DOCSLIB.ORG

Videocon D2H to Merge with Dish TV Creating a Leading Cable & Satellite Distribution Platform

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Videocon D2H to Merge with Dish TV Creating a Leading Cable & Satellite Distribution Platform Dish TV India Limited Investor Presentation 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 Dish TV India Limited 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. Dish TV India Limited does not undertake to update these forward-looking statements to reflect events or circumstances that may arise after publication. 2 Indian M&E Industry Snapshot TV industry size (INR Bn.) Broadcasting industry Distribution industry 2021P 771 394 Multiple broadcasters INR 771 Bn. Analog 2021 TV subscription producing content in revenues 15 languages Cable Digital 2017P 426 225 CAGR of ~ 16% across 38% Cable (2017-2021P) 7 genres 29% INR 426 Bn. beaming 2017 DTH 2012 245 125 TV subscription ~880 channels revenues 33% Subscription revenues Advertising revenues Indian television market statistics (HHs Mn.) 2016 2020 306 284 239 Total households 284 Mn. 306 Mn. 202 181 173 141 152 113 Total TV households 181 Mn. 202 Mn. TV penetration (of total HHs) 64% 66% C&S penetration (of TV HHS) 84% 85% 2010 2016P 2020P Total HHs TV HHs C&S HHs 3 Source: TV industry size : FICCI-KPMG 2017, Indian television market statistics & broadcasting and distribution industry : MPA Report 2016 Distribution Industry 4 Digital Addressable Systems - DAS Phase III Phase I Phase IV 7,709 urban areas Delhi, Mumbai, Phase II Rest of India 31-Dec-2015 Calcutta & Chennai 38 notified cities 31-Dec-2016 31-Jan-2017 30-June-2012 31-Mar-2013 31-March-2017 Cable Bulk of the potential DAS converts Land grab seeding at throw away prices Limited coverage by large MSO’s due to dispersed population No addressability/KYC Very high DTH recognition; DTH best suited considering terrain Working backwards to fill critical gaps; packaging-billing- dunning Key target markets with more than 60% incremental potential for DTH DTH Seeding ground for High-Definition Phase III - Close to 100% seeding achieved* Potential subscribers for upselling – high value packs Phase IV - HH’s to be covered ~ 40 Mn. Total number of HH’s in Phase IV~ 70 Mn. ~40% seeding has been achieved in Phase 4 markets 5 689 districts to be covered across the country Source: * Ministry of Information and Broadcasting Annual Report, 2017 Distribution Industry - Cable 3 Tiered Structure MSOs Distributors LCOs (at least 1 in each (more than 1,500) (more than locality) 60,000) Pre-DAS Analog signal - limited carrying capacity, broadcasters jostling for PCS Placement & Carriage fees - bulk of MSOs top-line Post-DAS Massive under declaration; ignored, to maintain MSOs ‘reach’ Digital signal - fatter pipe, larger carrying capacity No incentive to raise ARPUs Placement fees mindset B2B Net billing 100% postpaid. Element of bad debts? Net Content Cost (per sub p.m.) Impairment of Set-Top-Box (STB)? MSOs DTH ~ Rs.14 ~ Rs.65 Net Content Cost (per sub p.m.) MSOs DTH ~ Rs.14 ~ Rs.65 Game Changer? 6 Tariff Order.. Distribution Industry - DTH DTH Players in India Dish TV*: 2003 Industry pioneer. Started operations in 2003. Part of 100% digital TATA Sky: the Essel Group Launched in 2006. JV 2006 Owns last mile subscribers between the TATA Group and News Corp Sun Direct: Subscription driven top-line 2007 Launched in 2007. JV between Sun Network and Fully prepaid subscription; no bad debts Astro, Malaysia Reliance Digital: 2008 Tax compliant Part of Reliance Communication Ltd, a DTH contributes ~ 60% of broadcaster’s subsidiary of Reliance ADA Airtel Digital: domestic subscription revenues group 2008 Launched in 2008. Part of the telecom major Bharti Videocon d2h*: Airtel. Launched in 2009. Part of the white goods 2009 manufacturing Videocon group Dish TV Videocon Ltd: Videocon d2h merged with 2018 and into Dish TV, to form Dish TV Videocon Limited 7 Notes: * As per the Scheme of Arrangement, Videocon d2h shall be merged into Dish TV, to form a combined entity to be renamed as Dish TV Videocon Limited 8 Many Firsts to its Credit First to launch Live TV for First DTH moving vehicles in India 2003 2007 First to achieve operational break-even in the Indian DTH 2009 industry First to negotiate content on a fixed First to fee basis 2010 launch High Definition First to initiate consolidation in the First to launch sector. Amalgamation of First to be PAT positive First to launch a sub- online TV for DTH brand targeting regional First to offer Vd2h into Dish TV in in the Indian DTH viewers – ‘Dish 2012 process industry language markets– ‘Zing’ Online unlimited recording 2012 2013 2016 2015 2014 First to be FCF positive in the Indian DTH industry 9 Business Model P&L structure – 3QFY18 3% 2% Dish TV India Limited Subscription revenues 100% Prepaid.100% EPRS. 1% 0% Bandwidth income Consolidated Advertising income Upfront subsidy on Consumer Premises revenues Equipment (CPE) Lease rent Other income 94% Average ARPU of Rs.144 Programming and other costs 17% Other operating expenses (excluding Churn at 0.8% p.m. Prog. & Other cost) Consolidated 33% 5% expenses Employee benefit expenses Implied average subscriber life of 10 years 17% Other expenses (including S&D exp.) EBITDA margin – 27.1% 10 Notes: # EPRS– Electronic Payment Recharge System. *ARPU & Churn numbers are for 3QFY18. Key Metrics - Annual Market share # ARPU (Rs.) 300 4% 20% 11% 250 17% 200 172 22% 154 162 163 157 151 150 138 25% 150 100 50 Dish TV Tata Sky Sun Direct Big TV Airtel Digital Videocon D2h 0 FY17 FY16(R2) FY15(R1) FY14 FY13 FY12 FY11 FY10 Net subscriber base (Mn.) Hardware subsidy (Rs.) 20 2400 15.5 14.5 2000 15 12.9 1600 1,400 11.4 10.7 9.6 1,235 10 8.5 1200 1,100 5.7 800 5 400 0 0 FY17 FY16 FY15 FY14 FY13 FY12 FY11 FY10 FY17 FY16 FY15 11 Notes: # Market share based on gross subscribers as on 31st Dec, 2017 as per market estimates. (R1): Restated post netting off collection charges. (R2): Restated post netting off Entertainment Tax Key Metrics - Annual Subscription revenues (Rs. Mn.) EBITDA (Rs. Mn.) 35,000 14000 12000 30,000 27,696 26,617 10,249 24,499 10000 9,728 25,000 22,681 7,331 19,228 8000 6,240 20,000 16,639 5,794 6000 4,960 15,000 11,927 4000 2,380 10,000 8,353 2000 1,117 5,000 0 - -2000 FY17 FY16(R2) FY15(R1) FY14 FY13 FY12 FY11 FY10 FY17 FY16 FY15 FY14 FY13 FY12 FY11 FY10 Programming and other costs as % of revenues Net profit/(loss) (Rs. Mn.) 60% 8500 6,924 * 50% 6500 40% 4500 40% 35% 31% 31% 30% 29.6% 30% 30% 2500 1,093 * 30% 500 31 20% -1500 (660) (1,576) (1,331) 10% (1,920) -3500 (2,622) 0% -5500 FY17 FY16(R2) FY15(R1) FY14 FY13 FY12 FY11 FY10 FY17 FY16 FY15 FY14 FY13 FY12 FY11 FY10 12 Notes: (R1) Restated, post netting off collection charges. (R2) Restated post netting off Entertainment Tax. * Including deferred tax assets of Rs. 740 and Rs. 4,360 mn. for FY17 and FY16 respectively Key Metrics - Quarter Net subscriber additions (Mn.) ARPU (Rs.) Subscription revenues (Rs. Mn.) 0.6 180 10000 170 8000 160 0.4 150 6000 6,921 6,928 7,049 140 144 149 151 4000 0.2 0.250 130 0.204 2000 0.188 120 0 110 0 3QFY18 2QFY18 3QFY17 3QFY18 2QFY18 3QFY17 3QFY18 2QFY18 3QFY17 EBITDA (Rs. Mn.) & EBITDA margin Net profit (Rs. Mn.) 3000 45.0% 43.0%44.0% 42.0% 4,500 2500 40.0%41.0% 38.0%39.0% 2000 37.0% 35.0%36.0% # 3,000 31.8% 34.0% 1500 28.9% 32.0%33.0% 30.0%31.0% 1,500 1000 27.1% 2,376 29.0% 2,161 27.0%28.0% 2,005 26.0% 84 500 24.0%25.0% 0 22.0%23.0% (36) (179) 0 20.0%21.0% -1,500 3QFY18 2QFY18 3QFY17 3QFY18 2QFY18 3QFY17 13 Notes: *3QFY17 figures have been restated to comply with Ind-AS Strategy and Outlook 14 Strengthening the Core SD @ Rs. 8.50 (plus taxes) HD @ Rs. 17.00 (plus taxes) Tailor made packages, for easy transition, for first time digital (pay) subscribers Ala-carte offering across channels; first in the industry Rs. 169 plus taxes Separate communication of indirect taxes to the subscriber; first in the industry 15 *GST Extra DAS Phase III & IV Any of the ‘Hindi’ entertainment Across phase III & IV add-on packs @ Rs.54 (plus taxes) each p.m markets ‘Bharat Pack’ Movie Mix/Entertainment Mix/others Packs starting @ Rs. 85 (plus OR taxes) Marathi/Bengali/Oriya/others Mandatory subscription to any one of Regional / Hindi entertainment packs Any of the ‘Regional’ add-on packs @ Rs.34 (plus taxes) each p.m. 16 Strong Regional Focus Zing Kerala Packs; starting from Rs.85 (plus taxes) Zing West Bengal/Odisha/Tripura Packs starting from going up to Rs.
Load more

Recommended publications
  • NEW SYLLABUS 345 : 1 : Roll No…………………
    OPEN BOOK EXAMINATION NEW SYLLABUS 345 : 1 : Roll No………………… Time allowed : 3 hours Maximum marks : 100 Total number of questions : 6 Total number of printed pages : 7 NOTE : Answer ALL Questions. 1. "Telecom Industry in India" The telecommunication industry in India was one of the most swiftly growing sectors in the world with stupendous growth over the last decade. It was regarded as the third largest in the world and the second largest among the emerging economies of Asia. Besides the public sector, the private segment had made significant contribution that had turned the industry into one of the key contributors to the Indian success story. It had an impressive growth trajectory, adding nearly 9 million subscribers per month, bringing the mobile subscriber base to over 903 million by January, 2012. BCG, in January, 2011, indicated that the Indian telecom market would surpass the US $100 billion mark by 2015. This report contradicted the prevalent common belief that growth in the telecom sector had reached a saturation point. In 1994, when mobile phones were introduced in India, the country was divided into 23 circles and licences were issued as per these circles. The circles were classified into four categories — Metros, A, B and C - on the basis of revenue potential; Metro and A circles were expected to have the highest potential. The telecom market in India was highly competitive compared to other countries, and there were over 11 operators in each circle, which was unheard of anywhere else in the world. Different players included Airtel, Reliance, Vodafone (earlier Hutch), Idea, Tata, state-owned BSNL and many more.
    [Show full text]
  • 11. Mumbai & Thane
    11. MUMBAI & THANE Service Name City BST Silver Gold Sony Mumbai & Thane N Y Y Sony SAB Mumbai & Thane N Y Y Colors Mumbai & Thane N Y Y Rishtey Mumbai & Thane N Y Y Sony PAL Mumbai & Thane N Y Y Shop CJ Mumbai & Thane N Y Y Home Shop 18 Mumbai & Thane Y Y Y I D Mumbai & Thane N Y Y Zoom Mumbai & Thane N N Y Epic Mumbai & Thane N N N ETV Bihar JH Mumbai & Thane N Y Y ETV MP CG Mumbai & Thane N Y Y ETV Rajasthan Mumbai & Thane N Y Y ETV UP UK Mumbai & Thane N Y Y DEN snapdeal tv-shop Mumbai & Thane Y Y Y Sahara One Mumbai & Thane N Y Y DD National Mumbai & Thane Y Y Y DD Rajasthan Mumbai & Thane Y Y Y DD Uttar Pradesh Mumbai & Thane Y Y Y DD Madhya Pradesh Mumbai & Thane Y Y Y DD Bihar Mumbai & Thane Y Y Y Sony MAX Mumbai & Thane N Y Y SONY MAX 2 Mumbai & Thane N Y Y B4U Movies Mumbai & Thane N Y Y Cinema TV Mumbai & Thane N Y Y Multiplex Mumbai & Thane Y Y Y DEN Cinema Mumbai & Thane Y Y Y Filmy Mumbai & Thane N N Y DEN Movies Mumbai & Thane N Y Y AXN Mumbai & Thane N Y Y Comedy Central Mumbai & Thane N Y Y Colors Infinity Mumbai & Thane N Y Y DSN INFO Mumbai & Thane Y Y Y Sony PIX Mumbai & Thane N Y Y Movies Now Mumbai & Thane N N Y Romedy Now Mumbai & Thane N N Y Discovery Turbo Mumbai & Thane N Y Y TLC Mumbai & Thane N Y Y Fashion TV Mumbai & Thane N N Y Food Food Mumbai & Thane N N Y News 18 India Mumbai & Thane N Y Y India TV Mumbai & Thane Y Y Y News 24 Mumbai & Thane N N N Aajtak Tez Mumbai & Thane N Y Y ABP News Mumbai & Thane Y Y Y Aajtak Mumbai & Thane N Y Y News Nation Mumbai & Thane Y Y Y India News Mumbai & Thane Y Y Y DD
    [Show full text]
  • Hathway Cable and Datacom Limited
    Date: April 20, 2021 To To The Listing Department The Corporate Relationship Department The National Stock Exchange of India Limited BSE Limited Plot No. C/1, G Block P.J. Towers, 1st Floor, Bandra Kurla Complex Dalal Street, Bandra (East) Mumbai – 400 001 Mumbai 400 051 Script Code No. 533162 Symbol: HATHWAY Ref.: Composite Scheme of Amalgamation and Arrangement between the Company, Den Networks Limited, Network18 Media & Investments Limited, TV18 Broadcast Limited, Media18 Distribution Services Limited, Web18 Digital Services Limited and Digital18 Media Limited and their respective shareholders and creditors (“Scheme”) Dear Sirs, This has reference to the captioned Composite Scheme approved by the Board of Directors on February 17, 2020. The shareholders are aware that the Scheme was filed with both BSE Limited (“BSE”) and National Stock Exchange of India Limited (“NSE”) for their no-objection letter. The Company had also disclosed in its quarterly financial results for the quarter ended September 30, 2020, that the stock exchanges had returned the Scheme stating that the Company may apply to the stock exchanges once the Scheme is in compliance with SEBI circulars / SEBI Regulations. This pertained to the compliance by the Company and Den Networks Limited of the Minimum Public Shareholding requirement. Considering that more than a year has passed from the time the Board considered the Scheme, the Board of the Company has decided not to proceed with the arrangement envisaged in the Scheme. This is for your information and records. Thanking you, FOR HATHWAY CABLE AND DATACOM LIMITED AJAY SINGH Head Corporate Legal, Company Secretary and Chief Compliance Officer FCS: 5189 Hathway Cable and Datacom Limited 805/806, “Windsor”, Off C.S.T.
    [Show full text]
  • ZEEMEDIA [email protected]
    ZEEMEDIA [email protected] Collaborative Strategies C o h e s i v e G r o w t h ZEEMEDIA ZEE MEDIA CORPORATION LIMITED REGISTERED OFFICE 14th Floor, A Wing, Marathon Futurex, NM Joshi Marg, Lower Parel, Mumbai - 400013 Maharashtra Tel.: +91 22 7106 1234 Fax: +91 22 2300 2107 Website: www.zeenews.india.com Annual Report 2017-18 OUR ZEEMEDIA PRESENCE INSIDE THIS REPORT Corporate Overview Collaborative Strategies Cohesive Growth 01 Growing Together with Viewer Engagement 02 Growing Together with Advertisers' Reach 03 Growing Together with Society and Government 04 Growing Together with Our Employees - Our Trusted Aides 05 Srinagar Steadfast Progress, Nurturing New Ventures 06 Jammu Raising the Bar with Innovations 08 Message to Shareholders 10 Growth Firmly Embedded in Value System 12 Chandigarh Dehradun Our Channels and Digital Platforms 13 Corporate Information 16 Noida STATUTORY REPORTS Lucknow Varanasi Notice 17 Jaipur Ajmer Directors' Report 26 Patna Corporate Governance Report 43 Kota Management Discussion and Analysis 56 Ranchi Kolkata Ahmedabad Bhopal Indore Vadodara FINANCIAL STATEMENTS Rajkot Raipur Surat Standalone Financial Statements 67 Nagpur Consolidated Financial Statements 121 Bhubaneswar Nasik Aurangabad Thane Mumbai BSE, Mumbai Pune Kohlapur Hyderabad FORWARD LOOKING STATEMENTS Bengaluru Certain statements in this annual report concerning our future growth prospects are forward-looking statements, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. We have tried wherever possible to identify such statements by using words such as 'anticipate', 'estimate', 'expect', 'project', 'intend', 'plan', 'believe' and words of similar substance in connection with any discussion of future performance.
    [Show full text]
  • February 17, 2020
    February 17, 2020 The Manager, Listing Department The General Manager The National Stock Exchange of India Ltd. The Bombay Stock Exchange Limited Exchange Plaza Listing Department Bandra Kurla Complex 15th Floor, P J Towers Bandra (E) Mumbai-400 051 Dalal Street, Mumbai-400 001 NSE Trading Symbol- DEN BSE Scrip Code- 533137 Dear Sirs, Sub.: Media Release titled “Scheme of Amalgamation and Arrangement amongst Network18, TV18, Den & Hathway” Dear Sirs, Attached is the Media Release being issued by the Company titled “Scheme of amalgamation and Arrangement amongst Network18, TV18, Den & Hathway”. You are requested to take the above on record. Thanking You, FCS No. :6887 MEDIA RELEASE Scheme of Amalgamation and Arrangement amongst Network18, TV18, Den & Hathway Consolidates media and distribution businesses of Reliance Creates Media & Distribution platform comparable with global standards of reach, scale and integration News Broadcasting business of TV18 to be housed in Network18 Cable and Broadband businesses of Den and Hathway to be housed in two separate wholly-owned subsidiaries of Network18 February 17, 2020: Reliance Industries (NSE: RELIANCE) announced a consolidation of its media and distribution businesses spread across multiple entities into Network18. Under the Scheme of Arrangement, TV18 Broadcast (NSE: TV18), Hathway Cable & Datacom (NSE: HATHWAY) and Den Networks (NSE: DEN) will merge into Network18 Media & Investments (NSE: NETWORK18). The Appointed Date for the merger shall be February 1, 2020. The Board of Directors of the respective companies approved the Scheme of Amalgamation and Arrangement at their meetings held today. The broadcasting business will be housed in Network18 and the cable and ISP businesses in two separate wholly owned subsidiaries of Network18.
    [Show full text]
  • Investor Presentation April 2015
    5 Investor Presentation April 2015 DEN Networks Ltd. © DEN Networks Ltd. All Rights© Den Reserved Networks Ltd. Investors Update – Apr’15 1 www.dennetworks.com Legal Disclaimer These presentation materials have been prepared by DEN Networks Limited (“DEN”) solely for use at this presentation and have not been independently verified. This presentation material is highly confidential, is being presented solely for your information and may not be copied, reproduced or redistributed to any other person in any manner. The distribution of these materials in certain jurisdictions may be restricted by law and persons into whose possession these materials come should inform themselves about and observe any such restrictions. Neither DEN nor any of its affiliates, advisers or representatives make any undertaking to update any such information subsequent to the date hereof. No representations or warranties, express or implied, are made as to, and no reliance should be placed on, the accuracy, fairness or completeness of the information presented or contained in this presentation. The information presented or contained in this presentation is current as of the date hereof and is subject to change without notice. Certain information and statements made in this presentation contain “forward-looking statements.” Such forward-looking statements can be identified by the use of forward-looking terminology such as “anticipate,” “believe,” “considering,” “depends,” “estimate,” “expect,” “intend,” “plan,” “planning,” “planned,” “project,” “trend,” and similar expressions. All forward-looking statements are the current expectation of future events and are subject to a number of factors that could cause actual results to differ materially from those described in the forward-looking statements.
    [Show full text]
  • Maximising Availability of International Connectivity in Developing Countries: Strategies to Ensure Global Digital Inclusion Acknowledgements
    REGULATORY AND MARKET ENVIRONMENT International Telecommunication Union Telecommunication Development Bureau Place des Nations Maximising Availability CH-1211 Geneva 20 OF INTERNATIONAL CONNECTIVITY Switzerland www.itu.int IN DEVELOPING COUNTRIES: STRATEGIES TO ENSURE GLOBAL DIGITAL INCLUSION ISBN: 978-92-61-22491-2 9 7 8 9 2 6 1 2 2 4 9 1 2 Printed in Switzerland Geneva, 2016 INCLUSION GLOBAL DIGITAL TO ENSURE STRATEGIES CONNECTIVITY IN DEVELOPING COUNTRIES: OF INTERNATIONAL AVAILABILITY MAXIMISING Telecommunication Development Sector Maximising availability of international connectivity in developing countries: Strategies to ensure global digital inclusion Acknowledgements The International Telecommunication Union (ITU) would like to thank ITU experts Mike Jensen, Peter Lovelock, and John Ure (TRPC) for the preparation of this report. This report was produced by the ITU Telecommunication Development Bureau (BDT). ISBN: 978-92-61-22481-3 (paper version) 978-92-61-22491-2 (electronic version) 978-92-61-22501-8 (EPUB) 978-92-61-22511-7 (MOBI) Please consider the environment before printing this report. © ITU 2016 All rights reserved. No part of this publication may be reproduced, by any means whatsoever, without the prior written permission of ITU. Table of Contents 1 Introduction and background 1 2 The dynamics of international capacity provision in developing countries 2 2.1 The Global context 2 2.2 International capacity costs 3 2.3 Global transit 4 3 International connectivity provision 5 3.1 Ways and means of enabling international
    [Show full text]
  • CP (IB) No. 01/MB/2018]
    NCLT Mumbai Bench IA No. 1031/2020 in [CP (IB) No. 01/MB/2018] IN THE NATIONAL COMPANY LAW TRIBUNAL MUMBAI BENCH, SPECIAL BENCH II *** *** *** IA No. 1031 of 2020 in [CP (IB) No. 01/MB/2018] Under Section 60(5) of Insolvency and Bankruptcy Code, 2016 *** *** *** In the matter of STATE BANK OF INDIA Versus VIDEOCON TELECOMMUNICATIONS LIMITED Between ABHIJIT GUHATHAKURTA, Resolution Professional for 13 Videocon Group Companies Flat No. 701, A Wing, Satyam Springs, Cts No. 272a/2/l, Off BSD Marg, Deonar, Mumbai City, Maharashtra, 400088 … Applicant and DEPARTMENT OF TELECOMMUNICATIONS Ministry of Communications, Access Service Branch, AS-1 Division, Sanchar Bhawan, 20, Ashoka Road, New Delhi- 110001 … Respondent No. 1 BANK OF BARODA 3rd Floor, 10/12, Mumbai Samachar Marg, Fort, Mumbai- 400 001 … Respondent No. 2 Date of Order: 07.10.2020 CORAM: Hon’ble Janab Mohammed Ajmal, Member Judicial Hon’ble Ravikumar Duraisamy, Member Technical Appearance: For the Applicant : Senior Counsel Mr. Gaurav Joshi with Ms. Meghna Rajadhyaksha. For the Respondents : None Page 1 of 8 NCLT Mumbai Bench IA No. 1031/2020 in [CP (IB) No. 01/MB/2018] Per: Janab Mohammed Ajmal (Member Judicial) ORDER This is an Application by the Resolution Professional of the Corporate Debtor seeking necessary direction against the Respondent(s). 2. Facts leading to the Application may briefly be stated as follows. The Videocon Telecommunications Limited (hereinafter referred to as the Corporate Debtor) had availed various credit facilities from the State Bank of India and other Banks including Bank of Baroda (Respondent No. 2). The Department of Telecommunications, Government of India (Respondent No.
    [Show full text]
  • United Access Service Licence (UASL)
    United Access Service Licence (UASL) By N.K.Goyal President, Indian Manufacturing Foundation, Chairman Emeritus, TEMA ; Chairman CTIA President, HP Chamber of Commerce and Industries [email protected] Existing operators As on January 31, there were two basic licensees, 60 cellular and 97 UAS licensees, taking the total number to 159. Idea Cellular has operations in 13 telecom circles, Vodafone Essar in 16 circles and Aircel Cellular offers in 9 telecom circles, even as all three operators are awaiting GSM spectrum to extend their operations to the all 23 telecom circles in the Country GSM players: 3 pan India : Airtel, Vodafone, BSNL/ MTNL, Others: Spice, Reliance; Aircell—Chennai & TN, Dishnet wireless North East. Idea CDMA players: 2 pan India: Reliance, Tata, Others: Shyam (Rajasthan), HFCL (Punjab), BSNL/MTN L Existing licensees that have not started services - Idea Cellular and Aircel Dishnet Wireless and Essar Spacetel - onus on the operators to start an alternate service if they have taken a license. - Roll-out obligations are 10 per cent of the circle has to be covered within a year. EXISTING OPERATORS INVESTMENT PLANS All India investments during 2005-06 is Rs. 36,685 Crores Expected 2006-07 Rs. 47,561 Crores 2007-08 Rs. 64,530 Crores 2008-09 Rs. 61,660 Crores Towers existing 1,20,000 and expected addition 2,00,000 within next two years. UASL LICENSE APPLICATION FDI 49%/74 % Application fees Rs 15,000 each Paid up capital of applicant company as prescribed Net worth 30/50/100 Crores for C/B/A Circles. Means paid up capital+ free reserves of applicant and promoters with at least 10% equity, foreign exchange of foreign promoter company to be converted as on application date.
    [Show full text]
  • Extraordinary Together
    Experience the Extraordinary ANNUAL REPORT 2017-18 ZEE ENTERTAINMENT ENTERPRISES LIMITED WELCOME TO THE EXTRAORDINARY WORLD OF ZEE! The journey of a thousand miles begins with one step. We took our first Our new brand ideology – ‘Extraordinary Together’, celebrates our step 25 years back with a simple idea - create stories that entertain, belief in the power of working together, that we’re greater than the inspire, and touch hearts. We started small but success fuelled our sum of our parts and from collaboration comes the strength to deliver desires, dreams and ambitions. As we moved ahead, the goals became the exceptional. Our mission to create extraordinary entertainment more audacious and we challenged ourselves to do more. We achieved experiences for our audience could not have been achieved without milestones which were not visible at the beginning and looked the support of our employees, partners and peers, who had the faith impossible even as we progressed. True to the saying, ‘A dream you in our vision and walked alongside us. At the cusp of our dream alone is only a dream, a dream you dream together is reality’, 25th anniversary, we reaffirm our commitment to work tirelessly with our vision materialised only because it was shared by our partners and each of them, to create new benchmarks and deliver the extraordinary. peers. Today, our 1.3 billion strong audience in 170+ countries is a result Mosaic, an art-form made of innumerable elements, each of which is of not only our relentless efforts but also of the countless others who vital to the picture that emerges when they all come together, is thus supported us on the way.
    [Show full text]
  • Dish TV (DSTV.BO) Initiation of Coverage  Initiating with Buy: Satellite Success
    Asia Pacific India Cable & Satellite (GICS) Media - General (Citi) Company 2 May 2010 32 pages Equity Dish TV (DSTV.BO) Initiation of coverage Initiating with Buy: Satellite Success Buy; Target Price of Rs48 — Digitalization of India's cable & satellite market has Buy/Medium Risk 1M reached an inflexion point, driven by acceleration in DTH market growth. We Price (29 Apr 10) Rs35.60 believe Dish TV is well positioned to benefit from its (a) first-mover advantage, (b) Target price Rs48.00 strong distribution/infrastructure, (c) lower cost base, and (d) attractive fixed price Expected share price return 34.8% content tie-ups. We initiate coverage with Buy (1M) and DCF based TP of Rs48. Expected dividend yield 0.0% DTH subscriber growth on a roll; Dish TV is the leader — We expect the DTH sub Expected total return 34.8% base to double over next 2 yrs to ~32m driven by: (a) investments by 6 corporates Market Cap Rs37,858M resulting in category growth, (b) shift from analog cable, and (c) increase in new US$850M subs from cable dark areas. Dish TV is the market leader with ~7m subs. Strategic focus shifts to profitability — (a) Dish has changed its focus – mix of calibrated growth & profitability v/s pure growth earlier. (b) While the market will Price Performance (RIC: DSTV.BO, BB: DITV IN) follow, we believe Dish’s superior cost controls stand out – the closest local peer's staff costs are 2.5x, despite similar revenues. (c) Scale benefits and fixed programming agreements will drive better payback – we expect contribution/sub to increase ~60% over FY10-FY12E.
    [Show full text]
  • C Ntent 17-30 April 2017 L
    C NTENT 17-30 April 2017 www.contentasia.tv l www.contentasiasummit.com Telkomsel, CatchPlay roll out in Indonesia 2GB data sweetener for SVOD movie package Indonesian telco Telkomsel has added Taiwan’s CatchPlay SVOD to its Video- MAX entertainment platform, bundling movies with a 2GB data sweetener and the promise of “smooth streaming” on Telkomsel’s 4G mobile network. The package costs Rp66,000/US$5 a month. CatchPlay has also acquired exclusive digital rights for award winning Indo- nesian movie, Solo, Solitude, which will stream on the platform in May. In addition to the monthly subscription option, a multi-layered pricing strategy offers consumers in Indonesia free mem- bership and one free CatchPlay movie a month, with a pay-per-view option for lo- cal and library titles at Rp19,500/US$1.50 each or new releases for Rp29,500/ US$2.20 each. CatchPlay CEO, Daphne Yang, de- scribed Indonesia as a market of “huge potential in terms of individuals who use the internet for video streaming”. CatchPlay titles include La La Land, Lion and Lego: Batman Movie. New titles this month are Collateral Beauty, starring Will Smith; Sing with Matthew McConaughey and Reese Witherspoon; and Fences with Denzel Washington and Viola Davis. CatchPlay also has a distribution deal with Indihome in Indonesia. The platform is available in Taiwan, where it launched in 2007, Singapore and Indonesia. www.contentasia.tv C NTENTASIA 17-30 April 2017 Page 2. Korea’s JTBC GMA bets on love triangles in new drama breaks new ground 3 wives, 3 husbands, 3 mistresses drive day-time hopes with Netflix 21 April global debut Philippines’ broadcaster GMA Network global linear network GMA Pinoy TV on has premiered its new afternoon drama, 18 April.
    [Show full text]