INTRODUCTION TO MEDIA INDUSTRY

Prior to the eighties and nineties, national media system was typified by domestically owned radio, television and newspaper industries. There were major import markets for films, TV shows, music and books, and these markets tended to be dominated by U.S. based firms but local commercial interests, sometimes combined with a state-affiliated broad- casting service, predominated within the media system. All of this is changing rapidly .Whereas previously media system was primarily national, in the past few years a global commercial-media market has emerged.

To grasp media today and in the future, one must start with understanding The global system and then factor in differences at the national and local levels .Today media industries is regarded as one of the most oligopolistic in the world. This global oligopoly has two distinct but related facets. First, it means the dominant firms nearly all U.S. based –are moving across the planet at breakneck speed. The point is to capitalize on the potential for growth abroad-and not get outflanked by competitors –since the U.S. market is well developed and only permits incremental expansion. The dominant media firms increasingly view themselves as global entities.

Second, convergence and consolidation are the order of the day. Specific media industries are becoming more concentrated, and the dominant players in each media industries are becoming more and more concentrated and the dominant players in each media industry increasingly are subsidiaries of huge global media conglomerates. For one small example, the U.S. market for educational publishing is now controlled by four firms, whereas it had two dozen viable players as recently as 1980. The level of mergers and acquisitions is breathtaking. In the first half of2000, the volume of merger deals in global media, Internet, and telecommunication totaled $300 billion triple the figure for the first six months of 1999, and exponentially higher than the figure from ten years earlier. The logic guiding media firms in all of this is clear: get very big very quickly, or get swallowed up by someone else. This is similar to trends taking place in many other industries.

But in few industries has the level of concentration been as stunning as in media. In the short order, the global media market has come to be dominated by seven multinational corporations:Disney, AOL-Time Warner, Sony, News Corporation, Viacom, vivendi and Bertelsmann. None of these companies as recently as fifteen years ago; today nearly all of them will rank among the largest 300 non-financial firms in the world for 2001. Of the seven, only three are truly U.S. firms, through all of them have core operation there. Between them, these seven companies own the major U.S. film studios; all but one of the U.S. television networks; the few companies that control 80-85 percent of the global music market; the preponderance of satellite broadcasting worldwide; a significant percentage of book publishing and commercial magazine publishing; all or part of most of the commercial cable TV channels in the U.S. and worldwide; a significant portion of European terrestrial ( traditional over-the- air) television; and on and on and on.

By nearly all accounts, the level of concentration is only going to increase in the near future.Rupert Murdoch’s News Corporation may be the most aggressive global trailblazer, although cases could be made for Sony, Bertelsmann, or AOL-Time Warner. Murdoch has satellite TV services that run from Asia to Europe to Latin America. His Star TV dominates in Asia with thirty channels in seven languages. News Corporation’s TV service for China, phoenix TV, in which it has a 45 percent stake, now reaches forty-five million homes there and has had an 80 percent increase in advertising revenues in the past year. And this barely begins to describeNews Corporation’s entire portfolio of assets: twentieth Century Fox films, Fox TV network,HarperCollins publishers, TV station, cable TV channels, magazines over 130 newspaper, and professional sport teams.

Why has this taken place? The conventional explanation is technology; i.e. radical improvement in communication technology makes global media empires feasible and lucrative in a manner unthinkable in the past. This is similar to the technological explanation for globalization writ large. But this is only a partial explanation, at best. The real motor force has been the incessant pursuit for profit that marks capitalism, which has applied pressure for a shift to neoliberal deregulation. In media this means the relaxation or elimination of barriers to commercial exploitation of media and to concentrated media ownerships. There is nothing inherent in the technology that required neoliberals; new digital communication could have been used, for example, to simply enhance public service media had a society elected to do so. With neoliberal values, however, television, which had been a noncommercial preserve in many nations, suddenly became subject to transnational commercial development. It has been at the center of the emerging global media system.

Once the national deregulation of the media began in major nations like the united state andBritain, it was followed by global measures like the North America Free Trade Agreement and the formation of the World Trade Organization, all designed to clear the ground for investment and sales by multinational corporation in regional and global market .this has lay foundation for the creation of the media system, dominated by the aforementioned conglomerates. Now in place, the system has its own logic. Firms must become larger and diversified to reduce risk and enhance profit making opportunities, and they must straddle the globe so as to never be outflanked by competitors .this is a market that some anticipate having trillions of dollars in annual revenues within a decade. if that is to be the case ,those companies that sit atop the field may someday rank among the two or three dozen largest in the world .

The development of the global media system has not been unopposed. While media conglomerates press for policies to facilities their domination of the markets throughout the world, strong traditions of protection for domestic media and cultural industries persist. Nations ranging from Norway, Denmark and Spain to Mexico, South Korea keep their small domestic firm production industries alive with government subsidies. In the summer of 1998, culture ministries from 20th nations, including Brazil, Mexico, Sweden, Italy, and Ivory Coast, meet in Ottawa to discuss how they could “build some ground rules” to protect their cultural fare from “the Hollywood juggernaut”. Their main recommendation was to keep culture out of the control of the WTO. A similar 1998 gathering sponsored by the United Nation in Stockholm, recommended that culture be granted special exemptions in the global trade deals. Nevertheless, the trend is clearly in the direction of the opening markets.

Proponents of the neoliberlisem in every country argue cultural trade barriers and regulation harm consumers, and that subsidy inhibits the ability of the nations to devolve their own competitive media firms. There are often strong commercial media lobbies within nations that perceive they have more to gain by opening up their borders than by maintaining trade barriers.If the WTO is explicitly a pro-commercial organization, the international telecommunication union(ITU),the global regulatory body for telecommunication, has only become one after a long march from its traditional commitment to public service values. The European Commission(EC), the executive arm of the European Union, also finds itself in the middle of what controversy exists concerning media policy, and it has considerably more power than ITU. On the one hand, the EC is committed to building powerful pan-European media giants that can go toe-to-toe with the U.S. based giants. On the other hand, it is committed to maintaining some semblance of competitive markets, so it occasionally rejects proposed media mergers as being anti-competitive. Yet, as a quasi democratic institution, the EU is subject to some popular pressure that is unsympathetic to commercial interests. As Sweden assumed the rotating chair of the EU in 2001, the Swedes began pushing to have their domestic ban on TV advertising to children made into the law for all EU nations. If this occurs it will be the most radical attempt yet to limit the prerogatives of the corporate media giants that dominate commercial children’s television.

Perhaps the way to understand, how closely the global. Commercial media system is linked to the neoliberal global capitalist economy is to consider the role of advertising. Advertising is a business expense incurred by the largest firms in the economy. The commercial media system is the necessary transmission belt for business to market their wares across the world; indeed globalization as we know it could not exist without it. A whopping three quarters of global spending on advertising ends up in the pockets of a more twenty media companies. Ad spending has grown by leaps and bounds in the past decade, as TV has been opened to commercial exploitation, and is growing at more than twice the rate of GDP growth. Latin American ad spending, for example, is expected to increase by nearly by 8 percent in both 2000 and 2001. The coordinators of this $350 billion industry are five or six super ad agency owning companies that have emerged in the past decade to dominate totally the global trade. The consolidation in the global advertising industry is just as pronounced as that in global media, and the two related. “Mega-agencies are in a wonderful position to handle the business of the mega clients,” one ad executive notes. It is “absolutely necessary for agencies to consolidate. Big is the mantra. So big it must be,” another executive stated. There are a few other points to make to put the global media system in proper perspective. The global media market is rounded out by a second tier of six or seven dozen firms that are national or regional powerhouses, or that control niche market, like business or trade publishing.

Between one third and rest are from western Europe and Japan. Many national and regional conglomerates have been established on the backs of publishing or television empires. Each of the these second tier firms is a giant in its own right, often ranking among the thousand largest companies in the world and doing more than one billion dollars per year in business. The rooster of second tier media firms from North America including Tribune Company, Dow Jones gannet, Knight-Ridder, Hearst, and advance publication, and among those from Europe are the Krich group, Mediaset, Prisa, Pearson, Reuters and reed Elsevier. The Japanese companies Aside from Sony remain almost exclusively domestic producers.

Together, the seventy or eighty first and second tier giant controls much of the world’s media: book magazine and newspaper publishing; music recording; TV production; and motion picture theaters. The end result of all activities by second tier media firms may well be the eventual creation of one or two more giant, and it almost certainly means the number of viable media players in the system will continues to plummet, some new second tier firms will probably be further upheaval among the ranks of the first tier media giant.

The global media system is only partially competitive in any meaningful economics sense of the term. When Varity compiled its list of the fifty largest global media firms for 1997, it observed that “merger mania” and cross-ownership had “resulted in a complex web of interrelationship” that will “make you dizzy”.

This point cannot be overemphasized. in the competitive market, in theory, numerous producers work their tails off largely oblivious to each as they sell what they produce at the market price, over which they have no control. At a certain level, it is true these firms compete vigorously in an oligopolistic manner. But they all struggle to minimize the effect of competition. Today’s media firms are called “co respective’ competitors typical of situations with high level of monopolization rather than classical competitors in an anonymous dog-eat-dog world as assumed in much of economics theory. The leading CEOs are all on a first name basis and they regularly converse. Even those on unfriendly terms, like Murdoch and AOL-Time Warner’s Ted Turner understand they have to work together for the “greater good.’’ As the head of Venezuela’s huge Cisneros group, which is locked in combat over Latin American satellite TV with News Corporation, explains about Murdoch, “we’re friends. We’re always talking.’’ Moreover, all the first and second tier media firms are connected through their Reliance upon a few investment banks like Morgan Stanley and Goldman Sachs that quarterback most of the huge media mergers. Those two banks alone put together fifty two media and telecom deals valued at $433 billion in the first quarter of 2000, and 138 deals worth $433 billion in all of 1999.

The internet is increasingly becoming a part of our media and telecommunication systems, and a genuine technological convergence is taking place. Accordingly, there has been a wave of Mergers between traditional media and telecom firms, and by each of these with internet and computer firms. Already companies like Microsoft, AOL, AT&T and Telefonica have become media player in their own right. It is possible that the globel media system is in the process of conversing with the telecommunications and computer industries to form an integrated global communication system, where anywhere from a six to a dozen super companies will rule the roost. The nation that the internet would “set us free”, and permit anyone to communicate effectively, hence undermining the monopoly power of the corporate media giant, has not transpired. Although the internet offers extraordinary promise in many regards, it alone cannot slay the power of the media giants. Indeed, no commercially viable media contact site has been launched on the internet, and it would be difficult to find an investor willing to bankroll any additional attempts. To the extent the internet becomes part of the commercially viable media system, it looks to be under the thumbs of the usual corporate.

Media of India:-

Media of India consist of several different types of communications media: television, radio, cinema, newspapers, magazines, and Internet-based Web sites. Many of the media are controlled by large for-profit corporations who reap revenue from advertising, subscriptions, and sale of copyrighted material. India also has a strong music and film industry. The Indian media was initiated since the late 18th century with print media started in 1780, radio broadcasting initiated in 1927, and the screening ofAuguste and Louis Lumpier moving pictures in Bombay initiated during the July 1895 —is among the oldest and largest media of the world. Indian media—private media in particular—has been "Free and Independent" throughout most of its history. The period of emergency (1975–1977), declared by Prime Minister Indira Gandhi, was the brief period when India's media was faced with potential government retribution.

The organization Reporters without Borders compiles and publishes an annual ranking of countries based upon the organization’s assessment of their press freedom records. In 2010 India was ranked 122nd of 178th countries, which was a setback from the preceding year.

Globalization of Indian Media:-

The emergence of network such as Zee raises interesting question. It is indisputable that the proliferation of satellite and cable television channels, made possible with digital technology and growing availability of communication satellites, has contributed to the increasing diversity of the global cultural landscape. The role of television in the constriction of social and cultural identities is more problematic in the age of globalization than in the area of a single national broadcaster and a shared public space, such as characterized television in most countries in the post-war years. Though national broadcaster continue to be important in most countries and still receive the highest audience shares, the availability of a multiplicity of television era, a viewer can have simulators access to a verity of local, regional, national and international channels, thus being able to engage in different levels of mediated discourses.

A clear analysis of the complex process of international cultural flow reveals that the traffic is not just one way, from north to south, even though it is overly weighed in the favors of the former. Evidence show that new transborder television network are appearing, with some flow from the periphery to the metropolitan centers of the media and communication corporations. The extension of satellite footprints and the growth of DTH broadcasting have enabled network such as Zee to operate in an increasingly global environment , feeding into and developing what has been called as he emergent ‘diasporas public spheres’.

The deregulation of broadcasting, which has been a catalyst for the extension of private television networks, has also made it possible for private satellite broadcasters to aim beyond the borders of the country where they are based- unlike state broadcaster who have traditionally seen their role in terms of the nation state. Apart from the major powers, whose broadcasting has had an international dimension, most public broadcasters, particularly in the south, saw their audience as a domestic one.

By contrast the private channels, primarily interested in markets and advertising revenues, had a more liberal media agenda. This basic difference between state centric and market-oriented broadcasters into the lucrative northern markets, conglomerates has given them the technical and managerial support to operate as a transnational channel.

Globalization and the advent of satellite television ensured that the migrant communities ofSouth Asians in the Middle East, Europe and North America became a new target as audiences and consumers. Zee was among the first to recognize the potential of overseas markets for its programming. In its zeal to rope in pan-India audiences scattered through the world, Zee developed new idioms which by virtue of sheer reach of the medium contributed to making Indian television available internationally. After Star TV purchased 50 per cent of Asia Today (the Hong Kong based broadcaster of the Zee TV) in 1993, it became Zee’s partner in India and beyond. Facilitating their 1992 launch in the Middle East, Zee TV entered the lucrative British market in 1995, when it bought TV Asia, already established in the UK. By 2000, Zee was available on the sky network and claimed to have one million subscribers in the UK continental Europe. It became one of the Hindi and four channels to go digital in the UK, offering programming in Hindi, Urdu, Gujarati and Punjabi. Having acquired a base in the UK, Zee expanded into mainland Europe and is also very popular in Africa –based platforms operators, multi choice.

Today, Zee claims to be the world’s largest Asian television network, covering Asia, Europe,US and Africa and catering to the Indian Diaspora. In Asia where it boasts a total viewer ship of180 million, the networking spans morethan4 countries and offers round-the-clock programming on four channels-Zees TV, Zee cinema, Zee India and Music Asia. Having reached more than 23 million homes in the Indian sub continent and United Arab Emirates, Zee strategy is to expand its operations in the lucrative North America market.

In recent years India has witnessed extraordinary growth and overseas success in computer software and cinema exports, making it a global force to be reckoned with. (Power and mazumdar, 2000) A recent report on the Indian entertainment business prepared for the federation of Indian entertainment industry, currently valued at Rs. 154 billion, will grow to nearly Rs. 600 billon by 2005.according to the report, Indian films exports, worth Rs. 4.5 billon in 1999, are estimated to rise to nearly Rs. 120 billion by 2005 ; the Indian music market, currently pegged at Rs. 12.5 billon, is projects to touch Rs. 22 billon, and TV software revenues are expected to soar from the present Rs. 12 billon to Rs. 90 billion in 2005.

The unprecedented expansion of television in the 1990s has also been a boost for the movie industry, as many first dedicate film-based pay-channels haves emerged. In June 2000, the first international Indian film awards, billed as the “Bollwood Oscars” ceremony from London’s millennium done, was broadcast millennium Dome, was broadcast to more than 122 countries reaching 600 million viewers. It brought together along with Indian film and music stars US Oscar winner Angelina Joile, Chinse star Jackie Chan and Australian pop singer Kylie Minoge.

However, the increasingly international orientation of television seems to have excluded the majority of Indian people (the poor, especially those living in the countryside) who are remarkably absent from programmers on channels such as Zee. According to a 1998survey, less than two per cent of Zee viewers live in rural areas. (Satellite &Cable TV, 1999) a socially relevant television agenda, therefore, does not fit well with the private television networks, which appear to be interested only in the demographically desirable urban middle class or the NRI’s with the disposable income to purchase the products advertised on such channels.

Given these constraints a development-oriented television remains largely under-explored, primarily because it does not interest advertisers. It is ironic that the country that pioneered the use of space technology for education, with the satellite instructional television Experimental (SITE) of 1975-76, which brought TV to the poorest villages the most inaccessible area, and where 40 per cent of the population is still illiterate- according to the United Nation, 30 per cent of all Indian children aged six to 14 years, about 59 million children, do not attend school-has ignored the educational potential of television.

Though Doordarshan receives substantial support from the government, which extended its reach and added new channels (in 2000. it had 21 channels), it is under pressure to provide entertainment as well as education. One result of such competition is the ideological shift in television cultural from public service to profit oriented programming. The growing commoditization of information and the trend towards western inspired entertainment can affect the public service role of television, whose egalitarians potential remains hugely under-explored in India.

As television ids driven by the rating wars and advertising demand for consumers, and given that visual can be a powerful instrument for propagating dominant ideology, the electronic media can play a key role in creation of a marketplace in which their corporate clients can consolidate and expand. Rather than toeing the government line as used to be the case with state broadcasters, are networks such as Zee instead promoting a corporate worldview? Internationally, despite a counter flow of cultural products, as exemplified by networks such as Zee, US –led western media domination has not diminished.

There is a temptation to valorize such a flow, suggesting it may have the potential to develop counter-hegemonic channels at a global level. Indeed, as seen in the case of Zee the network has been modeled after transnational corporation as a market-driven organization for whom the most important consideration is to make a profit. Therefore, it can be safely said that the emergence of regional players contributing to a ‘decent red’ media and cultural imperialisms is not likely to have a significant impact on western hegemony within global media cultures

Current Scenario:-

According to a recent survey made by MPA an ITV, India is the third largest TV market in the world with 109 million television homes and 61 million cable TV homes. It is also the fastest growing cable TV market in Asia with industry turnover growing at an average annual rate of 18n per cent to approach $3 billion in 2004. According to a detail opening presentation made by MPA and ITV, India is the third largest TV market in the world with 109 million television homes and 61 million cable TV homes. It is also the fastest growing cable TV market in Asia with industry turnover growing at an average annual rate of 18n per cent to approach $3 billion in 2004.

Yet, while consumptions of programming (both niche and mass) remain robust, the television – driven media economy has room for much greater expansion with TV industry turnover representing only 0.46 per cent of national GDP while TV advertising spend represents only 0.17 per cent of GDP, trailing major regional consumer media markets such as China (0.23 per cent) and Korea (0.34) Content providers are scaling up well in terms of turnover worth the latest annualized fiscal showing the “Big Three” (Zee, Star, and Sony) With aggregated consolidated turnover in excess of $830 million (Zee leading with $309million, a narrowly followed by Star with 302 million), though China’s leading broadcaster CCTV outstrips this alone with its FY 2004 turnover coming in just below $970 million.

The concern is the lack of major cash generative and consolidated distribution company – average turnover for Indian multi system operators (Siti cable, Hathway, in cable runs at about $30 million per annum while Korean and Chinese multi system operators with comparable ARUPs typically average $100 million to $200 million per annum’s Profit leakage in the distribution chain remains rife and Indian MSOs are hurting bad broadcasters are keeping things at bay with $270 million in fees per annum while LCOs retain a hefty $1.5 billion a year. Critical to the future is both regulation- gradually progressive in certain areas (DTH licensing FDI and FII norms) and potentially harmful in others (anti-siphoning, content censorship, rate regulation and must provide) and competition, which will increase as the distribution of TV channels over cable, satellite and broadband networks be gain to accelerate, driven by continued investment programming and greater investment in delivery infrastructure.

Such a process will help unlock value for all industry stakeholders and push the market towards digital led addressability. While programming investment continue apace to the approximately $350 million -$450 million per annum, the first wave of investment in digtal pay TV distribution has begun with $500 million being invested into the distribution of pay TV channels and interactive service over DTH satellite ; cable and telephone infrastructure ,led by major group such as Zee Teleflims , Tatas ,News Corp., Reliance , Sun Media,Prasar Bharti , Atlas , the Rahejes and Hindujas TM. The current market capitalization of media companies is around $3-$3.5 billion and could scale up to $20 billion by 2010. Profits in the TV industry, currently running at $350 million, in aggregate, could also scale up exponentially-current cash flow is growing at about 17 per cent annum.

Important content of India Media:-

Print

Broadcasting

Communications

Motion pictures

Advertising

PRINT: -

The first major newspaper in India—The Bengal Gazette—was started in 1780 under the British Raj. Other newspapers such as The India Gazette, The Calcutta Gazette, The Madras Courier (1785), The Bombay Herald (1789) etc. soon followed. These newspapers carried news of the areas under the British rule. The Bombay Samachar, founded in 1822 and printed in Gujarati is the oldest newspaper in Asia still in print. The Times of India was founded in 1838 as The Bombay Times and Journal of Commerce by Bennett, Coleman and Company, a colonial enterprise now owned by an Indian conglomerate. The Times Group publishes The Economic Times (launched in 1961), Navbharat Times (Hindi language), and theMaharashtra Times (Marathi language).

In the 1950s 214 daily newspapers were published in the country. Out of these, 44 were English language dailies while the rest were published in various regional languages. This number rose to 2,856 dailies in 1990 with 209 English dailies. The total number of newspapers published in the country reached 35,595 newspapers by 1993 (3,805 dailies).

The main regional newspapers of India include the Malayalam language Malayala Manorama (published from: Kerala, daily circulation: 673,000), the Hindi-language Dainik Jagran (published from: Uttar Pradesh, daily circulation in 2006: 580,000), and the Anandabazar Patrika(published from: Kolkata, daily circulation in 2006: 435,000). The Times of India Group, the Indian Express Group, the Hindustan Times Group, and the Anandabazar Patrika Group are the main print media houses of the country. Newspaper sale in the country increased by 11.22% in 2007. By 2007, 62 of the world's best selling newspaper dailies were published in China, Japan, and India. India consumed 99 million newspaper copies as of 2007—making it the second largest market in the world for newspapers.

BRODCASTING:-

Radio broadcasting was initiated in 1927 but became state responsibility only in 1930. In 1937 it was given the name All India Radio and since 1957 it has been called Akashvani. Limited duration of television programming began in 1959, and complete broadcasting followed in 1965. The Ministry of Information and Broadcasting owned and maintained the audio-visual apparatus—including the television channel Doordarshan—in the country prior to the economic reforms of 1991. The Government of India played a significant role in using the audio-visual media for increasing mass education in India's rural swathes. Projected television screens provided engaging education in India's villages by the 1990s.

Following the economic reforms satellite television channels from around the world—including BBC,CNN, CNBC, PTV, and other foreign television channels gained a foothold in the country. 47 million household with television sets emerged in 1993, which was also the year when Rupert Murdochentered the Indian market. Satellite and cable television soon gained a foothold. Doordarshan, in turn, initiated reforms and modernisation. With 1,400 television stations as of 2009, the country ranks 4th in the list of countries by number of television broadcast stations.

On 16 November 2006, the Government of India released the community radio policy which allowed agricultural centres, educational institutions and civil society organisations to apply for community based FM broadcasting license. Community Radio is allowed 100 Watt Effective Radiated Power (ERP) with a maximum tower height of 30 meters. The license is valid for five years and one organisation can only get one license, which is non-transferable and to be used for community development purposes.

COMMUNICATION:-

The Indian Government acquired the EVS EM computers from the Soviet Union, which were used in large companies and research laboratories. Tata Consultancy Services – established in 1968 by the Tata Group – were the country's largest software producers during the 1960s. The 'microchip revolution' of the 1980s had convinced both Indira Gandhi and her successor Rajiv Gandhi that electronics and telecommunications were vital to India's growth and development. MTNL underwent technological improvements. Between 1986–1987, the Indian government embarked upon the creation of three wide-area computer networking schemes: INDONET (intended to serve the IBM mainframes in India), NICNET (network for the National Informatics Centre), and the academic research oriented Education and Research Network (ERNET).

The Indian economy underwent economic reforms in 1991, leading to a new era of globalization and international economic integration. Economic growth of over 6% annually was seen between 1993–2002. The economic reforms were driven in part by significant the internet usage in India. The new administration under Atal Bihari Vajpayee—which placed the development of Information Technology among its top five priorities—formed the Indian

National Task Force on Information Technology and Software Development. Internet gained a foothold in India by 1996. India had a total of 100 million Internet users—comprising 8.5% of the country's population—by 2010. By 2010, 13 million people in India also had access to broadband Internet— making it the 10th largest country in the world in terms of broadband Internet users. India had a total of 34 million fixed lines in use by 2011. In the fixed line arena, BSNL and MTNL are the incumbents in their respective areas of operation and continue to enjoy the dominant service provider status in the domain of fixed line services. BSNL controls 79% of fixed line share in the country. In the mobile telephony sector, Bharti Airtel controls 24.3% subscriber base followed by Reliance Communications with 18.9%, Vodafonewith 18.8%, BSNL with 12.7% subscriber base as of June-2009. India had a total of 880 million mobile phone connections by 2011. Total fixed-line and wireless subscribers reached 688 million as of August 2010.

MOTION PICTURES:-

The history of film in India begins with the screening of Auguste and Louis Lumière moving pictures in Bombay during the July 1895. Raja Harishchandra—a full length feature film—was initiated in 1912 and completed later. Alam Ara (released 14 March 1931) —directed byArdeshir Irani—was the first Indian movie with dialogues.

Indian films were soon being followed throughout Southeast Asia and the Middle East—where modest dressing and subdued sexuality of these films was found to be acceptable to the sensibilities of the audience belonging to the various Islamic countries of the region. As cinema as a medium gained popularity in the country as many as 1, 000 films in various languages of India were produced annually. Hollywood also gained a foothold in India with special effects films such as Jurassic Park (1993) and Speed (1994) being specially appreciated by the local audiences. Expatriates throughout the United Kingdom and in the United States continued to give rise to an international audiences to Indian movies, which, according to The Encyclopedia Britannica (2008) entry on Bollywood, "continued to be formulaic story lines, expertly choreographed fight scenes, spectacular song-and-dance routines, emotion-charged melodrama, and larger-than-life heroes".

Advertising

 A report by consultancy firm KPMG stated that the US$ 5.2 billion advertising industry is set to grow at a compounded annual growth rate (CAGR) of 14 per cent in2010, in comparison to the last year. KPMG observed that online advertising will grow about 30 per cent per annum, establishing itself as the fastest growingadvertising medium. While elaborating further it stated that the growth in regional advertising is partly driven by new sectors such as education, hospitality, jewelleryand real estate which often have local brands and therefore prefer to advertise through local channels.Emphasising on the Internet advertising industry, KPMG said the US$ 185 million industry would encourage both multinational companies and local brands to focus on their marketing strategies Meanwhile, Google India has seen a 96 per cent annual growth in 2009-10 in the number of users of its search-linked advertising business, and hopesto continue the momentum by targeting small and medium enterprises.

SKY MEDIA PVT. LTD. –PROFILE

Sky Media is the advertising sales arm of Sky, offering brand san exciting array of channels, websites and opportunities to reach and future customers. Sky Media represents all of Sky's channels and sites including Sky Sports, Sky News, Sky1, Sky Movies, Sky Arts, Sky Atlantic, Sky Living and Sky.com. We also sell on behalf of a host of other famous and renowned brands including Discovery, National Geographic, History, MTV, FX, Syfy, Nickelodeon, ESPN, Comedy Central and many more. For a complete list. 

Our channels are watched by over 80% of the population - on TV, online, on mobile and even on games consoles; our sites and apps reach a quarter of the total Internet audience and our magazine portfolio is the widest read in the country.We offer many different ways of reaching viewers, whether at home or on the move. From traditional ads, sponsorship, online and video-on-demand to pubs, train stations and on your mobile. Our opportunities are divided in to 8 easy to digest packs, so it's simple to explore and find the information you're after; so no matter who your audience is or how you want to reach them, you can be sure that Sky Media can play a big part.

We are over 280 strong and are based in London, Manchester and Dublin. As the market leader for digital television we always add insight into any media debate and our style is always open and honest. Sky media is the advertising sales arm of sky, offering brands an exciting array of channels, websites and opportunities to reach existing and future customers.

SkyMedia - UAV-based capturing of HD/3D content with WSN augmentation, real-time processing and immaterial rendering for immersive media experiences - is a 30months years projects partly funded by theEuropean Union 7th RTD Framework Programmein the context of the Information & Communication Technology (ICT) Cooperation Theme and its objective FP7 Call 4 ICT- 2009.1.5: Networked Media and 3D Internet. The project started on 1st January 2010.

The objective of the SkyMedia project is to explore, design, and demonstrate a novel scalable and easy to manage multimedia end-to-end architecture that can provide unique immersive media experiences to audiences during live events. The SkyMedia consortium is formed by eight Small-to-Medium Enterprises (SMEs) and one a large company with very good variety of nationalities within Europe.

The project partners are:  MAVIGEX(coordinator), NIMBUS and TURIN MARATHON from Italy, TEKEVER from Portugal, VITEC and THALES from France, OPTILINK from Hungary, VELTI from Greece and FOGSCREEN from Finland.SkyMedia is a small-scale focused collaborative research project (STREP) funded by the Europe's Seventh Framework Programme for research and technology development (FP7).

M/s. Creative Channel Advertising & Marketing Private Ltd. has launched a Free to Air Hindi Movie Channel called MANORANJAN TV.MANORANJAN TV is the only Free to Air 24 hrs. Hindi Movie channel as on date and initially it is being intensively distributed in the Hindi speaking states of Delhi, Up, Haryana, Rajasthan, Bihar, J & K, Gujarat, Maharashtra, Madhya Pradesh, Punjab & Himachal Pradesh, Uttaranchal to reach the Hindi Speaking population being the largest. The company, which earlier specialised in ad films, promotions and air time sales, claims to have acquired a slate of 500 Hindi films to mark its foray into the television space.The channel will have a mix of Old and New Hindi Films. Song sequences, Comedy Clippings and Happenings from the film industries, Film Shootings, making of new films, various interesting shots from new films etc. etc

Corporate Information:-

British Sky Broadcasting Limited (Registration No. 2906991) is a subsidiary of British Sky Broadcasting Group plc (Registration No. 2247735). The companies are incorporated in England and Wales and share the same registered office at Grant Way, Isleworth, Middlesex TW7 5QD

Sky media pvt. Ltd. is a leading media channel of Rajasthan was launched on 1st May, 2002 inJaipur. Under the Rajasthan leading news paper “Rajasthan Patrika”. The rise of “Rajasthan Patrika” from a local quarter size single sheet evening daily to a full-fledged, sixteen page morning newspaper with supplements all days of week, commanding a state wide circulation is a saga of the trails, travails and tribulations faced by its founders, proprietor and editor, Mr. Kapoor Chand Kulish, and his team of editors and managers. From its modest beginning, it has during its 50 years of publication grown into a stable institution.

The growth of sky media is a result of unstinting commitment of Patrika towards its readers and society as a whole. This has also been made possible by a large fleet of taxies, agents, editor, encore and camera man, fully equipped to reach every nook and corner of the state. It is a news channel which broadcast the local news 24hours. It has five channels namely:-

My music Cinema Aradhna Manoranjan 24 NEWS

History:-

The Sky Media pvt. Ltd. at the time of its launch at Jodhpur its name was Marwar News but after 4 months it launch in Jodhpur with 24news. Its Head office is at Jaipur, namely Jaipur Sky Media pvt. Ltd. The Sky Media has three branches in Rajasthan at Jaipur, Udaipur and Jodhpur.

Philosophy: -

Management of Sky Media thinks in terms of capital and manpower but it puts a great emphasis on Indian culture, ideas and ethics. Sky media has an open mind in the sense that it derives inspiration from the west so far as training and technologies are concerned. The best of the west is blended with Indian traditions, values and wisdom in the affairs of media.

Company’s vision & mission:-

The scheme aims to achieve the following objects:-

➢ To Improve the Social & Financial Status of news channels.

➢ To improve the market of local channels.

➢ To provides remunerative price to advertisement at the door step.

➢ To show the real thing on TV.

➢ To undertake training and awareness programmed against media.

➢ To provide market news to peoples as early as soon.

ORGANIZATION STRUCTURE

Organization is the structure framework of duties and responsibilities required of personal in performing various within the company. It is essentially a blue-print for action resulting in a mechanism for carrying out function to achieve the goals setup by the company.An organization structure shows the authority and responsibility relationship between various position in the organization and also clarifies who reports to whom. It is a set of planned relationship between groups of related functions and between physical factors. And personnel required for the achievement of organizational goals.

The organizational structure is generally shown on organization chart. It represent authority relationship between various positions in the organization by showing who reports to who me. It is a set of planned relationships between groups of related junctions and between physical factors and personnel required for the achievement of organizational goals. An organizational chart is a diagrammatical form which shows important aspects of an organization including the major function and their respective relationship. It is graphic portrayal of position in the enterprise and of the formal line of accountability among them. It provides a bird eye-view of the relationship between different departments or division of an enterprise as well as the relationship between the executives and the subordinates at various levels.An organization cannot work cutting a detents structure. The first step in designing the structure of an organization is to insetting and group the activities involved, which’s expressed as Departmentation, because of the intimate connection between the felonry over time and cost accounts it is necessary into which the factories are usually divided the manner in which they are linked and way in which they are managed.

In Sky Pvt. Ltd. The overall management of these cones is under the control of the managing director Mr.Sidharth Kothari. The organization structure chart of this concern is given as under.

Managing Director:-

The managing Director (M.D.) is the key person of the company he gives all the information to direction of tech, Darnel of administration and directors of works.

Purchases Officer:-

Purchase officer is in charge of purchase section who is assisted b two assistants. They collect information regarding price movement in different markets for each important market they have appointed a buying agent who is authorized in advance to intake the purchase as and whom profited and to supply regularly to profitable and to supply regularly to the factor on the prevailing terms.

Sales manager:-

Sales manager are lineage of sales section of marketing and discharge his duties with the help other assistant sales manager, two salesmen. Their work to pass the finished products in the markets.

Store in Charge:-

Stores in charge gives the information to purchase and sales section as regards to how man quantity of raw material is lying in balance in stores and how many quantities of finished goods are in stores.

Personnel Manager:-

He is the in charge of personnel department, who is maintaining the records about costing, financial, and also assets and liabilities.

Account officer:-

Accounts officer is the head of the account department, who is maintain the records about costing financial and assets and liabilities.

THE DEPARTMENT HIERARCHY OF “SKY MEDIA”

The jobs functions of the employees in the organization are divided amongst them and combined in logical ways. Employees with related functions usually share a common work area and constitute a work unit. Departments are therefore constituted.

Departmentation:-

The job functions of the employees in the organization are divided amongst them and combined in logical ways. Employees with related functions usually share a common work area and constitute a work unit. Departments are therefore constituted.

BRANCH HEAD

OFFICE

BRANCH HEAD

OFFICE

EDITORIALDEPT.

EDITORIALDEPT.

MACHINEDEPT.MACHINEDEPT.

COMPUTERDEPT.COMPUTERDEPT.

ADVT.DEPT.ADVT.DEPT.

CIRCULATON

DEPT.CIRCULATON

DEPT.

ACCOUNTIGDEPT.

ACCOUNTIGDEPT.

CAMERA DEP.

CAMERA DEP.

ANKORING DEP.

ANKORING DEP.

MARKETINGDEPT.

MARKETINGDEPT.

EDITORIAL DEPARTMENT

The editorial department, headed by editor, is responsible for:-1. Collection of news2. Selection of news and features3. Editing of news and features4. Interpretation of areas.

ADVERTISING DEPARTMENT

Its main functions include collection of advertisements. The ads collected are usually hand written. A schedule register is maintained by the department, which contains the name of advertiser, name of agency, size of advertisement, agency code number, date of release, preferred position etc. Handwritten matters are sent for composing. On the basis of register, a dummy of ads is prepared which also contains printing instructions along with the material. This dummy is sent to the processing department. They place the ads according to dummy instructions. After pasting the news they prepare a zinc plate and sent to printing department.

PROCESSING (MACHINE) DEPARTMENT

This department looks after all work of machining including installation of machines, plant layout, composing, processing, loading, maintenance of machines etc.Division of printing department, where offset machines are used:1. Composing division.2. Camera division3. Pasting or page make-up division4. Plate making division, and5. Maintenance division.The main responsibilities of this department are:1. Delivering it, and2. Collection of funds.

FINANCE DEPARTEMNT

The foremost function of the finance department is financial forecasting and planning, it involves forecasting for short term and long-term funds. Predication of short term and long term is done through funds flow analysis. The other function is of investment alternatives, which is done through funds flow analysis or payback period.It involves:a) Determination of financial objectivesb) Determination of financial policies such as those regarding working capital management, capitalization, capital structure, fixed assets management, etc.c) Determination of financial procedures.

ACCOUNTING DEPARTMENT

A channel accounting department performs the following functions.a) General accounting workb) Departmental record keepingc) Cost findingd) Budgeting

ANKORING DEPARTMENT:

A news store usually deals with storing news video, films, tools, equipment and machines, furniture, office supplies and general materials used by the various departments.The responsibilities of store and warehouse are to receive materials, to protect while in storage from damage or unauthorized removal, to issue the materials in the right quantities at the right time to the right place and to provide these services promptly and at least cost.The main divisions of stores with clerical works are:

a) Receiving sectionb) Store sectionc) Accounting sectiond) Issuing sectione) Time Keepingf) Salary and wage administrationg) Provision of incentivesh) Maintenance of recordsi) Human engineering- man- machine relationship.

CIRCULATION DEPARTMENT:-

It involves the controlling of circulation of news within broadcasting district and its sub divisions. It also controls the supply in appropriated manner so that they will reach on time, by proper way of means.In addition, it continuing surveying of the market and its customers for improvement and reached the targeted goal always. Survey includes questionnaires and queries from its regular, non-regular and non-user customers to know at what area they have to develop themselves and needs of the market.

COMPUTER AND CEMRA DEPARTMENT:-

It converts all organizational hard work into computerization, means placed the news and ads in proper place and finalize the editing works up to pressing the newspaper and send to Printing and Machine Department.It first collects the dummy of the specified pages from the Advertisement Department and than it places the actual news and advertisements in such a way that it will look like better and attractive way.

SWOT ANALYSIS

In any organization, strength and weakness indicate the capability and preparedness of the organization to respond the business opportunities likely to be available in the environment and the extent to which it is able to use its strength to neutralize the treats.

STRENGTHS

•Provide quality products with consumer satisfaction

•Organization sells his product directly to the industrial users.

•Improves the quality of a product and service continuously.

•Quality and accuracy is the main strength.

•Organization's productivity is too high

•Product planning

•Availability of trained manpower

•Product Planning

•Good procurement base

•Established infrastructure

WEAKNESS

•High overheads

•Work force with low skill levels

•Company does not make the public relation by giving sponsorship, seminars, speeches and company magazines.•Company is not upgrading its website regularly.

•Company does not introduce new product line.

•Inadequate coverage of markets.

•No sales promotion.

•Lack of Transport facility.

OPPORTUNITIES

•Covering maximum market in Jodhpur

•Company advertises its product on internet.

•Market research, inspection and development

•Using the standard weights, grade and standardization.

•Vast untapped market potential.

•Growing health consciousness among consumers.

THREATS

•Low entry barriers

•Flexible competitors

•Employee turnover

•Competition in market

•Quality of raw materials

Financial Reports

SKY MEDIA PVT. LTD.

Particulars Mar '11 Mar '10 Mar '09 Mar '08 Mar '07

Sales Turnover 78.23 64.45 60.11 61.89 61.7

Other Income -- 3.27 1.28 1.97 1.39

Total Income 78.23 67.72 61.39 63.86 63.09

Total Expenses 72.13 57.76 55.37 57.15 56.41

Operating Profit 6.1 6.69 4.74 4.74 5.29

Profit On Sale Of Assets -- -- -- -- --

Profit On Sale Of Investments -- -- -- -- --

Gain/Loss On Foreign Exchange -- -- -- -- --

VRS Adjustment -- -- -- -- --

Other Extraordinary Income/Expenses -- -- -- -- --

Total Extraordinary Income/Expenses -- -0.04 -0.09 -- --

Tax On Extraordinary Items -- -- -- -- --

Net Extra Ordinary Income/Expenses -- -- -- -- --

Gross Profit 6.1 9.96 6.02 6.71 6.68

Interest 2.91 2.46 3.58 3.26 2.91

PBDT 1.63 7.46 2.35 3.45 3.77

Depreciation 2.16 2.05 2.23 2.62 2.35

Depreciation On Revaluation Of Assets -- -- -- -- --

PBT -0.53 5.41 0.12 0.83 1.42

Tax 0.18 1.4 -0.03 0.18 0.74

Net Profit -0.71 4.01 0.15 0.65 0.68

Prior Years Income/Expenses -- -- -- -- --

Depreciation for Previous Years Written Back/ Provided -- -- -- -- --

Dividend -- -- -- -- --

Dividend Tax -- -- -- -- --

Dividend (%) -- -- -- -- --

Earnings Per Share -- 10.08 0.38 1.63 1.71

Book Value -- -- -- -- --

Equity 3.98 3.98 3.98 3.98 3.98

Reserves 15.42 16.15 12.35 12.22 11.56

Face Value 10 10 10 10 10

Cash flow years Mar '11 Mar '09 Mar '08 Mar '07Particulars

Net Profit Before Tax0.46 0.21 0.83 1.42

Net Cash From Operating Activities

-6.03 7.73 -0.23 6.01

Net Cash (used in)/from -2.9 0.23 -0.52 -2.94Investing Activities Net Cash (used in)/from Financing Activities

8.69 -9.45 1.52 -2.68

Net (decrease)/increase In Cash and Cash Equivalents

-0.24 -1.49 0.77 0.39

Opening Cash & Cash Equivalents

1.43 2.68 1.91 1.52

Closing Cash & Cash Equivalents

1.18 1.19 2.68 1.91