sun direct dth project work
TRANSCRIPT
PROJECT REPORT
ON
STUDY OF DEALERS PERCEPTION
AT
SUN DIRECT DTH PVT.LTD.
BY
PRANAV BHARTI
ROLL.NO: 27
UNDER THE GUIDANCE OF
PROF. VIKAS DOLE
SUBMITTED TO
UNIVERSITY OF PUNE
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR
AWARD OF THE DEGREE OF
MASTER IN MARKETING MANAGEMENT (MMM)
THROUGH
NEVILLE WADIA INSTITUTE OF MANAGEMENT
STUDIES AND RESEARCH
(2010-2012)
ACKNOWLEDGEMENT
Words are indeed inadequate to convey my deep sense of gratitude to all those who have
helped me in completing this project to the best of my abilities. Being a part of this project
has certainly been a unique and a very productive experience.
I take this opportunity to extend my gratitude to MR.M M ANDAR (Director), and to Dr.
Mrs .Girija Shankar (Asst. Director). And to MR. Vikas Dole for his kind help and
guidance, without whom I would not have been able to execute this project successfully. I
extend my heartiest thanks for his guidance and cooperation.
Last but not least I would like to thanks all those who have directly or indirectly helped me
with their support and guidance for the completion of my project.
PRANAV BHARTI
DECLARATION
I, the undersigned, PRANAV BHARTI, student of MMM, hereby declare that the project
work presented in this report on “study of dealers perception” with SUN DIRECT DTH in
PUNE is my own work and submitted by me to “NEVILLE WADIA INSTITUTE OF
MANAGEMENT STUDIES AND RESEARCH”, PUNE towards the partial fulfilment of the
MMM program.
This project is entirely outcome of my own efforts and the report prepared there is based on
the knowledge and the work done by me in the company during the project work.
I further declare that to the best of my knowledge, to any other university or Institute for any
examination, this report is not submitted by anyone else.
Place: PUNE
Date:
(Mr. PRANAV BHARTI)
(MMM III, 2010-2012 )
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
TITLE OF THE PROJECT- Study of Dealers Perception and satisfaction
ORGANISATION- Sun direct DTH
ORGANISATION GUIDE- Mr. Prakash Tiwary
FACULTY GUIDE- Prof.Vkash Dole
STUDENT NAME- Pranav Bharti
The internship under gone by me at Sun Direct DTH (Pune) is a part of the curriculum of
MMM and was for a period of two months from 01-06-2011 to 01-08-2011.
The process involves the affiliation of the student with a company after their second semester
on a course related project for two months.
Sun direct DTH is a part of Sun TV Private Limited .The learning derived from the project
was immense and gave me a fair opportunity to gain firsthand experience to closely work
with one of the best player in the DTH market.
As part of the project curriculum a deep study of Dealers perception and satisfaction was
done. All the dealers and retailers that are involved in selling of DTH were covered.
Also a survey was made about the Dealers and retailers who had a keen interest in selling the
product of sun direct DTH. Project guide suggested visiting all the dealers in PUNE city
irrespective of whether they are selling the Sun Direct DTH or not.
As a part of project study a brief interview of the retail owner and staff were taken about the
product satisfaction and to know there perception regarding the product in comparison of
other players of the DTH market and about the number of STB sale per month of various
players.
Entire project was carried out in Pune city which is situated in Maharashtra .A tour of outside
PUNE city was done with the project guide to various other dealers and distributors in PUNE
District.
In the project various dealers and retailers of consumer durables, electronic retailers and
dealers were covered. To know about the issues related to service requirement of the end
customer and in order to know the perception regarding the Sun Direct DTH they were
interviewed.
OBJECTIVE OF STUDY
OBJECTIVE OF THE STUDY
The main objective of the project was to observe and find out ways to enhance the market
share of Sun Direct DTH among the dealers of the PUNE city region.
It was majorly a study of the perception of the dealers regarding the product and services of
Sun Direct DTH and to satisfy them accordingly with the kind of response they want from the
company considering the other players and their efficiency within the market.
Dealers and retailers who have not ever been into selling of sun direct DTH or those who
have not ever into selling of any kind of DTH product were also considered .The retail
owners and various dealers and their respective staffs were interviewed regarding the
product, services, and the kind of service they need in order to develop a better business with
the sun direct DTH.
Also a mapping of dealers and retailers those are active and thriving in the outskirts of the
city, PCMC and upcountry regions were done to figure out overall network for the
development of business through them.
The some of the major objectives of the project are mentioned below:
To understand perception of dealers about sun direct DTH.
To understand the satisfaction level of dealers.
To understand level of service required by the dealers.
To understand Level of after sales service dealers expects to be delivered by the
company.
To understand the market share of Sun Direct DTH.
To map the dealers and to understand overall market for Sun Direct DTH.
COMPANY PROFILE
INTRODUCTION TO THE COMPANY
Sun TV Network is an Indian media company based in Chennai, Tamil Nadu, India, part of
Media Services, Sun Group. It has been named as Asia's most profitable media corporations
and the largest TV network. Established on April 14, 1993, it created and owns a variety of
television channels and radio stations in multiple languages covering all Indian States. Its
flagship channel is SUN TV which was the first fully privately owned Tamil channel in India
when it emerged.
The company is owned by Kalanidhi Maran, who is the chairman and managing director who
was awarded the CNBC Business Excellence Award in 2005. Sun Network had recently
begun film distribution and production through Sun Pictures. In addition, is also
provides direct-broadcast satellite under the service called Sun Direct DTH, a joint venture
along with Astro.
Sun Direct is an Indian direct broadcast satellite service provider. Its satellite service,
launched on 2005, transmits digital satellite television and audio to households in India. Sun
Direct uses MPEG-4 digital compression technology, transmitting on INSAT 4B at
93.5°E. And MEASAT-3 at 91.5°E. It is the country's first MPEG-4 technology DTH service
provider.
Its primary competitors are cable television and other DTH service providers Airtel Digital
TV, Reliance Big TV, DD Direct+, Dish TV, TATA Sky and Videocon D2H.
HISTORY
Sun direct is a joint venture between the Marana’s Sun Network family and the Astro Group
of Malaysia. Sun TV entered into a MoU with the Astro group in January 27, 1997, when
Airtel was not in existence, but since the government of India did not allow the use of KU
band transponders for DTH services the project was put on hold," the firm said in a
statement. After the DTH policy was announced by the government in December 2007, Astro
picked up a 20% stake in Sun Direct TV, the stake was valued at approximately $115
million. Sun Direct TV was registered on February 16, 2005. However, the failed launch
of INSAT 4C resulted in a lack of transponders, delaying the launch. The service was finally
launched on 18th Jan 2008 after availability of transponders from INSAT 4B.
Sun Direct offered subscribers satellite dish and Set-top box for free and basic monthly plan
as low as 75 (approximately). Currently basic monthly plan costs 110 (approximately).
Sun Direct spread rapidly all over the country owing to lowest pricing of any DTH services in
India. In December 2009, Sun Direct was launched in Mumbai, Country's financial capital
and announced its pan India launch. By 2009 it became the leading DTH provider with 3
million subscribers. This makes it the second largest DTH service provider of India. In April
2010 Sun Direct became the No. 1 DTH service provider of India with 5.8 million
subscribers and soon officially launched its HD service in India.
INSAT-4B glitch and satellite change
On July 7, 2010 a power glitch in the INSAT 4C satellite turned down the DTH system partly
and SUN Direct announced that the service will be free till whole services are restored. The
partial service was restored on INSAT 4B with 193 channels and meantime SUN Direct is
now transmitting 173 channels on MEASAT3 for uninterrupted transition of its customers
from INSAT 4B at 93.5E to MEASAT3 at 91.5E. Sun direct now using 4 - to MEASAT3
Transponders (TP's) and 3 INSAT-4B TP's to provide DTH services, and additionally
through exclusive agreement with BIG TV, a DTH arm of Reliance ADAG group, Sun Direct
Shares 2 TP's of Big TV (BIG TV holds 12 TP's in Measat-3) in Measat-3 to get 58 Free-to-
Air Channels on Sun Direct, i.e. BIG TV allows Sun Direct to get signals of FTA channels to
Sun direct. Now Sun Direct stopped its Standard Definition TV services from INSAT-4B and
moved its High Definition TV Services to INSAT-4B, Sun Direct now its entire Standard
Definition TV is from Measat-3. Sun Direct becomes the second DTH Provider to change
satellite.
Sun Direct HD
Sun Direct is also the first to provide high definition television services in India. It provided
the HD beam from Measat 3 at 91.5.Starting with two HD channels (National geography
channel and Tamil / Telugu HD Service).Now the HD beam is from INSAT-4B. It is the first
DTH service provider to show IPL 3 in HD format and has tie up with SET MAX.
Subscriber base
Sun Direct had about 6 million subscribers as of December 2010. There are about 30 million
DTH subscribers in India as of February 2011.
Sun TV has consistently outperformed not only the regional channels, but most of the other
Indian media companies as well. Maran has also gone national with his radio stations and the
direct-to-home business. The Sun Network has 20 satellite TV channels and 48 FM radio
stations. After toying with the idea of getting into the aviation sector for almost three years,
he has recently acquired Spice Jet in a deal (possibly the largest from Tamil Nadu) which is a
profit making low-cost airline. At the moment it ranks second among the airlines in that
category.
Sun TV has registered a consolidated net profit of Rs 520 crore for financial year 2009-10 as
against Rs 368 crore in the previous year, a growth of 41.3%. Its consolidated net sales
jumped 39.85% to Rs 1,453 crore in FY10 from Rs 1,039 crore in FY09. The slowdown of
2008-09 did not affect the company. As the market leader it attracted more ad revenues than
ever before. It also helped that the Southern market is not as fragmented as the North. Sun
TV has consistently reported operating margins of over 70%, twice the industry average. Last
year, Hong Kong research firm Media Partners Asia named the company Asia's most
profitable broadcaster, ahead of its biggest rivals Zee and Star. Sun has unseated Subhash
Chandra's Zee Entertainment Enterprises, which is a national player and twice Sun's size in
revenues, to become India's most valuable listed Media Company with a market capitalisation
of Rs 16,925.93 crore.
Around that time satellite television was opened up and Zee launched India’s first Hindi
channel in 1992. The next year, 28-year-old Maran launched Sun TV. He put in his savings
and got a bank loan guaranteed by his father, Union minister the late Murosoli Maran.
Granduncle M Karunanidhi’s family took a minority stake (which Maran later bought out).
The original team of 25 people included a number of Maran's.
Maran’s direct-to-home (DTH) service is a joint venture with Malaysian billionaire Ananda
Krishnan's Astro All Asia Networks. Sun Direct was entrant in this segment after Chandra's
Dish TV and Tata Sky, a joint venture between Tata and Star, but it is quickly catching up. It
has on its rolls 5.5 million subscribers. When the number reaches 6 million, the business will
start breaking even. The radio stations are now beginning to yield profits. Now of course the
Spice Jet deals. Fleet expansions, increased routes, going international are all on the cards.
Maran used to get annoyed when his achievements are attributed to his political ties.
INDUSTRY ANALYSIS
INDUSTRY ANALYSIS
India has a total television population of close to 135 million, out of which about 108 million
have access to cable and satellite. The total DTH subscribers are close to 22 million. Thus the
DTH has a market share of approximately 20%.
The subscriber base for DTH in 2006 was meagre 1 million and now it is 22 million i.e.
increase in market penetration of about 2100%.
Let’s have a look at how the DTH industry has grown in these 5 years. In 2005 Dish TV was
the only player in the DTH industry and was registering subscriber growth mainly in the
areas where cable TV was not available. The subscribers were not ready for the cost of set top
box. In 2007 CAS mandate was introduced in selected metro cities, where users had to invest
in a set top box.
Though the initiative was not very successful, it gave a wider acceptance to the DTH and
consumer became ready to pay for the set top box. Spotting the opportunity Sun Direct
launched its services in 2007 with a drastically low onetime cost involved for DTH
subscriber. Followed by this Reliance, Tata Sky, Big TV and Air-Tel and Videocon launched
their services. The market became competitive. Every player came with innovative offerings,
Dish TV offered Movie on Demand free worth the cost of set top box, Air-Tel and Big TV
offered free subscription for first few months etc. All these things were coupled with
aggressive marketing campaigns. Tata Sky gained the maximum subscribers during this
period.
Today the market shares of various players are as follows
Dish TV - 30%
Sun Direct - 25%
Tata Sky - 22%
Big TV - 10%
Airtel - 5%
D2H - 8%
Market Share
DIST TVSUN DIRECT TATA SKYBIG TVAIRTEL VIDEOCON D2H
Though DTH is comparatively expensive than cable service, the growth is coming from the
rural area. If we see statistics the growth for the digital segment in rural areas were 34%, 49%
and 64% in the past three years. The growth in the rural segment can be attributed to frequent
power cuts in the rural areas. DTH platform gives the rural consumer access to their favorite
programs, with the help of generator/ invertors, which is not possible with the cable service in
most of the areas.
Though DTH has certain advantages such as better picture/ sound quality, better customer
service. It also has a disadvantage of price. The DTH player have to pay various taxes such as
Adjusted gross receipts @ 10%, service tax @ 12.36%,VAT @ 12.5%,CST@3%,corporate
tax, Excise duty@ 16%, Customs duty, CVD ,customs duty etc. Whereas, the local cable
operators easily get away with government taxes by underreporting the subscriber base. Thus
gaining cost advantage. The regulator should take a note for the same and provide regulations
for the same.
The DTH industry is expected to grow at a CAGR of close to 24% .The future of DTH
industry will largely depend on innovative marketing tactics adopted by the DTH players.
Porters 5 Forces
Threat of Entry
Barriers to entry
A. Supply side economies of scale & Capital Investment:
In DTH industry, investment is needed at the start for
1. Setting up contracts with existing channels whichever the company wishes to broadcast.
2. Setting up MIS system to keep track of all customers, call centres & distribution
networks for set top box and satellite receivers.
For an existing company it is not a difficult task to start a new business in this field as it has a
Distribution system in place and it can sustain a pretty long gestation period as compared to a
new entrant. The company like Tata Sky, Reliance are proof of this fact.
B. Switching Cost:
Switching cost of a DTH service is an important factor
1. It is not a considerable amount for upper middle class and above classes. So they may
switch to a new DTH service or some other local cable operator easily.
2. But for the middle class and the lower middle class the switching cost is a considerable
amount. Also in some areas people do not have other option of cable networks. So they
generally do not switch.
C. Incumbency advantages:
As mentioned earlier, the incumbents like Tata, Reliance which can sustain losses in this
DTH business for a longer time than other results in a new player thinking against entering
this business.
Also there is a good chance that the incumbents may follow suit of the new entrants in terms
of schemes packages, tactics and strategies thus leading to the new entrant losing its
Competitive edge.
D. Unequal access to distribution channel
The incumbents have their distribution networks in place already. So for a new entrant to
establish distribution networks as good as the existing is a difficult task to say the least.
Bargaining power of Suppliers
The suppliers in this industry are the
a. Set top box manufacturers: Due to intense competition in this sector, the bargaining
power of suppliers is not that high and hence this factor is not that relevant for the DTH
industry.
b. Different Channel providers: The DTH service providers need to maintain relations
with established Channel owners. So this factor has some importance
Overall the bargaining power of Suppliers is not that high in DTH industry.
Bargaining power of Customers
A. Switching cost
The switching cost is not that high so this factor is a major factor in favour of customers of
upper middle class. They can leverage this aspect and very well switch over to other services.
But in case of rural areas the customers don’t have other options and also the switching
amount is also a considerable sum for them.
So this factor works in favour of DTH companies as far as rural population is considered.
B. Standardisation of products
The DTH services being provided presently provide almost similar kind of features like
a. Initial investment to be done by a customer is almost similar for every DTH provider.
b. The quality of services provided is almost similar.
c. The kind of packages and add-on’s (like Sports Packs, Music Packs, English
Entertainment Pack etc) being offered and there rates is also pretty much the same.
d. The monthly expense an average customer has to bear is also almost the same.
C. Accessibility to Different providers:
All the providers have realised that not only is the urban population interested in DTH but
also the rural population is there major customer. In fact the rural population has a major
share in the DTH customer base as in some rural areas the cable network cannot be
established. Hence, all the providers have penetrated into both rural and urban market.
In all the Bargaining power of the customers is very high. So this is one of the major factors
for the DTH industry.
Competitive rivalry
Market shares
As can be seen from above graph about market share, Dish TV is a market leader with 30%
followed by Sun Direct (25%) and Tata Sky (22%). But there is a sturdy competition from
Reliance Big TV and Airtel Digital TV. Presence of many DTH providers among which
some are big players like Tata and Reliance makes this industry a very competitive industry.
These giants will provide stiff competition in any and every aspect to any new and existing
party.
Level of Advertising
The amount spent on advertising and getting brand endorsers is the most by Tata Sky,
Reliance, and Airtel. These companies spend a lot on promoting their DTH service through
various advertisements on TV, through banners. Also they spend a lot on getting brand
ambassadors. For e.g. Tata Sky has Amir Khan, Airtel has Saif Ali khan, Videocon has
Abhishek Bachhan,Dish TV has saharuk khan.
Quality of service
The quality of service provided is almost same by every service provider. Every provider
coming up with similar innovations like foreign country channels like FOX, High Definition
channels, Music and Movie on Demand etc.
Threat of Substitute
The substitutes for DTH are
a. Cable TV
b. Internet TV/ Streaming
Among this Cable TV is a major threat in urban areas and in some rural areas where it is
available. With increasing Internet speeds streaming has been considered as substitute for
TV. Also people can download anything and everything shown on TV from internet. So
internet is emerging as a major threat to TV.
Recommended Strategies for a new Entrant
1. Introduce innovative Packages of channels according to different regions.
2. Allow individual channel selection which most of the DTH providers don’t allow.
3. Reduce the Lock in period.(Minimum period for which a package must be continued
once it is activated)
4. Introduce special offers for bulk purchases. Like Corporate Tie ups.
5. Introduce more HD channels.
6. Introduce more foreign channels.
7. Come up with different promotional strategy for rural and urban market as both have
different reasons for selecting DTH.
8. Come up with different package structure for urban and rural market.
9. Concentrate more on rural market as they have a huge untapped potential and are more
loyal than the urban market.
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research is a search for knowledge in common parlance. Research is an art of scientific
investigation. It is a movement from the known to unknown. Curiosity is an essential natural
feeling of every human being. Whenever the known fact confronts us, we try to find the
meaning and causes of that fact. Inquisitiveness of human being is the mother of all
knowledge and the method which he employs for obtaining the knowledge of whatever the
unknown is called research.
Types of Research
On the basis of theoretical study a research has many types. All of these are distributed on the
nature of research. Some of these are like
Descriptive and Analytical
Qualitative and Quantitative
One time research
Exploratory research
Scope of research
Research is the backbone of any project carried. Methodology or ways to carry out a
research is of vital importance. It determines the success of the project. Initially the topic to
work upon was decided and based on which certainly Various DEALERS were taken as the
target. The dealers and the staff members were interviewed discussing about their perception
about the DTH market considering every player and most specifically about the Sun Direct
DTH.
Figures were also calculated as in number of Set-Top Boxes (STB) a dealer contains of other
players including SUN STB .
Also a mapping was done for the dealers that have already SUN STB .All the locations where
the dealers were available were traced. Personal visit of the retail shops was done.
Methodology
Data source in this study primary data and secondary data have been used. Secondary data
have been collected from other sources like internet, company’s journals and magazines.
Research approach
Primary data have been collected through surveys. Data collection has been done through the
use of structured questionnaire, personal interviews and observation.
Sources of data:
There are two types of data
Primary data:
Primary Data are obtained by a study specifically designed to fulfil the data needs of the
problems at hand. Such data are original in character and are generated in large number of
surveys conducted mostly by government and also by some individuals, institutions and
research bodies. For example, data obtained in a population census commissioner, ministry of
home affairs are primary data.
The primary data are collected by the questionnaire and survey. Personal
interview with the retailers and dealers. Also trough observation.
Secondary data:
Data which are not originally collected but rather obtained from published or unpublished
sources are known as secondary data. For example, for the office of the registrar general and
census commissioner, the data are primary whereas for all others, who use such data, they are
secondary. The secondary data constitute the chef material on the basis of which statistical
work is carried out in many investigations.
The secondary data are of two types internal and external records of the company are used as
the point of the marketing research. This includes information about the purpose of the
research, its history, company’s background, market share and competitor’s information.
This type of information’s was collected from the marketing departments, sales department
for the marketing intelligence in the company.
Sources from which the information was collected:
From the company’s journals and magazine.
Personal visits to the retail shops and dealers.
Information was also collected by the employee’s of SUN TV.
Information’s were also collected from the website www.sundirect.in.
Previous records by dealers and retailers.
Data given by Sun Direct DTH sales manager.
Information collected from questionnaire and survey.
SAMPLING
Sampling is the part of practice concerned with the selection of an unbiased or random subset
of individual observation within a population of individual intended to yield some knowledge
about the population of concern, especially for the purposes of making predictions based on
statistical inference.
Types of sampling –
Simple random sampling
Sample Design:
A sample design is a definite plan for obtaining a sample from a given population. It refers to
the technique or the procedure the researcher would adopt in selecting item for the sample.
Generally sample design of two types:
(a) Probability Sampling
(b) Non probability Sampling
(a) A probability sampling method is any method of sampling that utilizes some form of
random selection. In order to have a random selection method, we must set up some
process or procedures that assure that the different units in your population have equal
probabilities of being chosen.
(b) Non probability sampling does not involve random selection.
In this project Non probability sampling technique is used where there was no random
selection of samples.
Sample Size: Convenient sampling method has been adopted for this project.
Dealers and retailers of 6 area of PUNE city were interviewed. This includes 145
retail shops.
(a) Primary Data: The sample primary data was collected from surveys and
questionnaire which was prepared. The owners and staffs of various retail shops
were interviewed and data was collected.
(b) Secondary Data: The data was also collected from Sun Direct DTH journals,
magazines, previously collected information. Sun Direct website has also played
an important role in collecting the information.
Sampling unit
Sampling unit may be a geographical one such as city, district, state, and a particular area.
In this study sampling unit was divided in 6 parts of the PUNE city region.
TYPE OF RESEARCH: In this type of project Exploratory type of research was used.
Observation as a method of collection of data
Observation is a technique where the consumer behaviour is recorded, usually without his/her
knowledge. According to definition it is clear that in this technique of data collection we
basically observed which brand the customer prefers more either they are more inclined
towards Tata Sky or any other competitor of Sun Direct DTH. Observation also helps a lot in
order to understand the perception of dealers and retailers as well as end customers towards
any specific brand of DTH.
Limitations of the Research:
Mostly dealers were busy dealing with customers at their shops.
Lack of appropriate atmosphere to answer question that requires their
attention.
Lack of information to those dealers who deals in many electronic products
including DTH.
Researcher hardly gets enough chance to gather information that has not been
asked in questionnaire.
Pick hours were very hard for observation as it was very hectic to get ample
chance to understand numerous customers and their feedbacks given to
dealers.
Lack of interest of dealers also limits the research process.
Ethics of being in an electronic market bound researcher not to disturb or
collide with dealer during his dealings with customers makes research tough to
undergo.
Disability of dealers to understand question of complex nature limits the
research process.
Most of the big dealers don’t care much about the research as they think it as
waste of time and irrelevant to the real business.
Disability of researcher to make them understand the questions also limits
research process.
SWOT ANALYSIS
SWOT ANALYSIS
STRENGTH
Established organisation with second largest customer base in the industry.
Large numbers of parent channel.
Employee sustenance policy strongly helps them to grow gradually.
Best quality of STB in the industry.
Long term orientation to gain profit.
WEAKNESS
Do not provide smooth service other than south India.
Inadequate regional channels for customers outside south India.
Almost negligible promotion for the branding.
Number of employee is very less compared to other players.
OPPORTUNITIES
They can give more stress on their Services and Advertisement.
They can come up with more regional channels outside south India.
They can focus on north Indian market as it has enough potential.
They can focus on developing service of operator portability.
THREATS
Increasing number of local cable operator.
Low price of local cable operators.
Lack of competitive advantages as compared to the players like TATA SKY.
Lack of effective and efficient service compared to others leads to lose customers.
Players providing more HD channels are a serious threat.
DATA ANALYSIS AND INTERPRETATIONS
DATA ANALYSIS AND INTERPRETATION
Q-1 Does the dealer sale Sun Direct DTH?
Particulars Respondents
YES 90
NO 55
yesno
Interpretation-
According to above data it is clear that almost above 60% dealers in PUNE are selling sun
direct DTH.
Q2- Average sale of sun direct STBs per month?
Particulars 25 50 More than 50 100 and above
Respondents 60 45 30 10
2550more than 50above 50
Interpretation-
As per the above data it is easy to understand that majority of dealers have been selling 25
and 50 STBs on an average per month.
Q3- What drives dealers to purchase a Sun direct DTH STBs?
Particulars Profit margin Channel Packages Service Availability
Respondents 30 40 20 55
profit marginchannel packagesserviceavailability
Interpretation-
Availability is the major reason which drives dealers to purchase sun direct STBs, whereas
other driving forces such as profit margin, channel packages and service have got
comparatively week impact respectively.
Q4- Are the dealers satisfied by the service of Sun Direct DTH?
Particulars Highly satisfied Satisfied Partially satisfied Not satisfied
Respondents 20 25 35 65
highly satisfiedsatisfiedpartialy satisfiednot satisfied
Interpretation –
Data shows clearly that service provided by Sun Direct is not been able to satisfy most of the
dealers.
Q5- What kind of service, dealers expect from Sun Direct DTH?
Particulars Customer follow-up Fast installation Immediate solution of
issues
Respondent
s
60 30 55
customer follow upfast installationimmediate solution of issues
Interpretation-
Customer follow-up is the most expected service required by the dealers whereas majority of
dealers also expect immediate response and fast installation as well.
Q6-Which factors dealers prefer before placing order for STBs?
Particulars Service Channel packages Profit margin
Respondent
s
50 35 60
servicechannel packageprofit margin
Interpretation –
According to the data given it is clear that profit margin is the most important factor which
the dealers consider before purchase of STBs. However service and channel packages
provided also matters for majority of the dealers. .
Q7-Does the availability of recharge voucher affects the sale of STBs?
Particulars Respondents
Yes 105
No 40
yesno
Interpretation –
Data clearly depicts that availability of recharge voucher and other recharge options affects a
lot on the sale of STBs.
Q8-Availability of Sun Direct recharge voucher in PUNE?
Particulars Excellent Very good Good Poor
Respondents 10 30 50 55
excellentvery goodgoodpoor
Interpretation –
Despite of mixed response mostly availability status of Sun Direct recharge voucher and
other recharge options in PUNE city is considered as good.
Q9-Whether the dealers are satisfied with the channel packages of Sun Direct?
Particulars Highly satisfied Satisfied Partially satisfied Not satisfied
Respondent
s
15 Respondents-40 Respondents-35 Respondents-55
highly satisfiedsatisfiedpartialy satisfiednot satisfied
Interpretation –
From the data shown it is clear that response for the channel package given by the sun direct
is mixed, i.e. most of the dealers are satisfied by the channel packages of sun direct.
Q10-Are the dealers satisfied with the profit margin given by the Sun Direct?
Particulars Highly satisfied Satisfied Partially satisfied Not satisfied
Respondent
s
5 35 45 60
highly satisfiedsatisfiedpartialy satisfiednot satisfied
Interpretation –
It clearly shown by the given data that most of the dealers are either partially satisfied or not
satisfied by the given profit margin to the dealers. Although a good number of dealer are
satisfied by the profit margin given.
INTERPRETATION OF THE DATA
INTERPRETATION OF DATA
After the analysis of the above data collected the following interpretations were made:
Market share of Sun direct is very low compared to other players.
According to above data it is clear that almost above 60% dealers in PUNE
have been selling sun direct DTH.
As per the above data it is easy to understand that majority of dealers have
been selling 25 and 50 STBs on an average per month.
Various services required or expected by the dealers have not been fulfilled
by the organisation.
Availability of recharge voucher is not satisfactory in most of the reasons
which affects a lot on sales of the STBs.
There have been lots of issues related to late installation and poor activation
process.
Availability of the STBs is excellent for those dealers who have been selling
adequate amount of STBs of sun direct.
Monthly average sale of STBs of sun direct is also less in PUNE city
compared to other players. Very few dealers has got satisfactory monthly
average sale per month.
Availability is the major reason which drives dealers to purchase sun direct
STBs, whereas other driving forces such as profit margin, channel packages
and service have got comparatively week impact respectively.
Data shows clearly that service provided by Sun Direct is not been able to
satisfy most of the dealers.
Customer follow-up is the most expected service required by the dealers
whereas majority of dealers also expect immediate response and fast
installation as well.
According to the data given it is clear that profit margin is the most important
Factor which the dealers consider before purchase of STBs. However service
and channel packages provided also matters for majority of the dealers.
Data clearly depicts that availability of recharge voucher and other recharge
options affects a lot on the sale of STBs.
Despite of mixed response mostly availability status of Sun Direct recharge
voucher and other recharge options in PUNE city is considered as good.
From the data shown it is clear that response for the channel package given by
the sun direct is mixed, i.e. most of the dealers are satisfied by the channel
packages of sun direct.
It clearly shown by the given data that most of the dealers are either partially
satisfied or not satisfied by the given profit margin to the dealers. Although a
good number of dealer are satisfied by the profit margin given.
OBSERVATIONS AND FINDINGS
OBSERVATION AND FINDINGS
It has been found out that sun direct market share is comparatively low than others
players in the PUNE city market.
Still PUNE city has few area such as KHADKI, LOHEGAUN, YERWADA,
HADAPSAR has good sale of sun direct STBs compared to other players.
Outskirts and upcountry has more requirement of DTH where sun direct business
is doing well enough among the other player’s.
Dealer’s perception has been into a change earlier it has been seen as a DTH
provider for south Indian region only.
It has been found that employee allotted to the PUNE district is low compared to
the other players of the market.
It has been observed that dealer’s perception regarding the service provided by the
company is very bad, though this has been into a change among those dealers who
have been into sufficient amount of sale.
Few big dealers are yet to be captured in order to sale sun direct STBs.
It has been found that few dealers were selling sun direct STBs earlier but now
because of few issues related to service they are not interested to sale again
because of their bad experience .
It has been found that there were few retailers only interested in selling recharge
voucher instead of selling of STBs too.
It has been observed that as the price for the end customer by sun direct is always
lowest, that drives dealers to promote the sale of STBs of sun direct.
SUGGESTIONS
SUGGESTIONS
With the study of the facts and figures in the project and research done in the
market to study and understand perception and satisfaction of DTH dealers in
PUNE city, here is some of the suggestions which I would like to present to the
company which in my views will enhance the market share of company in the
respective market and will be helpful to develop a better perception among the
dealers about products and services that has been offered by the company, and
will also be needful to satisfy the dealers.
Sun Direct should focus mostly on service and technical support provided
to the existing as well as new subscribers.
Sun Direct should give a competitive profit margin to dealers in order to
satisfy them.
Sun direct should focus more on promotional activities in order create
awareness among the existing and prospective customer.
Regular visit of sales manager to almost every dealer will also help and
boost the dealer’s perception about organisation.
Availability of recharge vouchers must be adequate too in order to sustain
into the stiff competitive market.
Organisation also required hiring more sales man in order to compete with
the other players which have comparatively more sales man in their
organisation in PUNE.
Sun Direct advertising is almost negligible which sets the company aloof
from the other players who are more into creating awareness for their
products and services, so company required to develop a smart advertising
campaign of national level.
Sun Direct is required to eradicate mind set of dealers and as well as
customers as they think it’s a DTH company suitable for SOUTH INDIA
only.
Sun Direct needs to add more regional channels for the respective market
and subscribers.
Sun Direct also require to price down the add-ons as there is a stiff
competition related with the subscription price of add- on.
CONCLUSION
CONCLUSION
With this the researcher comes to the conclusion part of the research report. It was a
wonderful experience for the researcher of working on the topic selected by him. Collection
of data was not an easy task. As the nature of DTH market is of sheer competition. Taking up
the challenge was very interesting. In order to conclude it would be better to cover essence of
every chapter in order to produce a precise notion regarding the project.
Company has second highest subscriber base all over India. Company has lots of parent
channels which make them stand strong in this very competitive market with lots of options
for customers and enough persuasion by organizations to develop their business.
Industry has plenty of opportunity to develop and grow all through the nation. By the growth
of rural economy industry eyes more on the rural market which will actually provide the real
profit to the various players. As the TV viewer demography is more into increase in rural
India in comparison to urban population where there is almost a phase of saturation is
occurring.
Strength, opportunity, weakness, and threat related to organisation are well depicted in
SWOT analysis part.
Data gathered and it’s the interpretations helps researcher very effectively to understand
perception of dealers and their satisfaction level regarding the product and services provided
to them by the organization.
Observation and findings is attempted to clearly state the perception of dealers regarding the
sun defect’s products and services in the PUNE city.
Some suggestion made is really helpful and organization required thinking about the points
made by the researcher in order to develop their business in PUNE city.
Thus, it would not be appropriate to make any exact statement , last but not least the
researcher conclude this research with this suggestion that organization required to be
efficient in order develop a better service in PUNE market. Organisation also prominently
required to develop a awareness campaign in order to pursue the customers and has to change
the mind set of customers. Apart from this with the kind of personal selling policy and long
term orientation to gain profit organisation do apparently well in order to survive in this
market full of sheer competition with the players highly competitive in nature.