sun direct dth project work

A

PROJECT REPORT

ON

STUDY OF DEALERS PERCEPTION AND SATISFACTION

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 an 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

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 give 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 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 expect 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. AndMEASAT-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

http://en.wikipedia.org/wiki/File:Indian_Rupee_symbol.svg

http://en.wikipedia.org/wiki/File:Indian_Rupee_symbol.svg

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

http://en.wikipedia.org/wiki/File:Sun_direct-Dish.JPG

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

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 clear 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.

Because 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 and corporate cell 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

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

Q-1 Does the dealer sale Sun Direct DTH?

Particulars Respondents

YES 90

NO 55

yesno

Interpretation-

Sun direct has almost lowest market share in pune city market.

Q2- Number of Sun Direct STB dealer sales in a month?

Particulars 25 50 More than 50 100 and above

Respondents 60 45 30 10

2550more than 50above 50

Interpretation-

Monthly average sale of STBs of sun direct is low in PUNE city compared to other players.

Very few dealers has got satisfactory monthly average sale per month.

Q3- What drives dealers to purchase a Sun direct DTH STBs?

Particulars Profit margin Channel Packages Service Availability


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


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

Respondents 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-What 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


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-Are the dealers satisfied with the channel packages of Sun Direct?


Respondent

s

Respondents-15 Respondents-40 Respondents-35 Respondents-55


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?


Respondent

s

5 35 45 60


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

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.

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.

OBSERVATION 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 thither players sheer efforts.

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

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.

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 challenging and interesting. From analysis and interpretation and

findings it is