Television

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Television

  1. 1. 1 Product Market AnalysisProduct Market Analysis Colour TelevisionColour Television
  2. 2. 2 ContentsContents  History of Television in IndiaHistory of Television in India  Current IssuesCurrent Issues  Future of TelevisionFuture of Television  Implications of BusinessImplications of Business  Parameters of TelevisionParameters of Television  SegmentationSegmentation  Market ShareMarket Share  General Industry CSFsGeneral Industry CSFs  Major Players & their growthMajor Players & their growth  Individual Marketing StrategiesIndividual Marketing Strategies  New Entrant’s StrategiesNew Entrant’s Strategies  Comparative PositioningComparative Positioning
  3. 3. 3 History of Television in IndiaHistory of Television in India  History of televisionHistory of television • In existence for three decadesIn existence for three decades • Until recently, all broadcasting was by government ownedUntil recently, all broadcasting was by government owned company (Doordarshan)company (Doordarshan) • Developed extensive network of terrestrial transpondersDeveloped extensive network of terrestrial transponders • Private broadcasting was illegalPrivate broadcasting was illegal • Introduction of colour television in 1980’s (during 1982Introduction of colour television in 1980’s (during 1982 Asian gamesAsian games))
  4. 4. 4 History of TelevisionHistory of Television (Contd.)(Contd.)  CTV was the driving force behind the consumerCTV was the driving force behind the consumer electronics boom of mid ‘80s, which was due to aelectronics boom of mid ‘80s, which was due to a steady rise in GDPsteady rise in GDP  Between 1989 and 1992 the healthy demand growthBetween 1989 and 1992 the healthy demand growth got eroded due to:got eroded due to: • hhigh excise, sales and other taxes leading to price increase;igh excise, sales and other taxes leading to price increase; • devaluation of rupee in ’91 leading to higher import costs;devaluation of rupee in ’91 leading to higher import costs; andand • temporary saturation of initial pent-up demand.temporary saturation of initial pent-up demand.
  5. 5. 5 History of TelevisionHistory of Television (Contd..)(Contd..)  Post-liberalization revival of CTV marketPost-liberalization revival of CTV market • Rationalization of duty structures leading to lowering of pricesRationalization of duty structures leading to lowering of prices • Stable rupeeStable rupee • Higher GDP growthHigher GDP growth • Relatively lower inflationRelatively lower inflation  Product life cycle got reduced considerablyProduct life cycle got reduced considerably  Introduction of satellite broadcasting by foreign companyIntroduction of satellite broadcasting by foreign company  Led to increase in channel diversityLed to increase in channel diversity  Access to homes where cable (landline) was impenetrableAccess to homes where cable (landline) was impenetrable  Created fierce competition to enter the marketCreated fierce competition to enter the market
  6. 6. 6 Current Television IssuesCurrent Television Issues  70 million homes (400 million individuals) have access70 million homes (400 million individuals) have access to cable TVto cable TV  27 Satellites cover the country27 Satellites cover the country  Widespread illegal cable operatorsWidespread illegal cable operators • Customer bases from 50 to 1000Customer bases from 50 to 1000 • 60,000 cable operators in India60,000 cable operators in India  Satellite competition feared by governmentSatellite competition feared by government • 150 million viewers of satellite programming, with largest150 million viewers of satellite programming, with largest variety of channelsvariety of channels
  7. 7. 7 Future of TelevisionFuture of Television  Slow, steady migration towards digital transmissionSlow, steady migration towards digital transmission (over current infrastructure)(over current infrastructure)  Widespread laying of fibre optic cableWidespread laying of fibre optic cable  Increase in homes with cable to over 100 million in 10Increase in homes with cable to over 100 million in 10 yearsyears  Increase in pay-per-view and customized programmingIncrease in pay-per-view and customized programming  Government must relax restrictions/threats againstGovernment must relax restrictions/threats against foreign and domestic competitorsforeign and domestic competitors
  8. 8. 8 Implications for BusinessImplications for Business  CurrentCurrent • Poor infrastructurePoor infrastructure • Corrupt governmentCorrupt government • Surplus of skilled technical workersSurplus of skilled technical workers  FutureFuture • Improved infrastructure (potential to be sixth in world)Improved infrastructure (potential to be sixth in world) • Possibility of relaxed laws/bans on foreign competitionPossibility of relaxed laws/bans on foreign competition • Increased investment from outside sourcesIncreased investment from outside sources
  9. 9. 9 Dominant Parameters of TelevisionDominant Parameters of Television  Brand nameBrand name  SizeSize  PricePrice  Pricing schemePricing scheme  After sales serviceAfter sales service  Picture qualityPicture quality  SoundSound  Number of channelsNumber of channels  Other featuresOther features
  10. 10. 10 Segmentation - SizeSegmentation - Size SizeSize MarketMarket shareshare Sub - segmentsSub - segments CharacteristicsCharacteristics 14”14” 13%13% * Non-remote and remote* Non-remote and remote * 50% growth rate, fastest* 50% growth rate, fastest growing segment, second buygrowing segment, second buy 20”20” 42%42% * Non-remote (65%) and* Non-remote (65%) and remote (35%)remote (35%) * Conventional & FST* Conventional & FST * Price sensitive* Price sensitive 21”21” 40%40% * Non-remote (40%) and* Non-remote (40%) and remote (60%)remote (60%) * Conventional and FST* Conventional and FST * Both economy (<20000) and* Both economy (<20000) and premium (>20000) modelspremium (>20000) models * Customers ready to pay for* Customers ready to pay for extra featuresextra features * FFST models available in this* FFST models available in this rangerange >25”>25” 5%5% 25”,29” & 32” models25”,29” & 32” models * Quality conscious buyers* Quality conscious buyers * Innovative features e.g. net* Innovative features e.g. net tv,flat tvtv,flat tv
  11. 11. 11 Segmentation - PriceSegmentation - Price  PricePrice • LowLow Rs 8000-12000Rs 8000-12000 (35%)(35%) • MediumMedium Rs 15000-20000Rs 15000-20000 (60%)(60%) • HighHigh Rs 25000-150000Rs 25000-150000 (5%)(5%) Source : www.IndianTelevision.com
  12. 12. 12 Market ShareMarket Share Brands Market share (%)(FY00) BPL 20.3 Videocon 19 Onida 13 LG 11 Aiwa 10 Samsung 9 Philips 5.5 Sony 3 Sharp 3 Akai 2 Thomson 2 Others 2.2 Source: www.indiantelevision.com Source : www.IndianTelevision.com
  13. 13. 13  Televisions form about 35% of the Rs 110 bn IndianTelevisions form about 35% of the Rs 110 bn Indian consumer durable marketconsumer durable market • Under Intensive Competition, the marketing strategy adoptedUnder Intensive Competition, the marketing strategy adopted to circumvent competition becomes the deciding factor forto circumvent competition becomes the deciding factor for survivalsurvival • Tapping into all possible segments and price ranges therebyTapping into all possible segments and price ranges thereby spreading the risk (portfolio)spreading the risk (portfolio) • True economies of scale are achieved when plant capacityTrue economies of scale are achieved when plant capacity reaches at least 2 million units per year; this is larger than thereaches at least 2 million units per year; this is larger than the size of Indian CTV Marketsize of Indian CTV Market • Export markets should be a viable options for domesticExport markets should be a viable options for domestic playersplayers General CSFs of the IndustryGeneral CSFs of the Industry
  14. 14. 14  In view of the growingIn view of the growing convergenceconvergence the Indian marketers shouldthe Indian marketers should have to look for better product features.have to look for better product features.  Indian market is highly price sensitive. So, increased pressureIndian market is highly price sensitive. So, increased pressure due to competition and overzealous capacity creations hasdue to competition and overzealous capacity creations has resulted in lower margins. The fiercest players tackling the priceresulted in lower margins. The fiercest players tackling the price front well will have afront well will have a price related CSFprice related CSF..  The high import duties on raw materials (CPT) in India (importThe high import duties on raw materials (CPT) in India (import duty is 42%) have given more challenges to meet.duty is 42%) have given more challenges to meet. General CSFs of the IndustryGeneral CSFs of the Industry
  15. 15. 15 Major PlayersMajor Players BPLBPL ONIDAONIDA PHILIPSPHILIPS VIDEOCONVIDEOCON
  16. 16. 16 Market PenetrationMarket Penetration Years Urban Rural 1989-1990 123 9 1992-1993 160 16 1993-1994 178 19 1995-1996 212 26 Penetration of Colour Televisions per thousandPenetration of Colour Televisions per thousand householdshouseholds Source : www.IndianTelevision.com
  17. 17. 17 Demand GrowthDemand Growth Supply scenario(figures in mn nos) 1997-98 1998-99 1999- 2000 Demand-Domestic 2.65 3.5 5 Export 0.15 0.25 0.35 Supply 5.5 6.3 7.1 Surplus 2.7 2.55 1.75 Source : www.IndianTelevision.com
  18. 18. 18 Years Growth 1996-1997 1.97 million 1997-1998 2.4 million 1998-1999 4.4 million 1999-2000 5.7 million Export GrowthExport Growth Colour Television Exports in IndiaColour Television Exports in India Source : www.IndianTelevision.com
  19. 19. 19 Comparative AnalysisComparative Analysis Company Name Year Net Sales (Rs Bn) Growth (%) Net Profit (Rs Bn) Videocon FY 2000 30 12.5 1.5 BPL FY 2000 20.15 4 1.07 Onida FY 2000 7.97 16 0.46 Philips FY 1999 17.45 4 0.28 Source : www.IndianTelevision.com
  20. 20. 20 BPL 7, 30,000 Videocon 8,50,000 Onida 3,00,000 Others 2,50,000 Total 21,30,000 Company Capacity CapacityCapacity Source : www.IndianTelevision.com
  21. 21. 21 Product:Product: Salient FeaturesSalient Features BPLBPL  Available sizes: 14” – 29”Available sizes: 14” – 29”  New available models –New available models – EveluxEvelux,, Digital BPLDigital BPL  Collaborations with Sanyo, Toshiba, HarrisCollaborations with Sanyo, Toshiba, Harris CommunicationCommunication  Available latest technology QPF and MatrixAvailable latest technology QPF and Matrix  Company ISO CertifiedCompany ISO Certified  Damaged product replacement under warranty periodDamaged product replacement under warranty period
  22. 22. 22 Product:Product: Salient FeaturesSalient Features ONIDAONIDA  Available sizes: 14” – 29”Available sizes: 14” – 29”  Two new models –Two new models – Candy and IGOCandy and IGO  Servicing professionals trained from JVC JapanServicing professionals trained from JVC Japan  Growth in revenue 33%, rise in net profit 38% (Q1 FY00)Growth in revenue 33%, rise in net profit 38% (Q1 FY00)  Earned exports 78 mn (INR)Earned exports 78 mn (INR)  Damaged product replacement under warranty periodDamaged product replacement under warranty period
  23. 23. 23 Product:Product: Salient FeaturesSalient Features PHILIPSPHILIPS  Available sizes: 14”-32”Available sizes: 14”-32”  Two new models available:Two new models available: Match line series and power visionMatch line series and power vision  ERP system implementedERP system implemented  CRT, LCD technology adopted in Monitor, Speech RecognitionCRT, LCD technology adopted in Monitor, Speech Recognition System and Security SystemSystem and Security System  Incurred a loss of 40.5 crIncurred a loss of 40.5 cr instead of reducing operating costinstead of reducing operating cost from 5.5 – 3 %from 5.5 – 3 %  After warranty Services at nominal costAfter warranty Services at nominal cost  Damaged product replacement under warrantyDamaged product replacement under warranty
  24. 24. 24 Product:Product: Salient FeaturesSalient Features VIDEOCONVIDEOCON  Available sizes: 21”-29”Available sizes: 21”-29”  Multi brands –Multi brands – Akai, Sansui, Kenwood and Toshiba.Akai, Sansui, Kenwood and Toshiba.  Availability of a new model PlasmaAvailability of a new model Plasma  Implemented large ERP systemImplemented large ERP system  Features like Nicam Sterio, Timer, automatic settings,Features like Nicam Sterio, Timer, automatic settings, organizer, Head phone and latest Internet TV availableorganizer, Head phone and latest Internet TV available  Tie up with Telecruz Technologies INC for NET TVTie up with Telecruz Technologies INC for NET TV  Damaged product replacement under warrantyDamaged product replacement under warranty
  25. 25. 25 Price:Price: Salient FeaturesSalient Features  List PriceList Price • BPL:BPL: 14” – Rs 7990 – Rs 998014” – Rs 7990 – Rs 9980 20”/21” – Rs 13000 – Rs 2000020”/21” – Rs 13000 – Rs 20000 • ONIDA:ONIDA: 14” – Rs 7990 – Rs 998014” – Rs 7990 – Rs 9980 20”/21” – Rs 13000 – Rs 21,00020”/21” – Rs 13000 – Rs 21,000 • PHILIPS:PHILIPS: 14” – Rs 7990 – Rs 1098014” – Rs 7990 – Rs 10980 20”/21” – Rs 13000 – Rs 19,00020”/21” – Rs 13000 – Rs 19,000 • VIDEOCON:VIDEOCON: 14” – Rs 5900 – Rs 899014” – Rs 5900 – Rs 8990 20”/21” – Rs 8490 – Rs 1799020”/21” – Rs 8490 – Rs 17990
  26. 26. 26 Price:Price: Salient FeaturesSalient Features  Discounts available throughDiscounts available through • In exchange of old TVsIn exchange of old TVs • Tournament or event based like World Cup CricketTournament or event based like World Cup Cricket • Festive season discountsFestive season discounts • Pre-budget discountsPre-budget discounts  Allowances available throughAllowances available through • Lottery schemes (Seasonal)Lottery schemes (Seasonal) • Scratch card offer (seasonal)Scratch card offer (seasonal) • Twin pack offer – Buy one TV, get a washing machine etc. freeTwin pack offer – Buy one TV, get a washing machine etc. free • ‘‘Chhappad Phadke’ offer by Videocon – Rs 2000–3000Chhappad Phadke’ offer by Videocon – Rs 2000–3000
  27. 27. 27 Price:Price: Salient FeaturesSalient Features  Installment facilities availableInstallment facilities available • Proof of salary/income statement is required, tie up with variousProof of salary/income statement is required, tie up with various Financial Institution like ICICI, SCB, etc.Financial Institution like ICICI, SCB, etc.  Discount on full payment in cashDiscount on full payment in cash
  28. 28. 28 Price:Price: Salient FeaturesSalient Features  Event SponsoringEvent Sponsoring • Like Philips National Football League, Videocon Screen Awards,Like Philips National Football League, Videocon Screen Awards, • Sponsorship of Entertainment and Television events by otherSponsorship of Entertainment and Television events by other brands like BPL Top 10, etc.brands like BPL Top 10, etc.  Tie-ups with E-Commerce sites (B to C) like Fabmart.com,Tie-ups with E-Commerce sites (B to C) like Fabmart.com, eBuyGuru.com by Sony IndiaeBuyGuru.com by Sony India  Money bond scheme with every purchase, as done by AkaiMoney bond scheme with every purchase, as done by Akai
  29. 29. 29 Price:Price: Salient FeaturesSalient Features  Money back guarantee schemeMoney back guarantee scheme  Customer enticing routes- Replacement of sets, andCustomer enticing routes- Replacement of sets, and heavy discounts on new sets as done by Akaiheavy discounts on new sets as done by Akai  Dealer enticing route - as done for Videocon brandsDealer enticing route - as done for Videocon brands  Multi brand strategy of VideoconMulti brand strategy of Videocon  Onida arcade – online selling TVOnida arcade – online selling TV  Advertisements through:Advertisements through: • Newspapers, Magazine, TV, Radio, Glow signs, Banners, WebNewspapers, Magazine, TV, Radio, Glow signs, Banners, Web AdvertisingAdvertising
  30. 30. 30 Promotion:Promotion: Salient FeaturesSalient Features  Advertisements done by various eminent popularAdvertisements done by various eminent popular personalities:personalities: • like Amitabh Bachhan in BPL, Govinda in Videocon, Sachinlike Amitabh Bachhan in BPL, Govinda in Videocon, Sachin Tendulkar in Philips, voice of Amitabh Bachhan is used in OnidaTendulkar in Philips, voice of Amitabh Bachhan is used in Onida Ad.Ad.  Quick accessibility of CTVs through wide dealer networkQuick accessibility of CTVs through wide dealer network  Increasing distribution outlets of linking them throughIncreasing distribution outlets of linking them through satellite linkssatellite links  For rural sector, moving with painted vansFor rural sector, moving with painted vans  Onida approaches rural co-operative societiesOnida approaches rural co-operative societies
  31. 31. 31 Price:Price: Salient FeaturesSalient Features  Presence in both rural and urban marketPresence in both rural and urban market  Online connectivity of distributorsOnline connectivity of distributors  Distributors are present in almost all state capitals andDistributors are present in almost all state capitals and dealers present in almost all towns and small citiesdealers present in almost all towns and small cities Manufacturer Distributor Dealer Customer
  32. 32. 32 BPL- FactsBPL- Facts  Reputation for reliability and qualityReputation for reliability and quality  Tremendous brand equityTremendous brand equity  High brand preference in the replacement marketHigh brand preference in the replacement market  Largest distribution network in the countryLargest distribution network in the country  High level of indigenization (import content as low as 13%)High level of indigenization (import content as low as 13%) makes it price competitivemakes it price competitive  Technological tie up with Sanyo of Japan has given accessTechnological tie up with Sanyo of Japan has given access to the latest technologyto the latest technology
  33. 33. 33  Originally targeted middle income group, changing focus and going for middle to high end (newer segments)  BPL employing a multi-brand strategy to plug the gaps in BPL's CTV portfolio and use these new brands "to get incremental volumes, while BPL remains the mother brand”.  High-end convergence products will come under the Digital-BPL branding. The company has already introduced its digital range.  At the low end of the CTV market, BPL is launching primarily to compete with Chinese and local brands. Under the 'Evelux' brand name, BPL will launch it into selective markets regionally. BPL - StrategiesBPL - Strategies
  34. 34. 34  BPL points out that this new low-end brand “will not just be a cheapBPL points out that this new low-end brand “will not just be a cheap product”, and that it will “not just address a price-point issue” but itproduct”, and that it will “not just address a price-point issue” but it also has quality.also has quality.  BPL is aggressive on exports.BPL is aggressive on exports.  The company’s recent launch includes a 100% pureflat - screen TV, aThe company’s recent launch includes a 100% pureflat - screen TV, a new 29-inch CTV, a new 25-inch CTV called Studio 25, Plasmanew 29-inch CTV, a new 25-inch CTV called Studio 25, Plasma Display, i.e. the flat TVs with no picture tubes, the PC-TV, i.e. theDisplay, i.e. the flat TVs with no picture tubes, the PC-TV, i.e. the Personal Computer-cum-TV.Personal Computer-cum-TV.  Product innovation, introduction of new features and high brand recallProduct innovation, introduction of new features and high brand recall has helped BPL in maintaining its leadership position.has helped BPL in maintaining its leadership position. BPL - StrategiesBPL - Strategies
  35. 35. 35 ONIDA - FactsONIDA - Facts  One of the first players to enter into the marketOne of the first players to enter into the market  Major presence in the Northern and Eastern regionsMajor presence in the Northern and Eastern regions  Enjoys substantial Brand EquityEnjoys substantial Brand Equity  Traditionally operated in the premium segment with low volumesTraditionally operated in the premium segment with low volumes and high marginsand high margins  Influx of MNCs right into the segment has put it in the line of fireInflux of MNCs right into the segment has put it in the line of fire  It is fighting back by launching wide screen models in directIt is fighting back by launching wide screen models in direct competition with MNCs and also lowering price and trying to catercompetition with MNCs and also lowering price and trying to cater to lower segmentsto lower segments  Tie up with JVC ensures access to latest technologiesTie up with JVC ensures access to latest technologies
  36. 36. 36  Onida gives more stress to dealer networkOnida gives more stress to dealer network  It introduced ‘Onida Loyalty Programme’, meant exclusively forIt introduced ‘Onida Loyalty Programme’, meant exclusively for Onida customers, and ‘Onida Display Contest’ targeted at theOnida customers, and ‘Onida Display Contest’ targeted at the dealersdealers  The loyalty programme has been branded as ‘Onida—offer forThe loyalty programme has been branded as ‘Onida—offer for life’, which suggests that the customer need not move out of thelife’, which suggests that the customer need not move out of the Onida banner for the rest of his lifeOnida banner for the rest of his life  Onida keeps introducing contemporary models and helps the OnidaOnida keeps introducing contemporary models and helps the Onida owners to upgradeowners to upgrade ONIDA - StrategiesONIDA - Strategies
  37. 37. 37  Onida is planning to use its strength in circuit and cabinetOnida is planning to use its strength in circuit and cabinet design to target very specific premium customerdesign to target very specific premium customer segments.segments.  Finally the company will be strengthening its after salesFinally the company will be strengthening its after sales service as it believes that a large scope of differentiationservice as it believes that a large scope of differentiation lies here.lies here.  Aggressive brand promotion’s aftermath has given OnidaAggressive brand promotion’s aftermath has given Onida wisdom to manage volumes.wisdom to manage volumes. ONIDA - StrategiesONIDA - Strategies
  38. 38. 38 PHILIPS -FactsPHILIPS -Facts  The late entrant to the IndustryThe late entrant to the Industry  Dutch parent company Philips NV increased its stakeDutch parent company Philips NV increased its stake to 51% at the onset of liberalisationto 51% at the onset of liberalisation  It was a leader in the B/W segment and with theIt was a leader in the B/W segment and with the backing of the parent company it launched several newbacking of the parent company it launched several new CTV models with latest featuresCTV models with latest features  Enjoys considerable Brand Equity on account of its 30Enjoys considerable Brand Equity on account of its 30 year old market presenceyear old market presence
  39. 39. 39  Positioned at the upper end of the middle to upper marketPositioned at the upper end of the middle to upper market  Enforcing its brand image with a media blitzkriegEnforcing its brand image with a media blitzkrieg  It uses umbrella brand’s image for promotionIt uses umbrella brand’s image for promotion  Schemes of an additional warranty and a free gift wherebySchemes of an additional warranty and a free gift whereby customers get a guarantee of five years are usedcustomers get a guarantee of five years are used  They emphasize also on new technology products especiallyThey emphasize also on new technology products especially digital technology. These include Integrated Wireless FM Digitaldigital technology. These include Integrated Wireless FM Digital Wide screen TV, High Definition Rear Projection TV and RealWide screen TV, High Definition Rear Projection TV and Real Flat TV DVDFlat TV DVD  Targeting rural middle class alsoTargeting rural middle class also PHILIPS - StrategiesPHILIPS - Strategies
  40. 40. 40 VIDEOCON - FactsVIDEOCON - Facts  Matching features of the competitors at aMatching features of the competitors at a competitive pricecompetitive price  Wide range of models giving choice to the customerWide range of models giving choice to the customer  Not in competition with MNCs as products are ofNot in competition with MNCs as products are of low price and mediocre qualitylow price and mediocre quality  Recently trying to access premium market throughRecently trying to access premium market through sub brands like Sansui, etc.sub brands like Sansui, etc.
  41. 41. 41 VIDEOCON - StrategiesVIDEOCON - Strategies  Positioned at the lower and middle segmentsPositioned at the lower and middle segments  Extremely aggressive player adopting high volume – lowExtremely aggressive player adopting high volume – low margin strategymargin strategy  Videocon International is offering discounts along withVideocon International is offering discounts along with surprise gifts to its customers on the purchase of asurprise gifts to its customers on the purchase of a Videocon CTV from time to time especially on seasonsVideocon CTV from time to time especially on seasons  Videocon International is already offering scratch cardVideocon International is already offering scratch card schemesschemes  Targeting rural marketTargeting rural market
  42. 42. 42  Company's leadership position is a reiteration of its ability toCompany's leadership position is a reiteration of its ability to connect with the customer's mental spaceconnect with the customer's mental space  It enjoys the image of Japanese umbrella brand having aIt enjoys the image of Japanese umbrella brand having a presence of over the last 53 yearspresence of over the last 53 years  The company has evolved into a luminous brand with technologyThe company has evolved into a luminous brand with technology innovation, quality and premiuminnovation, quality and premium  Sony India is trying to expand its product portfolio in the countrySony India is trying to expand its product portfolio in the country to have convergenceto have convergence  Sony will increase the dealer network by 25%, from 1,488 toSony will increase the dealer network by 25%, from 1,488 to 1877. The number of Sony Worlds will also be increased from1877. The number of Sony Worlds will also be increased from the current 13 to 26 during this financial yearthe current 13 to 26 during this financial year  Targeting rural markets alsoTargeting rural markets also New Entrants’ Strategies - SonyNew Entrants’ Strategies - Sony
  43. 43. 43  Akai used its exchange offer blitzkriegAkai used its exchange offer blitzkrieg to root its presenceto root its presence in market.in market. In effect, Akai created a market -- for second-In effect, Akai created a market -- for second- hand CTVshand CTVs  Riding on the low margin – high volume theoryRiding on the low margin – high volume theory  Using electronic parts imports from Japan as its strongUsing electronic parts imports from Japan as its strong pointpoint  Strong after sales service networksStrong after sales service networks  Targeting low and middle customer segmentsTargeting low and middle customer segments  Targeting rural markets heavilyTargeting rural markets heavily  Too small leadtime for new product launchToo small leadtime for new product launch New Entrants’ Strategies - AkaiNew Entrants’ Strategies - Akai
  44. 44. 44 Comparative PositioningComparative Positioning CompanyCompany TargetTarget PositioningPositioning BPLBPL Middle to upperMiddle to upper Quality for priceQuality for price OnidaOnida Middle to upperMiddle to upper Superior productSuperior product PhilipsPhilips Middle to upperMiddle to upper FeaturesFeatures VideoconVideocon Lower to middleLower to middle AffordableAffordable SonySony UpperUpper High imageHigh image AkaiAkai Lower to middleLower to middle AffordableAffordable

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