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898 | P a g e

CABLE DIGITIZATION- THE DIGITAL REVOLUTION

Gaurav

Research Scholar, Dept. of Business Admn., CDLU Sirsa, India

ABSTRACT

India’s television industry is at an important inflection point with digitalization, investment and consolidation set to boost value creation across the ecosystem, benefiting all stakeholders. According to Media Partners Asia (MPA), India’s television industry revenues will grow at a CAGR of 11% over the next five years, to reach US

$15 billion by 2017 versus US $9 billion in 2012. This compares against growth rates of 9.8%, 5.0% and 3.1%, respectively, for China, the USA and UK, over the same period. Amongst other emerging markets, India trails only Indonesia, which will see its TV industry expanding at a CAGR of 16% over 2012-17, as TV subscription revenues in particular grow rapidly from a low base. Recent policies by the TRAI and the Ministry of Information & Broadcasting have been broadly favorable for digitalization, especially with regards to: (1) Revenue-sharing between various cable distribution platforms; (2) Forbearance in retail price regulation; and (3) The increase of foreign direct investment (FDI) in cable and direct-to-home (DTH) satellite platforms, from 49% to 74%. These will provide the catalyst for digitalization, which is already progressing at a decent pace and will further speed up capital investments over the medium term. The present study shall be a serious endeavour to study, the hitherto unknown, impact of cable digitization and convergence on television viewership patterns, audience satisfaction and media usage and the revenue model of television broadcasters and advertisers’ media planning in India. It shall also study the present TRP (Television Rating Points) measurement system in India and analyze its shortcomings, deficiencies and problems, besides the proposed Broadcast Audience Research Council (BARC) and how it shall bring about changes in television audience measurement system in India. Lastly, it shall recommend strategies for effective regulation of television audience measurement system in India and suggest how digitization and convergence can be harnessed in the best interests of audience, broadcasters and advertisers in India.

Keywords:Cable Digitization, MSO, LCO, TRP, TAM, DTH

I. Introduction

1.1 Television Industry in India

Television is the largest medium for media delivery in India in terms of revenue, representing around 45%1 of the total media industry. The television industry continues to have headroom for further growth as television penetration in India is still at approximately 60%2 of total households. India continues to be the third largest

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899 | P a g e television market after the US and China, with 146 million television households. Cable and satellite (C&S) penetration of television households is close to 80%3, with DTH driving a significant part of the growth.

With the continuing digitization of all analog cable subscribers underway in India, penetration level of digital households is expected to increase significantly. The television industry is expected to grow at a CAGR of 17%

over 2011-16, to reach Rs 73,500 cr. in 20164. The total number of television channels in India went up to 6235 in 2011 and many more channels are awaiting approval for broadcast. There has been a significant increase in demand for satellite bandwidth, with the introduction of HD channels, DTH expansion and new channel launches.

Size of Television Industry in India

Source: KPMG India Analysis, 2013

While there has been a significant increase in advertisement inventory, advertisement rates generally remained flat or declined in 2011, with advertisers cutting ad budgets due to the economic slowdown6. However, with a large number of untapped advertisers who are currently using only the print platform, there is potential for further growth for TV.

The cable television industry in India is poised for one of its most significant development in the last decade — a transformation to the Digital Addressable System (DAS) for television distribution. Cable operators in a DAS regime would be legally bound to transmit only digital signals. Subscribed channels can be received at the customer‘s premises only through a set-top box equipped with a conditional access card and a subscriber management system (SMS). In a nutshell, each user in the network would be uniquely identifiable to the service provider.

Digital television is expected to provide the consumer access to a higher number of television channels, customized tariffs, availability of broadband and other value-added-services and enhanced user experience through better viewing quality and consumer service. While the transition towards digitization is not expected to be entirely smooth, there are bound to be implementation challenges, but the overall indicators appear positive and the industry believes that digitization of cable networks across India is likely to be largely successful.

Industry bigwigs contend that even though there is likely to be some delay in digitization due to practical difficulties, but the two big themes for this decade are digitization of cable and broadband convergence.

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II. OBJECTIVES

[1]. To examine cable digitization Opportunities and Challenges

[2]. To Analyze Significance of Broadcast Audience Research Council in India [3]. To Measure the deficiencies in Audience Measurement System of TAM

III. REVIEW OF LITERATURE

[1]. Chalaby and Segell (1999)15 argue that the process of digitization has far-reaching implications for the broadcasting field and claims that the most suitable theoretical framework to comprehend the full scope of these changes is provided by Ulrich Beck‘s theories on risk society. Despite predictable developments, digitization increases sources of uncertainties and level of risks for the expanding number of players involved in broadcasting. Several sources of uncertainties are identified: market demand for digital services, intensified competition, regulations, pace of technological progress and the phenomenon of convergence.

The process of digitization is challenging public service broadcasters and may contribute to weaken their presence in the public sphere. Technological mastery increasingly tends to rest in the hands of commercial firms and digital broadcasting furthers the commercialism of television. In addition, fuelling the growth of conditional access, digitization threatens universal access, one of the key principles of public broadcasting.

[2]. Stelios Papadakis (2003)16 stated that convergence offers massive opportunities for the development of new value-added services, convenience, efficiency and the expansion of markets and consumer choice. It also raises a number of issues of adjustment to the new environment by telecom operators, broadcasters, service providers, policymakers, regulators and users.

[3]. Evens et al (2010)17 suggest that Digital television services not only provide promise for interactive services, but also for long tail-based business models in terms of tailor-made content. As the share of culture in total linear television programming is diminishing owing to the supremacy of audience rating concerns, digital television services could act as an alternative gateway to deliver culture to a wider audience.

[4]. Sachin Sondhi (2011)18 observes that television in India is the most preferred entertainment medium with the highest impact of advertising on the audiences. India has the third largest TV households globally, second to only China and the US. However, the digital TV penetration in India is very low at 36% as compared to more than 90% in countries such as Finland, Spain, UK, Bahrain, Saudi Arabia. As a means to bring addressability into the system, the Ministry of Broadcasting recently accepted the recommendations made by Telecom Regulatory Authority of India (TRAI) on the sunset of analog transmission in India by 2014. Adherence to the sunset date would certainly have a positive impact on the media content distribution sector in India. Digitalization is not only expected to help players in the television value chain to realize the true potential of their content, but also to cater to the unique and diverse needs of the viewer when it comes to entertainment.

[5]. Sujata Dev (2011)19 argues that digitalization is the inevitable path forward, to achieve better quality viewing and transparency in revenue earning and sharing. A true digital environment to give superlative experience will call for digital content, recognizing the limitations and inability of the traditional cable to keep pace with the growing demand of the industry. Ministry of Information and Broadcasting (MIB) has accepted TRAI's recommendation of ‗sunset of analogue transmission on the cable‘ by December 2014.

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901 | P a g e The TV distribution system would be digitalized in a phased manner within the given time frame.

Digitalization is expected to bring addressability into the system, superior viewing experience and value added services (VAS) which in effect would have a positive bearing on the ARPU, which today is one of the lowest in the world.

[6]. Ian Weber (2012)20 studies the challenges facing China‘s digital broadcasting industry and its aggressive strategy to develop a modern economy matched only by an even more ambitious program of technological development and observes that the Chinese government has earmarked digital broadcasting as the pre- eminent media technology to emerge in China‘s expanding and diversifying mediascape. Yet, in spite of predictions of 30 million subscribers by 2005 and $ 220 billion in revenue by 2015, there is still much to do to sell digital broadcasting to consumers and achieve these targets.

[7]. MPA (2012)21 observe that recent policies by the Telecom Regulatory of India (TRAI) and the Ministry of Information & Broadcasting (MIB) have been broadly favourable for digitalization, especially with regards to revenue-sharing between various cable distribution platforms, forbearance in retail price regulation and the increase of foreign direct investment (FDI) in cable and direct-to-home (DTH) satellite platforms, from 49% to 74%. These will provide the catalyst for digitalization. Digitalization will result in rapid changes in the way content is consumed and packaged, but importantly it will bring in addressability to monetize content from multiple revenue streams. Incumbent networks Star, Zee and Sony have realized this potential and have made investments to digitalize their existing content library.

[8]. Shilpi Jha (2013)22 after examining the various controversies surrounding TAM argues that Television ratings in India by TAM is going through the most transitional phase since its inception. While, the methodology of the rating agency has always been under scanner and the industry has been mulling an alternate system for quite some time now, it is for the first time that a big segment of the industry has openly boycotted the ratings and has gone to the extent of unsubscribing its data. While advertisers and advertising agencies are still backing TAM with an argument that a bad rating system is still better than no rating at all, it is very clear that to satisfy the needs of all stakeholders, the sole currency of the Indian television rating needs to be reinvented and there needs to be some serious thinking done before arriving at any decision related to its new methodology.

IV. CABLE DIGITIZATION AND CONVERGENCE: THE MARCH TO DIGITAL BEGINS

Digitization of cable is expected to bring in transparency and increase subscription revenues for Multi System Operators (MSOs) and broadcasters. It is also expected to reduce carriage fees, building a case for the launch of niche channels and investment in content for existing channels. Developments and refinements in viewership measurement systems may affect the way Advertising is distributed among channels.

Further, in a reflection of India‘s growing diaspora, Indian channels have also been aggressively increasing their presence across international markets. General Entertainment Channels (GEC) channels like Zee TV, SET Max, Star Plus and Colors are available in approximately 169, 77, 70 and 50 countries respectively7. Industry discussions suggest that while the US, UK and Canada markets are close to saturation in terms of penetration,

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902 | P a g e the Middle East and Africa continues to offer significant growth opportunities. In addition to the Indian diaspora, offerings are also targeted at the local population, primarily through dubbed or sub-titled content.

―The television industry will be transformed in the next few years if the changes that began in 2012 are carried through to their logical end. The industry will likely see its revenues from subscriptions go up leading to stability of earnings. It is extremely important for digitization to be carried through in order to ensure the long term health of the industry‖, said Jehil Thakkar, Head of Media and Entertainment, KPMG in India.

Total number of analog and Digital Subscribers in India

Source: Source: KPMG India Analysis, 2013

The International Telecommunication Union (ITU) says that ―There is no universal definition of convergence, although generally it is understood to mean the ability of different networks to carry similar kinds of services (e.g., voice over Internet Protocol (VoIP) or over circuit switched networks, video over cable television or Asynchronous Digital Subscriber Line (ADSL) or, alternatively, the ability to provide a range of services over a single network, such as ―triple or quadruple play‖. From a Media and Entertainment (M&E) industry perspective, convergence results in offering content in its various forms (like print, radio, television, films, gaming, music, etc.) through wired and wireless digital networks and making it accessible to customer devices such as cell phones, tablets, PC‘s, PDAs etc.

Convergence is also being witnessed from telecom service providers venturing into the M&E industry. For example, telecom operators have ventured into satellite distribution of television channels, MSOs offer internet services to their subscribers, music producers have launched YouTube channels, etc. ―The long held promise of Convergence – the marriage of media and telecom, seems to be finally coming to fruition in 2013. Segments on our audiences are already in a converged world, but with the digital ecosystem likely to go wide this year, we will finally see this promise being fulfilled‖, said Jehil Thakkar, Head of Media and Entertainment, KPMG in India.

V. CABLE DIGITIZATION IN INDIA: CHALLENGES AND OPPORTUNITIES

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903 | P a g e The number of television households in India is about 160 million and is expected to reach 200 million by 2017.

Subtracting about one-third subscribing to Direct-To-Home (DTH) services, the rest are going to be touched by cable digitization. First and second phases of cable digitization that covered all metros and 38 cities with a population of over 1 million, are complete. Third and fourth phases are expected to be covered by 31st Dec.

2015 and by 31st Mar. 2016 respectively8. This is the first major structural and technology reform the cable industry is facing since its adventon the early 1990s.

Starting as a local, relatively unorganized, franchisee model, Indian cable industry is moving towards an organized sector with the role of the Local Cable Operator somewhat muted. The subscriber management system and the associated Conditional Access Services (including encryption of pay channels) are being carried out by the Multi System Operator (MSO). The digitization of the video and broadcast television content provides the advantages of packing more channels in to the existing cables and providing channels to the subscriber based on demand. If so, are there any challenges?

The Conditional Access System (CAS) uses typically the smart-card based Set-Top Box (STB) to decrypt the channels based on the subscription. Since the MSOs operate in specific geographical regions, in some cases even in only certain districts, there is a possibility of subscriber facing difficulty of using a STB provided by one MSO in another region operated by a different MSO. The inter-operability of the STBs is dictated often by the proprietary nature of the different modules. Next step based in the evolution could be building next generation STBs based on open interfaces. The Electronic Programmable Guide (EPG) is a supplemental service that can leverage the cable digitization to provide program schedules and program‘s suitability for viewing (including parental control and a short preview). The EPG will also enable advertisers to better target their advertisements on programs and viewers. However, EPG has to be easy-to-use and provide an intuitive interface for viewers to use it, especially for the aged and semi-literate (as digitization moves to the third and fourth phase), in the local vernacular language. The need of the hour is to exploit EPG to its fullest extent and to enhance the features and associated adoption of EPG by all stakeholders concerned – the MSO, the broadcasters, the advertisers and the viewers.

VI. TELEVISION RATING POINTS (TRPS) AND TELEVISION AUDIENCE MEASUREMENT (TAM) SYSTEM IN INDIA

In an industry run by and large on advertisement revenue, virtually all decisions for creating content on television are taken on the basis of the audiences‘ viewership preferences and patterns. Advertisers/Media Planners today have a lot of choice as far as expenditure of ad spend (advertising budget) on various mass media platforms is concerned. What they would like to know before parting with their money is exactly which target audience a particular media vehicle is trying to reach out to and what is the collective response of audiences to the content offered.

To take such decisions, the only accepted formula for the entire Indian television industry is the Television Audience Measurement (TAM) data provided by a joint venture between A.C. Neilson and Kantar Media group.

For all media buying and selling purposes, TAM data is considered as the holy bible by media planners and

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904 | P a g e advertisers. Although, broadcasters have never been quite content with TAM‘s methodology, it nevertheless had its supremacy and reigned as India‘s sole television rating agency for more than two decades now. The situation, however, might not remain the same for a long time now. Some of the latest controversies with broadcasters have opened a pandora‘s box of the flaws in TAM‘s rating system. In June 2013, one after the other, some of the major subscription to the weekly TV rating service provided by TAM started stopping after leading broadcasters decided to stop paying for the data. It has become a great source of concern for TAM since broadcasters contribute almost 75%9 of its total revenue.

Discontent from its clients is not new for the agency as it first happened way back in 2002 when Zee TV unsubscribed from TAM for a few months. The reason even then was the small sample size and the flawed methodology of the agency. Last year, NDTV10 took the company to court over its flawed research practices. It is thus important to understand the inception of television rating in India and its various shortcomings.

VII. EVOLUTION OF TELEVISION AUDIENCE MEASUREMENT SYSTEM IN INDIA

Although, the actual launch of continuous television rating measurement is not clear, it started much before the launch of private satellite television. The process was very simple and the method manual. Since Doordarshan was the only channel available at that time, it was all about finding when people tuned in to their television sets rather what they watched. IMRB, the research arm of as agency Hindustan Thompson Associates (now JWT) introduced a system called the diary method. It distributed 3,600 diaries in 8 cities based on the demographics of the population that advertisers wanted to talk to. Since many families did not own a television set of their own and watched it at their neighbours‘ homes, two types of diaries (primary and secondary) were filled out.

Anybody who watched a program for 5 minutes or more was considered a viewer (Kohli Khandekar, 2010)11. When satellite channels entered the Indian market in early 1990s, analyzing viewership became a complex task.

Thus, the industry had no other way but to invest in electronic people-meters. Initially ratings were provided by two companies. A.C. Neilson joined hands with IMRB to offer Television Audience Measurement (TAM) system, but before it could start providing its services, ORG-MARG launched INTAM for the same purpose in 1996. TAM media research could take off only a year later.

The takeover of A.C. Neilson internationally by VNU (the parent of ORG-MARG) in 2002 resulted in the merger of the two rating companies in India as well. While TAM did receive some competition in the form of another agency aMap in 2004, till date TRP figures provided by TAM is considered as holy Bible for media planners, advertisers and of course TV channels.

Initially, TAM started measuring viewership only in Metro cities, however with increase in television penetration, it soon included population with million plus population as well. Similarly the number of metered households also increased. Till 2012, only 8150 households were metered through TAM meters and except Maharashtra, towns with more than 1 lakh population were not included. However, under immense industry pressure, in 2013 TAM has expanded its sample base to 10,200 and has also announced the inclusion of towns with more than 1 lakh population in states like, Gujarat, U.P., Rajasthan, Punjab, Haryana etc.

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VIII. DEFICIENCIES IN AUDIENCE MEASUREMENT SYSTEM OF TAM

Audience measurement and channel rating system by TAM has always been under criticism for several reasons.

Even before the latest face-off with the broadcasters, TAM was in news last year for all the wrong reasons. 2012 saw the first ever open war between the agency and one of its clients and the matter was dragged to the court of laws. In July 201212, NDTV (which owns three news channels, NDTV 24x7, NDTV Profit and NDTV India) filed a case against The Nielsen Company in a New York court for ―manipulating television viewership data‖ in favor of competing channels. In its petition, the company claimed that low ratings for NDTV news channel have also led to public claims by other news channels of being the number one channel. ―This loss of hard-earned reputation and goodwill along with the damage to the profitability of NDTV as a result of low advertising revenues has in turn severely damaged the brand value of NDTV,‖ the petition claimed. The broadcaster demanded $810 million (Rs. 4,520 cr.) for fraud and $580 million for negligence, in addition to other claims, according to the petition. The company explained that it is claiming the damages for ―loss of ad revenues, increased carriage costs, loss of reputation, loss of goodwill, loss of stock value, and loss of other revenues. The matter sparked an intense debate and tarnished the credibility of India‘s only television rating currency.

Among the widely criticized aspects of TAM ratings is the fact that it has a very low sample base. This can be analyzed by simply comparing the number of metered households in India with some other countries:

Total No. of People Meters and No. of Households in India & other countries

Country No. of C&S Households No. of People Meters

No. of Households Per People Meter

India 185 million 10,200 18,137

U.S.A 114 million 20,000 5,700

U.K 26 million 5,100 5,098

Source: TAM Media Research (2014)

Industry has always advocated having at least 30,000 people-meters which could do justice to the wide satellite television audience-base in India. Even the miniscule sample base of TAM is not spread out evenly. TAM measures only urban areas, that too with a population of more than 1 lakh people. Lower-population households are measured only in Maharashtra. Vast areas like north-eastern states, Kashmir and newly formed states like Chhatisgarh and Uttarakhand did not have even a single people-meter till recently. Also, TAM‘s system is skewed towards higher-earning and higher-disposable income households residing in big cities. Until Jan. 2007, it reserved 25% of its meters outright for SEC-A householders and provided detailed studies to its members (Mehta, 2009)13.

Another problem with TAM is that the analogue cable operators often change the frequencies of channels. Thus, TAM needs to keep checking with the cable operators regularly and update it accordingly. Adding to this is the problem of failure of people-meters to work at any given point of time, mostly due to power-cuts and other system problems. The gap between the total number of metered houses and total number of working people- meters is filled with the help of statistical methods. Since the survey base is already so small, these things only

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906 | P a g e increase the margin of error.

In spite of facing these controversies, TAM, however, till now has managed to sail through easily in the Indian markets till now. Experts feel that it might not be the same this time around since the industry, for once, seems pretty united and is backed with the hope that the alternate rating system, BARC, should be in place soon.

Industry experts expect it to start functioning by 2014. However, it remains to be seen how the industry copes with the two rating systems, since it is not a common practice among other markets the world over. Also, TAM is backed by two very strong parent companies A.C. Neilson and Kantar Media and would not give up so easily in a market which although is not very big in terms of revenues but has huge potential of expanding and growing.

IX. SIGNIFICANCE OF PROPOSED BROADCAST AUDIENCE MEASUREMENT COUNCIL (BARC)

Some months before the NDTV lawsuit, the stakeholders of television ratings had finally taken a step in kick- starting the much talked-about and delayed Broadcast Audience Measurement Council (BARC). In fact, the root-cause of proposed BARC lies in collective criticism of TAM by industry stakeholders. So strong was the anti-TAM feeling at one point in 2008 that there was a serious danger of the government taking over television ratings system, through TRAI. That is when BARC stepped in to say that the Government should have nothing to do with ratings and should let it be run by an industry body (Kohli Khandekar, 2010)14.

BARC is aimed at providing an alternative to the present television audience measurement system, monopolized by TAM. However, its formation was finally announced in March 2012. It is a joint venture between the Indian Broadcasting Federation (IBF), the Indian Society of Advertisers (ISA) and the Advertising Agencies Association of India (AAAI). IBF has 60% stake in the council while the rest 40% are shared by ISA and AAAI. So far, BARC has only called for a global request for information (RFI) to understand the state-of-the- art systems and processes in the area of television audience measurement and research. It has also formed a technical committee of three industry experts. The brief of the committee is to design the complete research plan, which is going to be a multi-layered exercise. This exercise is supposed to be completed in two stages.

Stage one will comprise of designing and commissioning an establishment survey which is a cross-sectional study of television penetration (both rural and urban), viewership habits (both terrestrial and satellite-delivered channels over analog as well as digital delivery modes) and demographic taxonomy of viewers. This study will become the basis of designing the ratings panel. Stage two will begin once stage one gets completed and will take up actual designing of the data collection methods.

Though it will be some time before an alternate system of television audience measurement, like BARC comes in place, the industry desperately needs major changes and improvements in television audience measurement and research. Till BARC takes a final shape, TAM will indisputably continue to be the sole leader in the television audience measurement and research industry guiding Advertisers/Media Planners in India in choosing

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907 | P a g e the right platform for their ad spend. TAM like any media organization is a profit seeking corporate. It will invest in its infrastructure only till the extent it is able to reap profits out of them. Expanding its infrastructure base by four times and deploying workforce to collect and analyze a much bigger size of data is definitely going to increase its costs manifold which ultimately will have to be borne by its clients (channels, advertisers and advertising agencies). In its defense, TAM always points out that since the industry is not ready to pay more for better quality data, they will have to be content with the current system.

X. CONCLUSION

The TV industry continued its good run in 2015, with advertising revenues growing faster than expected. On the distribution side, however 2015 proved to be a mixed bag for the TV industry, with subscription revenues growing slower than expected as monetization remains a challenge.

TV advertising was buoyed by surging ad spends from e-commerce companies and strong performance of sports properties such as Indian Premier League (IPL) and International Cricket Council (ICC) Cricket World Cup. The launch of the viewership measurement system by Broadcast Audience Research Council (BARC) India was a landmark event in 2015, but the phased rollout meant that advertisers and broadcasters were waiting for stability in the ratings before starting to depend completely on the measurement data from BARC India. The inclusion of rural markets and increase in the sample size led to a reshuffle in the rankings of channels, however there was no immediate impact on ad budget allocations among channels or genres.

Going forward, sustained change in ratings trends could lead to advertisers re-thinking their ad spend mix and broadcasters their content strategy.

On the subscription side, disputes among the stakeholders in the TV distribution value chain continued. Post the ruling from The Telecom Disputes Settlement and Appellate Tribunal‘s (TDSAT) that Reference Interconnect Offer (RIO) has to be the starting point for all content deals between broadcasters and distribution platforms commencing April 1 2016, the Telecom Regulatory Authority of India (TRAI) has initiated a consultation process to decide on issues related to pricing of channels between broadcasters, distributors and subscribers. It remains to be seen what impact this consultation process is likely to have on subscription arrangements in the industry. Apart from the regulatory impact, key things to watch for in 2016 include the Multi System Operators‘

(MSOs) ability to drive the subscription of tiered channel packages in Phase I & II cities, completion of set-top- box (STB) rollout in Phase III areas and STB seeding in Phase IV areas.

REFERENCES

[1]. 1 2 3 4 6 KPMG (2012) India Analysis [2]. 5 Pitch Madison Report (2012) [3]. 7 http://www.boxoffice.com (2012)

[4]. 8FICCI-KPMG (2013), ―The Power of a billion: Realizing the Indian Dreams, Indian Media and Entertainment Industry Report‖

[5]. 9 Trivedi, Abhinav, ―TAM will be viable even if broadcasters pull out‖

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908 | P a g e [6]. URL:http://www.exchange4media.com/51672_tam-will-be-viable-even-if-broadcasters-pull-out-

experts.html

[7]. 10,12 Bansal, Shuchi, ―NDTV sues Neilsen for manipulating TV ratings‖

[8]. (http://www.livemint.com/Industry/Fr5ShARKjV3efDzOg2sRFJ/NDTV-sues-Neilsen-for- manipulating-TV- ratings.html )

[9]. 11 14 Khandekar, Vanita K. (2012), ―The Indian Media Business‖, Sage Publications [10]. 13 Mehta, Nalin, India on Television, Harper Collins, 2009

[11]. 15Chalaby, K. Jeanand Segell Glen (1999), ―The Broadcasting Media in the Age of Risk: The Advent of Digital Television‖, New Media & Society, December; vol. 1, 3: pp. 351-368.

[12]. 16 Papadakis, Stelios (2003), ―Technology Convergence: Opportunities and Challenges‖, PDF

[13]. 17 Evens Tom, Marez De Lieven, Hauttekeete Laurence, Biltereyst Daniël, Mannens Erik, and Walle De Van Rik (2010), ―Attracting the un-served audience: the sustainability of long tail-based business models for cultural television content‖, New Media & Society, Vol. 12, 6: pp. 1005-1023., first published on May 10, 2010

[14]. 18 Sondhi, Sachin, ―Whitepaper for ASSOCHAM‖ (http://www.docs/160024476---whitepaper-for- assocham)

[15]. 19 Dev Sujata, URL: http://www.deloitte.com/assets/dcom-india/documents/me

[16]. 20 Weber, Ian (2005), ―Digitizing the Dragon: Challenges facing China's broadcasting industry‖, New Media & Society, Vol. 7, 6: pp. 791-809.

[17]. 21 Media Partner Asia (2012), ―Indian TV Industry: At an Inflection Point‖

[18]. 22 Shilpi, Jha1 (2013), ―Television Rating System in India: An analysis of the Shortcomings and the Controversies‖, International Journal of Communication and Media Studies, Issue 3, pp. 1-6.

[19]. Deloitte, ASSOCHAM India (2011), ―Media & Entertainment in India: Digital Road Ahead‖

[20]. Deloitte (2013), ―Technology, Media & Telecommunications India Prediction Report‖

[21]. FICCI-KPMG (2011), ―Hitting the High Notes Indian Media and Entertainment Industry Report‖

[22]. FICCI-KPMG (2012), ―Digital Dawn: the metamorphosis begins Indian Media and Entertainment Industry Report‖

[23]. TAM Media Research (2012), ―Annual Universe Update‖

[24]. TAM Media Research (2013), ―DAS phase-2 Universe Update‖

[25]. Hassan, Abid, ―TAM Rating Row: Broadcasters blink under ad cap and advertiser pressure‖

(http://www.exchange4media.com/51653_tam-ratings-row-b%E2%80%99casters-blink-under-ad- cap- advertiser-pressure.html)

[26]. Mishra, Mohini, ―Sony Entertainment Television and Times TV Network pull the plug on TAM‖

[27]. (http://www.indiantelevision.com/mam/headlines/y2k13/jun/junmam20.php)

[28]. Telecom Regulatory Authority of India (2013), ―Guidelines/Accreditation Mechanism for Television Rating Agencies in India‖ Consultation Paper No. 4/2013

References

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