1. Vs
Comparative Business Analysis of
Gangs of Wasseypur vs Dabangg
Rhea Joglekar
E-20
Junior Batch

2. Generic Business Model in Bollywood
Sources of
Viewership
Budget
demands
(intrinsic and
Movie trending
extrinsic)
Availability of Geographical
Actors locales for shoots
Pay scales and publicity
Channels of
Profitability entertainment in
(money, fame, Bollywood, that assist its
recollection value) business model- blogs,
of the movie desktop wallpapers, music
releases, etc
Definition of Business Model as per Peter Drucker: Who is your customer, what does
the customer value, and how do you deliver value at an appropriate cost?

3. Industry/Business Metrics for Bollywood
1. Average budget of making a movie
2. First week sales
3. Average cost per viewer (as per age groups, male -females)
4. Single theatre vs Multi theatre occupancy
5. Cost Benefit analysis of target geographical outreach for shoots
(Domestic and International)
6. Availability and pay rates of actors
7. Cost Benefit analysis of target channels for publicity (Domestic and
International)
8. Distribution
9. Launch Timing
10. Movie ratings – Fame and Recollection value of a movie

4. Industry/Business Metrics for Bollywood
(Applying Six Sigma)
S No Six Sigma Steps Background Implementation
1 Operate 100 years of film Knowledge and tabulation
industry of Best Practices
2 Opportunity Studying trends and Need for an R&D
Identification viewership demands department in Bollywood
3 Innovate More viewers for Import suitable high end
(Enabled Work Hollywood action technology
Processes) thrillers
4 Improve(Explore, Adopt themes and Involves hassles of buying
Manage and songs from regional rights. Increases
Control) cinemas and remake viewership base
them in Hindi
5 Implement(Best Fashion designs and Movies more rustic than
Practices) music industry undergo flamboyant. Affordable
a change. Publicity fashions boost retail sector.
through online media,
6 Operate at a new Cinema becomes more Shift from single screen
standard glamorous releases to multiplexes

5. Comparative Analysis
Parameters GOW-1 Dabangg
Budget Rs 9.8 cr. Rs 30 cr
Print and Publicity Rs 6 cr Rs 12 cr
Actors’ pay Rs 15 cr Rs 50 cr
Total Investment Rs 30.8 cr Rs 92 cr
Overseas Collection Rs 10 cr Rs 12 cr
Domestic Collection Rs 45 cr Rs 80 cr
Satellite, Music, DTH Rs 14 cr Rs 27 cr
Selling Rights
Total Revenue Rs 69 cr Rs 119 cr
Total Profit Rs 38 cr Rs 27 cr

6. Comparative Analysis(Contd)
First week sales Rs 17 cr Rs 81.50 cr
Single vs multi screen 70-80 % in both Single: 70-80%
occupancy Multiscreen: 50%
 Conclusions:
 GOW made more profit. Dabangg lost out because of its expensive start cast
and greater amount spent on publicity
 In terms of Single vs Multi screen occupancy statistics, GOW seems to have
made a greater connect with its target audience
 Overall, GOW is a good investment. Its sequel is also garnering good
reviews

7. References
 http://www.entrepreneurs.my/revolutionizing-the-creative-
media-industrys-business-model-in-malaysia-part-1/
 http://www.bptrends.com/publicationfiles/01-
05%20ART%206Sigma-BP%20Excellence%20-%20Costa.pdf
 http://bollywoodboxofficeindia.wordpress.com/2010/10/01/econ
omies-of-dabangg-final-verdict/
 http://www.hindustantimes.com/Entertainment/Bollywood/Teri-
Meri-Kahaani-plummets-Gangs-of-Wasseypur-soars/Article1-
878758.aspx