entertainment industry

Comparison Between PVR & Cinemax

CHAPTER I

ENTERTAINMENT INDUSTRY

Entertainment consists of any activity which provides a diversion or permits people to amuse

themselves in their leisure time. Entertainment is generally passive, such as watching opera

or a movie. Active forms of amusement, such as sports, are more often considered to be

recreation. Activities such as personal reading or practicing a musical instrument are

considered to be hobbies. Entertainment may also provide fun, enjoyment and laughter. The

industry that provides entertainment is called the entertainment industry. There are many

forms of entertainment for example: cinema, theatre, sports, games and social dance. Puppets,

clowns, pantomimes and cartoons tend to appeal to children, though adults may also find

them enjoyable.

The concept of leisure, and the freedom to choose individual pastimes and leisure pursuits, is

a 20th century development for the mass population. Historically, only the wealthy could

divide up their time to engage in activities of their choosing. The working classes had neither

the time nor the money to enjoy leisure activities on a broad scale. The development of

leisure is seen predominantly in westernized cultures, where it has become increasingly

sophisticated. Over the years, as working hours have shrunk, people found that they had more

free time on their hands to spend on leisurely activities. Sitting home with a book could only

go so far, and thus an entire industry sprung up to make money on those who wanted

“something to do.” This is the leisure industry, which actually spans numerous types of

industries. Leisure industry fields include: restaurants, amusement parks, theaters, hotels,

gaming places, venues for musical groups or lectures, and sporting arenas. Also one might

include spas, gyms, and areas where one can conduct sports, like golfing or boating as part of

the leisure industry. Anything that is made to be enjoyed, and is made to occupy one’s leisure

hours is essentially part of the leisure industry. Leisure being what we do more or less

voluntarily and pleasurably within our way of life; leisure services being all those

occupations and organizations that deal with leisure behaviour — from tourism to therapeutic

recreation to parks. The reinvention of leisure is going on right now but, just as fish

presumably do not see water; it may be hard for those of us interested in leisure services to

see such change. Perhaps these changes can't be seen (or understood) directly, but instead

require that professionals and students learn more about what is changing in our environment,

http://en.wikipedia.org/wiki/Cartoon

http://en.wikipedia.org/wiki/Pantomime

http://en.wikipedia.org/wiki/Clown

http://en.wikipedia.org/wiki/Puppet

http://en.wikipedia.org/wiki/Social_dance

http://en.wikipedia.org/wiki/Sports

http://en.wikipedia.org/wiki/Theatre

http://en.wikipedia.org/wiki/Film

http://en.wikipedia.org/wiki/List_of_entertainment_industry_topics

http://en.wikipedia.org/wiki/Hobby

http://en.wikipedia.org/wiki/Musical_instrument

http://en.wikipedia.org/wiki/Reading_(process)

http://en.wikipedia.org/wiki/Recreation

http://en.wikipedia.org/wiki/Sports

http://en.wikipedia.org/wiki/Movie

http://en.wikipedia.org/wiki/Opera

http://en.wikipedia.org/wiki/Leisure

http://en.wikipedia.org/wiki/Amusement


our economy, our society, our use of technology, and our values. Given the accelerating

change in our world, it seems leisure will be changed for those in both the modern and

developing worlds. It would follow that the organizations that serve people providing a broad

array of recreation, park, sport, cultural, theatres, therapeutic, tourism, hospitality, hotel,

restaurant, and other "leisure services" will be, themselves, in a process of change,

reinvention, reconceptualization and adjustment.

The entertainment industry (also informally known as show business or show biz) consists of

a large number of sub-industries devoted to entertainment. However, the term is often used in

the mass media to describe the mass media companies that control the distribution and

manufacture of mass media entertainment. In the popular parlance, the term show biz in

particular connotes the commercially popular performing arts, especially musical theatre,

vaudeville, comedy, film, and music.

Entertainment Industry in India has registered an explosive growth in last two decades

making it one of the fastest emerging industries in India. Television itself witnessed its

transformation from a single government owned channels to a medium telecasting more than

300 national and regional channels. At present Indian film industry or Bollywood is a perfect

combination of entertainment and commercial sector, producing close to thousand movies in

a year in various Indian languages. Indian film industry supersedes Hollywood in terms of

movie production quantity by more than three times. As per the recent report by Price

waterhouse Coopers (PwC), Indians are likely to spend more on entertainment in the coming

years with a steady growth in their disposable income. And as per the combined survey report

by KMPG and FICCI, the entertainment industry in India is expected to expand by 12.5%

every year and is likely to reach US$ 20.09 billion by the year 2013. Key sectors of Indian

Entertainment Industry are - Music, radio, digital media are some of the other fastest growing

sectors in the Indian entertainment industry. Entertainment industry includes – Film Industry,

Theatre Industry, Television Industry, Music Industry, Radio Industry, and Animation

Industry. The Government has introduced some reform policies to trigger the growth of

entertainment industry in India. They are:

Allowing 100% FDI on advertising and film industry through regular channels

Authorizing 49% foreign stake in DTH and cable TV

Allowing establishment of uplinking destinations to private TV broadcasters for

satellite uplinking from India

http://en.wikipedia.org/wiki/Music

http://en.wikipedia.org/wiki/Film

http://en.wikipedia.org/wiki/Comedy

http://en.wikipedia.org/wiki/Vaudeville

http://en.wikipedia.org/wiki/Musical_theatre

http://en.wikipedia.org/wiki/Mass_media

http://en.wikipedia.org/wiki/Entertainment


Certifying the repute of an industry to the movie sector

It has given its consent on the guidelines for Headend-in-the-Sky (HITS) operators, an

equipment that will offer electronic cable content to Indian viewers

Permitting Foreign Direct Investment (FDI) in FM radio industry with a 20%

restriction

Paving way for FM Radio functioning to the private sector

Including development projects of film industry in its five-year plans and allocating

US$ 50.13 million to it.

The Indian film industry is the largest film industry in the world in terms of the

number of films produced and admissions each year. Revenue for 2010 was estimated at

Rs. 89 billion (US$1.3 billion), which was less than 1% of global film industry revenue

and a fraction of the U.S. Film industry revenue, which was US$9.49 billion in 2003. Nearly

80% of Indian Industry revenues come from Domestic and Overseas Theatrical. On the

contrary US Film Industry earns only 35% from box office sales and remaining 65% is

derived from other revenue sources. This clearly signifies the onset and potential of

Cinemaxes in the Indian Film Exhibition Sector.

The story of single-screen theatres has reached its sad end in India. In India, the single-screen

theatres with poor facilities and zero-service oriented staff are on last stage of their life. These

are getting converted into Cinemax. India's Cinemax bandwagon has gone beyond the metros

to redefine entertainment in B and C class cities like Indore and Jaipur. These theatres have

fully air-conditioned halls with marvellous ambience, plush chairs, excellent audio-visual

quality, better infrastructure, professionally-oriented services, proactivity and allied facilities

like restaurants, play zone etc. Their aim is to provide world-class entertainment services.

Multi-screen theatres have opened new vistas for the entertainment industry. After the entry

of corporate titans like Reliance, the scenario of entertainment services has become more

professional than ever. These theatres have changed the entire movie-going experience.

These theatres are known for marvellous ambience, excellent audio-visual quality, better

infrastructure, professionally oriented services, proactively and allied facilities. After gaining

stronghold in metros the Cinemax players are now entering into B and C class cities. Cities

like Lucknow, Indore, Nasik, Aurangabad, Madurai, Kanpur, Amritsar and Jaipur are the new

destinations of Cinemax players. Fuelled by rising income of people and advancements in


technology, these Cinemax are spreading red carpets for a wonderful movie-going experience

of viewers.

Cinemax is a medium that offers a person composite entertainment comprising of a one stop

destination to shop, entertain, and dine and watch a Varity of movies under a common roof.

Cinemax are one of the means of lifestyle that offer to viewers the choice of watching a

movie in a five star or three star environment. The Cinemax model is based on concept of

umbrella entertainment built around a primary anchor- movie. The revenue streams, however,

do not necessarily centre on a single anchor.

Typically, the possible income generating channels in a Cinemax can include.

The box office collections

Rent from display system

Food & beverage

Product lunch rentals

Promotions by companies to promote consumer goods.

Why there is a Cinemax boom? - In India there are about 20,000 theatres and there is a plenty

of space and resources for an equivalent number of theatres to be started all over. Thus, there

is a high growth rate for the Cinemaxes in the entertainment industry. Due to the high growth

rate of the Cinemax industry. Various benefits are provided by the government such as

overall tax concessions, reduction in entertainment tax and so on in order to motivate the

industry person. Some of the other factors involved are given below-

Aspirations: There is a huge group of people who are very ambitious and have a status

symbol (premium or the top class) or desire to possess it. Thus, these groups of people

prefer to have an edge over others (middle and lower class) by viewing movies in a

Cinemax rather than a single screen theatre as it is a matter of pride and honour for

them.

Attitudinal Change: Gone are the days when one used to think about saving the

money by not going to the theatre along with the family to watch a movie and instead

go out for a picnic to enjoy the whole day. Gradually, this concept has changed now

because if aperson plans to spend his whole day for enjoyment along with his family,

then Cinemaxes are the best option as they have everything from shopping stores to

restaurants, cafeteria, games corner and so on.


Combination of various facilities: The concept of satisfying the consumer under

one

common roof is growing rapidly all over the world. Thus there are two types of

combinations found; mall with Cinemax and Cinemax with shopping facilities and

other amenities.

More number of screens: This is one of the most important reasons for the Cinemax

boom. These are more screens, roughly 3-5, when compared to the normal movie

theatre.

Risk minimization: Also, the benefit that the Cinemax has over the single screen

movie theatre is the ‘risk minimization’ factor. The Cinemax has various partners,

various company collaborations, and thus they work together to achieve the goals set

up by the organization. Also, the risk is minimized when the space is let out to various

corporate organizations such as Reliance, Vodafone, HDFC, Citibank and so on for

product launches and various promotional launches.

Key players of Cinemax industry are-

Fun Cinemas is a cinema chain in India based in Mumbai owned by the Essel Group

and promoted by E-City Ventures.

INOX Leisure Limited is the diversification venture of the INOX Group into

entertainment and is a subsidiary of Gujarat Flurochemicals Ltd.

PVR (Priya Village Roadshow) Cinemas is one of the largest cinema chains in India.

The company, which began as a joint venture agreement between Priya Exhibitors

Private Limited and Village Roadshow Limited.

BIG Cinemas, a division of Reliance MediaWorks Limited, a member of the Reliance

Anil Dhirubhai Ambani Group(ADAG), is India’s one of the largest cinema chain

with about 516 screens spread across India, US and Malaysia and Netherlands and

caters to over 40 million consumers.


ABOUT THE COMPANY

Priya Exhibitors Pvt. Ltd is a part of the diversified Bijli Group, which has interests in

transport, finance and construction sectors all over India. After a downturn in the industry in

late 80s when the onslaught of video wars at its peak cinema has now been rejuvenated with

the latest international trends in cinema exhibition reaching India’s shores swiftly with the

arrival of satellite TV. The capitals cosmopolitan audience is becoming increasingly aware of

the advanced cinematic technology that enhances the movie going experience and this has

whetted their appetite for watching movies on the “big screen“. To cater to the increasingly

sophisticated tastes of the audience Priya exhibitor Pvt. Ltd. totally refurbished the existing

cinema in June 1991 including installation of a Dolby stereo sound system. They also gained

exclusive rights to screen blockbusters from major distributors mainly Warner brothers, 20th

century fox, united international pictures, small wonder then that the cinema has become the

focal point for entertainment in the capital for both the young and old attracting over 30,000

patrons a week. In fact, “Speed” set a national box office world record of Rs.785000 in its

first week of screening at PVR (the highest ever for an English film), which is remarkable

considering the relatively low price of a cinema ticket in India. Buoyed by the overwhelming

success of the cinema after upgrading, Priya exhibitors ltd have taken the next initial step for

setting up the first Cinemax in the country in a joint venture with Village Roadshow Ltd,

Australia’s leading Entertainment Corporation.

PVR is a brand name synonymous with state-of-the-art cinema exhibition in India. PVR

specializes in developing and operating state-of-the-art Cinemaxes. PVR Cinemas are the

leading cinemas in the country with an emphasis on design, technology and service. Over the

last three years, PVR has established itself as a very strong brand associated with movies,

quality exhibition and youth-targeted promotions.

The company was conceived as a Joint Venture between the Bijli family, headed by Mr.

Ajjay Bijli as Indian Promoters and Village Roadshow Limited of Australia, one of the

largest Cinemax operators in the world with more than 1500 screens under operation.

PVR FIRSTS

First to launch a Cinemax in India - PVR Anupam Saket, Delhi

First to launch India's biggest 11 screen Cinemax - PVR, Bangalore


First to bring premier movie viewing to India with the exclusive Europa Cinema and

Lounge at PVR Gurgaon

First to introduce Gold Class Cinemas in India at PVR, Bangalore

First to form a foreign joint venture with Village Roadshow, Australia

First to receive institutional funding in the cinema industry – from ICICI Venture

First to offer computerised & online ticketing

First to accept credit cards in cinemas

First to introduce mobile based information & ticketing service

First to launch a loyalty program for movie-goers in India

First to launch 'Movies First' - a monthly magazine that updates the movie lovers on

the latest happenings in Bollywood and Hollywood.

RELATIONSHIP WITH VILLAGE ROADSHOW - In 2002, Village Roadshow was

undergoing a strategic and business restructuring worldwide. As part of their worldwide

strategy, they decided to concentrate on the Production business and on Exhibition business

only in those territories where they have majority control and have the critical mass of

screens. In line with this strategy they exited from almost 20 countries worldwide, including

India. Village Road show’s inability to support the growth plans of PVR, the Indian

promoters offered to buy out the Village stake and the joint venture was mutually decided to

be terminated in June 2002. However, though Village Road show exited as a joint venture

partner, the excellent relationship between both companies continues and is reflected by the

fact that PVR continues to have an exclusive long term technical and marketing services

arrangement with its erstwhile partners on a long term basis. During the 5 years of joint

venture with Village, PVR was exposed to best business and operational practices in the

Cinema Exhibition industry and was able to revolutionize the way to go to cinemas.

DIVERSIFICATION - PVR has also ventured into the business of film distribution and set

up PVR Pictures, a fully-owned subsidiary of PVR Ltd. PVR Pictures specialises in

acquisition and local distribution of films. PVR Cinemas has also come out with a film

magazine. PVR Movies First, as the magazine is called is the latest addition to PVR's big

bouquet of offerings in the movie entertainment business. It is a monthly magazine and is

expected to fulfill the information needs of the die-hard movie fans.


MARKET PENETRATION AND DEVELOPMENT - Beyond the existing markets, PVR is

contemplating implementing new Cinemax projects in Delhi, NCR, Mumbai, Hyderabad,

Bangalore and Indore.

PVR AS A BRAND - PVR has successfully assimilated the Standard operating business and

operational practices of Village Roadshow and set new standards in the quality of exhibition

in India. The quality of cinema viewing has made the PVR brand synonymous with high

quality cinema viewing in the country. This has enabled them to enter into strong corporate

alliance partnerships and co-marketing exercises with leading brands like Pepsi, Evian,

Samsung, Whirlpool, Hero Honda, Bharti, American Express, Master Card, Pizza Hut,

Cadburys etc. This has generated additional steady stream of revenues for the company.


SWOT ANALYSIS OF PVR CINEMA –

Strengths –

First mover advantage in the Cinemax business in India

Updated technology

Premium positioning

Plays Hindi, English, Regional & foreign movies

Locational strength

Ambience

Started the concept of ‘a complete movie going experience’

Market leader

Very strong brand equity

TOM recall

‘Original’ Cinemax

Blend of retail & entertainment

Weaknesses –

High cost perceptions

T.A very specific (not mass service)

Disjointed images for all PVR properties

Customer retention

Parking problems

Opportunities –

First mover advantage

Growing family spend on entertainment

Large film industry – over 200 hindi films every year

PVR loyalists

Threats –

Competition blooming large

Government’s interference

Entertainment Tax

Other Cinemaxes as competition

Other ways of entertainment

Accused of increased crime rate

Piracy No control over surroundings e.g. West Delhi

Movies becoming bigger than the brand


MARKETING STRATEGY

Marketing strategy is a process that can allow an organization to concentrate its limited

resources on the greatest opportunities to increase sales and achieve a sustainable competitive

advantage. Marketing strategies serve as the fundamental underpinning of marketing plans

designed to fill market needs and reach marketing objectives. Plans and objectives are

generally tested for measurable results. Commonly, marketing strategies are developed as

multi-year plans, with a tactical plan detailing specific actions to be accomplished in the

current year. Time horizons covered by the marketing plan vary by company, by industry,

and by nation, however, time horizons are becoming shorter as the speed of change in the

environment increases. Marketing strategies are dynamic and interactive. They are partially

planned and partially unplanned. Marketing strategy involves careful scanning of the internal

and external environments which are summarized in a SWOT analysis. Internal

environmental factors include the marketing mix, plus performance analysis and strategic

constraints. External environmental factors include customer analysis, competitor analysis,

target market analysis, as well as evaluation of any elements of the technological, economic,

cultural or political/legal environment likely to impact success.

MARKETING STRATEGIES OF PVR CINEMA

Segmentation- On the basis of customer preferences, we may classify PVR under the

Clustered category. This is owing to the fact, that out of the entire masses they have clearly

defined their target audience and aim to cater to them. Also, PVR is a Concentrated Market

because they only cater to the premium movie-going audience i.e. SEC A and SEC B. PVR

Cinemas has approx. 22 million movie goers per month.

Targeting- PVR being the first of its kind has always been a market leader and therefore its

offering to the customer is Innovative. PVR has premium pricing and they target mainly SEC

A and SEC B. PVR has brought to its customers the experience of Luxury Cinema. PVR uses

the concentrated method as they have target a much focused audience out of the entire

masses. PVR witnessed tremendous success Europa Lounge in Delhi. PVR’s chain use

Differentiation method for pricing. It practices different price slabs for different target

audience.

http://en.wikipedia.org/wiki/Target_market

http://en.wikipedia.org/wiki/Competitor_analysis

http://en.wikipedia.org/wiki/Marketing_mix

http://en.wikipedia.org/wiki/SWOT_analysis

http://en.wikipedia.org/wiki/Marketing_plan

http://en.wikipedia.org/wiki/Marketing

http://en.wikipedia.org/wiki/Marketing_plan

http://en.wikipedia.org/wiki/Competitive_advantage

http://en.wikipedia.org/wiki/Competitive_advantage


Positioning - PVR had, and still has a very well planned market position. Its premium

positioning affects the customers perceptual positioning. Therefore, they decided on their

marketing strategy and pricing, keeping the target market in mind. In case of PVR, they make

use of all their tangible elements to prove to their customers that their movie tickets are worth

the price they are paying. Also, since some of the other movie theatres (which are not

Cinemaxes) are still offering movies at rates as low as Rs 50, it is the task of its marketer to

ensure that PVR comes across as a superior brand in terms of cinema viewing as well as the

experience.

Entertainment Marketing: Marketing of entertainment services is referred as entertainment

marketing. Entertainment services include screening of movies, their premiers, press & media

required special screening of movie show & also different types of eatables served within the

Cinemax is divided into two types namely:

Movie Marketing: this is one of the most important areas which is marketed & helps in

creating a brand image for the company. The main focus is to market the movies that are big

screened along with creating & making aware the people about the Cinemax. Also during

such premier’s press & various media channels are invited to cover the whole premier event

which has a positive effect on the Cinemax. As stars are called for the premiers of special

movies along with outside people, this act as a “synergy effect” and thus more & more

number of people become aware about the Cinemax and its day to day activities. All above

this with the help of various media channels, huge & extensive advertising is done for the

movies which add to the recall value on the minds of the people.

Café Marketing: This is an altogether new concept started and undertaken by Cinemaxes for

marketing its movies. It basically helps in promoting its movies with the help of eatables sold

in the cafeteria within the premises of the Cinemax. Here the eatables are named after the

movies & various film stars during the release of much hyped & successful movies.

Special Events Marketing: the positive point that multiples gains over others is that along

with the screening of various movies it also screens special event such as F1, cricket matches,

various documentaries and social messages that are to be passed n community. Cinemax also

organize celebration of religious festivals as well as special days such as valentine day,

friendship day, Independence Day & republic day & events such child fest. Also, it arranges


for many events & birthday parties as per the customers’ demands. Such activities give

unique experience to its customers who feel the same home & personalized atmosphere

present there.

Tie up With Various Corporate: Cinemax has tie-up with many corporate associates as

they help each other in their day to day activities. Both of these go hand in hand. Their

relationship is of “give & take” type; it is like the corporates organize or they host the events

that are conducted in the Cinemax & in turn the Cinemax gives it sales indirectly.

.

Movie Shootings & Advertisements: Cinemax also allows shootings for movies &

advertisements as it helps to publicize & create a brand name for itself. Movie shootings

advertisements take place here because of the ambient factors & also space the surrounding.

Also it acts as a business activity as the movie makers are not given the premises free of cost.

Special Screening of Hollywood Movies: A new concept started by many Cinemax is the

screening of Hollywood movies at their theatres. These special screenings are referred as

“Midnight Matinees”. Midnight Matinees is another innovative attempt on the part of

Cinemax to combine various elements of leisure & partying with cinema viewing.

MARKETING MIX – 7 Ps

1) PRODUCT - A product (in the marketing context) may be tangible, intangible or both. In

case of services, on the contrary, the tangible component is nil or minimal. In services, there

is no or very little tangible element because of which they are considered as benefits, which

are offered to the target market. First, a service is a bundle of features and secondly, there

benefits and features have relevance for a specific target market. Therefore while developing

a service product; it is important that the package of benefits in the service offer must have a

customer’s perspective. Core Benefit is the MOVIES that the customer comes to a cinema

hall for, along with the attendant experience of PVR. The expected product in PVR’s case

would be ambience, hygiene, good service, parking, candy bar etc. PVR has augmented its

product offerings:


Luxury cinema - PVR has brought to its customers the experience of luxury cinema.

After the tremendous success of Cinema Europa in Delhi, PVR Cinemas has

introduced the concept of luxury viewing to Bangalore as well. Gold Class Cinemas

have been introduced for the first time in India, are two ultra luxurious exclusive

auditoriums, each equipped with 32 plush and fully reclining seats and generous

legroom. Patrons can also enjoy star like treatment at the exclusive Gold Class lounge

which provides an excellent pre cinema experience with scrumptious food and

beverages.

Bulk Bookings - There are special arrangements for bulk bookings (of twenty or

more tickets) done by corporate. Details can be filled online and PVR executives

themselves get in touch with the concerned people.

E-booking and tele-booking - PVR also provides the factility of e-booking, which

was first started by PVR, it has now been copied by Satyam cineplexes as well. It also

offers telebooking.

Parties at PVR - PVR has also started helping customers in planning birthday/kitty

parties at PVR. They have made PVR a wholesome entertainment experience than

just a movie watching spree.

Movie newsletter and magazine - To keep its customers hooked on to movies and to

PVR, it has also come out with an online newsletter called ‘PVR Wire’ is directly

mailed to the subscribers and can also be downloaded from their website. They have

also launched a movie magazine called ‘Movies First’.

Movie vouchers - They have also taken out the unique concept of movie vouchers

which people can use as gifts. Many corporates have also started using these as

incentives and rewards for their employees. The vouchers are available in

denominations of Rs 100 to Rs 350 and a minimum of 25 coupons needs to be

purchased to avail of the offer.

2) PRICE - PVR when started off had a huge advantage of being the only one of its kind in

Delhi to begin with. Therefore, they could charge a higher amount to its target audience, as

they did not hesitate to pay the sum for the new concept. This high pricing helped them make


maximum gains. Also, PVR had, and still has a very well planned market position. Its

premium positioning affects the customers perceptual positioning.In case of PVR, they make

use of all their tangible elements to prove to their customers that their movie tickets are worth

the price they are paying. Also, since some of the other movie theatres (which are not

Cinemaxes) are still offering movies at rates as low as Rs 35, it is the task of its marketer to

ensure that PVR comes across as a superior brand in terms of cinema viewing as well as the

experience. The movie theatres market is a Free Market, even though the government in the

past regulated it. This allows PVR as the market leader to set its own prices. Prices that had

originally started from Rs 125 (for evening shows) and Rs 90 (for morning shows and

weekday plans) have increased to a high of Rs 150 and the lowest is Rs 100. The high pricing

however has not led to any change in the footfalls that PVR gets. Even in slighter crowded

shows, the occupancy rates as low as 35% reaches PVR’s break-even points. The pricing at

PVR Europa is Rs 160 and a Gold Class ticket is charged at Rs. 750. It offers superior

ambience, environment, seating, viewing etc in the sum.

3) PLACE - The issue of location here plays a very important role, as all PVR Cinema Halls

are stationed at good locations in the city, which gathers a large number of footfalls for them

every day. PVRs usually open at an eventful yet untapped location, followed by which (as we

saw in case of Anupam PVR Saket) other retail chains get opened around it as well. Their

places are always well situated and are well linked. PVR does not have any other channel of

distribution, as their service is sold solely at their chains. They do not follow any franchisee

outlets, even though they indulge in ticket sales online and via tele-booking. The only

intermediary involved for procuring movies are Indian as well as international movie

distributors, by way of whom they acquire the movies.

4) PROMOTION - PVR as a brand indulges into print advertisements on every Friday

giving out the latest movie schedules. Any new developments are communicated to the

audience via press releases. Hence there is a strong element of PR involved. Apart from that,

they usually have contests pertaining to latest festivals like Valentines Day, New Years Eve,

Oscar Movies Week etc. PVR also has a host of online promotional contests associated with

movies. They are also in collaboration with cellular services like Airtel have SMSand- win

contests and give out free tickets to the winners. Also, PVR attracts a lot of commercial

shooting / media coverage via programmes etc which promotes it as a brand in a big way.

Organizing Star Events on Premiers of movies like ‘Kuch Kuch Hota Hai’ helps PVR relate


better with its target audience i.e. the youth. The whole PVR banner and its exterior

environment including movie hoardings, banners etc help promote the concept of movie

viewing as well as PVR as a strong and successful brand. PVR also hosts premiere shows

with leading movie stars visiting the various PVR cinemas. They also host numerous fun

events for children while screening animations etc.

5) PEOPLE – This indicates the Employees and Customers. Service must be fully developed

and internally accepted before it’s launched. PVR indulges in the following: Complimentary

ticket on payment of entertainment tax amount at any point of time (2 days in advance) to the

employees, subject to Availability, Tickets to employees are given for: 1+1 oneself and

employees guest and 2 for immediate family i.e. parents, spouse etc. This has been done to

encourage movie going among employees as well as customers, Gives 10 national holidays to

employees, Report customer grievances to managers, Strict on rules on no smoking, drinking

on job etc, They are given personalized badges – symbolizes that the employees pride

themselves on being a part of the PVR family, Very great importance is given to person

hygiene and appearance –Clean uniform and shoes, Not allowed to make a gesture to ask for

any sort of a tip / gift from customers, Job performance evaluation at the completion of first

90 days of employment. They are evaluated once a year on their anniversary of date of

joining by individual superiors and records regarding employees’ progress are evaluated, all

employees are taught to deal with safety problems like accidents, Fire, bomb threat, armed

robbery etc. All trainees are made to train at all departments like ticket sales, computer

ticketing, telebooking, sales enquiries, customer service skills, cash handling sales, credit

card sales etc. Lastly, it is made sure that all employees represent PVR in the best way

possible and sell it as a strong and well-established brand. All 55 employees are given full

details on what they are representing and informed all about PVR to make them a part of the

family. For the customers’ convenience, it is ensured by the organisation that there are no

loopholes. In case of any customer complaints, the employees are immediately directed to

report the same to their managers. The nature of all employees is very friendly, informed,

helpful, reliable, soothing, cheerful and youth-like. Therefore, the audience can easily relate

and communicate with them.

6) PHYSICAL EVIDENCE - Though customers cannot see a service, but they can

definitely see various tangible clues of the service offer like facilities, communication,

objectives, employees, other customers, price etc. On basis of these, he forms his opinion as


they help us to tangibalise the service. . Therefore, it is essential to manage physical

evidence. Atmosphere – helps to shape opinions. The building, layout, colours of interiors,

tickets, labels, logo of the organisation etc help to formulate a good unified corporate image /

identity.

7) PROCESS - It was the first cinema company to introduce computerized ticketing through

use of international box office software in its cinemas; first cinema to accept credit cards in

India against tickets; and the first to offer cinema tickets on Internet with online payment

gateway for payment.. PVR was the first to install surround sound and Dolby in Delhi.

Gurgaon 7 screen megaplex is equipped with the latest THX approved sound system for the

real life sound effects and the state of the art Xenon based projection technology.


General Description

A Cinemax is a movie theatre complex with three screens. The largest of these complexes are

sometimes referred to as a CINEPLEX

The system is being designed to facilitate the members engaged in the booking tickets at

Cinemaxes. The system has a wide application in the sector of Cinemaxes as it can provide

help in various activities. Some of the merits of this system are:

The system manages the whole database of the operators.

The system helps in reducing work load & pressure upon the employees.

The system is highly accurate and less error prone as compared to manual system.

The system helps in a better way of management of Cinemax ticket booking systems.

The system saves lots of time and effort as compared to manual system.

The system also helps in better storage and preservation of data and information.

The system also helps in speedy retrieval and seeking of data with the help of queries.

The system can develop and publish various data reports which can be used to

carefully study the whole picture.

Overcome all the demerits of old manual system.


Organizational structure,

The first modern Cinemax was opened in Delhi by PVR Cinemas in 1997 with technology

imported from Australia. The PVR went on to revolutionize the movie theater industry and

broke many national records in cinema exhibition in the country. Since then there has been a

large boom in Cinemaxes in Delhi. There are now over 20 Cinemaxes with more being built.

Some of these are stand alone Cinemaxes while others are located inside malls.

These Cinemaxes follow the hierarchical relationship between the owner and operator.

CHAIRMA

CEO

GENERAL MANAGER

ARTISTIC MANAGER

MARKETING DIRECTOR

BUILDING MAINTANANCE

BOX OFFICE MANAGER

HOUSE MANAGER

BOX OFFICE STAFF

PRODUCTION MANAGER

DESIGNER

TECHNICAL DIRECTOR

STAGE MANAGER

SHOP MASTERS

PERFORMING ARTIST

ACTOR,SINGER,DANCER, MUSICIAN

http://en.wikipedia.org/wiki/PVR_Cinemas


This Cinemax ticket booking system software provides various services to the operator,

mentioned below:

A operator account.It updates the new released movies and removes the current

movies. To allow managers to reduce the work load of ticketing.

This software is also used for current ticket booking, advance booking and

generating the total collection amount. To manage the data of different movies.

It also maintains the whole database of ticket To control the ticket payment

structure.

1.1.5 Functions/activities of organization in reference to the information system under

study.

Cinemax Ticket Booking System:-

Login:- The login process enters the operator information such as operator name and

password. If the operator is not registered, then the operator is not allowed to move to

Next Form. If he tries to do so an error message is displayed which says “Wrong

Operator”.

Movie Updating:- The operator updates the new released movies and removes the old

ones.

Ticketing:- The operator books the current available tickets for the customers, and books

advance tickets.


CHAPTER II

Literature Review

Nandini Raghavendra (2010) “Cinemax industry: Ready for consolidation”

In the five years since the Anil Ambani-led entertainment group (then Adlabs, now Reliance

Mediaworks, RMW) bought a controlling stake in Manmohan Shetty's Adlabs in a whopping

Rs 350-crore deal, along with their 16 Cinemax screens, the industry has not seen big buzz

deals. Till, Shravan Shroff decided to sell his screen dream — Fame (96 screens) to Inox.

There is still a huge untapped potential. The big five players i.e Inox, Adlabs, PVR, Waves,

Big Cinema, in a unified voice feel there is a lot of space to grow. The problem, if at all, is

not of too many players right now but factors like piracy, shorter windows with satellite and

home video eating into theatrical and, of course, a low success ratio of films. These plus the

economic slowdown, saw expansion plans go slow. So, due to a host of reasons, the present

may look a bit bleak (add IPL to that list) but the long-term scenario looks intact. According

to the Ficci-KPMG 2010 report on the media and entertainment industry, by 2013, the

number of plex screens in India is likely to cross 1,600. "Cinemaxes have become an

important and integral part of the domestic theatrical industry. They have made a significant

impact in bringing viewers back to the cinemas. This is reflected in that as much as 60% of

Indian theatrical revenues for Hollywood and Hindi films, come from the Cinemaxes while

for South Indian films, it is 25%. Given the experience of consumers and part digitalisation,

the importance of plexes in the distribution space is here to stay," says executive director and

head, media & entertainment, KPMG, Rajesh Jain.

S. Romi (2008) “PVR Cinema- Success Story”

From rickety trucks to swanky malls. It’s been a long journey for Ajjay Bijli. Born in a

family that was into trucking business, he was asked to look after his business after he

completed his studies. With Priya, Mr Bijli had tasted blood and now he wanted more. “Since

we screened English movies regularly at Priya, I was in constant touch with Hollywood

companies like Columbia, UV and Warner Brothers during that period. The market for

English movies in India was growing in a major way and these companies were looking for

an outlet in India. I also came in touch with Australian company Village Roadshow that was

looking for a partner in India. Soon we were partners,” says Ajjay. So was born the joint


venture Priya Village Roadshow Ltd or PVR. Together they started setting up Cinemaxes for

India. As luck would have it, Anupam was on the blocks. Mr Bijli grabbed the opportunity

and turned it into a Cinemax in 1997. “We were amazed with the kind of response we got.”

Meanwhile, the priorities changed for his overseas partner, Village Road Show, post 9/11.

The lull in 2001 forced it to focus on the American market and movie production leaving the

field here open for the Indian partner. So, PVR or Priya Village Roadshow Ltd became PVR

Ltd. “Now, we only have a tie-up with them for technical backup.” Today Mr Bijli has ICICI

Ventures as his partner which owns 32 per cent stake in the company. Mr Bijli considers this

as no mean achievement. Entertainment is a challenging business as every city has a different

profile and we have to understand the people’s behaviour there and cater to them.

Gummerson (1996) “Relationship Marketing”

He tried to explore the extent of application of relationship marketing in service sector.

According to his findings, the service users hold good image of the company if it provides

effective CRM services. He found that poor relationship marketing caused discontinuation of

services by many customers. The same concept applies to Indian customers too. Service

industry players need to put thrust on this area to maintain profits on a sustainable basis.

V.Kumar (2009) “Using a Customer-Level Marketing to enhance Firm’s Performance”

Customers are now demanding personalization and customization of products and services

ranging from video-on-demand and personal video recorders (e.g., TiVo) to niche brands and

product extensions that help customers feel unique and stand out from the crowd (Bianco

2004). This shift in the way firms do business is not only evident it is also clear that the

academic research is changing its course as well to match with the climate in the industry.

Any firm that looks to sell products or services to the market needs to treat its customers as

assets. For example, AT&T was adopting a macro-level strategy to deal with customers

(Squeo andWilke 2004). As a result, AT&Tlagged behind its competitors and is getting out of

the landline business (not acquiring new customers) and merging their wireless business with

another service provider. However, DISH Network, which used to offer standard packages of

television channels, realized the shift in customer needs and adopted a micro-level (customer)

strategy to offer customized channels (Grant 2004). As a result, the growth experienced by

DISH Network is phenomenal. Thus, resources need to be properly allocated to various

marketing strategies, which only can be accomplished if a firm can identify its best customers

and prospects and send those individuals the right marketing message at the right time.


Jain and Dhar (2003) “Effectiveness of CRM”

They studied the determinants of customer relationship management effectiveness in India.

They used in-depth interviews focused on behavioural dimensions of relationships. It was

found that customer relationship management emerged as a core business process for

maintaining and enhancing the competitive edge in modern business affairs. In the area of

services, the issue of customer relationship management holds much importance. Many a

times, it is the CRM that becomes the deciding factor while selection of services. Customer

loyalty is directly related to the CRM efforts made by the service sector companies.

Sarangi (2007) “Entertainment Industry”

It highlights the aspect of quality of entertainment service industry in India. The objective

was to define the parameters of service quality satisfaction with reference to entertainment

services in a metro city. In a survey of 300 people visiting the multi-screen cinema halls and

luxury hotels, various dimensions of services were found. Customers in metros and other

cities have started watching movies in Cinemaxes which provide excellent ambience and

quality. When asked about the factors causing the visit, the customers gave first preference to

comfort and ambience provided in the place. For this aspect, the customers were ready to

compromise on cost and distance factor. Besides ambience, promptness in services was

another factor leading to satisfaction of customers.

R.J.Cumberworth (2001) “Theming and Design as a Marketing Medium”

The concept of Theming and design has been related to leisure stimulation, play theories and

service marketing and the practice analyzed thoroughly, using relevant and up to date

examples. Therefore, in summary it is possible to state that the themed entertainment

industry, and the theme park industry in general terms is developing through organic growth.

Much of this is down to technological innovation and advancements and indeed the talent to

put such ideas into practice. Ideas are also developing in accordance to marketing practice,

with new ways of ensuring customer satisfaction and enhancing the core service product that

a theme park offers. Technology and innovation is allowing the ability to construct higher,

faster, longer rides and attractions but when coincided with Theming, complete new

environments can be produced and with the use of virtual reality, complete false

environments are being created. There is a coming move away from the traditional iron ride,


although they are by no means in decline, technology and VR is being further developed to

create more ambitious 'dark rides' where story telling combined with special effects creates

visitor immersion, which is also apparent in restaurants, shops and other service orientated

aspects. Thus, in reflection, the future of the industry remains to be seen; yet serious

adaptations need to be considered as visitors demand meaningful and often educational

entertainment, with particular consideration to the increasing gray market.

Charles R.Akland (2003) “Screen Traffic: Movies, Cinemaxes and Global Culture”

Scholars of film exhibition are concerned with the fraught intersection of political economy

and cultural studies. In this timely new study, communications scholar Charles Acland raises

the bar for post-nationalist discussions of cinema culture by insisting that film going must be

approached as a complex of industrial and cultural phenomena. Using a cultural materialist

approach inspired by Raymond Williams, Acland argues that "film" must be considered as a

highly mutable site of international economics and individual emotional responses,

encompassing technologies of reproduction alongside patterns of reception. Although film

has arguably been a global enterprise since Hollywood began to aggressively develop the

international market in the 1920s, Acland makes a compelling argument that film culture

became global in a new way in the 1980s when cinema was reconfigured as a vertically

integrated industry in the wake of deregulation policies. Thus, his study concentrates on

cinema exhibition practice as a phenomenon of global culture from the mid-1980s to the mid-

1990s.The primary phenomenon under consideration here is the shift in exhibition practices

that emerged between 1986 and 1998, a period when grimy, utilitarian suburban Cinemaxes

were replaced across North America by monstrous exurban space age megaplexes. Acland

describes the motion picture theatre as an "essential location at which discourses of global

audiences are being worked out and applied," and as "sites for the mobility and flow of

bodies, texts, and money." He associates these new theatrical settings with "shrunken

amusement parks," a logical next step in the convergence of the corporate entertainment

industry during this period. As Acland points out, in retrospect, this moment might also be

seen as the last gasp of the cinema as such. Since 1998, the emergent technology in cinema

exhibition has been digitalisation, which potentially obviates many of the

metropolis/hinterland relations that have traditionally shaped the cinemagoing landscape.

Internet distribution of pirated mainstream films and independent productions threatens to

displace–or at least radically alter–the importance of the cinema as a site of cultural

dissemination.


I.Nod (2006) “The Entertainment Industry”

The entertainment industry demonstrates a multi channel structure, with companies owning

several forms of companies in each link of the value chain. The industry is converging toward

a single model, which combines production of content with multichannel distribution. All

companies try to sell content in many ways, e.g. movie, TV show, book theme park, etc. All

but two of major players in the industry conform to this model. Non-conforming companies

have regulatory barriers (foreign owned) or do so out of choice. Some companies (Disney)

buy distribution channels, i.e. networks (ABC); others build their own (News Corp., Time

Warner) or do both Viacom (WB, CBS). The newest trend is to combine production and

distribution with added distribution possibilities of internet (AOL Time Warner, Vivendi

Seagram). In this industry we find vertical integration through direct ownership, as well as

commercial transactions via long-term contracts and one-time “spot market” transactions.

Ironically, even the resources can be “owned” – as in the case of the old “studio system”

which tied actors to studies for a number years. In today’s industry, these arrangements are

still in place, with actors signing on for “x number of picture” contracts with various studios.

Production companies can either be independent or owned by integrated companies. In either

case, production from one company may be sold to a competing network or distributor.

Finally, local television affiliates and local movie theaters are sometimes bound by contract,

sometimes entirely independent, or sometimes owned by networks. This last situation is

usually the case with large metropolitan areas, where the networks want to have a closer link

to the customer. Agents and other facilitators play a commercial conduit role of helping to

bring together various people and companies along the value chain.

Ashwin B. Sonone and Rajendra N. Pathak (2005) “The impact of Cinemax Cinema’s in

India”

The cinema exhibition industry in India is growing at 10% per annum driven by Cinemaxes,

which are expanding rapidly in major metropolitan cities as well as second and third tier

cities. Favorable demographics in a cinema-crazy nation, tax exemptions, and quality

locations such as malls, are driving growth of Cinemaxes in India. The study provides a

snapshot of the market including the two segments Cinemaxes and single screen cinemas. An

overview gives a quick picture of the market with estimated market size, growth rate and

theater distribution in India. Various business models adopted by Indian Cinemax operators

are presented alongwith typical revenue streams and cost base. An analysis of drivers reveals

that on the supply side - growth in film industry, improving real estate supply, and favorable


tax exemptions have help in growth of this sector while on the demand side favourable

demographics, rising income levels and willingness of people to spend on entertainment are

increasing footfalls. The key challenges identified include slowdown in economy, alternate

modes of entertainment, development delays, piracy and uncertainty over entertainment tax

exemptions. The industry is characterized by seasonality, low screen density, increasing

average ticket prices, and reducing shelf life of movies. The key trends identified include

producers bypassing distributors, shift to digital cinema, and alternate content in Cinemaxes,

retail partnerships, and new single screen formats. India's craze for films has not been fully

exploited by the "Film Exhibition" industry due to the lack of screen density in the country

coupled with the poor quality of screens. "Cinemax Cinemas" offer an alternative to tap this

potential by providing a quality experience to the viewer as well as economies to the

Cinemax operator. "Films" has been one of the integral components of the Indian

entertainment industry contributing nearly 27% of the total revenues of the entertainment

industry. Besides, films also contribute to other components of the entertainment industry like

music, television and live entertainment. The Indian film industry is one of the most complex

and fragmented national film industries in the world comprising of a number of regional film

industries like Hindi, Tamil, Telugu, Kannada and others. The Hindi film industry is the most

popular among them. Though India produces the largest number of films in the world

(Approximately 1000 per year), it accounts for only 1% of the global film industry revenues.

In spite of being over 90 years old, the Indian film industry was accorded the status of

industry only in 2000. Over the years, the Indian film industry has been highly unorganized

as film financing was dependent on private and individual financing at extremely high

interest rates. Only recently, the industry has got access to organized finance. With vertical

integration taking place between producers, distributors, exhibitors, broadcasters and music

company’s corporatization is now taking shape in the Indian film industry. We believe, that

corporatization, will bring about transparency, accountability and consolidation which will

help to improve the overall profitability of the Indian film industry as well as reduce piracy

and leakages which presently account for 14% of the Indian film industry's revenues.


CHAPTER III

Area of study


ULHASNAGARa small town somewhere in thane district. A PLACE which is

nowhere left behind. A PLACE full of crowd with mostly SINDHI

COMMUNITY and other communities too. A PLACE where doing business is

in the BLOOD of people living here. ULHASNAGAR being called as

BUSINESS HUB, divided in five camps , nearby ambernath and kalyan.

Ulhasnagar, which is once a military camp area for Sindhi refugees migrated

from Pakistan, is now heavily populated with this community people. The city

is also known as Sindhunagarand it is very famous from economic aspect.

Ulhasnagar is a very good business centre not only in Thane district, but also in

Maharashtra State. It is a city located on the coast of West India, which is nearly

60 kilometers northeast of the city of Mumbai.

Birla temple, furniture market, gajanand market, jeans market,

Century rayon factory, shiv mandiretc are the important places

in Ulhasnagar.

Brief description:

Ulhasnagar-1 (W): It is also known as Ulhasnagar camp-1 and it is located on

the west side of railway stations. The main center here is a market with famous

landmarks like Goal maindan where many people visit from nearby areas like

kalyan, ambernath, badalpur, dombivili, thane, titvalaetc for shopping.

Ulhasnagar-2 (W): The other name of this place is Ulhasnagar Camp-2. It is a

market with popular landmarks like Gajanand market and it is famous for

clothing, electrical and electronics etc. Nehru Chowk is the main centre here.

Ulhasnagar-3 (W): it has another name as Ulhasnagar Camp-3. It is mainly a

market and it is located on the west side of railway stations. The famous

landmarks here are furniture bazaar, RKT College, Sapna theatre, Ashok-Anil

Cinemax etc. it is mainly a furniture and electronics market.

http://www.mumbaionline.in/city-guide


Ulhasnagar 5 (E): This locality, which is also known as Ulhasnagar Camp-5, is

located on the eastern side of railway stations and it is mainly a residential area.

You can see several jean making small scale industries here. JhulelalMandir,

Swami Sarvanand School, Swami ShantiprakashChowk, Nethaji Garden, etc are

the famous landmarks here. This locality is heavily populated with Sindhi

community people.

Originally, known as Kalyan Military transit camp (or Kalyan Camp),

Ulhasnagar was set up especially to accommodate 6,000 soldiers and 30,000

others during World War II.Sindhi’s, in particular, began life anew in the

new land.The area was converted into a township in 1949, and named

Ulhasnagar by the then Governor-general of India, C. Rajagopalachari(literally

'city of joy'; ulhas= joy; nagar= city). On August 8, 1949 the first and

last Governor-General of India, C. Rajagopalachari, laid the foundation stone.

As said earlier, ULHANAGAR is a place which is nowhere left behind because

each and everything is available here, as it is good in providing services like –

EDUCATION, HOSPITALITY, BANKING AND INSURANCE SECTOR,

TOURS AND TRAVELS, BEING IMPROVED IN INFRASTUCTURE ALSO

, ETC.

Education:

The city has colleges and an industrial-training institute like institute of

technology, Holy family Convent High School, New English (at camp no.5),

SSTCollege of Arts and Commerce etc. Smt.

ChandibaiHimatmalMansukhanicollege and R. K. Talreja are two major

colleges.

http://www.answers.com/topic/rajaji

http://www.answers.com/topic/governor-general-of-india-1

http://www.answers.com/topic/rajaji

http://www.answers.com/topic/governor-general-of-india-1


Growth:

Ulhasnagar, one of the busiest business centers in Maharashtra, has several

jewellery showrooms. Some of the popular jewellery showrooms in the city are

listed here.

We can watch the gradual development of Ulhasnagar to a shopping hub and

business centre from a military camp area in the pre-independence era only with

wonder. Sindhis, who migrated to this land from Pakistan, has significant role in

the growth of Ulhasnagar in the business field. Even though they came to the

city with minimal resources, now most of the small and big shops in Ulhasnagar

are under owned by them. It is nothing else but their hard work and talent that

made them able to develop this city to a ‘mini-Japan’ during the last five

decades.

Specialities:

Ulhasnagar, which is the most popular industrial and commercial township

of Thane district, is famous for shops of wedding costumes, jeans and other

readymade garments. Sindhi people, who live other parts of India such as

Gujarat, Goa and Madhya Pradesh, visit Ulhasnagar to do their wedding

purchase. There are many shops, which are exclusively aimed for wedding

costumes

http://www.thaneonline.in/city-guide


The city is also famous for jeans manufacturing. Jeans and ready made

garments manufactures at Ulhasnagar 5 are sold in all markets of the country.

Many popular jeans brand have factories in Ulhasnagar.

The most busy commercial and shopping center here are Ulhasnagar 2 &

3. Tourist Attractions in Ulhasnagar:

There are several tourist attractions in Ulhasnagar including beautiful locations,

religious places and historical monuments etc. Some of the famous temples in

Ulhasnagar including Chaliho Sahib, Birla Mandir, haji Malang, Jhulelal

Temple, Saint SatramDham and Swami Shanti Prakash Temple etc.

Ulhasnagar City Census:

Ulhasnagar City Total Male Female

Population 506,937 270,373 236,564

Literates 408,959 227,975 180,984

Children (0-6) 48,513 25,492 23,021

Average Literacy (%) 89.21 93.10 84.75


Ulhasnagar and asset allocation:

But each and every person who is earning by way of business in the form of

profits or by doing jobs in the form of salary is having some sort of stress about

their earnings as “FUTURE IS NOWHERE SAFE”.

As it is rightly said by ABRAHM LINCOLN about the future that “ the best

thing about future is that it comes only one day at the time.” And that day can

be the day of your utmost requirements- can be in the form of liquidity. Any

thing can happen in future. Now a days people are almost aware about the

unforeseen things happening in future. So many people have started thinking

about future and have started investing in different areas, to control or minimize

risk associated with future.

Many people invest in stock, bonds, equities, banks, mutual funds, gold etc.to

diversify risk. I just want to know that how many people in Ulhasnagar are

aware about their future and how they are diversifying risk.

People not only invest in different kind of securities to save their future, which

is about to come. But the main reason to invest in different avenues is to get

maximum rewards in terms of profit.

As by investing in different avenues there is less risk, because if the poor

performance of anyone avenue will not affect much, because the profit is about

to come from other investments too.

If we look at the history of Ulhasnagar, where approximately twelve to fifteen

years back, people here were only business oriented and most of the population

of woman were living at homes as housewives. But slowly and gradually

everything got change and the process of change is still ongoing. Simply

everything is getting modernized. The narrow thinking of people is getting

broadened, girls, woman are also indulged in doing jobs along with managing

their household work.


As everything is getting modernized, but beside this people of Ulhasnagar never

forget their culture , here every festival is celebrated with great joy. As

Ulhasnagar is a business hub, but along with this, it is a culture-oriented place.

Coming towards asset allocation of Ulhasnagar people - If we take business

oriented people as investors, the main reason of their investment in different

kind of securities is to get maximum rewards in terms of profit.

On the other hand, if we consider salaried people as investors, the main reason

of their investment in different kind of securities is to overcome the risk

associated with future and to a certain extent profit earnings too.

From the above study on area, it could be understood that people of Ulhasnagar

lives a luxury life, of course not all, but most of them. There consumption

pattern and buying behaviour towards various brands of products is much

different as compared to other customers because of their standard of living.

People of the town are very easily attracted towards the brands which are

endorsed by the celebrities. Considering the lifestyles and choices of people and

their preference, pesent study seems to fit with the town of Ulhasnagar.


CHAPTER IV

Finding & Analysis

entertainment industry

Documents

leisure activities

leisure time

development of leisure

reinvention of leisure

leisure pursuits

leisure behaviour

concept of leisure

leisure industry fields