1. Enterprising Ladakh
Prosperity, Youth Enterprise and Cultural Values in Peripheral Regions
Working Paper No 5
Media & Communications
by
Suchitra Ramesh
Alok Ramgarhia
Center for Development of Corporate Citizenship
S P Jain Institute of Management & Research Mumbai
July 2005
Ladakh Autonomous Hill Development Council, Leh
Druk Pema Karpo Educational Society
Drukpa Trust
in association with
SECMOL

2. Preface
This Working Paper was prepared as part of an 18-month project entitled ‘Enterprising
Ladakh’. The Paper seeks to identify economic opportunities available to Ladakhis –
especially young Ladakhis - in local, national and international markets. The findings will
be discussed at a Workshop in Leh in July 2005, with the objective of identifying
economic activities that Ladakhis themselves consider feasible, acceptable and
appropriate within Ladakhi society and values.
Subsequently, the project team will scope the skills and attributes required to access the
preferred market opportunities, while the final stage of the project will outline a new
school curriculum to impart enterprise-related skills and motivation to young Ladakhis,
alongside traditional teaching of cultural and ecological values.
‘Enterprising Ladakh’ is a project being conducted by the Ladakh Autonomous Hill
Development Council (LAHDC) Leh, Druk Pema Karpo Educational Society and Drukpa
Trust, in association with SECMOL.
The findings set out in this Working Paper are the work of Suchitra Ramesh and Alok
Ramgarhia of the Center for Development of Corporate Citizenship, S P Jain Institute of
Management & Research, Mumbai. The work was carried out under the supervision of
Professor Jiban Mukhopadyay, Professor M. S. Rao and Professor Nirja Mattoo (Chair
of the Centre for Development of Corporate Citizenship).
You are kindly invited to communicate your views on this Working Paper to the project
team:
Project Coordinator
'Enterprising Ladakh'
Hemis Complex, Zangsti
Leh, Ladakh -194 101
Phone: +91 94191 77536; 252 133
enterprisingladakh@rediffmail.com
This document has been produced with the financial assistance of the European Union.
The contents of this document are the sole responsibility of Ladakh Autonomous Hill
Development Council, Druk Pema Karpo Educational Society and Drukpa Trust, and
can under no circumstances be regarded as reflecting the position of the European
Union.
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3. Glossary
DPKES Druk Padma Karpo Educational Society
DWLS Druk White Lotus School
LAHDC Ladakh Autonomous Hill Development Council
SECMOL Student’s Educational and Cultural Movement of Ladakh
SRRC Sowa Rigpa Research Center
FRL Field Research Laboratory
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4. Table of Contents
Table of Contents ................................................................4
Executive Summary ............................................................5
1 Methodology .....................................................................7
2 Scope of the Sector.........................................................8
3 Recommendations ..........................................................9
4 Viable Picks ...................................................................14
Plan Flow – Nine Propels to Sell ...........................................................................................14
Marketing Music Videos, Cassettes and CDs....................................................................15
Marketing Existing and New Magazines, Journals and Publications .........................18
Making Ladakhi Movies ...........................................................................................................20
Start of a Ladakhi Newspaper................................................................................................25
5 Lessons taken home from Ladakh ..............................26
6 Conclusion .....................................................................27
References .........................................................................28
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5. Executive Summary
The sectors listed under the Vision document for development had each to be dealt with
uniquely for the project, “Enterprising Ladakh”. The sector, Media & Communication, in
particular, demanded a unique methodology keeping in mind its unique scope in
Ladakh. It was necessary to recognise that the sector individually, and in isolation from
the other ‘Vision Document Development Areas’ was potentially a less tenacious
revenue-generating stream. However, when this area was merged in conjunction with
the others, so that the former could be used as a support tool to promote development
of existing and new ideas in Ladakh in all sectors, it opened up several promising
avenues for employment generation. It was this idea that helped construct a structured
methodology and formula plan for research in the area, Media & Communication. It was
also recognised that in addition to being a support base for the other sectors, all ideas
that could have potential to be drawn into viable business plans would be better
workable if they focused on the uniqueness of Ladakh in its heritage, culture, wildlife,
lifestyle and religion.
The groundwork and research was initiated in the major Indian metropolitan cities. This
was followed by a week of research in Ladakh interviewing people, conducting focus
group discussions, and studying literature to understand the current state of matters and
issues plaguing the sector. This period also helped us comprehend the definition of
Media & Communication as applicable to Vision document were used as base to come
up with first, and subsequent drafts of the sustainable employment opportunities and
revenue generators in this medium.
In-depth and exhaustive interactions with concerned localities in the field of education,
infrastructure, power, telecommunication, and technology apart from people in the field
of media and communications, led us to list our alternatives and recommendations - the
start of a printing press; development of the entertainment sector with emphasis on
music cassettes, video albums and films; stress on publishing new books, periodicals,
guides and journals that match the wants of localities and that of tourists; improvement
in the opportunities for Ladakhis in technical and non-technical areas in AIR and
Doordarshan; and impetus on the creation, and maintenance of websites. Feasibility
analyses and further interactions with the industry helped draw out the marketing and
business plans for the options listed.
The marketing plans, business viability and sustainability study, further aided us in
filtering in the options that would prove to be the strongest in terms of sustainable
employment and revenue generators. The report was thus narrowed down to the further
in-depth study of business viability and market opportunities in the first three options
listed above in our initial analysis. The start of a Ladakhi newspaper would be a
relatively tough plan to work out financially as the time to break even might extend in
proportion to the limited population. This would however bolster the progress and
development of all other sectors. The entertainment industry in Ladakh is booming, and
this enthusiastic response ought to be tapped by the nascent music and film industry. To
complete the entertainment cycle, and to also cater to the needs of tourists and
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6. interested people in the country and across the world, relevant publications and
periodicals will find a substantial market.
Most initiatives in the field of media and communication require development of the base
sectors of education, power, and infrastructure. They may take time to produce profits,
and may also prove to be long-term plans. However, we realise that at the same time,
these ideas ought to be worked upon simultaneously for faster implementation of any
and all plans of the Vision document.
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7. 1 Methodology
The area of Media & Communications had to be dealt with using a unique methodology
in concurrence with its still nascent definition in Ladakh. The fact that distinguishes this
sector from the others in study under “Enterprising Ladakh” is that apart from the
economically limiting problems of education, infrastructure, and power, the limited
population makes a singular focus on just media and communication unsustainable.
Hence, it is mandatory that any idea that we elaborate be a bolster to the development
of the other sectors. It should also emphasise those points that make Ladakh unique in
its heritage, culture, religion and languages.
Our Objective was four-fold:
1. To identify the definition of MEDIA & COMMUNICATIONS as applicable to
Ladakh,
2. To study the Vision document, and its plans for this area, and hence determine
the viability of the vision given the research and investigation carried out,
3. To establish what Media & Communications in Ladakh could encompass, given
the understanding of the research. This stage would start listing the prospects,
keeping the viable part of the Vision document as a base.
4. To then ascertain employment opportunities and revenue generators in this
medium with substantial figures, facts, estimates, focus group discussions and
reliable projections.
We went about achieving these four steps through the following means:
Field work and research done in this area before arriving in Ladakh:
i. The team read and understood the implications of the suggestions made by our
seniors in their report published in 2004,
ii. We gathered as much information on the area as we could from corresponding
books, published periodicals and the Internet,
iii. We met with journalists, and dignitaries conversant with Ladakh in the metros
Bangalore and Mumbai to ascertain on a preliminary basis the scope of a
market for ‘Media & Communications’ outside Ladakh
Understand present definition, and list details of current status of the identified
platforms
i. We met with people in the Hill Council to grasp the policies and norms framing
the sector,
ii. We interviewed people working in various areas in the medium to understand
the drivers of the sector,
iii. The team explored the education, infrastructure and power base to a great
extent, as it realised the importance of these in constructing good employment
avenues – the team interviewed people in the same departments to list issues
and also gather information on the social and cultural aspects of the area.
Focus group discussions were conducted to develop better an understanding of
the lifestyle and cultural angle.
Conduct the feasibility analysis, on the basis of economic implications
i. We extended our research to understand the importance, relevance and
power of ‘man’, ‘money’, ‘material’, ‘management’, and ‘market’ in the sector,
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8. ii. We explored the feasibility of the opportunities listed after the first part of the
study,
iii. Listed recommendations to improve work in current areas, and also listed new
sectors that could prove profitable and sustainable.
To identify the most promising, sustainable opportunities and to display its potential
i. We identified those opportunities which would prove to be the most
sustainable and profitable revenue generators for the Ladakhi public,
ii. Map these opportunities to comprehensible and clear market/business
plans
2 Scope of the Sector
The scope of the sector includes the areas of media and communications that are
prevalent in Ladakh and those new areas that we have looked at as possible new
sources of employment and revenue. These can be listed as below:
Ser. Area of Description
No. Scope
1 Television Doordarshan has a station in Ladakh, with Ladakhi
programmes limited to three hours per week. Cable
television is also available at a premium price. This area
will be explored for increasing the number of hours
featured in Ladakhi, and to increase the number of
Ladakhis employed.
2 Radio The radio is the backbone of the communication podium
in Ladakh. It is however plagued with infrastructure
problems and regulations imposed by Prasar Bharathi.
3 Newspapers The regular newspaper is absent in Ladakh. This area
will be explored thoroughly for the newspaper is the crux
based on which the development of any society
proceeds.
4 Audio The production of audiocassettes has started with a fair
cassettes amount of enthusiasm in Ladakh. However, there is
tremendous scope for improvement in quality, skill and
marketing of the products so that they reach all areas of
Ladakh.
5 Video albums Ladakh is receiving with avidly the few video albums
that have been made. However, scope can be seen in
augmenting the quality, improving production with use of
better equipment, focusing on hiring skilled people, and
more effective marketing.
6 Movies Ladakh has seen the production of 3 commercial movies
so far. Scope exists to explore ways to help these
initiatives break even, and to increase the number of
movies being produced to match the enthusiasm of the
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9. Ladakhi people.
7 Magazines The only magazine produced in Ladakh, the ‘Melong’
comes out once every quarter, and is structured as a
formal message publication. We will explore the scope
of marketing afresh the ‘Melong’, and also investigate
the idea of a new magazine that can be based on a
more informal note, and include information on
entertainment as well.
8 Culture Books This will be explored purely for reaching out to the
international market, which is a sizable one for Ladakh.
Books, with attached CDs based for the tourists with
information replete on the culture, the season, the
guesthouses, and the associated websites would cater
to a low-volume, high-value market.
9 Websites Websites would also cater to the low-volume, high-value
market. They would subscribe to tourists eager to visit
Ladakh, and hence the sites related to the same.
Starting these sites, and maintaining them would be a
profitable venture for the concerned people. It would
also greatly increase the tourists visiting Ladakh.
3 Recommendations
The feasibility of some opportunities in the field of media and communication is
discussed below.
1. Start of a Ladakhi newspaper.
2. Employment avenues in the fields of video and audio direction, editing and
production.
3. Ladakhis in the field of reporting and journalism, for local and outside newspapers.
4. Marketing of the existing Ladakh magazines outside Ladakh.
5. Publication and marketing of new books, magazines and journals about Ladakh
culture and happenings; sell the same both inside the area and outside.
6. Opportunities for Ladhakis in the local radio and television stations –technical .
7. Opportunities for Ladhakis in the local radio and television stations - non-technical.
8. Websites creation for promotion of old and new ideas in all areas.
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10. Development of a printing press for a regular Ladakhi newspaper
Feasibility Analysis Recommendations
The press houses do not have the required Newspapers that employ fewer
machines to print papers of the size required and smaller sheets can be
for newspapers – these are both expensive published, restricting the initial
and difficult to maintain. investment to about Rs. 10 lacs
The problems caused by the undependable for the publishers.
power supply require a powerful generator to Courses in binding, screen-
continue business. printing, computer technology,
The limited population does not ensure good photography and
revenue even if the newspaper were cinematography should be
published. included in colleges in Ladakh.
The people in Ladakh also lack the skills The industrial area should be
required for the efficient publication and set up so that it is accessible to
maintenance of a printing press. the end users.
Presently, the Ladakhi people are not keen on Translators proficient with the
promoting this sector – earnings from other Internet can transfer the news
revenues such as army and tourism are from the Internet to the local
higher and promise better sustenance. language in the newspaper.
There are various cost overheads in the
printing business that make printing costly in
this area – the two major cost heads are
labour and the cost of the generator –
maintenance of the latter can cost up to Rs.
350 for every 2 days.
Employment avenues in the fields of video and audio direction, editing and
production
Feasibility Analysis Recommendations
Presence of Ladakhis in new media and The required courses to nurture
communication avenues has just started. talents in these fields should be
Music videos and two movies have been started in the government
made. degree college.
There will be improvement in the quality of Professionals should be
these productions with increase in experience. brought by the government
Films that convey meaning and prove to be from outside to train selected
efficient voices to convey messages to the students, on the condition that
government will find a good audience. those trained in turn tutor more
Ladakhis.
Vocational course should be
started in related subjects in
the summer and vacation times
for Ladakhi students studying
outside, who come home.
A society dealing with fine arts
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11. and theatre should be formed
taking into its fold
representatives from various
avenues; government should
support this venture in
furthering the fine art skills of
the Ladhakis.
Ladakhis in the field of reporting and journalism-local and outside newspapers
Feasibility Analysis Recommendations
The courses in almost all subjects in Ladakh The stress on written and
settle to easy explanations in Ladakh. Hence, spoken English should be
Ladakhis are not very proficient in the English emphasised.
Language. The government Arts degree
There is also no official correspondence with college should include courses
any paper outside Ladakh. in journalism and mass
There are no relevant courses in journalism or communication.
mass communication in the degree colleges
to goad the Ladakhi students to enter this
field.
There is a dearth of teachers required to
support even the basic subjects in schools
and colleges, hence getting teachers for the
courses in journalism is immensely difficult.
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12. Marketing of the existing Ladakh magazines outside Ladakh
Feasibility Analysis Recommendations
Ladakh Melong has yet to break even in its 12 Hire MBAs and marketing
years of existence managers, pay them money to
Neither the Melong nor the Manual are meet established target sales
circulated outside Ladakh, No notable effort is of the magazine.
made to market them inside the region either. Information about the
magazines should be printed in
websites.
The information in the
magazines could be changed
from ‘elite’ to contain more
slapstick comedy, and little
gossip to appeal to all
Ladakhis.
Publication and marketing of new magazines and journals about Ladakh culture
and happenings; sell the same both inside the area and outside.
Feasibility Analysis Recommendations
Skilled Human resource is not available to Hire MBAs and marketing
present and document the required managers, pay them money to
information about Ladakh. meet established target sales
The cost of setting up an establishment is of the new magazines.
deterring. Establish official
The constant power cuts, and the roadblocks correspondences with official
further discourage entrepreneurs. newspapers/magazines and
The population of Ladakh is limited; the send them regular information
number of books that can be sold inside the about Ladakh.
region might be insufficient. An association of people in this
The rest of the country has limited knowledge business should be formed to
about Ladakh and also limited interest, together market the unique
increasing this interest to a point where they features of Ladakh and hence
buy magazines is a challenge. the magazines.
Efficient marketing has to be conducted to sell
these journals inside.
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13. Opportunities for Ladhakis in the local radio and television stations –technical
Feasibility Analysis Recommendations
Prasar Bharathi has imposed several There has to be an
restrictions on the recruitment of people in improvement in education
positions in the local radio and television infrastructure, to improve
mediums. information exchange and
There is no employment possible for Ladakhis awareness. Adequate finances
in radio stations – only limited contract work. should support this venture.
Ladakhis can only join at the lowest rung in Prasar Bharati should hasten
the television medium as far as the technical the process of formulating rules
field is concerned. and norms of recruitment.
Most posts require the applicant to be an Professional courses will have
engineer/diploma holder. to be offered to citizens inside
Though people are talented, any guidance in of Ladakh. The region suffers
these technical fields is only available outside from brain drain, as students
the area. who study outside tend to work
in the same places.
Opportunities for Ladhakis in the local radio and television stations – non-
technical
Feasibility Analysis Recommendations
There are no permanent positions in the non- The number of hours dedicated
technical areas in Doordarshan and AIR. to Ladakhi programs should be
The number of hours of Ladakhi programmes increased.
is restricted to only 3 hours featured on Professional courses tailored to
Doordarshan per week. This restricts the nourish the fine art skills of the
number of Ladakhis who can participate in Ladakhis should be started.
these programmes.
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14. Websites for promotion of old and new ideas in all areas
Feasibility Analysis Recommendations
Information spread out on a website would be For people who create and
good way to communicate information. maintain websites for the
Very few Ladakhis are conversant with using different areas, a tax benefit
the Internet. can be obtained from the
There are several computer institutes that promoters to increase revenue.
have started functioning in Ladakh that teach Ladakhis are followers, and
Ladakhis the basics of website creation. seeing few people make money
out of website creations would
prompt others to follow. The
drive to start these computer
courses should increase.
The effort to publicise the
classes for computer basic
courses should increase.
4 Viable Picks
After the research, and the feasibility analysis of the sectors, the initial recommendations
have been scanned and refined – the result is the following four ideas, which the team
has researched and found to be the most profit-generating and economically sustainable
of the suggested ones:
The nine steps below are called the nine ‘propels’ to elaborate and sell the processes
required to complete each idea into a workable business plan.
Plan Flow – Nine Propels to Sell
Scale and Scope Market Market Strategy
Entrepreneur Sustainability Economics
Role
Profit Stream Employment Business Plan
Opp.
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15. Marketing Music Videos, Cassettes and CDs
AREA DESCRIPTION
Scale and The focus on entertainment should be strong, as Ladakh
Scope seems to respond enthusiastically to entertainment
initiatives that have been made so far.
The people of Ladakh are almost unemployed for 8
months of the year – this gives them ample time to invest
in listening to and watching these initiatives.
The money that the Ladakhis make during the tourist
season is enough to sustain them for the year, and for the
small amounts on cassettes, and CDs.
There is also immense scope for promulgation of
traditional Ladakhi music, and music and dance videos of
the same.
Presently, AIR and Doordarshan do not consider Ladakhi
songs and videos for airing. With improvement in quality
and content, this could be a potential local market target.
Market Local Market:
The main market to be tapped for this opportunity is the
Local market. Commercialisation in this sector should be
largely concentrated on film music, and music that would
find appreciation from the young crowd.
Traditional Ladakhi songs, and music videos to depict the
same with accompanied traditional Ladakhi dance in
music videos would find a market amongst all Ladakhi
people. To reach the local market, these cassettes and
music videos ought to be sold in grocery stores, military
stores and all outlets that are accessible to the Ladakhi
people. These songs would also find a market with AIR
and Doordarshan.
National Market:
There is a huge market for Classical, Indian, Karnatic, and
all traditional folk music that is reflective of India. Effective
marketing of Ladakhi music would find enthusiastic an
response from the array of Indian music lovers. Tourist
stores, music stores, airport lounges, stations, and new
age bus stands could be a few among several forums to
sell the music and video albums.
Schools, culture houses, historians, museums, and
collectors alike inside the country would again be a good
market for traditional Ladakhi cassettes, albums and CDs.
Focus on video CDs and DVDs should be emphasised
and stressed in the national and the international market,
as the number of people and the ready money that can be
invested in these products would be more in plenty.
International Market:
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16. Ladakhi music should be displayed as a reflection and
part of the package of the entire range of classical, much
sought after Indian music. The trick is to target specific
groups that would be able to pay a premium for this kind
of music transported abroad for viewership. Hence, for the
international market the strategy should be primarily low-
volume and high-price – a niche international market.
Travel agents abroad that meet with and disseminate
information about India should ideally be the target. They
should be the focus cruxes to be used to make more
contacts in these countries.
Marketing For the field of media and communication to flourish in all
Strategy the markets, it is mandatory that the chief entrepreneurs
hire a professional management business graduate to
manage things, and chiefly build, develop and use his/her
Rolodex to establish the necessary contacts.
The chief manager should be hired form outside, and can
then employ Ladakhis, and instruct and delegate
responsibility to meet the required deadlines and goals.
For the national and international market, there should be
a low-volume, high-price strategy adopted. The main aim
should be to build contacts and use effective advertising
mediums to promote Ladakhi products.
Economics Costs would include the amount to be paid to the main
MBA recruit, the employees under the business manager,
the salaries to be paid to the singers, composers,
dancers, and the costs of production.
The selling price of the cassette can range anywhere from
Rs. 40 for the local market to Rs. 150 for the national and
international markets. The selling price will again depend
on the production house that the entrepreneur house
contracts with.
Sustainability The area of entertainment is upcoming in Ladakh - the
region is where the rest of the country was a decade ago
in terms of entertainment – with respect to all areas of
acting and production.
The Degree College and schools in Ladakh are planning
courses to hone the fine art skills of Ladakhis by starting
appropriate courses.
As long as the entrepreneur can match the latest trends,
understand and meet the requirements of the market, this
will be a profit-generating sector.
Entrepreneur The entrepreneur would have to contract with the singers,
Role and Profit and dancers. S/he would have to employ all the technical
Stream. and non-technical help required for the cassettes or the
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17. video albums.
S/he would have to buy and supply the production
equipment, or contract with a production house to make
the cassettes.
S/he would have to set goals for the sale, and hire a
business graduate to make contacts and meet those sale
goals.
His/her profits would result from the sale of the cassettes
and albums in the targeted markets.
Employment The potential employment opportunities for people in the
Opportunities stream include:
Ladakhi singers, and dancers,
MBA graduate/s,
Technicians, editors, directors, - all roles required for
making the audio and video- tape.
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18. Marketing Existing and New Magazines, Journals and Publications
AREA DESCRIPTION
Scale and There exists the quarterly Melong, that is the only
Scope magazine published within Ladakh. However, there is
scope for a change in the content of the Melong to
increase its popularity, and make it a less formal
magazine.
The region is in need of regular new magazines, which
can information about upcoming film starts, new films,
music videos, audiocassettes, and slapstick comedy.
Such an initiative could also include information about
latest news in Ladakh, with useful developments on the V
Vision document.
The tourist season has so many people coming in that it
surpasses the population of Leh. Tourists lack information
about the region, about hotels to go to, and about right
prices. Tourist reference books that can be updated every
year will find an immense market.
Contact ought to be established with markets that would
be interested in books on the culture, wildlife, religion,
arts, lifestyles and languages in Ladakh.
Market Local Market:
People in Ladakh have little information about the latest
films, and videocassettes that come out. A regular
periodical, journal or magazine that can cover this
information gap would be a way to target the audience
that remains largely in need of some activity during the
non-tourist months.
National Market:
A tourist guide that can give information about Ladakh –
hotels in different price ranges, guest houses, Guides,
tourist buses and cars, grocery stores, movies, general
information on Ladakh and its culture and all other
relevant tourist information would find enthusiastic
response amongst tourists and tourist agents alike.
Books on Ladakh, its heritage, wildlife and culture would
find readership both inside and outside the country in
schools, museums, libraries and collectors’ lists. This
would again be a low-volume, high-price market
International Market:
While travel guides could be priced at moderate rates to
cater to the national tourist market, tourist travel books
could be published and sold at higher rates, with more
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19. elaborate information to cater to a higher-end international
market.
Marketing As for a few entertainment avenues, hiring a business
Strategy graduate to meet sales goals and sell the magazines, by
targeting the markets would be an effective marketing
strategy. The chief manager should be hired form outside,
and can then employ Ladakhis, and instruct and delegate
responsibility to meet the required deadlines and goals.
Posters, leaflets and display signs can be used to draw
attention to the local magazines. Point of purchase
displays and audio-visuals can also be regularly played at
prominent stores and market points to popularise the
magazines. Coupons, rebates and prizes can be
distributed to draw in more readerships.
To build ample contacts in the international markets, and
reach the institutions that would be interested in the
products, creating a website for these books is of prime
importance. Catalogues, telemarketing, and electronic
shopping could also be effective ways of tapping this high-
price, low-volume market.
Economics Costs would include the amount to be paid to the main
MBA recruit,
There would be costs of hiring reporters, journalists, and
people to work on the content of the report,
Costs would include the technical costs of getting the
publication printed, and of using the aforementioned
marketing strategies to popularise it.
The price of the books should be structured with a 2-3
year breakeven time in mind. As the major portion of the
commercial magazines would be aimed at the local
people, the target price should cater to a higher volume-
lower-price market. On the other hand, the prices for
books on tourism and Ladakh would be higher to respond
to the high-end, low-volume market.
Sustainability The entertainment industry in Ladakh is booming – a good
way to promote this sector would be to come out with a
simultaneous magazine to highlight changes in the
Ladakh entertainment industry. This would prove to be a
beneficial cycle,
The main profit-generating sector in Ladakh will always be
tourism, and hence books that promote this sector,
disseminate information about it, and provide required
information to visitors at reasonable prices would always
be sustainable.
Entrepreneur The entrepreneur will invest in the required printing
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20. Role and Profit equipment, and the manpower required for technical
Stream. departments, printing, reporting, interviewing and
photographs. S/he would also manage the investment
headed by an able businessperson.
Employment The potential employment opportunities for people in the
Opportunities stream include:
Ladakhi reporters, media people, photographers, editors,
writers.
MBA graduate/s,
Making Ladakhi Movies
AREA DESCRIPTION
Scale and Three Ladakhi movies have already been made, the last
Scope two have earned substantial profits for the makers.
The villages in Ladakh are yet to see these movies, for
want of projectors to screen them. There are opportunities
for people in this sphere – to rent, lease or buy projectors,
buy the rights for the movie and then screen them here.
The Ladakhi people remain unemployed for a good part of
the year, giving them time and energy to invest in both the
making of the movie, and in watching them.
There is scope to establish contact with markets that
would be interested in movies on the culture, wildlife,
religion, arts, lifestyles and languages in Ladakh.
Market Local Market:
The youth in Ladakh should be main target local market in
this sector.
For commercial movies, all the population of Ladakh
should be aimed at with effective strategies and
promotions.
National Market:
Ladakhi commercial films will have to be sold mainly in
the local market. Films that have to find an audience in
the national and international market have to focus on
unique features of Ladakh, namely, the gompas, the
rivers, the wildlife, and the lifestyle.
Schools, culture houses, historians, museums, and
collectors alike inside the country would again be a good
market for Ladakhi films.
International Market:
Ladakhi films for the international market should be made
to target specific groups that would be able to pay a
premium for the films made on Ladakh heritage. Hence,
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21. for the international market, the strategy should be
primarily low-volume and high-price – a niche international
market.
Travel agents abroad that meet with and disseminate
information about India should ideally be the target. They
should be the focus cruxes to be used to make more
contacts in these countries.
Marketing A good way to increase coverage for the films would be to
Strategy include village audiences. The lack of theatres in the
villages prevents the villagers from seeing the movies.
The dearth of effective transportation also hinders travel
from the villages to the city where the movie is screened.
Hence, moviemakers need to lease out projectors, or
contract with villagers to screen films in the villages.
For the field of media and communication to flourish in all
the markets, it is mandatory that the chief entrepreneurs
hire a professional management business graduate to
manage things, and chiefly build, develop and use his/her
Rolodex to establish the necessary contacts.
The chief manager should be hired form outside, and can
then employ Ladakhis, and instruct and delegate
responsibility to meet the required deadlines and goals.
For the national and international market, there should be
a low-volume, high-price strategy adopted. The main aim
should be to build contacts and use effective advertising
mediums to promote Ladakhi products.
Economics Included in the tables at the end of the section:
Table 1: Profit possible in year for a villager who buys a
projector for screening the films in villages.
Table 2: Profit possible in year for the entrepreneur who
makes and screens the films.
Sustainability The three Ladakhi films that have already been made,
have given a boost to this sector, and have lent the
concerned people considerable experience.
If the movies could be brought into the villages, the profit
generated would help break even in the first few years.
With the advent and promotion of projectors and related
equipment to screen movies, this venture will be profitable
in the long run.
Entrepreneur There could be small-scale entrepreneurs to buy, lease or
Role and Profit rent equipment to screen movies to villagers.
Stream. To make the movie, the entrepreneur would have to
contract with the singers, dancers and actors. S/he would
have to employ all the technical and non-technical help
required for the movies.
S/he would have to buy and supply the production
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22. equipment, or contract with a production house to make
the movies.
S/he would have to set goals for the sale, and hire a
business graduate to make contacts and meet those sale
goals.
Employment The potential employment opportunities for people in the
Opportunities stream include:
Ladakhi singers, actors and dancers,
MBA graduate/s,
Technicians, editors, directors, - all roles required for
making the audio and video- tape.
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23. Table 1: Possible Profit in a year for an entrepreneur/villager who screens the
films
Cost Head (Approximate cost) Costs (in Rupees)
Cost per projector for village shows 3,00,000
Cost of setting up camps, and other related 10,000
equipment
Total Cost of showcasing a movie in a 3,10,000
village
Cost per ticket 50
Number of tickets required to break even 6200
Average population of Ladakh 1,20,000
Average Number of people in villages 1,00,000
(excluding Leh)
% Of the village population to be targeted to 6.2%
break even
Number of villages in the Leh region 112
Average number of people per village 893
Average number of villages to be targeted 7
to break even
Hence village margin left for generating profit 105
Average profit to be made by targeting entire 4688250 (105*893*50)
market
1-year Profit from Potential Market (15-50) 2344125
- 50% of the pop.
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24. Table 2: Possible profit for maker and screener of films
Cost Head (Approximate cost) Costs (in Rupees)
Cost of making the movie + Cost 10,00,000 + 3,00,000
per projector for village shows
Cost of setting up camps, and 10,000
other related equipment
Total Cost of showcasing a 13,10,000
movie in a village
Cost per ticket 50
Number of tickets required to 26200
break even
Average population of Ladakh 1,20,000
Average Number of people in 1,00,000
villages (excluding Leh)
% Of the village population to be 21.83%
targeted to break even
Number of villages in the Leh 112
region
Average number of people per 1072
village
Average number of villages to 24
be targeted to break even
Hence village margin left for 88
generating profit
Average profit to be made by 4716800 (88*1072*50)
targeting entire market
1-year Profit from Potential 2358400
Market (15-50) - 50% of pop.
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25. Start of a Ladakhi Newspaper
AREA DESCRIPTION
Scale and A newspaper forms the crux of development in any
Scope region. Exploration of the other areas for progress, even
as per the Vision document would be aided with this
bolster in place.
It is apparent that a local newspaper has to be started at
some point in Ladakh. The question is when. To make this
seemingly difficult idea profitable in the near future, an
effective marketing strategy is required to coax
entrepreneurs into this venture. The lack of any regular
magazine or information source in Ladakh furthers the
need and scope of this idea.
Market Local Market:
The local market would cover areas in Leh, and villages in
and around Ladakh that can be accessed by road.
National and International Market:
A Ladakhi newspaper would not find much of a market
outside Ladakh, however, an effective marketing plan to
search and cater to interested people outside Ladakh can
be undertaken.
Marketing An entrepreneur, who finds the cost of buying the
Strategy equipment to actually print a large-scale newspaper too
expensive, can contract with a regular, popular
newspaper house such as ‘The Times of India”, or, “The
Hindustan Times”. After investigating the population of
Ladakh, and the number of regions the newspaper can
reach, a 2-page Ladakh supplement can be attached to
the Delhi newspaper and transported to Ladakh. Just the
popular name tie-up would be an effective strategy to give
a big initial-sales boost to the newspaper.
An alternative to the second idea would involve coming up
with a weekly or fortnightly newspaper of the size of the
mid-afternoon or evening papers in cities. This would
involve the purchase pf equipment less expensive, and
also a substantial amount of time would be present
between editions.
A chief manager should be hired form outside, and can
then employ Ladakhis, and instruct and delegate
responsibility to meet the required deadlines and goals.
S/he would also have to concert with the local people to
know their requirements and align the newspaper
accordingly.
Economics Costs would include the amount to be paid to the main
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26. MBA recruit, the employees under the business manager,
the salaries to be paid to the reporters, photographers,
editors and like.
Costs would also include the cost of the printing
equipment, inks, and salaries to be paid to the printing
press employees.
The profit would come in mainly from the advertising
revenues.
Sustainability The sustainability of this sector would grow stronger with
each passing year, as the requirement of a local
newspaper will also be more noticeably felt.
Entrepreneur S/he would have to buy and supply the printing
Role and Profit equipment, or contract with a printing house to make
Stream. newspapers.
A business manager has to be hired to oversee matters.
S/h would have to meet goals for the sale, establish
contacts, and explore new markets.
Employment The potential employment opportunities for people in the
Opportunities stream include:
Ladakhi reporters, journalists
MBA graduate/s,
Editors, directors, photographers - all roles required for
getting information displayed on a newspaper.
5 Lessons taken home from Ladakh
As MBA students we learnt:
• That a moneyed market might not be the best market
• The biggest threat to your business may not be a competitor, but a lack of
initiative
• That measuring market information, demand, segments and behavior does not
get easier with smaller markets
• That to be a good manager you needed to be groomed as a person first
• Firsthand the power of a Rolodex.
• That customisation is the name of the game – even in Ladakh
As Indians we learnt:
• Rani Mukherjee is no less popular on the other side of the Himalayas
• Greater deference for the army men from across India in the killing Ladakh cold
• That the loveliest parts of India share fences with Pakistan
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27. As People we learnt:
• A new definition of beauty – in nature and in the Ladakhis
• Compost toilets, Thukpa, numbing cold – we discovered humility
• That unconditional happiness is possible in the face of political, economic and
market instability.
• That honesty will never go out of fashion
6 Conclusion
The scope of the sector, Media & Communications, allows sufficient leeway for long-
term development in the areas that the recommendations focus on. However, if the right
marketing and timing strategies are not used, problems could be encountered.
Ladakh is a place known for its unique culture and heritage. Steps undertaken to
upgrade the media of communication in Ladakh should take care to see that it does not
create any cultural uprising. Ladakh has yet to have an official voice with which it can
speak about illegal activities and against the government. It is also a place where
religious leaders are highly regarded, and where their say is always the last. Added to
this is the fact that Ladakh has been standing strong to win itself Union Territory status.
The start of a newspaper and regular periodicals would give chances for various parties
to express their views on politically and religiously sensitive issues.
There are initiatives in the area of infrastructure and technology to give a boost to
communication in Information technology. Concern towards whether the people of
Ladakh would accept the radical change that comes with the advent of large-scale
communication with information technology should be considered, as this could have its
repercussions too.
New channels in media and communications can create ripples in any community.
Caution should hence be stronger in Ladakh as this is a community that has been
relatively secluded from the rest of the country. Its heritage, customs and culture should
be kept in mind before planning any initiative. If this is considered, effective marketing
plans could be developed to a sustainable, successful completion in Ladakh.
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28. References
Mr. Tsering Samphel, Owner and proprietor, Ladakh printing house
Dr.V. K. Gupta, Principal, Degree College Ladakh
Mr. Bashir Ahmad Dar, Economics lecturer, Degree College Ladakh
Mr. Tariq Hussain Mir, English Professor, Degree College Ladakh
Mr. Abdul Rashid Dar, Math Professor, Degree College Ladakh
Mr. Habib Shahnawaz, Education professor, Degree College Ladakh
Ms. Sunita, Program executive, AIR, Ladakh
Mr. Rigzin, Transmission executive, AIR, Ladakh
Mr. Sonam Dorjee Namgial, Acting Principal, Government Boys Higher secondary
School, Ladakh
Sandeep Khanna, student, Government Boys Higher secondary School, Ladakh
Samina Parveen, student, Government Boys Higher secondary School, Ladakh
Pooja Grover, student, Government Boys Higher secondary School, Ladakh
Ramandeep Kaur, student, Government Boys Higher secondary School, Ladakh Mr.
Ajay Dohare, Station Engineer, Doordarshan, Ladakh
Mr. Dehlux, President, Internet Association, Ladakh
Mr. Raina, Chief Education Officer
Mr. Dsering Angdus, and Mr. Dorjai Wangchuk – makers of three Ladakhi movies
Mr. Shiv, Hardware and Maintenance Consultant
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