1

Table of Contents:
Introduction of Videocon Industries Indian Television Industry Product Life Cycle of CTV in India Porters Model

Videocon in Indian Television Industry Revenue Mix Performance measures STP 4 Ps Competitors Strategies Recommendations A Lifestyle Statement

Videocon Industries
More to come | More to create Videocon deems it a privilege that it is in a position to prolong instances of joy and spirit. And lend much needed variety and flair in everyone's life. An Indian multinational, a global force in display technologies and a group on the threshold of even bigger things. There are new horizons to breach, new frontiers to conquer and simply no pause buttons on the Videocon play. Expect the unexpected, the uncharted and the unlimited. Keep watching. Corporate Profile The Videocon group emerges as a USD 2.5 Billion global conglomerate continuing to set trends in every sphere of its activities from a conference room sized assembly line in 1979. It started life in 1984 as a branded manufacturer of consumer durables. In 1995, it ventured in to contract manufacturing and then oil. The consumer electronics and oil businesses were separate entities with separate balance sheets. Things changed in 2005 when Videocon merged its oil subsidiary, petrocon, in to the flagship VIL (Videocon Industries Limited). Now it has a balance sheet that has the combined number both consumer electronics as well as oil. It is clear that this was primarily done to use oil revenues to shore up the sagging consumer electronics business. Nevertheless, it is unusual. This move has raised questions about whether Videocon is trying out too many things. An indication of market sentiment can be got from the fact that its market cap of Rs 9,855 crores is less than even its estimated sales (put out by domestic brokerages) of Rs 11,444 crores in FY06 (it has an October-September financial calendar). One of the worlds largest and most acknowledged CPT manufacturer in the world, the group is forging ahead
3

with production and development of latest technologies like Super True Flat CPT, Slim CPT, Extra Slim CPT and HD 16:9 format CPT. Some Big Steps

Consumer Electronics, Home Appliances & Compressor manufacturing in India Videocon enjoys a pre-eminent position in terms of sales and customer satisfaction in many of our consumer products like Color Televisions, Washing Machines, Air Conditioners, Refrigerators, Microwave ovens and many other home appliances, selling them through a Multi-Brand strategy with the largest sales and service network in India. Refrigerator manufacturing is further supported by our in-house compressor manufacturing technology in Bangalore. Videocon has the largest distributed manufacturing base across India 12 facilities. It has the Capacity to manufacture 4 million CTVs, 2.5 lacs washing machines, 1 mn. DVD players, 4.8 mn refrigerators. Display industry and its components With the Thomson acquisition Videocon has emerged as one of the largest Color Picture tube manufacturers in the world operating in Mexico, Italy, Poland and China, continuing to lead through new innovative technologies like slim CPT, extra slim CPT and High Definition 16:9 format CPT. Color Picture Tube Glass Videocon is one of the largest CPT Glass manufacturers in the world with a high level of experience and technical expertise operating through Poland and India. Videocon will leverage on this synergy after the Thomson acquisition to internally source glass for its CPT manufacturing increasing efficiencies and lowering costs. Oil and Gas An important asset for the group is its Ravva oil field with one of the lowest operating costs in the world producing 50,000 barrels of oil per day. The group has ambitious plans for expansion in this sector globally. LOGO LOGIC This is the new Videocon symbol. It reiterates the ethos of a company dedicated to maintaining the highest international standards of excellence through quality,
5

technology and innovation. For over a decade now, Videocon has been bringing the latest and very best in Consumer Electronics and Home Appliances. Successfully adapting the best of international technology to suit Indian needs, and crafting it to improve the quality of life as million of satisfied customers will agree.

The new symbol of Videocon asserts its passion for global impact, and the two Es on either side represent the Groups wide spectrum of interests ranging from Electronics to Energy. Along with the steely glint, this communicates the group's global ambition, its strength, sterling credentials and innovative drive. A symbol that proclaims a paradigm shift. A sign that represents the new force that is Videocon. Thus recapitulating our principle of reaching out and touching the lives of millions of people Worldwide. Vision and Mission: To delight and deliver beyond expectation through ingenious strategy, intrepid entrepreneurship, improved technology, innovative products, insightful marketing and inspired thinking about the future. Videocon would like to derive optimum value out of CRT assets. In case of TVs Videocon intend to be present in the global brand space through Daewoo acquisition and build on strong domestic position especially in the emerging market of the world where the demand is being lead by increasing propensity of erstwhile non consumer to consume. Videocon also intend to build further on the OEM route. It already has its presence in the European market through operation base at Anagni in Italy, where Videocon will sell 1.5 mn TV sets of Plasma LCD and CRTs Technologies to complete its TV vertical, Videocon will be present in the FPD (Front panel Display ) space, by setting a plasma panel line in Italy.

2010 Road map

A newly formulated 2010 Road Map outlines the groups broad strategy. Besides aspiring to be among the top five in both branded consumer electronics and contract manufacturing in the world by 2010, it also wants to control onethird of the branded domestic market.

INDIAN TELEVISION INDUSTRY

India is having 120 million households those are enjoying the benefits of Television sets. Indian Television Market is emerging as a key driver in global market both as a consumer & manufacturer of Televisions. Total Units sold- 12.5 million (2006). Total sales of $ 2.5 billion (2006). Sales are expected to reach $ 4 billion by 2011 at a compound growth rate of 9.6%. The market is expected to grow to 18.7 million units by 2011 at a compound annual growth rate of 9%. Global Players in Indian TV Industry 1. LG 2. Videocon 3. Sony 4. Samsung 5. Onida 6. Philips
7

In Indian industry the Korean companies are clearly dominating the market.

PRODUCT LIFE CYCLE (PLC) of the Color TV

The PLC for television has a SCALLOPED PATTERN Introduction Stage (1982 1983) The Color TV was introduced. Growth Stage (1984 to 1986)-The industry was at the nascent stage where the Black & White Television was pre-dominant. However the sale of CTV increased. Maturity Stage (1986 to 1989) The industry went into the maturity stage with lot of domestic competition coming in the market. Decline Stage (1989-1991) Penetration levels into rural India were at low levels. Urban segment purely dominated CTV market while there was a huge untapped market. Re-introduction Stage: Entry of MNCs Introduction1992 to 1994 The MNCs entered into India resulting in a greater degree of penetration. They brought lot of products having a lot of features.
8

Growth (1995 to 1999) - The CTV Market grew at a very fast rate. The demand for CTV s increased Manifold with aggressive marketing techniques, resulting in increased penetration and cut throat competition between domestic players and MNCs. The growing demand for flat CTVs was propelled by the declining price differentials between FCTV and CCTV segments. Maturity Stage (2000 to 2002-03) - The market of FCTV and CCTV were consolidating. After 2002-03- Cycle Continues the Product Life Cycle has been going through a lot of Stages where before the decline of the product, a newer version has been launched in the market and the PLC has gone through the phases again. These innovations include LCD, Plasma in the past. Now HDTV has also been launched and that has led to a rising PLC.

Porters Model
Potential entrants (Threat of Entry)

Suppliers (Supplier Power)

Industry Competetitors (Segment rivalry)

Buyers (Buyer Power)

Substitutes (Threat of substitutes)

In order to understand the industry better, we analyze the industry using Porters Five Force Model- Threat to entry - Rivalry of among existing firms - Bargaining power of buyers - Bargaining Power of Suppliers - Threat of Substitutes

Threat to Entry- Entering the CTV market isnt very easy. One of the most important features needed is a good distribution system which isnt something that can be developed overnight. - Also a television today is a style statement. Therefore the brand plays an important role in influencing the purchase decision. For a new company then entering this market, not having a recognized brand name is a threat to entry.

Rivalry among existing firms- There is strong competition among the current players. The main players being LG, Samsung, Onida, Videocon, Philips, Sansui. Some of the regional players are- Hyundai and Haier are new entrants in the CTV space in addition to a number of small regional players.
10

- This increased competition has ensured that advertising costs are an integral part of the players total cost. A lack of product differentiation means that price is a competitive feature that intensifies rivalry. The highest price reductions during 2002-03 to 2005-06 were in the 20inch and 21inch CCTV category. - With the future being in LCDs, this market is likely to see price reductions future. - It is expected that realizations will fall with increased competition.

Bargaining Power of Buyers- The TV market today is a consumers market where the consumer has the upper hand with him having the power of choosing from a variety if brands. - This bargaining power of the buyer has forced the players to offer credit facilities on sale, to provide lower EMIs and excellent after-sales service. - The intense dealer competition also benefits the consumer in terms of prices and offers available. - Inventory carrying costs for television companies are high. This is a boon for the consumers as it translates into higher bargaining power for the consume

Threat of Substitutes- For a television, the substitute can only be a functional substitute. The functional use of a television is to watch programs, live events etc. This today can also be done on a computer. - Theaters too can be a substitute to watching movies at home. - Today with various multiplexes and theaters providing screenings of live events such as sports telecasts etc along with the luxury of good food and the opportunity to enjoy the event with a number of other enthusiasts, the TV can be substituted if the TV is bought only to watch certain events.

11

- However if the television on considered to be a style statement and a lifestyle statement, then consumers will seek to keep upgrading the type and the model of their television sets.

Bargaining Power of Suppliers- PCBs (Printed Circuit Boards) & CRTs (Cathode Ray Tube) are key raw materials in the production of CTVs. - CRT accounts for 46-48 per cent of the total raw material costs of a CTV. PCBs and housing components account for 33-39 per cent of total raw material costs. - Domestic CPTs prices tend to follow Global price trends. Therefore the suppliers do not have much of bargaining power in this regard. -Cabinets are sourced from plastic manufacturers and as these manufacturers supply to different industries, they therefore do have a bargaining power, especially in comparison to CRT suppliers.

VIDEOCON'S STRATEGIES
Multi-brand strategy
Videocon International was the first Indian company to adopt the strategy of multi-brands. Apart from its mid-priced brand Videocon, the company now hawks Toshiba, a premium brand, and the low-priced brands Akai and Sansui. The multi branding technology paid off as Videocon managed to hold on to a combined market share of around 19.6 percent, with LG at 25.9 percent and Samsung at around 13.8 percent. Overall, the shift in the power to trade is probably one of the defining developments. It is important since the TV companies themselves have taken it seriously and embarked on crafting longer-term strategies to accommodate this development. The effectiveness of their strategy and the responses of the other
12

players promise to deliver a few more years of enterprising developments in the Indian TV market.

Backward Integration
Videocon integrated backwards by getting into manufacture of components such as electron guns, metal parts and deflection yokes for CTVs and compressors, and electric motors and plastic components for households appliances such as washing machines, refrigerators and Air conditioners. The group integrated further to get in to manufacture of glass panels and funnels, the key components for the manufacture of color picture tubes. Videocon enjoys a unique synergy in the global CTV business from glass to CRT (Cathode Ray tubes) to CTVs. - (From Sand to CTV). Together with other components for households appliances. This high degree of backward integration bestows upon the company a unique benefit over competition.

Videocon's revenue mix

Performance Measures
13

SEGMENTATION, TARGETING & POSITIONING (STP)

SEGMENTATION:
Market segmentation is the process in marketing of dividing a market into distinct subsets (segments) that behave in the same way or have similar needs. Because each segment is fairly homogeneous in their needs and attitudes, they are likely to respond similarly to a given marketing strategy. They are likely to have similar feelings and ideas about a marketing mix comprised of a given
14

product or service, sold at a given price, distributed in a certain way and promoted in a certain way. The process of segmentation is distinct from targeting (choosing which segments to address) and positioning (designing an appropriate marketing mix for each segment). The overall intent is to identify groups of similar customers and potential customers; to prioritize the groups to address; to understand their behavior; and to respond with appropriate marketing strategies that satisfy the different preferences of each chosen segment. Segments based on Income Plasma: Income group of more than 50,000 LCD: Income bracket of Rs 20,000 and above Slim: Consumer in the income bracket of Rs 9000-15000 Flat: Consumer in the income bracket of 7000-12000 Conventional: income bracket of Rs 3000-6000 Segments based on social class Plasma: rich class LCD: upper middle class and rich class Slim: middle class Flat: middle and lower middle class Conventional: lower economic class. Benefit Segmentation: Conventional, Flat screen Slim, LCD, and Plasma can also segmented on the basis of benefits that an end consumer would receive from them. User Status: TV market can be classified into non users of TV and potential users in term of graduating to a higher segment like slim, LCD,Plasma from basic conventional TV Loyalty status: On the basis of Loyalty status Hardcore Loyal: brand loyal to Videocon for a long time in terms of purchasing products of Videocon Shifting Loyal: who shift loyalty from other brands to another Switchers: not loyal to any brands so attract them to Videocon and convert they brand loyal.
15

TARGETING:
Once the firm has identified its marketing-segment opportunities, it has to decide how many and which ones to target. Marketers are increasingly combining several variables in an effort to identify smaller, better-defined target groups. The decisions involved in targeting strategy include: * Which segments to target? * How many products to offer * Which products to offer in which segments In premium segments like flat screens and FDPs the growth in sales has been many times the industry growth. More importantly, high end product sales are no longer restricted to metros. Consumer in tier-2 cities seems to be as evolved in lifestyle needs. The consumer profile, too, has changed. Higher disposable incomes, greater aspirations and younger demographic have increased demands for the technologies. And Videocon is targeting this segment.

POSITIONING:
Positioning has come to mean the process by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization. It is the 'relative competitive comparison' their product occupies in a given market as perceived by the target market. Once the competitive frame of reference for positioning has been fixed by defining the customer target market and nature of competition, marketers can define the appropriate points-of-difference and points-of parity associations. Points of Parity (POPs) are associations that are not necessarily unique to the brand but may infact be shared with other brands. They represent necessary-but not necessarily sufficient-conditions for brand choice. Videocon's Points-of-Parity are good quality Picture and good sound.
16

Points-of-Difference (PODs) are attributes or benefits consumers strongly associates with a brand, positively evaluate, and believe that they could not find to the same extent with a competitive brand. Videocon's POD is the quality product with low cost. With the strong backward integration Videocon can provide the products with low cost. Thus, Videocon is positioned itself as a reliable and value-for-money product.

4Ps
The 4Ps includes the Product, Price, Place and promotion.

Product Mix
Product mix is the set of all product and items a particular seller offers for sale. Product mix consists of various product lines. The width of a product mix refers to how many different product lines the company carries. The Videocon television has product mix width of five lines. I.e. plasma, LCD, Slim, flat and Conventional.
17

The length of a product mix refers to the total number of items in the mix. I.e. for the line of LCD the length is 2 as it has two items 50 PDP and 42 PDP. The depth of the product mix refers to how many variants are offered of each product in the line.i.e. For LCD the depth will be 2. As Videocon is offering only one product in 50 PDP and 42 PDP. The three product-mix dimensions permit the company to expand its business in three ways. It can add new product lines, thus widening its product mix. It can lengthen each product lines. It can add more product variants to each product and deepen its product mix.

Width, Length & Depth

Width = 5 (Plasma, LCD, Slim, Flat, Conventional)

18

Plasma 50PDP 42PDP

LCD 42 LCD 32 LCD 26 LCD 20 LCD 19 LCD

Slim 29 slim 21 slim

Flat 29 flat 21 flat 15 flat

Conventional 21 FFST 20 conv 14 conv

Length 2

In the product mix of Videocon, it is having 37 different models, which gives them their product line Depth.

PLASMA
Plasma television technology is similar to the technology used in a fluorescent light bulb. The display itself consists of cells. Within each cell two glass panels
19

are separated by a narrow gap in which neon-xenon gas is injected and sealed in plasma form during the manufacturing process. The main advantage of Plasma over CRT technology is that, by utilizing a sealed cell with charged plasma for each pixel, the need for a scanning electron beam in eliminated, which, in turn, eliminates the need for a large Cathode Ray Tube to produce video images. This is why traditional televisions are shaped more like boxes and Plasma televisions are thin and flat.

Advantages of Plasma Television: Largest Screen Formats. Superior Contrasts. Versatile. Capable Of Displaying Full HDTV & Dtv Signal. Capable Of Displaying Xga, Svga & Vga Pc Signal. Wide Viewing Angle. Wide Rage Of Richer Color Over 16 Million. Superb Realistic Images. Less Expensive Than Lcds. Life More Than 30,000 Hours. Wide Screen Aspect Ratio around 16:9. Perfect Flat Screen. Uniform Screen Brightness. Slim & Space Saving Design. 50" PDP Integra 50 10000:1 Contrast Ratio 3:2 & 2:2 Pull Down HDMI Compatible 3-D Video Noise Reduction PC Input 42" PDP 16.77 Million Color 10000:1 Contrast Ratio 3.2 & 2:2 Pull Down
20

1500cd/m2 Brightness HDMI Compatible 3-D Video Noise Reduction

LCD
The flabs are out and now technology has switched over to sleek and slim products, LCD being the prominent amongst them. LCD technology is the recent breakthrough in consumer electronics and because of its esteemed advantages this segment is growing day by day. Videocon are launching this range under the sub brand Integra. INTEGRA term indicates the integration of various systems connectivity with LCDTV. This is an integration of best sound quality and excellent picture quality. What is TFT-LCD? Meaning of this term is Thin Film TransistorLiquid Crystal Display. TFT technology used in this category offers the best image quality in flat panels. This technology is also called as Active Matrix Technology. 40" LCD 32" LCD 26" LCD 20" LCD 19" LCD

Slim
With Continuous Research & Development Videocon brings a revolutionary advancement in physics & brings new Slim & Trim Television.
21

The Most significant feature of the Slim & Trim Television is its one kind of super slim picture tube technology. This has enables us to make the TV 42% Slimmer. Slim Picture tube is a product with reduced depth providing the TV and monitor producers with opportunity to design Slim, flat and stylish TVs comparable to plasma or LCD panels maintaining Good picture Quality 29" SLIM 21" SLIM

Flat
Videocon Bada Woofer with Surrounds Bass Technology Bass Amplification by Dynamic Alignment (BADA) woofer is a revolutionary technology that offers a new sound to create an unbelievable sound space Videocon unique Bazoomba Woofer Technology Videocon's superior Bazoomba Woofer Technology incorporates a unique conjugate arrangement of Woofer motors that ensures rich bass reproduction. The Bazoomba Woofer Technology Enables the generation of the lowest bass frequencies from a small enclosure (Bazoomba tube). Enables cleaner and tighter bass reproduction due to acoustic cancellation of distortion in the even harmonics

29" TFT 21" TFT 15" TFT

22

Conventional TV
21" FFST 20" CONV 14" CONV

Pricing
The pricing of the Videocons various models is as following. Plasma TV LCD TV Slim TV Flat TV Conventional TV : : : : : Rs. 59,990 - 2, 40,000 Rs. 28,400 89,900 Rs. 10,400 18,900 Rs. 5,500 18,400 Rs. 4,600 - 9,500

Place
Videocon has its presence all throughout India. They have their presence in 25 states and each state has at least 2 divisions per state. In total they are having 78 divisions.Videocon has around 1800 dealers in India. They are having 96 service centers across India.

Promotional Activities
Focusing on LCD, Plasma and 29 Flat TVs since 2006. By institutional selling. Company used both TVC as well as print media for promotion. The company is using outdoor media promotions in hording and bus shelters to high light the feature packed advantages. Major tie ups in the background IIT alumni/ Videocon Santos ham film awards 2006 with ZEE and ICC Cricket champions trophy.
23

Seasonal offers Trip to Germany during FIFA world cup Videocon bonanza offer ( har din diwali) during diwali Chance to win car, motor bike and LCD TV's. Brand ambassador Shahrukh Khan M S Dhoni Total spending of 80 crores in 2006 on advertisements.( 35 crores for CTV)

Sponsorship
Videocon is inspired heavily by the uplifting values perpetuated by sports. Its ability to draw people together irrespective of differences in race, gender, religion and country. Unity of spirit and purpose is ultimately what builds bridges between diverse cultures. This is the core belief of a group that today has operations spread over a cross-cultural milieu worldwide. Also, at the heart of sports is fair play, a virtue which enjoys exalted status among values cherished by Videocon. The group has been deeply involved in supporting sports. Its sponsorship of cricketing events across the globe underlies its commitment and passion for sports as well as its goal to connect with a global audience. It is a matter of pride that Videocon's Audio Visual products entertain enthusiasts and fans passionate about watching sports worldwide. A breakdown of the statement above reveals a means and end approach, where the end is articulated at the beginning with the means linked to it. Their famous tag line One of the only companies in the world to convert sand to TV

24

Competitors strategies
Differentiation Strategy adopted by other players:
LEADER-LG Product localization is a key strategy used by LG. * LG came out with Hindi and regional language menus on its TV. * Introduced the low-priced Cineplus and Sampoorna range for the rural markets. * LG was the first brand to introduce gaming in CTVs. In continuation of its association with cricket, LG introduced the cricket game in CTVs. CHALLENGERS- SAMSUNG Samsung considers After Sales Service as a key differentiator for Samsung products. In order to deliver prompt and easily accessible service, Samsung India has set up a widespread network of company owned as well as Authorized Service Centers to service its customers. The Samsung Service Plazas, as the Company owned Service Centers are called, are a first in the industry. FOLLOWERS- ONIDA AND PHILIPS Onida
25

Onidas differentiation strategy is based on its brand based advertising rather than feature based advertising. They used its brand mascot The Onida Devil and its punch line Neighbors Envy Owners Pride to create Brand awareness of their product. Where its competitors were focusing on advertising of the features of their products, Onida has concentrated only on their Brand. The Devil helped Onida gain substantial market share and brand recall among the customers. Philips Philips Differentiation Strategy is their Simplicity Led Design. Philips believes in the unity of form and function. Their technology is easy to use. In Philipss world, they are trying to improve the consumers life. Philips is known for its consumer insight and empathy. Therefore, their differentiation strategy includes making technology simple to use. NICHER-SONY Sony is focusing on providing quality products to its customers and differentiating itself from the other players.

The positioning strategy adopted by other players:

Leader-LG It is positioned as a premium brand that pioneers the most innovative technologies in India. Challengers - Samsung Samsung has positioned itself as a brand that brings communication, entertainment and information in easy to use digital device.

26

Nicher- Sony Sony Positioned as a premium product giving the best quality to cater to the demands of its high end customers.

Recommendations (Strategies)
Product Strategy
1. Stop all curved CPT production 2. Shift focus to LCD CTVs; target: by December 2007. 3. Launch Slim 21 and focus Slim 29 immediately. Target is to have almost all CRTs production shifted to Slim by 2007 4. Take full advantage of Digital and HDTV revolution, gain leadership in HDTV Slim TV segment through OEM and model mix worldwide strategy. 5. Study unique product range / pro large to fill market gaps in markets such as Asia and Eastern Europe / CIS / South America 6. Focus on reduction of costs through reduction of glass, shift to AK mask and reduction of process rejection.

Sales Strategy
1. Improve relationship with existing clients ; Use of Thomsons excellent relations as preferred supplier to maximize sales 2. Improve service and quality without putting pressure on price structure 3. Fetch a better price and avoid crisis of huge stock. 4. Leverage Slim product offering 5. Launch LCD panels assembly to be a major actor of the Flat Panel Displays market (which is expected to account for 50% of the market by 2012). 6. Benefit from OEM CTV business with the help of Videocons CTV division, invest for new models, introduction of new technologies.
27

7. upgrade to LCD's schemes easy EMI. Re. 1 offer. 8. Improve after sales service 9. Free service camp on the wheels.

Industrial Strategy
1. Consider improvement in production lines set-up: investments, line speed

2. 3. 4. 5.

up / mergers? Target is to increase output and decrease product costs by increasing productivity of existing lines This will reduce manpower and overheads per picture tube by 30% that will be redeployed on new activities in the sites (new technologies) Improve the furnace output in the Poland Glass factory by making some changes into furnaces including electrical boosting. Consider increasing capacity through one more furnace. t is envisaged that 100m will be invested in the next 2 years for this purpose Expand into LCD panels back-end assembly (from buying LCD arrays from big suppliers like LG, SDI, CMO, AUO, Sharp)

Cost Strategy
1. Leverage the strong base of Videocons glass business: Thomson-

Videocon partnership will have a very strong negotiation position and can reduce impact of glass pricing volatility 2. Reduce production cost by upgrading and improving the production lines. Thomson-Videocon partnership will have its own base of additional 4 million units CTV (other than India) 3. Necessary to rationalize R & D efforts, necessary to make its cost below 1.5% of sales

Product Development

28

1. i-TV web enabled TV at the price of 13,900 with exchange offer for an 2.

3.
4.

5. 6. 7.
8.

older version. TVs With hard disk to store programs. Wall mounted Flat CTVs at the price of 12,990. Aimed at fulfilling needs of customer who can not buy LCDs but prefer to do away with CTV models which occupy space in living rooms. CTVs with inbuilt set top box Tie up with DTH player and provide annual subscription offer. to provide Direct to home services. Bluetooth enabled CTV.

New Product Line

Introduce CCTVs as it has the demand in several areas like restaurants, airport, railways stations,banks, hospitals, shopping malls, company offices.

A lifestyle statement
People do not see the television as a mere electronic device providing sight & sound. It has now become an entertainment experience and a lifestyle statement that people are willing to pay for. Since consumers are ready to shell out money for a lavish entertainment experience, there is today no limit to the number facilities that a television can envision of offering. From in built recording to internet facilities to supreme sound etc. The opportunity for this industry lies in coming up with new features to the conventional CTV. There is therefore lot of scope for growth and innovation.

29

30