SITI Networks is an Indian cable TV and broadband services provider. It is the largest MSO in India with a network of over 32,500 km of fiber and coaxial cable. SITI Networks provides digital and analog cable TV services to over 13 million subscribers across India as well as broadband services to over 240,000 subscribers. The company has grown organically and through acquisitions to become a pan-India operator. SITI Networks is part of the larger Essel Group, a leading Indian conglomerate with a presence in media, packaging, infrastructure, education and entertainment.
The document discusses several topics related to digital India and telecommunications in India:
1) The government is focusing on both "Digital India" and "Skill India" by starting community service centers, digitally connecting villages, and emphasizing technology in education and healthcare.
2) Two telecom firms lost pleas challenging a special court's jurisdiction over a 2002 spectrum allocation case.
3) As of March 2015, India had 25.51 million broadband users in rural areas and 73.69 million in urban areas, with states like Karnataka and Kerala leading in rural broadband usage.
Vodafone Idea led the Indian telecom market in July 2019 with 32.53% market share, followed by Reliance Jio with 29.8% and Bharti Airtel with 28.12%. Reliance Jio added 8.5 million subscribers, whereas Vodafone Idea lost 3.4 million subscribers. The TRAI is reconsidering the January 2020 deadline to reduce interconnection charges to zero due to lack of 4G migration and imbalance in off-net traffic. Reliance Jio launched fiber broadband services nationwide while Bharti Airtel launched a converged entertainment platform.
COAI has asked DoT to reexamine the spectrum cap rules for the 800 MHz band as the caps are more liberal than other bands used by GSM operators. Mobile manufacturers Micromax, Celkon and Karbonn will invest Rs. 750 crore to set up plants in Andhra Pradesh. BSNL plans to upgrade broadband speeds to 2 mbps at no additional cost as part of the Digital India project.
The document discusses two mergers and acquisitions deals in the Indian market. The first deal discusses ICICI Bank acquiring Bank of Rajasthan, with ICICI providing a share swap ratio of 25 shares for every 118 shares of BOR. The merger provided ICICI with greater market presence in northern India and a larger retail deposit base. The second deal discussed Bharti Airtel's acquisition of Zain Africa's business for $10.7 billion. While the deal expanded Bharti's operations, the high purchase price and debt incurred posed financial risks. The document also provides background information on the companies involved and rationales for the deals.
Bharti Airtel acquires Telenor India for free in an all-stock deal to gain additional spectrum and subscribers. The acquisition will strengthen Airtel's position against competitors like Jio and the proposed Vodafone-Idea merger. Telenor will exit the Indian market as business had become unsustainable due to Jio's disruptive pricing. Airtel will pay Rs. 1,600 crore over 10 years for spectrum and Telenor will service its own debt. The consolidation in the industry is being driven by competitive pressures in the wake of Jio's market entry.
Here we have prepared a short survey for Reliance JIO for consumers in order to understand various aspects of the telecom companies and its usage amongst customers
The document discusses several topics related to digital India and telecommunications in India:
1) The government is focusing on both "Digital India" and "Skill India" by starting community service centers, digitally connecting villages, and emphasizing technology in education and healthcare.
2) Two telecom firms lost pleas challenging a special court's jurisdiction over a 2002 spectrum allocation case.
3) As of March 2015, India had 25.51 million broadband users in rural areas and 73.69 million in urban areas, with states like Karnataka and Kerala leading in rural broadband usage.
Vodafone Idea led the Indian telecom market in July 2019 with 32.53% market share, followed by Reliance Jio with 29.8% and Bharti Airtel with 28.12%. Reliance Jio added 8.5 million subscribers, whereas Vodafone Idea lost 3.4 million subscribers. The TRAI is reconsidering the January 2020 deadline to reduce interconnection charges to zero due to lack of 4G migration and imbalance in off-net traffic. Reliance Jio launched fiber broadband services nationwide while Bharti Airtel launched a converged entertainment platform.
COAI has asked DoT to reexamine the spectrum cap rules for the 800 MHz band as the caps are more liberal than other bands used by GSM operators. Mobile manufacturers Micromax, Celkon and Karbonn will invest Rs. 750 crore to set up plants in Andhra Pradesh. BSNL plans to upgrade broadband speeds to 2 mbps at no additional cost as part of the Digital India project.
The document discusses two mergers and acquisitions deals in the Indian market. The first deal discusses ICICI Bank acquiring Bank of Rajasthan, with ICICI providing a share swap ratio of 25 shares for every 118 shares of BOR. The merger provided ICICI with greater market presence in northern India and a larger retail deposit base. The second deal discussed Bharti Airtel's acquisition of Zain Africa's business for $10.7 billion. While the deal expanded Bharti's operations, the high purchase price and debt incurred posed financial risks. The document also provides background information on the companies involved and rationales for the deals.
Bharti Airtel acquires Telenor India for free in an all-stock deal to gain additional spectrum and subscribers. The acquisition will strengthen Airtel's position against competitors like Jio and the proposed Vodafone-Idea merger. Telenor will exit the Indian market as business had become unsustainable due to Jio's disruptive pricing. Airtel will pay Rs. 1,600 crore over 10 years for spectrum and Telenor will service its own debt. The consolidation in the industry is being driven by competitive pressures in the wake of Jio's market entry.
Here we have prepared a short survey for Reliance JIO for consumers in order to understand various aspects of the telecom companies and its usage amongst customers
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
The document summarizes key telecom trends to watch in India in 2012. It predicts consolidation in the highly fragmented Indian telecom market with 13 players. It also discusses the growth of mobile services and smartphones, emphasis on developing manufacturing capabilities in India, and the challenges of stabilizing regulations in the dynamic telecom sector. Cloud computing services and the national broadband network project to connect rural areas will see further development.
Airtel is a major Indian telecommunications company that provides cellular, internet, and landline services. It is owned by Bharti Airtel and has over 7 million customers across India. Airtel was the first company to offer GSM mobile services in India and has since expanded to offer 3G and 4G services. Airtel also offers prepaid services which allow customers to pay for talk time in advance, giving them control over their cellular expenses. According to a survey in Noida, 40% of customers preferred Airtel for its coverage and schemes compared to competitors like Reliance and BSNL.
The document provides an overview of Reliance Jio, including its history, products and services like 4G networks and LYF smartphones, marketing campaigns like initial plans offered, and distribution channels for SIM issuance and recharging like Reliance Digital stores and through the ODSS door-to-door sales force. Key details covered include Jio's acquisition of spectrum licenses, launch of services, and partnerships to provide devices and content to customers across India.
Bharti Airtel completes its $9 billion acquisition of Zain Africa's assets, providing a boost to its stock. The deal makes Bharti the world's fifth largest mobile operator by subscribers and gives it access to Africa's growing market. However, analysts note concerns around Bharti's debt levels increasing from the large acquisition and spectrum purchase costs, and that it may take a few years to see meaningful profit benefits as it looks to gain market share from established players in Africa and integrate Zain's operations across 15 countries.
Bharti had a very low “Net Debt to Equity Ratio” of 0.05 at the end of Dec., 2009 which means that it was virtually a debt free company
It is good to have low debt but zero debt is not a desirable situation as debt can increase the shareholders’ return on their investment due to tax advantages associated with borrowing
The document summarizes the major cellular service providers operating in India. It discusses Airtel, Vodafone, Idea, and Reliance, describing their technologies, ownership structures, operations, and growth. Airtel is the largest provider by subscribers while Vodafone, Idea, and Reliance have also expanded significantly nationwide through acquisitions and partnerships.
Bharti Airtel acquired Zain Africa's operations for $10.7 billion to expand into new markets in Africa. The key attractions were Africa's growing telecom market with low penetration rates, diversifying Bharti Airtel's geographic presence beyond India, and gaining access to multiple African countries through a single transaction. However, Bharti Airtel will face challenges in integrating Zain Africa's operations across 15 countries, overcoming cultural and regulatory differences, and turning around Zain Africa's losses. Bharti Airtel will need to leverage its low-cost business model, focus on the untapped rural customer base, and increase revenue per user and call volumes to extract value from this large acquisition
The Indian telecom industry has grown rapidly, contributing significantly to GDP. Privatization beginning in the 1990s with cellular and value-added services helped augment growth. Upcoming technologies like 3G and WiMax will further increase growth rates. Total mobile users in India are expected to reach nearly 1 billion by 2014. Key service providers like Bharti Airtel, Reliance, and Vodafone continue expanding their subscriber bases.
TRAI will announce recommendations on call drops and compensation to consumers by mid-October, while the government has connected over 23,000 villages with optic fibre cable under the BharatNet project. TRAI also notified two orders allowing broadcasters to enter agreements for TV channel signals with distributors and commercial subscribers.
Industry analysis of telecom industry in india(report)Sagar Das
This document provides an industry analysis of the telecom sector in India in 2019. It discusses key trends like India being the 2nd largest telecom market in the world. It analyzes major players like Airtel, Jio and Vodafone Idea and their shifting market shares. The telecom industry is facing challenges like intense competition, debt levels and delayed adoption of new technologies. However, opportunities remain through increasing internet and mobile users in India. The future of the sector depends on addressing weaknesses and capitalizing on opportunities amid a rapidly evolving landscape.
CommsMEA interview Andrew White November 2016whitear
1) The Saudi government extended the licenses of the three major telecom companies (Zain, Mobily, Saudi Telecom) in the country by 15 years each, allowing them to offer fixed, mobile and internet services.
2) This is the most important development for Zain Saudi Arabia since its inception as it will lower amortization costs by $116 million annually and help the company reach profitability sooner.
3) The CEO of Zain Saudi Arabia believes consumers will benefit the most from this decision through increased competition among the three strong players and more choices of high quality, affordable services.
The Effect on the Telecom Industry and Consumers after the Introduction of Re...Dr. Amarjeet Singh
In the world of intense competition amongst all the
industries, the telecom industry also does not fail to stay
behind. With the belief that the customer is the king, each and
every company in India is willing to go to depths and cross
lines every day so that they can be that one brand that
customers look for. While choosing a Network, one looks for
various factors such as Network coverage, the call rates, the
internet plan offered and not to forget but the value-added
services as well. Satisfying the consumers in each of this aspect
is not an easy task. Based on the literature review and after
considering the questions we want to answer; the research
problem of the research paper is “The Effect on The
Consumers and Telecom Industry after the Introduction of
Reliance Jio.” The problem mainly focuses on how the telecom
industry was before and after Jio, what people believe and
perceive about Reliance Jio and what challenges the
competitors faced with the introduction of Jio. Based on the
research problem, these are some of the objectives of our
study,
1. To study the impact of Reliance Jio on the telecom
industry, the change in composition of industry,
change in market share and the reforms that were
undertaken
2. To identify the effect of Jio on common people and
consumer behavior
3. To identify the business strategy followed by Jio and
its Competitors
The methodology used in the research paper was s Single
Cross-Sectional Descriptive Design. With the objective and
design, the tool used for analysis were Mean, Standard
Deviation to compare and analyze the data, also test like the Ztest and Chi-Square Test were done to test the hypothesis.
Finally, the findings of the research paper concluded
that Jio disrupted the market to such a level forcing
competitors to exit or merge, amongst the consumers, the
respondents were eager to test the new competitor in the
market and thus the research witnessed a significant shift in
the network from other networks to Jio.
Through our research we recommend that
Consumers should try to shift to Jio, with their very low
monthly plans and Huge value-added services offered, which
the competitors are still not able to achieve, adds to the success
of Jio in India.
The presentation deals with Reliance JIO Infomm Ltd. In this case dealt with communication strategy of JIO and of its competitors such as Airtel, Vodafone and Idea. We also discussed the distribution strategy of JIO and its competitors Airtel, Vodafone, Idea and Tata Docomo. Next, we anaylsed the survey we undertook with a small sample size of 100 people wherein we prepared a positing map for JIO and for its competitors, we also looked at the factors affecting consumer preferences in this sector. At last we discussed what went wrong for JIO, what went right and what suggestions to give to JIO to improve upon.
Reliance Jio aims to usher in a digital revolution in India by building an extensive 4G network and creating a digital ecosystem. It plans to provide affordable internet access, smartphones, and digital services across India to bridge the rural-urban divide. Reliance Jio has invested over $10 billion to acquire wireless spectrum and build fiber optic infrastructure to cover 100% of India's population by 2018. It offers affordable 4G-enabled smartphones and plans to provide services like digital payments, cloud storage, telemedicine, education and more to empower individuals and businesses across India.
This document summarizes a presentation on the telecom industry in India. It provides an overview of the industry, highlighting that India has the second largest wireless network in the world. It discusses how the industry is an attractive sector for investment due to factors like growth potential. The regulatory framework and emerging trends like infrastructure sharing are examined. Major players in the industry are identified, and a SWOT analysis of the sector is presented.
Research on “IMPACT OF BRAND SWITCHING BEHAVIOUR OF BHAVNGAR BASED CUSTOMER F...Majithiya Nisarg Raju bhai
This document provides a research proposal for studying the impact of brand switching behaviour of customers in Bhavnagar, India from other telecom sectors to Jio. It introduces Jio and its low pricing strategy compared to other operators. The objectives are to analyze how demographic factors like gender, age, income influence customers' switching to Jio. It outlines the hypotheses, research methodology involving a survey of 200 Jio customers, limitations, chapter plan and timeline. The proposal seeks to understand customer retention by Jio's services and pricing compared to other operators.
Multi system operators - an industry perspectiveAbhinav Mishra
A thought leadership paper on Multiple System Operators (MSO) providing an overview of the Indian cable television industry’s future trends, technologies and challenges faced by them along with a new era of possibilities available in the wake of an increased demand for quality viewer experience.
This document provides an overview of the Indian cable television industry and challenges faced by Multiple System Operators (MSOs). It discusses how new technologies and the increasing demand for quality viewer experiences are creating opportunities for MSOs. However, MSOs face challenges like competition from other distributors, a shortage of set-top boxes, and low average revenue per user. The document recommends that MSOs adopt new business models and technologies like video on demand and over-the-top services to remain competitive in the evolving market.
(rev) PT Link Net Tbk - FY21 Link Net Company Presentation.pdfBradJared
The document provides definitions and explanations of key terms used by PT Link Net Tbk, an Indonesian broadband provider, in their FY21 company presentation. It defines terms like homes passed, gross subscribers, net subscribers, backbone, last mile, hybrid fiber coaxial (HFC) network, and fiber to the home (FTTH) network. It also provides details on Link Net's network infrastructure, including that their backbone is completely fiber and their last mile is a mixture of HFC and FTTH technologies. The total length of Link Net's cables is 34,724kms, with 18,499kms being fiber and 16,225kms being HFC.
The pdf is brief analysis on Strategies used by Airtel.
Contains PESTLE Analysis, SWOT Analysis, VRIO Analysis of Airtel. A brief about Telecom Industry and Corporate structure of Airtel.
The document summarizes key telecom trends to watch in India in 2012. It predicts consolidation in the highly fragmented Indian telecom market with 13 players. It also discusses the growth of mobile services and smartphones, emphasis on developing manufacturing capabilities in India, and the challenges of stabilizing regulations in the dynamic telecom sector. Cloud computing services and the national broadband network project to connect rural areas will see further development.
Airtel is a major Indian telecommunications company that provides cellular, internet, and landline services. It is owned by Bharti Airtel and has over 7 million customers across India. Airtel was the first company to offer GSM mobile services in India and has since expanded to offer 3G and 4G services. Airtel also offers prepaid services which allow customers to pay for talk time in advance, giving them control over their cellular expenses. According to a survey in Noida, 40% of customers preferred Airtel for its coverage and schemes compared to competitors like Reliance and BSNL.
The document provides an overview of Reliance Jio, including its history, products and services like 4G networks and LYF smartphones, marketing campaigns like initial plans offered, and distribution channels for SIM issuance and recharging like Reliance Digital stores and through the ODSS door-to-door sales force. Key details covered include Jio's acquisition of spectrum licenses, launch of services, and partnerships to provide devices and content to customers across India.
Bharti Airtel completes its $9 billion acquisition of Zain Africa's assets, providing a boost to its stock. The deal makes Bharti the world's fifth largest mobile operator by subscribers and gives it access to Africa's growing market. However, analysts note concerns around Bharti's debt levels increasing from the large acquisition and spectrum purchase costs, and that it may take a few years to see meaningful profit benefits as it looks to gain market share from established players in Africa and integrate Zain's operations across 15 countries.
Bharti had a very low “Net Debt to Equity Ratio” of 0.05 at the end of Dec., 2009 which means that it was virtually a debt free company
It is good to have low debt but zero debt is not a desirable situation as debt can increase the shareholders’ return on their investment due to tax advantages associated with borrowing
The document summarizes the major cellular service providers operating in India. It discusses Airtel, Vodafone, Idea, and Reliance, describing their technologies, ownership structures, operations, and growth. Airtel is the largest provider by subscribers while Vodafone, Idea, and Reliance have also expanded significantly nationwide through acquisitions and partnerships.
Bharti Airtel acquired Zain Africa's operations for $10.7 billion to expand into new markets in Africa. The key attractions were Africa's growing telecom market with low penetration rates, diversifying Bharti Airtel's geographic presence beyond India, and gaining access to multiple African countries through a single transaction. However, Bharti Airtel will face challenges in integrating Zain Africa's operations across 15 countries, overcoming cultural and regulatory differences, and turning around Zain Africa's losses. Bharti Airtel will need to leverage its low-cost business model, focus on the untapped rural customer base, and increase revenue per user and call volumes to extract value from this large acquisition
The Indian telecom industry has grown rapidly, contributing significantly to GDP. Privatization beginning in the 1990s with cellular and value-added services helped augment growth. Upcoming technologies like 3G and WiMax will further increase growth rates. Total mobile users in India are expected to reach nearly 1 billion by 2014. Key service providers like Bharti Airtel, Reliance, and Vodafone continue expanding their subscriber bases.
TRAI will announce recommendations on call drops and compensation to consumers by mid-October, while the government has connected over 23,000 villages with optic fibre cable under the BharatNet project. TRAI also notified two orders allowing broadcasters to enter agreements for TV channel signals with distributors and commercial subscribers.
Industry analysis of telecom industry in india(report)Sagar Das
This document provides an industry analysis of the telecom sector in India in 2019. It discusses key trends like India being the 2nd largest telecom market in the world. It analyzes major players like Airtel, Jio and Vodafone Idea and their shifting market shares. The telecom industry is facing challenges like intense competition, debt levels and delayed adoption of new technologies. However, opportunities remain through increasing internet and mobile users in India. The future of the sector depends on addressing weaknesses and capitalizing on opportunities amid a rapidly evolving landscape.
CommsMEA interview Andrew White November 2016whitear
1) The Saudi government extended the licenses of the three major telecom companies (Zain, Mobily, Saudi Telecom) in the country by 15 years each, allowing them to offer fixed, mobile and internet services.
2) This is the most important development for Zain Saudi Arabia since its inception as it will lower amortization costs by $116 million annually and help the company reach profitability sooner.
3) The CEO of Zain Saudi Arabia believes consumers will benefit the most from this decision through increased competition among the three strong players and more choices of high quality, affordable services.
The Effect on the Telecom Industry and Consumers after the Introduction of Re...Dr. Amarjeet Singh
In the world of intense competition amongst all the
industries, the telecom industry also does not fail to stay
behind. With the belief that the customer is the king, each and
every company in India is willing to go to depths and cross
lines every day so that they can be that one brand that
customers look for. While choosing a Network, one looks for
various factors such as Network coverage, the call rates, the
internet plan offered and not to forget but the value-added
services as well. Satisfying the consumers in each of this aspect
is not an easy task. Based on the literature review and after
considering the questions we want to answer; the research
problem of the research paper is “The Effect on The
Consumers and Telecom Industry after the Introduction of
Reliance Jio.” The problem mainly focuses on how the telecom
industry was before and after Jio, what people believe and
perceive about Reliance Jio and what challenges the
competitors faced with the introduction of Jio. Based on the
research problem, these are some of the objectives of our
study,
1. To study the impact of Reliance Jio on the telecom
industry, the change in composition of industry,
change in market share and the reforms that were
undertaken
2. To identify the effect of Jio on common people and
consumer behavior
3. To identify the business strategy followed by Jio and
its Competitors
The methodology used in the research paper was s Single
Cross-Sectional Descriptive Design. With the objective and
design, the tool used for analysis were Mean, Standard
Deviation to compare and analyze the data, also test like the Ztest and Chi-Square Test were done to test the hypothesis.
Finally, the findings of the research paper concluded
that Jio disrupted the market to such a level forcing
competitors to exit or merge, amongst the consumers, the
respondents were eager to test the new competitor in the
market and thus the research witnessed a significant shift in
the network from other networks to Jio.
Through our research we recommend that
Consumers should try to shift to Jio, with their very low
monthly plans and Huge value-added services offered, which
the competitors are still not able to achieve, adds to the success
of Jio in India.
The presentation deals with Reliance JIO Infomm Ltd. In this case dealt with communication strategy of JIO and of its competitors such as Airtel, Vodafone and Idea. We also discussed the distribution strategy of JIO and its competitors Airtel, Vodafone, Idea and Tata Docomo. Next, we anaylsed the survey we undertook with a small sample size of 100 people wherein we prepared a positing map for JIO and for its competitors, we also looked at the factors affecting consumer preferences in this sector. At last we discussed what went wrong for JIO, what went right and what suggestions to give to JIO to improve upon.
Reliance Jio aims to usher in a digital revolution in India by building an extensive 4G network and creating a digital ecosystem. It plans to provide affordable internet access, smartphones, and digital services across India to bridge the rural-urban divide. Reliance Jio has invested over $10 billion to acquire wireless spectrum and build fiber optic infrastructure to cover 100% of India's population by 2018. It offers affordable 4G-enabled smartphones and plans to provide services like digital payments, cloud storage, telemedicine, education and more to empower individuals and businesses across India.
This document summarizes a presentation on the telecom industry in India. It provides an overview of the industry, highlighting that India has the second largest wireless network in the world. It discusses how the industry is an attractive sector for investment due to factors like growth potential. The regulatory framework and emerging trends like infrastructure sharing are examined. Major players in the industry are identified, and a SWOT analysis of the sector is presented.
Research on “IMPACT OF BRAND SWITCHING BEHAVIOUR OF BHAVNGAR BASED CUSTOMER F...Majithiya Nisarg Raju bhai
This document provides a research proposal for studying the impact of brand switching behaviour of customers in Bhavnagar, India from other telecom sectors to Jio. It introduces Jio and its low pricing strategy compared to other operators. The objectives are to analyze how demographic factors like gender, age, income influence customers' switching to Jio. It outlines the hypotheses, research methodology involving a survey of 200 Jio customers, limitations, chapter plan and timeline. The proposal seeks to understand customer retention by Jio's services and pricing compared to other operators.
Multi system operators - an industry perspectiveAbhinav Mishra
A thought leadership paper on Multiple System Operators (MSO) providing an overview of the Indian cable television industry’s future trends, technologies and challenges faced by them along with a new era of possibilities available in the wake of an increased demand for quality viewer experience.
This document provides an overview of the Indian cable television industry and challenges faced by Multiple System Operators (MSOs). It discusses how new technologies and the increasing demand for quality viewer experiences are creating opportunities for MSOs. However, MSOs face challenges like competition from other distributors, a shortage of set-top boxes, and low average revenue per user. The document recommends that MSOs adopt new business models and technologies like video on demand and over-the-top services to remain competitive in the evolving market.
(rev) PT Link Net Tbk - FY21 Link Net Company Presentation.pdfBradJared
The document provides definitions and explanations of key terms used by PT Link Net Tbk, an Indonesian broadband provider, in their FY21 company presentation. It defines terms like homes passed, gross subscribers, net subscribers, backbone, last mile, hybrid fiber coaxial (HFC) network, and fiber to the home (FTTH) network. It also provides details on Link Net's network infrastructure, including that their backbone is completely fiber and their last mile is a mixture of HFC and FTTH technologies. The total length of Link Net's cables is 34,724kms, with 18,499kms being fiber and 16,225kms being HFC.
This document provides an overview of Reliance Industries Limited (RIL), India's largest private sector company. It discusses RIL's history beginning as a textile company founded by Dhirubhai Ambani in 1957. Over time, RIL diversified into petroleum refining and petrochemicals. It now operates major manufacturing facilities across India in sectors like energy, materials and telecommunications. RIL has become a global leader in petrochemicals and is India's largest private sector company with annual revenues exceeding $30 billion.
This document is a report titled 'Bharat Sanchar Nigam Ltd' submitted by Ankit Tuteja for their degree in BBA. The report includes an introduction, acknowledgements, contents page, and 5 chapters analyzing the telecommunications sector in India and the company Reliance Industries Ltd. It was prepared under the supervision of Dr. J.K. Chandel for the Institute of Management Studies.
CSG International - India Cable Digitization - Key Findings ReportRen Harper
The study commissioned by CSG International and conducted by Tonse Telecom sought feedback from stakeholders in the Indian cable industry regarding the impact of digitizing cable networks. Key findings included:
- MSOs saw digitization as an opportunity to eliminate revenue leakage and expand service offerings, but noted challenges in adopting new customer service roles.
- LCOs viewed their business models as at risk and anticipated consolidation or closure.
- Consumers supported digitization but many low-income users objected to mandatory STB deployment and potential price rises.
- Opportunities were identified in content, infrastructure, and service delivery if a supportive policy environment was maintained.
Bharti Airtel is the largest private telecom company in India and the third largest wireless operator worldwide. It has a pan-India presence and offers integrated telecom services including wireless, fixed line, broadband, DTH, and enterprise services. Airtel follows a strategy of partnering with global technology leaders and outsourcing non-core operations. It focuses on increasing ARPU and minutes of usage to tap the growing Indian telecom market where demand is rising due to factors like increasing income and urbanization.
- Mobile broadband is the way forward for India and will be a catalyst for changing business dynamics. It will lead to new revenue opportunities and business models across various industries like media, healthcare, education, etc.
- Key enablers that will drive uptake of mobile broadband include demand side factors like a large subscriber base and supply side factors like a competitive telecom environment and investments in infrastructure.
- Mobile broadband will benefit both urban and rural customer segments through applications tailored to their needs and spending power. This will foster new partnerships across industries.
The document is a major project report submitted by a student named Narender Singh Bhandari to fulfill requirements for a BBA program. The report examines customer satisfaction towards Airtel. It includes an executive summary that outlines Airtel's business operations and growth factors in India. It also provides details about Airtel's network infrastructure, services, and SWOT analysis. The report aims to understand customer psychology and buying behavior to help Airtel develop marketing strategies.
The document provides an overview of 4 Pi - Pioneer Business Holdings and their revolutionary concept for a one mobile recharge business. The presentation plan outlines sections on the telecom industry, the company, their product and business plan, live success stories, technical details and support, and their way forward. The document summarizes 4 Pi's vision to organize the world's most unorganized microtransaction businesses and make them universally accessible.
Indian Telecom Sector- Analysis of industry, Key Player, Future Prospects, Valuations of major players & relative benchmarking, SWOT analysis, Porter's Five Forces (5 Forces).
This document discusses Reliance Telecom's operations and strategies in India. It provides an overview of Reliance Telecom, including that it has over 40 million customers across 7 states. It also analyzes Reliance's market share and competitors in various states. The document then covers Reliance's product portfolio, pricing strategies, product development process, and a PESTLE analysis. It concludes that Reliance offers reasonable call rates but should focus on improving connectivity and offering lower data packs to sustain growth in the telecom sector.
The indigenous Telecoms, Internet, Media & Edutainment (TIME) sector
has grown its international footprint over the last six years. The continued adoption of high-speed internet (fixed and mobile) as a direct channel opens up a significant revenue opportunity.
India telecom revenues is primarily driven by voice which constitutes to 90% of total revenues leaving only a smaller portion for data. Aegis LeadCap Research & Consulting predicts that in next 5 years share of revenue from voice will reduce down to 60% from its current state of 90%. 40% revenue from data also includes the revenue from BWA service providers like Reliance Infotel, Tikona etc. Most prominent value add services which drives data revenues include mobile internet, mobile broadband, games, location based services, video calls, mobile adverts, music, video and mobile TV.
Team Telechaps from Symbiosis Institute of Telecom Management proposed a scalable broadband model for AlphaTel's next 10 years of service. They suggest a hybrid model using AlphaTel's network for logical reach and partnering with local ISPs for physical network reach. This converts capital costs to operational expenses and allows flexibility. They analyzed opportunities in the growing Indian broadband market and recommended launching in cities that already have fiber infrastructure and high internet demand.
Industry Outlook on India's telecom and broadcast industries, 2018Vidya S Nath
This Frost & Sullivan whitepaper produced for Convergence India provides an overview of trends that are driving the country's telecom and media industries. For those who want a quick guide how the telecom industry is shaping up with consolidation, key market shares, technology evolution, OTT revolution, this can be useful.
Year 2016 will see 3G subscription surpassing 2G subscription and will be more than 220million.
Countrywide launch by 3G/4G/LTE Services by Indian Telecom Operators will take Broadband Subscriber base to 600million by 2020. Further Digital India Initiative by Government of India to Rural India will take Broadband Subscriber to 1 Billion by 2023.
- Voice revenues in India will shift from Rs 1.5 lakh crore to Rs 0.5 lakh crore as the market transitions from voice to data, with the overall data market growing to Rs 3 lakh crore by 2020-2021.
- Jio's entry expanded India's total mobile data usage by 6 times, increasing it from 5-6 gigabytes per month to over 100 gigabytes per month.
- Jio is well positioned to capture over 50% of the revenue market share due to its strong network and cost advantages over other operators.
The telecom industry in India has evolved significantly over the past few decades and now includes wireless, wireline, and broadband internet segments. It is controlled by TRAI and spectrum is provided through government auctions. Key players include Jio, Airtel, Vodafone Idea, and BSNL. Jio has disrupted the market with cheap data plans. Data consumption is growing rapidly driven by video. The future includes expanding 5G networks and improving broadband access. The industry faces challenges like debt, competition, and adapting to new technologies.
Market Research Report : Digital Broadcasting market in India 2012Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
As India looks towards incorporating digitization framework in the broadcasting sector, conversion of analogue to digital spells evolution of a new trend in the Indian market. Though there has been some penetration of digital broadcasting media in India in the likes of DTH and digital cable, yet it was predominantly nominal. However, this is going to undergo some kind of a volte-face as the Indian sector is bracing itself for a conversion to digital from analogue transmission. Transition of the mass market from analog to digital forms a major challenge to the players as the Government mandates to digitize the entire cable network by the end of 2014. Newer modes of content delivery such as IPTV and mobile TV look at increasing their foothold as the sector holds itself up for rapid growth in this domain.
The report begins with an introduction section which throws some light on the segmentation of the digital broadcasting sector defining the key media vehicle that uses this technology in India. It is followed by global digital broadcasting sector along with its market size and growth. A brief take on the Indian digital sector follows next along with its market size and growth. The value chain analysis tells about the chief components that constitute the chain of transmission from the broadcaster to the end consumer. It then proceeds to a brief description of the revenue model that is prevalent in the sector. Though the primary modes of garnering revenue include revenues from subscription, lease rentals of logistical supports like set top boxes different media like IPTV or even digital radio might be having customized channels beyond the regular. This section gets concluded with a Porter’s Five Forces analysis for the market.
The report then narrows down to illustrate the different segments of media that requires digital broadcasting technology for its transmission. The report speaks about five distinct components that use digital content and are namely Digital Cable TV, DTH, IPTV, Mobile TV and Digital Radio. Each of the individual segments is dealt individually detailing its description as well as market size and growth. Individual segments are provided with the system framework of their transmission from the content provider to that of the end consumer. This section ends with a brief take on the broadcasting spectrum that is used in the sector.
A brief description of the drivers that helps the sector to prosper include emerging middle class and rising disposable income, increase in television and radio penetration, complete digitization of TV services and increase in sale of LCD and LED TVs. Though entertainment has become a quintessential input in our daily diet and TV penetration has increased manifold, products like digital TV or subscriptions like DTH have witnessed a separate class of consumers.
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2. 2
Disclaimer
Some of the statements made in this presentation are forward-looking statements and are based on the current beliefs,
assumptions ,expectations, estimates, objectives and projections of the directors and management of SITI Networks Limited (SITI
Networks) about its business and the industry and markets in which it operates. These forward-looking statements include,
without limitation, statements relating to revenues and earnings. The words “believe”, “anticipate”, “expect”, “estimate”, “intend”,
“project” and similar expressions are also intended to identify forward looking statements. These statements are not guarantees of
future performance and are subject to risks, uncertainties and other factors, some of which are beyond the control of the
Company and are difficult to predict. Consequently, actual results could differ materially from those expressed or forecast in the
forward-looking statements as a result of, among other factors, changes in economic and market conditions, changes in the
regulatory environment and other business and operational risks. SITI Networks does not undertake to update these forward-
looking statements to reflect events or circumstances that may arise after publication.
3. 3
Contents
Slno Section Pg no
1 Industry Overview 4
2 Company Overview 13
3 Strategy 22
4 Financials & Operating Metrics 26
5. 5
Strong Legal & Regulatory control frame work to support digitization. Ministry of I&B and TRAI
closely monitoring developments
Digitization mandated by Parliament; Immune to changes in political environment
Size of Digitization Opportunity
Subscriber Universe, 193 Mn TV Universe
Phase 1
(18 mn)
Phase 2
(22mn)
Phase 3 & Contiguous areas
(48mn)
Phase 4
(105mn)
Implementation Date
31st Oct 2012
(Delhi and Mumbai)
15th Feb 2013 (Kolkata)
31st
Mar 2013 31st
Jan 2017 31st
March 2017
DD Terrestrial, Free
Dish, & IPTV 1 1 7 18
Cable
(Mn)
Digital 26 31 12
Analog - - 46
DTH (Mn) 12 10 29
Source: TRAI, FICCI, In House Research, BARC; C&S refers to C&S subscribers excluding DD Free Dish subscribers; Multiple TV Households assumed at 10 Mn
6. 6
Pay TV Market Trends
TV Industry size, INR Bn
Incremental Revenue addition CY21 vs CY15
Value, INR Bn Percentage
Subscription revenue 410 66%
Advertisement revenue 213 34%
Total 623 100%
Source: TRAI, FICCI, In House Research, BARC; C&S refers to C&S subscribers excluding DD Free Dish subscribers; MSOs Iinclude 229, which have permanent licences & 952
which have provisional licenses, as of 28th Feb 2017
Households Growth Trend
Key Drivers
On-going Digitization
TV Subscriber ARPU at ~USD4-5
HD penetration at ~1.5%
Nascent OTT adoption
Wireline Broadband Penetration at 5%
Fragmented Industry: 4 national MSOs, 1281 over all
MSOs, 5 national DTH Entities: Consolidation
Imminent
175 181
203
145 147
171
CY15 CY16 CY21E
TV HHs (mn) C &S HHs (mn)
361 387 426 494 579 672 771181 201 225
257
298
343
394
2015 2016 2017P 2018P 2019P 2020P 2021P
Subscription revenue Advertisement revenue
7. 7
217 224 251
286
326
368
2016 2017P 2018P 2019P 2020P 2021P
Revenue Construct
ARPU is at an All India Level; Source: KPMG, FICCI, Primary Research
ARPU, All Inclusive (INR per month)
Current status of MSO Realization
(INR/ Month/
Subscriber)
Phase 1 Phase 2 Phase 3 Phase 4
Consumer ARPU, paid
to LCO
250+ Tax 225+ Tax
~175-200
(All Inclusive)
<175
(All Inclusive)
LCO to MSO ~136 ~90-110 ~46-65 35-45
MSO Net Realization 105 82 50 28
Current Cable Market
Size
MSO Revenue
INR24,000 Crores INR5000 Crores
Expected to move to
INR50,000 Crores in
~5 years timeframe
MSO Fair Share at
INR12,000 Crores
Phase 4 Realization to move to Phase 1
Levels in 3-4 years
Opportunity
Fair Share Realization
ARPU Uptick
1
2
8. 8
Parameter DTH Digital Cable
Number of Channels 370-380 500
Local Channels No Yes
Signal Quality
Up-linking/ Down-linking
leads to 10-15% signal loss
Wired technology gives
better signal
Resistance to being affected by adverse weather Low High
Broadband Cross Sell No Yes
Customer Value Moderate High
Customer Connect System Based Direct
Spectrum Charges & Satellite Fee Need to be Paid No such charges
Digital Cable vs. DTH
9. 9
Broadband: India is an opportunity with pent-up Potential!
Low Average Internet Speeds
Source : Akamai
With 1 billion Mobile Subscribers
Source : TRAI , Dec 2016
And a Young Population
41% : < 20 years 50% : 20-59 years
Source : Census 2011
Low Internet Penetration
Source : TRAI, Internet Live Stats
~30% 52% 71% 88% 92% 91%
10. 10
India will follow global pattern of High Video Consumption
102 Million DVDs equivalent
660 Million DVDs
2014
2020
Indians watched 102 Min DVDs equivalent
of online video content in 2015
Video
51%
Non-
Video
49%
Internet Traffic 2015
Video Non-Video
Video
76%
Non-
Video
24%
Internet Traffic 2020
Video Non-Video
On-Demand video to be 45% of internet video
traffic in 2020
Contribution of HD content is going to go up
significantly from 27% to 62% on a 6.6X
increase in traffic by 2020
Online Video Consumption Growth
Source: TRAI, Deloitte – Broadband in India
Video to be 76% of Usage by 2020 …projected to grow 36% CAGR till 2020 …on a dominant HD Content
… and High Video Consumption requires High Access Speed
11. 11
With exploding Internet Consumption ,coupled with Video Usage,
what does the Customer Need ?
High Speed of
Access
Low Cost
per GB ($/GB)
Only Wireline
Broadband /
WiFi can
provide
Customer Needs
1
2
6x of average mobile broadband speeds
1/5th of mobile broadband price
Siti Networks / Essel Group is in an excellent position to leverage this opportunity !
89%
19%
19%
15%
12%
6%
Home
Office
Friends/Relatives
On the Go
School/College
Cyber Café
Locations of accessing Internet in
India
12. 12
14.0 22.0 35.1 78.5
2014 2016 2021 2025
Wireline Base (Mn)
SITI Networks targeting ~20% conversion of base by 2021
Source: FICCI- KPMG, TRAI, Narrowband- speed <512 kbps
Internet Subscribers as on 31st March 2017 [in millions]
Category Narrowband Broadband Total Internet
Wireline 3.3 18.2 21.6
Fixed Wireless 0.0 0.6 0.6
Mobile Wireless 142.3 257.7 400.0
Total 145.7 276.5 422.2
India Internet connections
Fixed Wireless includes Wi-Fi, Wi-Max, Radio & VSAT
Mobile Wireless includes Phone + Dongle
Wireline Subscribers By Technology Internet Subscribers
per 100 population
33
71
15
Total
Urban
Rural
5%
95%
Wired Wireless
CAGR
15.2%
Wireline Base Growth
61.9%14.9%
14.0%
7.0%
2.2%
DSL
Dial Up
Ethernet/ LAN
Cable Modem
Fibre & Leaseline
14. 14
SITI Networks: A Pioneer in Indian Cable TV Distribution
Multi-System Operator (MSO) providing Digital/ Analog Cable TV and Broadband Services
1st MSO to be
Listed on Stock
Exchange
1st MSO in
India, Launched
in 1994
1st MSO to
launch Local
Channels
24,000+ Strong
Franchise
Distribution
Network
~8 % TV
Household Reach
1st MSO to give
control to LCO
through OYC
~32,500 km Fibre
+ Coaxial Cable
Network
Subscriber Universe (Mn)
13.2 Mn
Cable Universe
11.6 Mn
Digital Cable
Subscribers
220, 000
HD Subscribers
580
locations Presence
1.62 Mn
Broadband
Homes Passed
240,000
Broadband
Subscribers
All metrics as of 30TH June 2017
2.1
1.6
4.0
3.9
1.7
DAS1
DAS2
DAS3
DAS4
Analog
16. 16
On a progressive growth path
1994 Cable business started by promoters
2006 Wire and Wireless (India) Ltd. Incorporated
2007 Implemented CAS in metros of Delhi, Mumbai & Kolkata ; Listed on the stock exchanges
2008 Initiated mass Digitization through HITS Services
2009 Right Issued of INR4500 mn fully subscribed
2010 India’s largest Multi System Operator (MSO) in the Cable Industry
2011 Expanded further across 54 key cities
2012
DAS implemented in Phase -1 Cities ; Delhi, Mumbai & Kolkata ; Offered 400 Standard Definition Channels; Consolidated Pan India presence through
expansions in UP and Central India
Broadband started in Eastern region on EOC Technology
2013
DAS implemented in Phase -2 Cities ; Achieved 3 million digital subscriber base
Operationalized ‘Own Your Customer’ Customer Management System
Fund infusion of INR3240 Mn by Promoters
2014
Achieved 4 million digital subscriber base; Package wise Billing started in DAS Phase 1 cities
Broadband launched in Delhi on DOCSIS 2/ 3 Technology
Started providing 18 HD Channels
2015
Raised INR2210 Mn from the Secondary Market via QIP Route in Feb. 2015
Digital cable subscribers at 5.4 Mn with a cable universe of 10.5 Mn. Broadband subscribers at 70,100
2016
Achieved financial turnaround for first time in its history; Reported PAT of INR9 Crores & PBT of INR22 Crores in FY16
Fund infusion of INR5300 Mn by Promoters through OFCDs & Convertible Warrants
Acquired majority stakes/ entered into strategic partnerships with regional MSO’s in Assam, Maharashtra, Gujarat and Odisha
2017
Chosen to be a constituent of the Morgan Stanley Capital International (MSCI) India Domestic & Global Small Cap Index
Fund infusion of INR1500 Mn by Promoters
Established a portfolio of 130+ local channels on a Pan India basis.
Established Broadband presence in 3 cities of Haryana namely Hissar , Karnal and Rohtak
Prepaid on-going in select states with 1.2 mn subscribers on prepaid across 134 locations
17. 17
Promoter Group - Corporate Structure
The Parent Group
Launched in 1926, the Parent Group (“Essel Group”) completed 90 years recently; One of India's leading business
houses, with a dominant vertically integrated presence in Media and entertainment
Leading producer, aggregator and distributor of Indian programming across the world; 222,000+ hours of original
Content
Group Market Cap (Listed entities under the Parent Group): ~USD10.2 Bn
Present in 171 countries, a reach of ~1bn+ viewers; Compelling bouquet of 75 Channels
Media Businesses Other Businesses
Content Distribution Print
ZEE Entertainment Zee Media Corp. Ltd. DISHTV SITI Networks DNA Newspaper
Launched in 1992
One of India’s largest
media and general TV
entertainment network
Market Cap: INR 484bn
Launched in 1992
Strong presence in
national and regional
news genre
Market Cap: INR 17bn
Launched in 2005
Asia’s largest DTH
service provider
Market Cap: INR 76 bn
Launched in 1994
One of India’s largest
MSO, presence across
580 locations
Market Cap: INR 22 bn
Launched in 2005
English broadsheet
daily with presence
across Mumbai,
Bangalore, Pune,
Ahmedabad, Jaipur &
Indore
Other Businesses
Essel Infrastructure: Book value of USD 3 Bn
Education: Zee Learn Limited
• Market Cap: INR 13bn
Packaging : Essel Propack
• Market Cap: INR 39bn
Theme Parks: Essel World and Waterpark
India’s first and largest online gaming company
Precious Metals: Shirpur Gold Refinery; Market Cap: INR 4 bn
Healthy Lifestyle & Wellness
Exchange rate used USD1=INR64.00
Market cap as of 12th August 2017
18. 18
An Experienced Management Team leads the Company
Mr. Anil Jain: Head- Finance
Mr. Anil Jain has been associated with Essel Group for more
than Eight years. He has held several responsible positions in
Zee Telefilms, Neo Sports, Zee Turner, Media Pro and Taj
Television in his illustrious career of 20+ years. He is a expert on
implementation of systems/ processes, subsidiaries
management and SAP roll-out for finance processes. He has
done CA and is an alumnus of Maharshi Dayanand University.
Mr. Sidharth Balakrishna, Executive Director
Mr. Sidharth Balakrishna has over 13 years of experience in the
energy, infrastructure and education sectors. In the past, he has
led strategy and headed projects in sectors of oil & gas,
renewable energy, education, water and vocational training. Mr.
Balakrishna has also been a Senior Strategy Consultant with
Accenture and KPMG. He holds an MBA from IIM Calcutta and an
Economics degree from the Shri Ram College of Commerce
(SRCC), Delhi University. He has also authored several books on
a variety of issues.
Mr. Alok Govil, Chief Operating Officer – Video Services
Mr. Alok Govil has over 36 years of Sales, Business Development
&Distribution experience across FMCG and Media. He has been a
part of Essel Group and has handled various roles within ZEEL.
He has a PGDM in marketing and sales management from Faculty
of Management Studies (FMS) and a Bachelor of Commerce from
Delhi University.
Mr. Ashish Bhatia, Chief Operating Officer – Broadband Services
Mr. Ashish Bhatia has over 20 year of experience in Telecom,
FMCG & Automobile industries. Prior to joining SITI he was with
MTS (Sistema Shyam Teleservices) as HUB Chief Operating Officer
Rajsthan & Gujarat. He is a MBA in marketing from SP Jain
Institute of Management Research, Mumbai and a B.E in chemical
from Nagpur University.
Mr. Mukesh Ghuriani: Chief Technology officer – Video and
Broadband
Mr. Mukesh Ghuriani has been associated with Bharti Airtel
Limited for over 10 years in various capacities. He has won many
awards and accolades for leading the teams there. His last role
with Bharti Airtel – Telesonic Networks Limited was as a Vice
President of Head Planning and IP Transmission function. He is
an MBA in Finance and B.E in electronics and telecommunication
from Pune University.
Mr. Ganpat Singh Bhati: Vice President – Credit Control,
Subscriber Management, Revenue Assurance
Mr. Ganpat Singh Bhati has been a part of Essel Group for 7
years and he worked at ZEEL heading credit risk management
and audit functions. He has been into leadership roles in
collection domain with several leading financial institutions like
Barclays Finance, ICICI Bank Ltd etc. He has an MBA in Marketing
and B.Sc from Punjab University.
19. 19
The SITI Competitive Advantage
Country-wide
Access
• India’s largest
MSO
• Presence across
580 locations
Superior
Technology
• Using latest
MPEG4 STBs
• Broadband
through Hybrid
(DOCSIS 2/3 &
GPON) Network
• Certain new
launches on
FTTH
Systems &
Processes
• OYC Subscriber
Management
System
• Conax CAS
• SAP Based
systems
• Uniform
commercial
policies
Strategic
Alliances
• VNO tie up with
BSNL to provide
Broadband
under progress
(BSNL holds
62%+ market
share in Fixed
BB)
Efficient
Execution
• Robust
corporate
governance &
compliance
• Professional
Management
• Low
dependence on
Subsidiaries
• Value
unlocking:
Consolidating
MSOs
1 2 3 4 5
20. 20
SITI Networks has a sizeable free float and institutional ownership
Shareholding Pattern
872 Mn Shares
Key Investors
Foreign
Institutions
Domestic
Institutions
As of 4th August 2017
Others include HUF, Clearing Members, banks, trusts and NRIs
Acacia Partners
There has been fund infusion of INR6800 Mn by Promoters through OFCDs & Convertible
Warrants in Last 1.5 year
73.6%
5.1%
3.0%
4.9%
12.1%
1.4%
Promoters Individuals
Indian Companies Mutual Funds
FIIs Others
21. 21
Video and broadband technology infrastructure
15 Digital Headends; Intra-city OFC and Coax Network of ~32,500 Kms covering ~ 580 locations
Transport of Digital CATV signals on 1.2 Gbps links across the country; 354 IP Points
Hybrid (DOCSIS+ GPON) Technology to offer Cable Broadband services
Digital Headends STBs Servers CAS, SMS, EPG ConnectivityChipsets
STBs & Modems are depreciated over a period of 8 years in concurrence with Industry Norms
Modems
ZT
23. 23
Video Strategy
Improve in
Margin
Revenue
Enhancement
Migrate
to Prepaid
Cost
Optimization
Improve extraction from low utilized IP
based locations and exiting non-
profitable ones
Increase Operational Efficiency
Improve Sales Productivity
Increase Collection efficiency by further
implementing Prepaid model in high
ARPU areas
Monetize significant Phase 4 base
Increase HD Subscriber base
In process of streamlining AMS channels
in order to improve AD Revenue
Background work to gear up for TRAI
Tariff order is in progress
Up-sell Broadband, HD, OTT and Video to
customers
24. 24
Broadband Strategy
Simplified Plans
with focus on
long term
contracts. Plans
come with added
benefits to
enhance loyalty.
Design and offer
new plans with
higher speeds
and higher data
allowance based
on changing
consumer
preference.
Adoption of FTTx
technology
@1Gbps speed to
improve
customer
experience with
feature-rich
services.
Next-Gen
product on
digital
convergence
expected to be
launched soon
SITI
Neighbourhood
WiFi to
complement
existing users to
experience SITI
broadband
service outside
their homes.
Contain
Churn
High Data
consumption FTTx
25. 25
SITI well positioned to benefit from implementation of Tariff Order
• Subscribers pay Phase neutral Minimum Rental of INR130 for 100
FTA SD channels; Can take additional FTA channels in bundles of
25 channels for INR20 each
• True A-La-Carte: Discounts on Bouquets restricted to 15% of A-
La-Carte price of Pay channels
• HD Channels priced at <=3 SD Price or Maximum price of Genre
• Broadcasters to provide 20% distribution fee for collection and
remittance of subscription
Subscription
• Marketing & placement fee retained
• Carriage capped @ 20 paisa & @ 40 paisa / subscriber/ channel/
month for SD & HD Channels respectively
• >=5% to <10% - 75% of Base to be charged.
• >=10% to <15% - 50% of Base to be charged.
• >=15% to <20% - 25% of Base to be charged.
• >=20% - No Carriage Fee to be charged
Carriage
Content
costs linked
to
Subscription
& Consumer
Choice
Consumer
ARPUs to rise
Minimum
Return on
Capital
Ensured
Increases
dependence
on Systems &
Processes
Increases
transparenc
y and
adherence
to
compliance
Favours
organized
Entities
Implementation of the network distribution model will shift the balance of power in favour of Distribution
29. 29
Broadband: Q1FY18
• Increased share of customers on lock-
in plans to reduce churn. As of end-
June, 30% of new acquisitions were
on lock-in plans as of June 2017
• Price Laddering accrues significant
increase in New Acquisition ARPU
(calibration of Rent-GBs-Speed)
• This has resulted in increase in mid-
to-high ARPU customer base
(subscribed to plans starting Rs.600
and above)
0.7% 0.6%
30.2%
5.0% 5.60%
10%
0%
5%
10%
15%
20%
25%
30%
3QFY17 4QFY17 1QFY18
Uptake of Lock-in Plans*
% of New acquisition on Lock-in plans % of users on Lock-in plans
ARPU Split* 3QFY17 4QFY17 1QFY18
Low ARPU users (<Rs600) 48% 47% 42%
Mid-to-High ARPU users (> Rs600) 52% 53% 58%
* Data for DOCSIS subs base
32. 32
Consolidated Audited Balance Sheet
(INR Lakhs) 2017 2016
A. Assets
1. Non-current assets
(a) Property, plant and equipment 1,40,433.0 1,10,128.9
(b) Capital work-in-progress 41,109.4 51,131.3
(c) Goodwill 5,825.8 6,246.8
(d) Other intangible assets 24,880.1 22,488.0
(e) Intangible assets under development 1,809.1 2,718.7
(f) Financial assets
(g) Deferred tax assets (net) 58.8 211.3
(h) Other non-current assets 4,474.8 429.2
2. Current assets
(a) Inventories 929.3 1,178.9
(b) Financial assets
(c) Current tax assets 460.0 797.2
(d) Other current assets 15,982.0 23,653.6
Total assets 3,13,973.5 2,93,273.7
B. Equity and liabilities
Equity
(a) Equity share capital 8,726.7 7,947.7
(b) Other equity 45,006.1 49,176.9
(c) Non-controlling interests 9,204.4 7,834.0
Sub-total - Equity 62,937.2 64,958.6
1. Non-current liabilities
(a) Financial liabilities
(b) Provisions 784.5 607.9
(c) Deferred tax liability (net) 1,196.1 343.4
(d) Other non-current liabilities 12,188.6 5,642.3
Sub-total - Non-current liabilities 1,37,771.0 1,09,517.3
2. Current liabilities
(a) Financial liabilities
(b) Other current liabilities 17,629.2 9,301.0
(c) Provisions 1,617.9 675.2
Total equity and liabilities 3,13,973.5 2,93,273.7
33. 33
“SITI continues to hold a strong position in the market with record customer additions. We are
well positioned to monetize this base from Q2 onwards and maintain a strong growth trajectory
In Broadband, we will selectively expand our offerings and drive increased customer focus.
We are also making significant efforts to strengthen processes and optimise costs going
forward, while also enhancing customer offerings. This along with a focus on certain revenue
streams could potentially provide upsides going forward”
Sidharth Balakrishna, Executive Director