Videocon D2h Success Story

Its first two million customers took 18 months to come on board. The next two million has taken eight months something that Videocon d2h announced early this month. Whats more that the newest entrant in Indias highly competitive DTH market managed to add the highest number of 747,000 subscribers in the first quarter of FY 2010-11. So its easy to understand why the d2H brass is in a celebratory mood. Videocon admits the scale of the initial exuberance has taken even the management by surprise. We had very high expectations from this venture, but didnt foresee we would grow soon in this highly competitive market, says Anil Khera, CEO, Videocon d2H. The DTH player is now the fifth largest in terms of subscriptions and fourth largest in terms of revenue with average revenue per user of Rs 210. The ARPU is a shade better than Tata Skys Rs 200 on a subscription base of seven million and much better than market leader Dish TVs Rs 150 (11 million subscribers). The ARPU numbers for d2H is indeed creditable, considering that Indias fledgling DTH market has set a scorching pace of growth in subscriber additions, and has as many as six players. This has resulted in hyper competition and low ARPU. But the potential is enormous. DTH accounts for roughly 34 million of Indias 134 million TV homes at present, but according to projections made by Media Partners Asia, the Indian DTH market will overtake the USs with both gross and net (paying customers) subscribers crossing the 42-million mark by 2012. The combined strength of Dish TV, Tata Sky, Sun Direct, Reliance Big, Airtel Digital and Videocon D2H will overtake the USs Direct TV and Dish Network, translating into a 20 percent lead over the American DTH market of 35 million users next year, says the report. Thats good news, but can the latest entrant continue its initial dream run? Saurabh Dhoot, director, Videocon D2H, thinks it would. When we started off, we wanted customers to have wholesome entertainment experience at home. Quality and service are important, but innovation is the key, he says. But there are many who are not that convinced. The head of a rival DTH player says the initial hype is fine, but d2H simply does not have the gunpowder for the long haul and will remain a bit player. Others say when the initial buyer curiosity dies down, Videocon will face a tough time. The more subscribers they acquire, the more difficulty it would face on ARPUs, another competitor adds. Its true to some extent as Reliance Big TV and Airtel Digital also started with a huge promise, but havent been able to live up to that hype. In Videocons defence, it could be said that the initial figures of both Reliance as well as Airtel were nothing compared to its subscription and ARPU numbers. So what made the difference? Dhoot says unlike its peers Tata Sky focused more on urban markets and Dish TV eyed the rural markets for growth Videocon wants to be a pan-India product across all income groups. Our product needs to transcend from the highest income to the lowest income household. We have different packs and the packaging is also done differently, he says. The company has region-specific packages with various pricing points. For instance, in the southern part

of the country, along with a set top box for Rs 1690 , customers get free subscription of southern channel packs for three to six months. The exact duration of the free subscription depends on the type of package chosen. Dhoot explains for a customer living in cities, quality of content, and not pricing, is the main criteria. The idea is to give consumers more than what he expects. This is the reason we have the highest number of high-definition channels on our platform and we were the first to offer 3D services, he adds. Videocon has tied up with several production houses to provide content in 3D. The company is also betting big on HD for increasing its subscriber base and has 15 HD channels the highest number on any DTH platform. The company also uses the latest technology, MPEG4 and DBS2, on its platform, which allows more channels on its bandwidth. The other player using the technology is Airtel Digital TV. Videocon has over 300 channels on its platform with the largest number of regional channels. Khera says a major advantage for d2H is the massive retail network set up by its parent company for its consumer durables business. Through this, the company can push the DTH offering and/or bundle it up with television sets. For several of its televisions and DVD players, the company has provided DTH cards or in-built set top boxes, respectively. Also, unlike other DTH operators, the set top boxes are made inhouse, making them more cost effective than competition. Presently, most players source their set top boxes from China or Korea and pay an additional 5-10 per cent import duty. Analysts say this could be d2Hs trump card. The worlds first integrated entertainment device in the DTH market leverages the groups strengths in manufacturing and offers a new value proposition that competition may find difficult to match.

On paper, Anirudh Dhoot, MD, Videocon, has spent 11 years in his family business. But his journey goes way back to the time when he was just a school student, who used to visit the organisation's factory sites to learn the intricacies of the work he would be expected to take up in future. In an exclusive conversation with DTDIY, he reminisces on his father and grandfather's early days with their entrepreneurial venture, partly through his own memories and the rest through the bedtime tales recited to him by his father, Venugopal Dhoot (Chairman, Videocon). Q. If you were to talk about the story of Videocon as an inspirational tale of how to build an empire from scratch, how would you describe the first days of toil that your grandfather had to go through? A. The organisation was set up by my grandfather [Nandlal Madhavlal Dhoot] some 32 years ago. Prior to that, he was in the business of food grains, had a sugar mill and in addition to that, he was also a landlord. My grandfather made a humble beginning, but look at what he managed to pass on to his sons and grandsons. He had to work hard to build Videocon from nothing. His life is an example. He worked relentlessly till he bid adieu to the physical world. Q. We learn that he did have a wish to start a business that dealt in tech products. Is that true? A. Yes. He wanted the family to delve in electronics business and my uncles and my father did fulfil it. Q. Your grandfather began what has today become a $4 billion conglomerate. Later, your father and uncles joined in. Do you recollect anything from your childhood days when you

would have heard your grandfather, your father and uncles speak on the days ahead for the family business? A. Of course, I do. These people would not really discuss work at length once they reached home, is what I mostly observed. In addition to that, my grandfather, my uncles and my father believed in devoting equal time to the family. But having said that, I do recall them discussing work at home occasionally. I still remember how the elders in the family would talk about domestic competition from now defunct players like Weston, Salora and Dynora. This was sometime around the early 1980s, and there I would hear my grandfather talk [to his sons] about how soon they would be competing with foreign players in the country as well. My grandfather would always tell them to make Videocon an international brand. He used to tell them that soon, foreigners will come in our line of business and they would have to be prepared to fight them. And it so happened that after liberalisation, we had more competition from international brands than the domestic ones. But we did stay profitably intact throughout. Even today, whenever we go for annual family gatherings to our home town, Aurangabad, we spend a lot of time discussing future expansion strategies and recall all the lessons passed on to us by my grandfather. Q. When Videocon started, then, companies did not get much media exposure. Did it help? A. Even when I was a young boy, I could make out that my grandfather was a very shy person. You are right. In his days, there wasn't much media exposure. In fact, I think this helped. He could easily devote all his time to his work in total peace, without much gossip and diversions. And trust me, he loved work. Very often, my father would tell me how his father was a great hard worker and in addition to that he was a very quick decision maker. He used to quote grandfather's statements wherein he would had mentioned that of every ten decisions you take, 3 to 4 will go wrong, but the rest of them would prove right and benefit you. But the real deal was to take decisions. And this is one principle that my father has strictly abided by.

Q. Today, Videocon is known as a diversified company, much different from what it started as. Is this some change in your family business policy? A. Actually, no. Many-a-time, I would chance upon their conversations (between my father & grandfather), wherein the two would be talking about diversification. My grandpa was always prodiversification, but he maintained that one should never leave his core business. So even after he ventured in the electronics space, he continued his old [sugarcane and cotton] businesses. Q. It is said that Videocon was built on friendly employee policies, and that your father had a huge hand in making it possible. Do you agree? A. My father has always valued the people in our organisation. Whatever be the class of the employee, he would sit and talk to them & even eat with them during factory visits. Fortunately, for us, we never faced any strike even though there were trade unions at most of our factories. He has the art of getting things done with and through people in his organisation by constantly motivating them. He would always tell me that "whoever you hire, comes to work in your company with a positive mindset. If his work is lagging behind your expectations, inform him or even warn him, if need be. But don't fire him or even think of removing him, unless you are left with no choice. That is because a family depends on his income." Q. So was your father always particular about you learning the business fast, perhaps pushing you to pick up some learnings since you school days? A. Not at all! He was very keen on teaching us good values but at the same time gave me a free hand to learn work. As a student, he would ask me to visit office, not to work but to read newspapers and get acquainted with the people who worked with us. This was so that I get an idea of what is it that I'd be getting into once I graduate from college, since I had chosen at an early stage in my life that I would join my family business and make it bigger. Q. Your father once said that it is not necessary to be professionally qualified to run a business empire. Do you think he relied solely on his entrepreneurial skills while dealing with issues during the process of building the empire? A. My father has been a robust thinker as a businessman. His father had a different business, so he had to really start from scratch. But he had a vision to become big and he could see the potential in the Indian market, way ahead of his time. He was never too shy to learn from others. He even

suggested that I learn from some of our senior employees who had worked with my grandfather. We still have 4-5 such senior employees in our organisation. So the reason why he would have made such a statement is because he believed that while education would help you, you can't entirely depend on it. Knowledge of the sector you are in, was of paramount importance for him. Some of his words that echo in my head all the time were, Till the time there's blood in your veins, you should move ahead. Q. Finally, what secrets made the Videocon dream possible for both your grandfather and your father? A. I could give you their characteristics which probably saw them through and helped make Videocon a huge entrepreneurial success. First, passion for what they always did. Second, quick decisionmaking habits based on gut-feel at times. Finally, total belief in hard-working teams.

Wed, Feb 17, 2010 at 14:11

Videocon Inds eyes 30% mkt share in all its 7 brands

Q: What price hikes has your company undertaken due to the kind of raw material pressure that you are facing?

A: Consumer durable business is doing very well in India. You must have seen that the IIP (index of industrial production) growth in consumer durable in December is 46.5% and we are also expecting a more than 50% growth when the January IIP results will be announced. So while the industry is doing well and consumption is very high also, the raw material prices have gone up. But there is no such possibility that the prices will be increased and it will be adjusted to the market price. Videocon is doing very well in consumer durables.

Q: So you havent taken any price hikes and do you hope to maintain your margin at that 17.5% level?

A: Our company is more in backward integration like we produce glass parts, LCD, Compressors etc. So we are happy that the prices of the raw material also goes up sometimes which is very good for us as we produce all the raw material here in India and that is the success story of Videocon and that is why we get a very high margin, as far as total probability is concerned. So we always look at long-term and our long-term policy is that around 30% market share should be there in all our seven brands.

Q: Do you see a partial roll back of the excise duty in the Budget then what kind of an impact do you see this having because those are the concerns doing the rounds especially for your industry and post that what kind of pressures do you think will come about?

A: Yes, we are expecting that some roll back will be there and the indirect taxes will be increased. Its a general practice that if the indirect taxes are increased then it has to be passed on to the customers. We will do what our competitors will do and its too early to say what will happen in the Budget.

Q: The prices of steel, copper etc all your basic raw materials have been on the rise, are you feeling any margin pressure in terms of your revenues due to high raw material costs?

A: Maybe our profit percentage to sales goes down, but we see good growth for future. We are having a long-term policy on consumer durables. Apart from that, Videocon is on oil and gas and also in retail, DTH, telecom, so we are concentrating there more.

MULTIBRANDING: THE GENISIS Nabankur Gupta, Group President, Raymond Limited, while articulating and advocating the multibranding concept, draws analogies to ancient warfare strategies The early system of warfare and its continued legacy through the ages has always fascinated me. I have always drawn a similar analogy in the realm of marketing warfare. Before sketching out the various strategic elements of a dynamic marketing mix which ultimately should lead to multibranding, I will dwell a bit on the battlefield tactics and warfare methods to drive home the modern aspects of my multibranding thesis.

The quest to conquer more lands and frontiers was almost always decided on an open battlefield in the earliest eras of warfare. Waves of soldiers would take up frontal positions and fight pitched battles in accordance with set rules and norms. With the advent of superior weaponry, generals on the battlefield started leveraging competitive advantages. The strategic elements emerged and military strategists resorted to tactical warfare and started working out gamelans to outmanoeuvre opponents. Many tactical moves were planned for instance, redeploying of forces and resources or activating hit-and-run measures according to changing situations without ever deviating from the broader vision of winning the long-term war. Modern marketing warfare postures In the modern world, one brand is continuously pitted against the other and battles are continuously being fought on the parameters of quality, reputation and market share. Brands are competing on a one-to-one basis on a regional, national and global level. It goes without saying that one of the biggest developments which defined marketing strategy is brand strategy. The entire packaging of a product or service is in the form of a brandwhich in effect is one large formation.It was intense competition among the FMCGs on various fronts that made the multibranding approach very important. Whether it is in soaps, TVs, apparel or toothpaste segments, the endeavour is always to capture a market with the best possible gross margins. One-to-one battles that are being fought are all in the quest of dominating the gained market space. Multibranding as a concept and executable marketing paradigm was pioneered by the FMCGs followed by the consumer durables players. It has now moved on to the packaged food products segment and will soon swamp the hospitality and other highly service-oriented businesses and sectors. Identification Of The Core Brand As there is increasing multiplicity of competitors, it becomes imperative to identify your core brand. This easily represents the first step of multibranding that a strong brand needs to adopt. The brand so identified must basically deliver the largest volume and the highest cash flow. Clearly, this brand has to be in a leadership/near-leadership positionwith this being the most attractive element of the business. At this juncture, it is time to begin the step-by-step line of activities to guard the core brand. Create one or more smaller product categories to protect the flanks after fortifying the top and the rear with a slew of other aggressive products. In the soaps business, Lux crafted a multibranding strategy to ward off the incessant threat from a new and aggressive line of competitors. At the core was the main brand, Lux, which fought with all the competitors and connoted the image of a dominant brand of soaps. Then Lux introduced a number of soaps that went on to become volume sellers and gave Lux a protective cushion. As a rearguard measure, Lux brought in Jai into the market to consolidate its overall market share. Similar has been the case with market leader Colgate in the high-decibel, high-activity toothpaste segment. Videocon: From market leadership to overall brand consolidation Videocons case history, when it unravels its detailed chapters, represents a classic multibranding success story. In the consumer electronics sector, Videocon was a mass brand and very middle-class in character. As a core brand, it did not have any brands at the top end or at the flanks to ward off the thrust from the Sonys, the Panasonics and the VFM Korean range of products. So Videocon developed Bazooka as a top-of-the-line product to spearhead a frontal assault. Toshiba too was introduced to reinforce this strategy to take on all comers. Private was introduced as a sub-brand and gave tremendous protection to the brand in all the size categories and especially from price-aggressive competitors. The coup de grace was to bring in Sansui to protect the flanks, completing the protection of the core brand, Videocon, from virtually all sides. But according to Newtons law, each and every force has an equal and opposite reaction. So while a new range of brands and sub-brands creates a revenue thrust and protects the core brand, the core

brand tends to get compressed over a medium- to long-term period. Likewise, Videocon saw its market share fall to 19 per cent from 26 per cent. However, all the other brands that were a part of the overall multibranding campaign gained substantial market share. So while production capacities were shored up, brand shares got fragmented. This led to an overall consolidation of the core brand, Videocon, which itself grew by 40 per cent. Thus, a multibranding exercise, once initiated, can bring about a substantial consolidation of the core brand. Another application of multibranding is to move into product segmentation based purely on the socioeconomic parametersomething which Raymond as a core brand specialized in. Park Avenue, the Raymond brand of readymades, was introduced to cater to the new breed of professionals that was a part of the liberalized era. For the youth who were more into casual wear, there was the Parx range of casuals across various product categories. After that, Manzoni, an absolutely top-of-the-line range of ties, suits and jackets was introduced. Manzoni has been a complete sellout in a period of six months whereas the other brands have flowered independently tooreinforcing the brand values of the core brand, Raymond, and consolidating the overall market share. Multibranding: The Big Boys Game There is no doubt that multibranding is a big bucks game which can only be played by the big players in earmarked business areas and business streams. Profitable enterprises with the necessary operational efficiencies are the only ones capable of supporting brand promotion and brand protection exercises. Besides, they are the only ones capable of allocating huge budgets, deploying huge resources and making tactical retreats or assuming aggressive postures whenever ticklish situations arise. Also, it must be said that over a period of time, as the stronger brand consolidates, they have the wherewithal to not only set up entry barriers but also take on aggressive competitors already present in their market space. Future and Beyond Technology and the growth of the Internet as a business-enabler will play a dynamic role in extending the tremendous value of the multibranding concept. Blocks of corporate houses, which will capture their spaces and keep consolidating, will emerge in the long run. There will be transgression of the main brands and subbrands which, while achieving critical mass, will have their own independent status. Here, multibranding will be effected through a process of acquisitions, buyouts and mergers, alternately leading to the overall consolidation of the main brand. Information management will become very important and the derived competitive advantages will lend a new dimension to the multi-branding concept. In fact, this will ultimately lead to knowledge-based marketing.

The man behind Videocon's success September 19, 2006 14:42 IST

Over an elaborate vegetarian thali, the Videocon [ Get Quote ] chief says he depends on the Gita for his never-say-die spirit in business. His company has emerged the preferred bidder for the biggest overseas acquisition by India Inc.

And Venugopal Dhoot, the man at the centre of it all, gives full credit for this to a battlefield scripture that he knows by heart. "Lord Krishna's answers give you mental stability and focus," Videocon's chairman says, and then proceeds to deliver an impressive spiritual discourse - a lucid interpretation of the Gita, never once faltering or groping for a text, writes Shyamal Majumdar. We are at Handloom House, the Rs 7,000 crore (Rs 70 billion) consumer durables company's headquarters in one of the countless dark alleys in South Mumbai [ Images ]. Dhoot had agreed to accept our invitation for 'Lunch with BS' on the condition that the venue is not a "boring" restaurant but his office. The grandeur of the Hafeez Contractor-designed conference-cumdining hall can easily give any five-star hotel a run for its money, and the vegetarian dish comprising pulao, rotis, dal and potato curry, tastes much better than the standard five-star fare. Dhoot was known, till recently, for being generous in sharing details about Videocon's ever-expanding footprint. Not any more. The two words that take the pride of place in his vocabulary these days are "non-disclosure agreement." Quiz him on this, and Dhoot flashes his trademark smile to say that his "lips have been sealed" ever since Videocon came within striking distance of Korean chaebol, Daewoo [ Get Quote ] Electronics, and the resultant stiff confidentiality agreement. What about his acquisition plans in the US about which he was quite vocal a couple of months ago? The reply comes fast - "non-disclosure" and Dhoot gets an approving nod from his Man Friday S K Shelgikar who is also Videocon's director. He wastes no time in going back to is favourite topic and says the Gita is responsible for his never-saydie spirit. In 1987, he had gone to the Akai office in Japan [ Images ] with a proposal to assemble its kits in India. But the proposal was rejected on the grounds that no Indian company had the technological bandwidth to do this. Never one to take things lying down, Dhoot worked through the night with one of his assistants and went back to the Akai office a day later with a fully assembled TV. The officer refused to believe him at first and said that the TV must have been bought from the market but was satisfied only after intensive investigation. The contract was his 24 hours later, and Videocon has never looked back since then. "I was the first to see the huge benefits of the combination of our cheap labour and their technology," Dhoot says. Today, Videocon distributes, markets or manufactures almost all top global brands in India - Sansui, Akai, York, Kenstar, Hyundai [ Images ], Toshiba, and now Electrolux and Kelvinator.

Like his favourite character, Arjuna, he has traversed a long distance since then. The $700 million bid for Daewoo came barely a year after Videocon acquired the TV tube operations of France's [ Images ] Thomson for $291 million and the Indian unit of Swedish firm Electrolux for $76 million. Where is the money coming from? Dhoot doesn't say much because of "non-disclosure", but the past may offer some clues. The Thomson and Electrolux deals didn't involve much cash outgo (Dhoot calls it "performance arbitrage") as both the companies picked up equity stakes in Videocon; while the group's domestic sales continue to be robust, nearly half the company's turnover comes from overseas sales; and the Ravva oilfields in which Videocon has a 25 per cent stake is giving him a cash flow of Rs 600 crore (Rs 6 billion) a year. With the acquisition of Thomson and Electrolux, Dhoot's company now has footprints in Mexico, Poland, China and Italy [Images ], and is also the world's third largest colour picture tube maker after LG and Samsung, with a manufacturing capacity of 24 million pieces per annum. Dhoot says the Gita has also taught him to plan all his moves meticulously. For example, the Thomson acquisition has also given the group a foothold in Mexico, with a CPT capacity of 3 million, which helps it to service the US; the China plant can feed the Asian markets, while Poland can take care of Europe. But what about the criticism that he has acquired the TV tube unit at a time when the world is moving towards LCD or plasma TV? Dhoot says he is betting on the fact that the demand for plain-old cathoderay tubes will be huge at least for the next 15 years. As long as LCD and plasma prices are twice as expensive, the market share of CRT cannot come down below 75 per cent. "A technology, which has survived for over 60 years, can't die so soon," he says. The dessert - a generous helping of ice-cream and fruits look inviting enough, and Dhoot says there are two high points in his life. The first was when his father - a wealthy farmer - didn't think twice before bankrolling his plans to launch Videocon. "At that time, cable TV wasn't there, and having a "video" was a big deal in a middle class home. I wanted to grab this mind space," Dhoot says. The other high point was acquiring Thomson, which has a brand called Videocolour the inspiration for the name Videocon. "It's a great feeling to be able to buy a brand which I and my two brothers admired so much at the beginning of our career," Dhoot says. The domestic ventures are also doing fine and the Videocon chairman is lavish in his praise for Chief Minister Buddhadeb Bhattacharjee [ Images ]. Dhoot is planning a host of special economic zones in West Bengal [ Images ], and says what he likes is the red carpet treatment the CM gives the industry. "Every time I go to Kolkata [ Images ] to meet Mr Bhattacharjee, a pilot car waits for me at the airport.

That makes you feel special," he says. As he guides us to the lift, the man who has acquired businesses all over the world, says his favourite getaways are Kedarnath and Badrinath. And when he isn't reading the Gita during his free time, he plays the flute - an abiding passion ever since he got a standing ovation at his college function. Lord Krishna would approve.

Videocon d2h Uses Genesys to Boost Service, Optimize Resources SUCCESS STORY AT A GlAnCE Videocon d2h www.videocond2h.com Industry: Entertainment, Media and Publishing The Videocon Group, a well established Indian industrial conglomerate, founded Videocon d2h in order to enter the direct broadcast satellite market. Videocon d2h sought a customer experience solution vendor to help them support their rapidly growing client base. The company now uses several Genesys solutions to optimize resource utilization and to deliver an excellent customer experience.SUCCESS STORY Videocon d2h / page 2 Television broadcasting is a huge industry in India. Over 134 million households have a television, and 103 million homes access cable and satellite services. Television

owning households using satellite and cable services are growing at between eight and ten percent per year, while homes employing Direct-to-Home (DTH) services are increasing at between 15 and 28 percent annually. Videocon d2h recently launched DTH services to the domestic market, competing against local cable and satellite television providers. The organizations objective is to increase subscriber numbers by four million year-on-year between 2011 and 2015. Seeking Extendable Solution To support its rapid growth, Videocon d2h established contact centers in Bangalore, Dehradun, Pune, and near its head office and data center in Greater Noida. The contact centers handle all customer inquiries about the new television service, and they support various regional languages. The business then sought a contact center solution to connect each contact center to the data center, in order to ensure excellent customer service levels. Our business model comprises a centralized

solution with distributed contact centers across the country, explains Vinay Tyagi, Head of Call Center Technology, Videocon d2h. We needed a stable contact center solution that offered high availability, flexibility, and scalability to support our business growth targets. Moreover, the solution had to employ the latest Interactive Voice Recognition (IVR) and agent interaction technologies to deliver 100 percent customer satisfaction. Videocon d2h primarily required the IVR technology to act as a customer self-service tool, handling various inquiries about product and account information, payments, service requests, and technical support. Initially, the solution needed to accommodate a few hundred seats, but the company expects this figure to rise to between two and three thousand seats over the next two to three years. In addition, any solution had to maintain and retain call details, recordings and reports, and generate real-time and historical reports about all contact center activities. After carefully specifying its requirement, Videocon d2h invited several vendors,

including Genesys, for proposals. We have a time-tested evaluation and procurement system under which we make a thorough assessment of technical presentations, visit appropriate customer sites, conduct detailed technical discussions and, finally, carry out a proof-of-concept to decide which is the most apt solution, explains Tyagi. We decided to implement the Genesys solution because its flexibility matched our business requirement very closely. It is also robust, highly scalable and, of course, more cost effective. Genesys Supports Growth Goals Videocon d2h now uses several Genesys solutions at its four contact centers. The Genesys Voice Platform (GVP) solution, a software-only, standards-based IVR, is at the heart of the solution. This innovative technology provides callers with touchtone access to a range of services and incorporates speech recognition technology to create dynamic customer engagement. Deployed as an integrated self-service solution, GVP operates with the Genesys Customer Interaction Management (CIM)

platform to boost the caller experience. Selfservice multilingual options automatically handle routine phone inquiries such as credit card and voucher payments, while the platform routes more complex requests to an appropriate agent. GVP is a key element of the Genesys intelligent Customer Front Door (iCFD) and, along with the Genesys platform, iCFD helps create a more personalized customer experience by knowing the customers and anticipating their needs. A Genesys Desktop solution integrates with Videocons Customer Relationship Management (CRM) software to provide agents with important tools and information, delivering personalized and professional customer service through proactive engagement. Challenges Penetrate the Direct-toHome (DTH) television

market and grow the customer base by 850 percent by 2015 Equip four contact centers

with appropriate technology to ensure stable, high availability, and scalable

telecommunications environments Implement an efficient IVR

capability to maximize the customer experience through self-service capabilities Maintain and retain all

contact center activities for reporting purposes solutions Genesys Customer

Interaction Management (CIM) platform (GVP) Genesys Session Genesys Voice Platform

Initiation Protocol (SIP) Server Genesys CC Analyzer Genesys CC Pulse + Genesys Info Mart Genesys Desktop Genesys intelligent

Customer Front DoorSUCCESS STORY

Videocon d2h / page 3 Although we initially had a few hundred seats, demand for services grew quickly and we currently run 1,200 IVR ports and 1,520 agent seats, says Tyagi. However, we soon plan to upgrade to 1,500 IVR ports and increase the number of inbound and outbound agent seats to between 1,600 and 2,000. (As per current projections.) To route voice traffic between the contact centers and data center, Videocon d2h employs the Genesys Session Initiation Protocol (SIP) Server solution. This solution allows the company to operate an open and standards-based IP infrastructure with Verint voice recording technology, thus lowering costs, increasing flexibility, and enhancing performance. The solution also simplifies administration and enables the contact centers to leverage resources already available within the organization, especially during peak call times, to boost customer service. Genesys Info Mart provides a comprehensive reporting and analysis package about all contact center activities to identify potential problems, optimize processes, and assess service levels. mokSa Technologies, a global consulting and technology services company based in Bangalore, acted as the system integrator on behalf of Genesys. We worked extensively alongside Genesys and its partner to stabilize the solution and resolve IVR fluctuations and reporting issues, comments Tyagi. We can now scale up without even looking at other solutions. Boosting Customer Satisfaction While Optimizing Resource Utilization Today, Videocon d2h has a highly stable, flexible, and scalable telecommunication environment within its contact centers and the infrastructure is easy to manage and monitor. Following deployment of the Genesys contact center solutions, Videocon d2h has readily handled millions of inquiries and, consequently, the company has increased the

number of subscribers within the Indian market to over two million. However, with forecasts suggesting that this number will rise by 850 percent to 17 million by 2115, Videocon is well placed to deal with the projected number of inquiries. Accordingly, over the same period, daily IVR call volumes are set to rise from 150,000 to 1.2 million, while daily contact center call volumes will increase from 110,000 to 800,000. IVR uptime is currently 100 percent and the solution has sufficient scalability to support projected business growth. The Genesys solution plays a very important role by allowing our agents to deliver a high level of customer satisfaction while optimizing resource utilization and processes. It is critical to both the business and our customers, and will help us to handle an everincreasing customer base, concludes Tyagi.

Some links related to videocon: http://www.scribd.com/doc/98949319/Videocon-Report http://www.scribd.com/doc/60626260/VideoconD2h http://www.scribd.com/doc/35373088/summer-internship-report-on-Videocon-D2H-and-Planet-M