. The country's growing literacy and new technologies have resulted in India
emerging as the second largest newspaper market in the world, according to latest
research by the World Association of Newspapers (WAN). Indian newspaper sales
increased 11.2 per cent in 2007 and 35.51 per cent in the five year period. Newspaper
advertising revenues in India were up 64.8 per cent over the previous 5 years.

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According to the FICCI- KPMG study, the gaming segment, which is currently estimated
at US$ 125.29 million, is expected to grow at 33.30 percent till 2013, while the US$
119.51 million Internet is seen growing at 27.9 percent.
The Indian animation industry, currently estimated at US$ 460 million, is expected to
grow at a CAGR of 27 per cent to touch US$ 1,163 million by 2012 according to a report
titled ‘Indian Animation and Gaming 2008', jointly prepared by NASSCOM and Ernst &
young. ‘

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LITERATURE REVIEW
The Indian entertainment and media (E&M) industry has out-performed the Indian economy
and is one of the fastest growing sectors in India. The E&M industry generally tends to grow
faster when the economy is expanding. The Indian economy has been growing at a fast clip
over the last few years, and the income levels too have been experiencing a high growth rate.
Above that, consumer spending is also on the rise, due to a sustained increase in disposable
incomes, brought about by reduction in personal income tax over the last decade. All these
factors have given an impetus to the E&M industry and are likely to contribute to the growth
of this industry in the future. Besides these economic and personal income-linked factors,
there are a host of other factors that are contributing to this high growth rate. Some of these
are enumerated below:
A. Low media penetration in lower socio-economic classes (SEC) Media penetration

varies across socio-economic classes. Though media penetration is poor in lower socio-
economic classes, the absolute numbers are much higher for these classes. Hence, efforts to
increase the penetration even slightly in these lower socio-economic classes are likely to
deliver much higher results, simply due to the higher base.
B. Low ad spends Indian advertising spends as a percentage of gross domestic product

(GDP) – at 0.34 percent – is abysmally low, as opposed to other developed and developing
countries. Advertising revenues are vital for the growth of this industry. While today the low
ad spends may seem like a challenge before the E&M industry, it also throws open immense
potential for growth. This potential can be estimated by the fact that even if India was to
reach the global average, the advertising revenues would at least double the current
advertising revenues, estimated at about INR 132 billion, for 2005.

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C. Liberalising foreign investment regime

Today, India has probably one of the most liberal investment regimes amongst the
emerging economies with a conducive foreign direct investment (FDI) environment. The
E&M industry has significantly benefited from this liberal regime and most segments of
the E&M industry today allow foreign investment. Recently FDI was permitted in the two
important sectors – print media and radio. Films, television and other segments are
already open to foreign investment.
In the print media segment, 100 percent FDI is now allowed for non-news publications
and 26 percent FDI is allowed for news publications. Printing of facsimile editions of
foreign journals are now also allowed in India. This policy is helping foreign journals
save on the cost of distribution while servicing the Indian market audiences more
effectively.
The FM radio sector too was opened for foreign investment recently with 20 percent FDI
being allowed. The FM radio sector itself has expanded by opening 338 licenses for
private investment, which currently is underway. As a result, the radio sector is expanding
rapidly with forecasted growth rates of 32 percent per annum.

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Market Actions
Government Initiatives
The Government has initiated major reform measures, which have had a cascading effect
on the growth of the industry.
• Permitting 100 per cent foreign direct investment (FDI) through the automatic
route for film industry and advertising.
• Allowing 49 per cent foreign holding in cable TV and DTH.
• Allowing 100 per cent FDI in non-news publications and 26 per cent FDI in news
publications.
• The government has allowed 100 per cent FDI in fax editions of magazines and
newspapers.
• Recently, the government has allowed companies with core business in news
segment but hived off non-news business, to raise funds from overseas beyond the
stipulated FDI limit of 26 per cent. Such companies can raise and route funds from
overseas through its non-news arm, which will not be calculated as foreign
investment.
• The FM radio sector was opened for FDI with a 20 per cent cap.
• Permitting setting up of uplinking hubs for satellite uplinking by private TV
broadcasters from Indian soil.
• Giving industry status to the films segment.
• Opening FM Radio operations to the private sector.
• The government has allotted US$ 50.13 million in the current Five-Year-Plan for
various development projects of the film industry. The funds will be utilised to set
up a centre for excellence in animation, gaming and visual effects among others.
Going Global With the growing popularity of Indian content in the world market in
general and South Asia in particular, the Indian entertainment industry players are
venturing abroad to tap this booming segment.

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In fact, according to a report by CII-AT Kearney, the share of international markets in

total box office collections is estimated to increase from 8 per cent in 2006 to 15 per cent
in 2010.
Consequently, many domestic players like Yash Raj Films, Reliance-Adlabs and UTV,
among others, have set up distribution arms overseas. Not only films, other entertainment
content areas like music and television also have a huge potential international market.
One recent estimate puts the total value of Indian content sold overseas at over US$ 200
million. Further, this number is expected to grow over 20 per cent every year.
Technology has influenced the entertainment industry in a big way, and transformed
content delivery as well as viewership experience. Experts feel that in 2009-10, the media
and entertainment sector will see many new applications and ways of building the
business.
Exchange rate used: 1 USD= 51.8800 INR
Market Potential
The Rs 58,400 crore Indian Media and Entertainment industry grew at 12.4 per cent over the
previous year. It is expected to grow at a compounded annual growth rate (CAGR) of 12.5
per cent over the next five years to become a Rs 1,05,200 crore industry by 2013, says a Ficci
& KPMG report on the sector release on Tuesday.The Indian media and entertainment
(M&E) industry is one of the fastest growing industries in the country. Its various segments—
film, television, advertising, print media and music among others—have witnesses
tremendous growth in the last few years. With A.R. Rahman and Resul Pokutty having won
Oscars for their commendable work in Slumdog Millionnaire, the spotlight has shifted on
India and the immense talent and potential it offers. Another Indian who has been in the news
recently is Raju Narisetty, a prominent journalist, who has been appointed as the managing
director of the Washington Post, a leading US daily. According to a report jointly published
by the Federation of Indian Chambers of Commerce and Industry (FICCI) and KPMG, the

26
media and entertainment industry in India is likely to grow 12.5 per cent per annum over the
next five years and touch US$ 20.09 billion by 2013.

27
RESEARCH METHODOLOGY
Target Audience
Customers
Age – 25 years and above
Income – 20,000 and above
Occupation: Media professionals

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QUESTIONNAIRE
Questionnaire for Media Persons
1. Are you satisfied with the growth of Media in recent past??
• YES
• NO
2. Are you satisfied with the branding of your service ?
• YES
• NO
3. Have you taken up any change in Branding of the services your organization
extends in the recent past?
• YES
• NO
4. If Yes, is the branding process complete, or is still in progress??
• YES
• NO
5. If No, Are you conscious about which branding process should you use?
• YES
• NO
6. What is the scale of Branding have you implemented?

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• Large scale
• Medium scale
• Small scale
7. Which are the other brands you are aware of in the same category?
• ____________________________
• ____________________________
• ____________________________
8. Which is the branding strategy that you have used?
9. Is there any specific reason why did you choose this branding strategy?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
10. How is you branding strategy different from your competitors?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
11. How far do you feel your Branding is successful in the market?

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_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
12. Is there an effect of recession on Media?
13. How has that affected Branding in media industry?
__________________________________________________________________
__________________________________________________________________
_________________________________________________________________
14. What is the most effective tool for branding in Media?
• TV
• Radio
• Newspaper
• Internet
• Can’t Say
15. How do you measure the success of your branding activity in the market?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
16. Does Advertisement by your competitor influence your branding?
• Strongly Agree
• Agree

31
• Disagree
• Strongly Disagree
• Can’t Say
17. Which are the Ads that you remember in this section?
18. What kinds of advertisement do you prefer for branding in Media?
• Emotional
• Entertaining
• Informative
• All of the above
19. If asked what changes would you want to make in the media industry.
a). _____________________
b). _____________________
c). _____________________
20. Should the Branding be
a). Cost effective

b). Emotional
c). Others. Please specify_________________________________

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ANALYSIS
With everything seemingly going wrong with the world economy, it’s not the best time
for marketers to expect good news. Today is no exception my friends. I’m afraid that
marketing is in a terrible mess. Hope lies in the fact that most marketing problems can be
solved with a certain amount of commonsense.
The crux of the issue is that marketing is shadow-boxing, when companies should be ‘in
search of the obvious’. Marketing people spend too much time tinkering with new ideas
and really don’t focus on the one thing that they should be focusing upon —
differentiation. In all this fooling around with new ideas, marketing executives are
forgetting the basics of how to separate their brand from the competition. What marketing
folks need to look for is that simple, obvious strategy and not get bogged down in the
complexities.
Given the avalanche of new products hitting the market, creating differentiation is
becoming increasingly difficult. The arrival of so many products also puts the emphasis
back on the need to be different. You are getting into a market with an army of
competitors out there. You have to face that fact and say, maybe there’s no room for me
unless my offer is something different. The trouble with marketing people is that hope
springs eternal. And for clear differentiation, the marketing program has to inevitably start
with the competition. What you want to do is what your competition will let you do.
The biggest challenge facing the marketing fraternity today can be summed up in two
words: Wall Street. Financial statements are pushing companies to grow and be
everything for everybody. Companies, in their insatiable desire to grow, lose focus and
move away from a simple idea. Beware of Wall Street. Plot your growth strategies
carefully and do not take the brand where it does not make sense. You cannot be
everything to everybody unless you are a Wal-Mart. That said, even Wal-Mart
discovered, much to its discomfort, that it cannot be everywhere. For example, the chain
could not successfully compete in the up-market retailing space against Target, the retail
chain that sells “fancier stuff for less.” Another example: Home Depot tried smaller

33
neighborhood formats to retail hardware, but failed because local retailers had deeper
insights into local market needs. From a retailing perspective do experiment with multiple
retailing formats, perhaps under a separate brand.
The economic downturn spells bad news to most marketers, but a slump also presents an
opportunity to build brands.
We interviewed media persons and they were quite frank about the feelings about
branding in media industry. The market dynamics and the recession are not affecting the
media business to the extent it has affected the other sectors. The branding activities taken
up in media now a day are large scale.
Execution of Strategy Through Brand Design
Brand design is how we take our ideas and give them the dimension that allows the target
audience to dimensionalize the ideas within their lives. It is the difference between
reading the menu and eating the meal. The brand strategy commands the brand to be
single minded, have clarity and focus, take advantage if any brand equities, and provide
the scaffolding for the permission the brand commands to be important to the target.
Brand design comes out of that strategy and provides the target with a visual connection
to the brand.
Brand Creation
Any designer with a modicum of talent can create pretty images, pictures and logos. Only
great brand designers can take a brand idea and bring it to life in an unforgettable way.
A talented artist can paint a lovely picture of a French café. Our designers need to paint
that same picture and make you want to eat there.
Doing that requires more than simply great artistic taste and sense. It requires a deep-
rooted understanding of strategy and customer behaviors. It requires a complete census of

34
the competitive landscape so what we create is both different and better.
The balance between art and commerce
Because our brand designers at Stealing Share® are tasked with a good deal more than
just creating “pretty pictures” they think differently. Our clients come to us because they
need to grow market share — to take market share from competitors and our design
reflects that goal. It does not matter if it is a logo, collateral brochure, web site, annual
report or signature system, our designers make sure that your potential customer finds a
hook in the design that helps them remember and recall it as important
Typical Brand Strategy Process
While each client in unique, the brand flow chart is a good representation of what is
encompassed in a “typical” Stealing Share brand project. The brand strategy process can
change based on the needs of the client, but the basic nature of a brand project remains
generally the same and is quite scientific in nature.
As a brief overview, brand projects start with research, both qualitative and quantitative,
while analysis of the competition and audit of your brand continues. Once those are
completed, we have the basics for building a meaningful brand for you in the market: We
know what is most important to the target audience (research), how the competition is
positioned (competitive analysis) and what is true about you (brand audit).
It is at this point that the true strategic work begins by Stealing Share to develop brand
positions, strategies and tactics that are actionable and aimed to create a preference for
your brand in the marketplace.
Any work done by our advertising agency or web development group would start in the
latter stages of Phase 4 or after. Click on any of the boxes or numbers to get more detail
about that phase, including typical time estimates.
Traditional Strategy Will Fail
As a premier global brand company, Stealing Share® has come to understand that

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preference decisions are based more on highly held customer beliefs than they are on
customer purposes. This means that while traditional advertising messages and corporate
identities seek to exploit a unique selling proposition that satisfies a purpose (i.e. get
whiter whites with a laundry soap powder) your brand needs to be more important to the
customer’s sense of self. It needs to reflect the belief systems that command the
customer, for example, to want or need a better laundry result.
We conduct a Preceptive Behavioral Modeling at Stealing Share® to provide the basis for
our research into the belief systems of the target audience that your brand strategy is
meant to influence. We call these beliefs “Precepts” and they command the actions of
your target audience. There is a one-to-one causal relationship between what the
customer believes to be true about the world in which they live and the purposes (and
purchases) that they seek to fulfill in their daily life.
Represent What They Will Covet
Human beings naturally seek stasis and your brand needs to use this naturally occurring
power. Your customer naturally gravitates away from conflict and towards an internal
sense of harmony. This means that in everything they do and in all of the purchase
decisions they make, they seek to diffuse any conflicts that exist between their actions and
their belief systems. It comes down to simple physics in the end — what they believe to
be true about the world in general creates the purposes they seek to satisfy in specific
purchase categories.
At the end of the day, brand strategy is all about permissions. Brand permissions arise
from the precepts of your target audience and the purposes that your brand satisfies.
Understanding the ruling precepts when developing brand strategy is every bit as
important as understanding regional and cultural differences when marketing your
product or service.
Influencing Behavior
It is an artificial enterprise to evaluate brand and marketing without looking into a much
broader spectrum of human behavior. Most marketing research studies are therefore
deeply flawed. They attempt to understand a purchase behavior or preference in an
artificial context — one with limited vision and limited success.
It is akin to placing an isolated human population, a population that has never seen or

36
heard of an elephant, into a dark room arming them only with a laser like flashlight and
asking them to describe what they find there. What you might get back from such a group
would be an odd mix of descriptors speaking of a large four-legged animal with a tail on
both ends. It is interesting information but it is not very valuable or accurate.
For this reason, brand strategy and marketing strategy today is more closely aligned with
anthropology than it is with traditional marketing science. If you are trying to influence
human behavior and grow market share you need to better understand the human
condition and you need to see it in the context of a broader palate than just the palate of
your category.
Winning Strategy
This all supposes that you, as a marketer, are interested in using your brand to influence
the purchase decision and increase market share. As elementary a question as that may
seem, you would be surprised to learn how many marketing strategists that onecomes
across that see brand as a static stand alone. They do not as of yet see it as the basic
building block for all purchase decisions and the catalyst for growing market share. They
think about brand expertise, not as the organic and dynamic germinal seed that it is, but as
some artificial convention invented by mass marketers like P&G.
If your desire, therefore, is to use your brand to help influence the preference choice and
increase market share, then it is a given that you must have a better understanding of your
target audiences . It is not enough to understand their usage and attitudes as it relates to
your product, service or category unless you believe that it is OK to understand an
elephant as an animal with a tail at both ends — you need to know the customer in the
broader context of their life. You need to know what they believe to be true about their
life, values, aspirations and goals. You need to better understand the belief triggers that
guide their lives and direct their purchase decisions. Growing market share demands more
than simple branding — traditional brand development that has become endemic in
marketing circles today — it requires the acute vision of an anthropologist.
Branding as Anthropology
In order to make our branding work persuasive and influential in the market, our dynamic
and active strategists act as anthropologists as well as marketing experts. The precepts of
customers', basic beliefs about themselves and the world at large dictate “who they are”
when using and choosing a brand. Precepts are different for every target audience and as a
result, our strategic specialists focus on specific targets based on deep expertise in many

37
diverse target groups. Each of our teams specializes in specific groups that directly
influence the equity of your brand.
However, the focus is always upon developing brand strategy and messaging that changes
behavior and increases market share. Here are just a few of our focused areas of
brand/consumer expertise:
Baby Boomers
This over-studied and under appreciated group embraces cultural precepts that are
distinctly different from other target markets. Baby boomers approach purchase decisions
and arrive at conclusions differently from all other groups, which, in turn, results in
specific brand development necessities to target this group. Our experience with this
group runs from marketing consumer package goods to the brand messaging of oil
changes to exposing legal preferences.
Female Influencers And Decision Makers
Understanding and characterizing the female decision maker sets Stealing Share apart.
We have mapped the preceptive structure of this powerful audience and have found ways
to influence the purchase decisions via brand messaging in everything from bottled water
to real estate. This group defies stereotypical categorization and approaches consensus
from a distinctly right brain perspective. This group has concerns that are firmly held,
often remaining consistent despite cultural changes. Targeting female consumers is a
common branding goal, but is often misled by inside-out marketing strategy that is so
rampant in the marketplace.
Male Influencers And Decision-Makers
Contrary to popular thought, the male consumer has changed his preceptive bundling
more than his female counterpart. The preceptive modeling for male decision-makers is as
unique as that of the female model. Our branding and marketing experience with this
audience runs from beer marketing to automotive marketing and technological messaging
(computer marketing). The male consumer will often change his preceptive structure, so
this group is often difficult to narrow the brand focus. It requires expertise in cultural

38
currents and an understanding of values, consumer behavior over time, and how the male
market has changed over the years.
IN a Nutshell
Brand Development
Effective brand development is nearly impossible to execute in-house because it is

difficult to be dispassionate and objective when evaluating the state of your business. As a
result, companies often make the mistake of confusing the business of their business with
the business of their brand.
Strategically speaking, the business of your business is what you make and/or sell. All too
often we describe our brand by what we do and this obscures our marketing position and
brand strategies. This is the reasoning behind the many companies with a marketing
position and/or brand identitiy that is merely a reflection category benefits, showing
almost no differentiation. This “brand marketing” simply defines the offering or presents
a banal claim that is neither important nor believable in the eyes of the target audience.
Your Responsibility
There are a few important responsibilities in defining the business of your business, and
these are vastly different from the brand strategies that arises from the business of your
brand. Your product must perform according to the standards set by the market. For
example, if you are selling soap powder, your product needs to clean clothing, have a
pleasant fragrance, and be competitively priced. It needs to be consistent in quality and
value (consistency), and it needs to perform a function (efficacy).
You are also selling your brand identity and must preserve that brand identity with great
care, consistently delivering the value your corporate identity promises. Here, many
companies (brand development companies as well) get confused. Your logo, mark, theme
line, and “look and feel” are part of your corporate identity, not your brand identity.
Marks and equities are all about the recognition of you and your company. They are how
the customer remembers you. These values are all about processes, operations, and
ingenuity.
What Your Customers Buy

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If you were able to take a dispassionate look at your customers and see them not as you
imagine them or idealize them, but rather as they are, you would see the beginnings of a
brand strategy.
Simply put, your customers buy a category, and then they choose a brand within that
category. Referencing our soap powder example, the customer needs soap powder to
wash their clothes, and then they choose a specific brand of soap powder as their
preferred purchase.
Purchasing decisions are all about positioning, meaning and integrity. They choose a
brand within a category based on an emotional litmus test. Efficacy and product values
are, for the most part, equal across the market space. All soap powders available on the
market will clean your clothes, and claims of superiority are mere distractions for
consumers at best. Nonetheless, most packaged goods companies continue to try to
differentiate their brands by efficacy claims.
How Customers Choose
How then does the consumer decide which brand they want (preference) and what price
they are willing to pay for that brand (margins)? Considering that almost all products sell
commodity benefits, what could possibly be left? What is left is brand.
Brand identity strategy begins with a clear understanding of your target audience, and this
does not stop at a simple usage and attitudinal study. The study of the customer has more
in common with anthropology than marketing. Marketing strategy focuses on tactics and
values while brand anthropology focuses more on the target audience and their beliefs
about themselves and the world. Brand choices are made (with all else being leveled as
equal by the marketplace) because of personal identification with the attributes assigned
to the brand by the target audiences themselves. The brand that best offers a reflection of
the customer’s self-description and personal identity will win the day.
Developing actionable brand strategy requires digging into the perceptual context of the
target audience. We use tools like behavior modeling to understand the precepts that drive
the target audience to take action and ensure that those values are communicated in the
brand strategy at all times. Your customer needs to recognize the brand (identity) and then
find within its promise, not simple efficacy but affirmation. Those that continue to believe

40
that purchase decisions are cognitive choices are living in the 1950's world of unique
selling propositions (USP). When the market was immature and less crowded, such
business promises could incite trial. Today, USP's represent a flash in the pan.
Your brand does not belong to you, it belongs to your customer and is more of a reflection
of them than you and your business. If your “brand strategy” includes descriptions of your
product or service, your own history or value or your category benefits, chances are that
you have a robust business and an ailing brand.

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CONCLUSION
Key developments
Entry of new players
The year 2005 saw the entry of new players across all segments of the E&M industry. The
most prominent entry was that of the Reliance Group in the filmed entertainment and
radio segment. During 2005, Reliance Capital bought a majority stake in Adlabs which
enabled it to have a presence across the entire value chain of the filmed entertainment
segment ranging from film production, exhibition and distribution. Through Adlabs,
Reliance also made its entry into the radio segment by bidding for over 50 FM radio
stations across the country with aggregate bids of over INR 1.5 billion.
The other significant entry into the entertainment and media segment was that of the Tata
group, through its subsidiary Videsh Sanchar Nigam Limited (VSNL). VSNL tied up with
the Paris-based Thomson Group in 2005 with the objective of identifying opportunities in
managing and delivering content for third parties, including broadcasters and content
providers. Thomson Group also recently announced its partnership with Tata Sky Limited
for manufacturing set-top-boxes and providing sales service and support network for their
DTH customers.
Foreign investment
Owing to the strong impetus for growth from the economic and demographic factors
coupled with some regulatory corrections, the sector also recently witnessed increasing
foreign investment inflows in most segments of the E&M industry, especially the print
media. Recent examples include foreign investment in English dailies such as Hindustan
Times and Business Standard by Henderson Global and Financial Times respectively.
Vernacular media too saw its share of foreign investment with a strategic equity
investment by Independent News & Media in Dainik Jagran, a leading Hindi Daily.
In the broadcasting space, most channels beaming into India (such as Walt Disney,
ESPN-Star Sports, Star, Discovery, BBC etc.) have established foreign investment
subsidiary companies for content development and advertisement airtime sales.

42
In the television distribution space arena, foreign investment is being drawn by the larger
cable operators referred to as ‘multi-system operators (MSO)’ such as Hathway and
Hindujas. In the television content space, the recent investment in Nimbus
Communications by a foreign private equity player is seen as the start of a significant
trend of foreign investment inflows.
Current status of the industry and its growth potential
The Indian economy continues to perform strongly and one of the key sectors that
benefits from this fast economic growth is the E&M industry. This is because the E&M
industry is a cyclical industry that grows faster when the economy is expanding. It also
grows faster than the nominal GDP during all phases of economic activity due to its
income elasticity wherein when incomes rise, more resources get spent on leisure and
entertainment and less on necessities. Further, consumption spending itself is increasing
due to rising disposable incomes on account of sustained growth in income levels, and
this also builds the case for a strong bullish growth in the sector.
The size of E&M in India is currently estimated at INR 353 billion and is expected to
grow at a compounded annual growth rate of 19 percent over the next five years.
The television industry continues to dominate the E&M industry by garnering a share of
over 42 percent, which is expected to increase by a further 9 percent to reach about 51
percent. The share of the film industry, which currently stands at 19 percent, is not
expected to change materially over the next five years. Print media, which stands at over
31 percent, is projected to lose some of its share in favour of the emerging segments.

43

44
RECOMMENDATION
Key growth drivers
Television
Subscription revenues are projected to be the key growth driver for the Indian television
industry over the next five years. Subscription revenues will increase both from the
number of pay TV homes as well as increased subscription rates. The buoyancy of the
Indian economy will drive the homes, both in rural and urban (second TV set homes)
areas to buy televisions and subscribe for the pay services. New distribution platforms
like DTH and IPTV will only increase the subscriber base and push up the subscription
revenues.
Filmed entertainment
Indians love to watch movies. And advancements in technology are helping the Indian
film industry in all the spheres – film production, film exhibition and marketing. The
industry is increasingly getting more corporatised. Several film production, distribution
and exhibition companies are coming out with public issues. More theatres across the
country are getting upgraded to multiplexes and initiatives to set up more digital cinema
halls in the country are already underway. This will not only improve the quality of prints
and thereby make film viewing a more pleasurable experience, but also reduce piracy of
prints.

45
Print media
A booming Indian economy, growing need for content and government initiatives that
have opened up the sector to foreign investment are driving growth in the print media.
With the literate population on the rise, more people in rural and urban areas are reading
newspapers and magazines today. Also, there is more interest in India amongst the global
investor community. This leads to demand for more Indian content from India. Foreign
media too is evincing interest in investing in Indian publications. And the internet today
offers a new avenue to generate more advertising revenues.
Radio
The cheapest and oldest form of entertainment in the country, which was hitherto
dominated by the AIR, is going to witness a sea-change very shortly. In 2005, the
government opened up the sector to foreign investment – and this is the key factor that
will drive growth in this sector. As many as 338 licences are being given out by the Indian
government for FM radio channels in 91 big and small towns and cities. This deluge of
radio stations will result in rising need for content and professionals. New concepts like
satellite, internet and community radio have also begun to hit the market. Increasingly,
radio is making a comeback in the lifestyles of Indians.

46
Music
The industry has been plagued by piracy and had been showing very sluggish growth over
the last few years, both in India and globally. However, ‘mobile music’ and ‘licensed
digital distribution’ services are projected to fuel the recovery of the music industry the
world-over. The pace of growth in mobile music reflects the fact that consumers
increasingly view their wireless device as an entertainment medium, using those devices
to play games and listen to music, while carriers are actively promoting ancillary services
such as ringtones to boost average revenue per user. Ringtones currently constitute the
dominant component of the mobile music market. Licensed digital distribution services
are also contributing significantly to growth in all regions.
Live entertainment
This segment of the entertainment industry, also known as event management, is growing
at a fast and steady rate. While this industry is still evolving, Indian event managers have
clearly demonstrated their capabilities in successfully managing several mega national
and international events over the past few years. In fact, event managers are also
developing properties around events. The growing number of corporate awards, television
and sports events are helping this sector. With rising incomes, people are also spending
more on wedding, parties and other personal functions. However, issues like high
entertainment taxes in certain states, lack of world-class infrastructure and the

47
unorganised nature of most event management companies, continue to somewhat check

the potential growth in this segment of the industry.
Out-of-home advertising
Outdoor media sites in India are predominantly owned or operated by small, local players
and are typically, directly marketed by them to advertisers and advertising agencies.
However, this segment too is witnessing a sea-change with technological innovations.
Growing billboard advertising is fuelled by technologies such as light-emitting diode
(LED) video billboard. This is a segment that is seeing interesting technological
innovations across the world and is likely to evolve in India too in the short-term.
Internet advertising
An estimated 28 million Indians are currently hooked on to the internet. And this rising
number is leading to the growth of internet advertising, which today stands at
approximately INR 1 billion. The internet is being used for a variety of reasons, besides
work, such as chatting, leisure, doing transactions, writing blogs etc. This offers a huge
opportunity to marketers to sell their products. And with broadband becoming
increasingly popular, this segment is expected to grow by leaps and bounds.

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Barriers to investment in the entertainment and media industry
A lot more investment can be drawn into the entertainment and media industry if certain
sectoral policy barriers can be addressed. Some of the issues that need to be addressed
which commonly impacts all segments and need to be addressed urgently include:
1. Piracy
The problem of piracy assumes a different proportion in a country such as India with an
area of 3.3 million sq. km. and a population of over 1 billion speaking 22 different
languages. It impacts all segments of the industry especially films, music and television.
Most of the credible efforts today to combat piracy have been initiated by industry bodies
themselves. On part of the government, lack of empowered officers for enforcement of
anti-piracy laws remains the key issue that is encouraging the menace of piracy. This,
coupled with the lengthy legal and arbitration process, is being viewed as a deterrent to
the crusade against pirates. The current Copyrights Act too is dated in terms of
technology improvements, and above all, it does not address the needs of the electronic
media which has maximum instances of piracy today. The draft of the Optical Disc Law
to address the need for regulating piracy at the manufacturing stage is still lying with the
ministry for approval.
2. Lack of a uniform media policy for foreign investment
The sector currently lacks a consistent and uniform media policy for foreign investment.
Some of the inconsistencies include different caps in foreign direct investment in various
segments. This is enumerated below:
• Television distribution: DTH 49% (strategic FDI only 20%); cable 49% (ownership can
only be with India citizens).
• Content (news): Television and print - 26%; radio - nil
• Content (non-news): Television and print - 100%; radio 20% (only portfolio)
3. Level playing field with incumbents
Most sectors of the Indian E&M industry have traditionally operated under various
agencies of the Indian government, which were later opened to the private players in

49
various stages. FM radio is one such example where the incumbent All India Radio (AIR)
was the sole player in the medium of both AM and FM radio broadcasting. Limited
frequencies of FM broadcasting have been opened to the private players but with a licence
fee, which is not currently applicable to the incumbent AIR. Similarly, in television
segment, all terrestrial broadcasting rights continue to be with the incumbent
Doordarshan.
4. Content regulation
A long-standing debate continues amongst the industry members on regulation of content.

Some of the issues that need to be addressed in this sphere include:
• Should there be a content regulator or should the industry be allowed self-regulation
under a broad framework?
• If there needs to be one, should the content regulator be independent of the carriage
regulator?
• Should the content regulations be consistent across all delivery mediums such as films,
television, radio and print or different sets of regulation should be evolved for each
medium?
• What should be the working mechanisms of a content regulation in terms of
enforcement, penalties for default from prescribed guidelines etc.?

50
THESIS SYNOPSIS
Details of the student

Name: - Hardik Dave
Batch: - PGP (07-09) SS
Specialization: - Marketing & Finance
Phone No: - 9833581182
Email Id: - bhavyasing@gmail.com
Desired Area
Marketing activities that a company takes to build a Brand and sustain their respective
position.
Title of the thesis

“Branding in Media Industry”
Problem definition /hypothesis

Market Dynamics, a hurdle in the Media Branding.
Literature relating to the problem

The journal will comprise of the reason behind, why one Paint is preferred as against
Asian Paints. Print as well as television and radio ads and personal interviews of dealers
and consumers. It will also include Potential customer’s trends.
Scope of thesis work

My Research range will be to find out the influence of market dynamics on branding
strategies adopted by players in the media industry by contacting various media persons
in Mumbai.
Research Methodology
The study will include qualitative research.

51
Qualitative Research
Media persons, Advertising Agency, OOH media Agency, Film production companies,
Radio Stations, Print Media.
Justification for choosing a particular research proposal

The reason for selecting this topic for my Thesis is because I will be making my career in
this field and perhaps this may be of great help and knowledge for my process.
Details of the External guide (Name of the Guide, Qualification and Designation)
Name: - Nikhil Rao
Qualification: - B.E (ELECTRONICS, MMS MARKETING)
Designation: - MARKETING CONSULTANT

52
RESPONSE SHEETS
Response Sheet No: 1
Name: Hardik Dave
ID NO: IIPM/SS/07-09/MUM/MKT/017
Questionnaire: A basic questionnaire has been designed
which would be modified from time to time based on the
type of group being interviewed.
Since it is more of a qualitative research the questionnaire
has to be modified subject to the type of group
(merchant/manager/consumer) being interviewed.
Date when the Guide was consulted: 24/03/2009
The outcome of the discussion: Various parameters have
been listed which affect the dynamics of the media industry
as a whole and a company individually.
The Progress of the Thesis: The basics of how and what
brings about changes in the movements of preferences and
what role does an agent/ advertiser or the company it self
play in selection of the service. This would give a clear and
proper understanding of what inspires demand for any kind
of product / service in this industry.

Name: Hardik Dave
Questionnaire: Changes in the questionnaire are
incorporated.
The outcome of the discussion: Discussions regarding
who is to be interviewed and how should I go about
conducting the research was discussed.

53
The Progress of the Thesis: A complete research on the

media industry and the top competitors was carried out.

Name: Hardik Dave
Questionnaire: I have initiated the survey on the related
section. There are three segments to be surveyed, i.e. Media
persons, advertising agents, Clientele of Media. Currently I
would start with survey only with media persons.
The outcome of the discussion: Discussions regarding
when and which all places do I visit in order to receive quality
base response from the sample.
The Progress of the Thesis: Have visited various
advertising agents in order to study the innovative product
quality and marketing strategies of branding in media. This
would help me decide the strategic planning of Radio City as
a brand.
Name: Hardik Dave
Questionnaire: I have initiated the survey on all the three

sections i.e. Media Persons, Advertising agents, clientele of
Media.
The outcome of the discussion: The data which we are

collating is in convergence with the data expected.

54
The Progress of the Thesis: Have spoken to the sample so

far in order to fill up my questionnaire and have picked
valuable information.
Name: Hardik Dave
Questionnaire: I have almost completed the survey by sixty

percent on all the three sections i.e. Media Persons,
Advertising agents, clientele of Media. The data which has
been obtained is about the branding strategies adopted by
the media houses.
Date when the Guide was consulted: 03/ 05/09
The outcome of the discussion: The branding strategies

adopted are very unique and interesting
The Progress of the Thesis: The sample size is almost

achieved. The available questionnaire has been taken up for
data analysis and data interpretation. Also the thesis is
taking the final shape.
Response Sheet No:6
Name: Hardik Dave
Questionnaire: The final thesis project is being formulated

with all the relevant data and all the interpretation done.
Date when the Guide was consulted:12/ 05/09

55
The outcome of the discussion: The branding strategies

adopted are very unique and interesting
The Progress of the Thesis: The final Thesis document

must be made and formatted. The data must be presented in
a unique manner and the final hypothesis must be justified
by the findings of the research.
BIBLOGRAPHY
Books & Reports
• Economic Times
• 4P’s Magazines
• Business Today
• Marketing Strategies – Philip Kotler
• The Indian Entertainment & Media Industry, PWC report
Webliography
• http://www.ibef.org/artdispview
• http://news.in.msn.com/national/article. Tuesday, February 17, 2009

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Hardik Dave - Iipm - SS - 07 - 09 - Mum - MKT - 017

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Hardik Dave - Iipm - SS - 07 - 09 - Mum - MKT - 017

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INDIAN INSTITUTE OF PLANNING AND MANAGEMENT

“BRANDING IN MEDIA INDUSTRY”

UNDER THE GUIDANCE OF MR. NIKHIL RAO

BATCH – PGP (07-09) SS

POST GRADUATE DIPLOMA IN PLANNING & ENTREPRENEURSHIP

This is to certify that Mr. Hardik Dave, (Ref. ID: IIPM/SS/07-09/MUM/MKT/017) of

Place: Mumbai __________________

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

It is indeed a moment of great pleasure to express my sense of profound

making my thesis a rich experience. I got the opportunity to do a

challenging project on “BRANDING IN MEDIA INDUSTRY”. At the

outset I would like to thank Professor Nikhil Rao. It was my proud

privilege to complete my thesis under him, as I have gained immense

valuable guidance & cooperation from him, throughout my research.

forgotten, who have been instrumental in bringing this work into

existence. I attribute the success of this project to all of them.

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

I have received your synopsis as well as the confirmation of your external

Please go ahead with the thesis. Make it a comprehensive thesis by using

Your ref. id number is IIPM/SS/07-09/MUM/MKT/017

Furthermore, you are required to send me a total of at least 6 thesis guidance

Format for the response sheet

Response Sheet No:

Date when the Guide was consulted:

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Branding is well defined by Philip Kotler as –

The subject of branding is always fascinating, is it in any industry especially media

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Commenting on the highlights of the report, Rajesh Jain, head (Information,

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Ficci-KPMG report highlights

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Sr. No CONTENT Page

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

According to a report jointly published by the Federation of Indian Chambers of

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Digital distribution platforms such as direct-to-home (DTH) are transforming the

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

According to a joint study by Soundbuzz, a digital music company, PwC and

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

To cash in on the opportunity, Malaysia-based media conglomerate Astro Group has

Buoyed by the success of its maiden production in India—Chandni Chowk to China

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

The cinema-viewing experience is also undergoing major changes. One perceptible

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

• Entertainment conglomerate Adlabs Cinemas has drawn up a plan to build 12

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

A. Low media penetration in lower socio-economic classes (SEC) Media penetration

B. Low ad spends Indian advertising spends as a percentage of gross domestic product

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

C. Liberalising foreign investment regime

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

Hardik Dave- IIPM/SS/07-09/MUM/MKT/017

In fact, according to a report by CII-AT Kearney, the share of international markets in

Exchange rate used: 1 USD= 51.8800 INR