1. 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 of
2000, 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.

2. 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 describe
News 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 and
Britain, 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.

3. 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.

4. 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.

5. 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.

6. 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 of
South 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 of
180 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.

7. 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

8. 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.

9. 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.

10. 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

11. 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.

12. 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).

13. 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 in
Jaipur. 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

14. 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.

15. 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.

16. 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.

17. 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
EDITORIAL
DEPT.
EDITORIAL
DEPT.
MACHINE
DEPT.
MACHINE
DEPT.
COMPUTER
DEPT.
COMPUTER
DEPT.
ADVT.
DEPT.
ADVT.
DEPT.
CIRCULATON
DEPT.
CIRCULATON
DEPT.
ACCOUNTI
G
DEPT.
ACCOUNTI
G
DEPT.
CAMERA
DEP.
CAMERA
DEP.
ANKORING
DEP.
ANKORING
DEP.
MARKETIN
G
DEPT.
MARKETIN
G
DEPT.

18. EDITORIAL DEPARTMENT
The editorial department, headed by editor, is responsible for:-
1. Collection of news
2. Selection of news and features
3. Editing of news and features
4. 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 division
3. Pasting or page make-up division
4. Plate making division, and
5. Maintenance division.
The main responsibilities of this department are:
1. Delivering it, and
2. 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 objectives
b) Determination of financial policies such as those regarding working capital management,
capitalization, capital structure, fixed assets management, etc.
c) Determination of financial procedures.

19. ACCOUNTING DEPARTMENT
A channel accounting department performs the following functions.
a) General accounting work
b) Departmental record keeping
c) Cost finding
d) 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 section
b) Store section
c) Accounting section
d) Issuing section
e) Time Keeping
f) Salary and wage administration
g) Provision of incentives
h) Maintenance of records
i) 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.

20. 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

21. •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

22. 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

23. Cash flow
years Mar '11 Mar '09 Mar '08 Mar '07
Particulars
Net Profit Before Tax
0.46 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 -2.94
Investing 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