Balaji Teleflims Ltd.

BALAJI TELEFILMS LIMITED
Executive summary
Balaji Telefilms Limited (Balaji) is an India-based media company engaged in the production of content for the television industry, including television serials, commissioned programmes, and sponsored programmes in Hindi, Tamil, Telugu, Kannada, and Malayalam languages. The Company is also involved in the production and distribution of Hindi feature films. Balaji operates in two segments: Commissioned Programmes, which involves income from sale of television serials to channels, and Sponsored Programmes, which involves income from telecasting of television serials on channels. The Company has produced over 15,000 hours of television content, including content in Hindi, Tamil, Telegu, Kannada and Malayalam. Balaji Motion Pictures Limited is a wholly owned subsidiary of Balaji Telefilms Limited and is involved in production of films. The Balaji brand comprises traditional television content and profile Hindi feature films. ALT Entertainment represents a cuttingedge youth-oriented brand. Balaji Telefilms Ltd is a TV and film production company based in India. The company`s core business is the production of fictional Hindi-language programmes. Balaji Telefilms produces a number of popular serials such as Bade ache lagte hai and Kya Hua Tera Waadai. It provides content for most Hindi, Telugu, Tamil and Malayalam channels and for overseas TV markets. The company plans to enter the Gujarati and Bengali TV markets.
For the year to end March 2013, the company generated INR 1,797.865 million in revenue (an annual decline of 1.8%) and achieved INR 145.819 million in net profit.
Chapter 1 : Introduction To Balaji Telefilms Limited
1.1 : Introduction
Balaji Telefilms was incorporated in 1994 and has redefined the Indian television space in this period. Making a strong start with hit shows like Hum Paanch, the company rose to unprecedented heights in the late 1990s and 2000s. BALAJI TELEFILMS LTD is a TV and film production company based in India. The company`s core business is the production of fictional hindi-language programmes. Balaji Telefilms is publicly listed company, listed at Bombay Stock Exchange. It has around 500 employees. Its key activities are tv production, mobile internet, filmed entertainment and other activities such as training institute. To delight viewers with engrossing entertainment at all times. Enhance shareholder a superior return in Balaji Telefilms business. It creates workplace that respects employee integrity and creativity resulting in a high level of customer satisfaction, emerge as a responsible corporate firm.
Balaji Telefilms is a production house based in Mumbai, India and promoted by Ekta Kapoor, Shobha Kapoor, Jeetendra and Tushar Kapoor. Balaji Telefilms has produced a number of famous serials in India and has become the largest television production house in South Asia, Southeast Asia and the Middle East. "K" is meant to be lucky for Ekta Kapoor so most of her productions starts with the letter "K". The satellite boom in India can in a sense be said to have been created and led by Balaji. The performance of the Hindi television channels and the dominance of the Hindi General Entertainment Channel was pioneered by Balaji content and run successfully for over a decade, with blockbuster shows like Kyunki Saas Bhi Kabhi Bahu Thi and Kahaani Ghar Ghar Ki garnering unheard of TRPs. The company has produced over 15,000 hours of television content since its inception, including content in Hindi, Tamil, Telegu, Kannada and Malayalam.
Balaji Telefilms is based in Mumbai in the Balaji House on New Link Road, Andheri West, Mumbai. It operates from its head office in Andheri West and has studios in Film City and other locations in Mumbai. In terms of studio facilities Balaji Telefilms is one of the largest productions houses in Mumbai's large film and television production hub. It has produced several TV serials, most of which aired on first networks Star Plus, Zee TV and Sony Entertainment Television. Its current productions are air on Zee TV and Sony Entertainment Television. Today, the company occupies a dominant space in the television content creation space, with the No.1 show on Indian television to its credit and all of its shows among the Top 50 on television. Balaji has also diversified itself into all the 4 screens by bringing in new teams for the motion pictures, internet and mobile space. The company has also evolved with the times and significantly corporatized itself, bringing in a Group CEO and experienced professional team for driving the future strategic direction of the company. From a television content provider, we have evolved into a media conglomerate with organizational divisions responsible for television, motion pictures, internet and mobile.
1.2 : History
Balaji Telefilms was formed in 1994 as a private limited company. The Company incorporated as Balaji Telefilms Private Limited on 10th November, at Mumbai. Balaji was converted into a Public Limited Company on 29th February 2000 and subsequently its name was changed to Balaji Telefilms Ltd on 19th April 2000. The first two serials produced by the company costing Balaji Rs 25 lakh were rejected by all satellite channels; the first serial to be aired was Mano Ya Na Mano on Zee TV in 1995. This was followed by the music-based show Dhun Dhamaka, telecast on DD Metro, which was moderately successful. True success came with Hum Paanch a comedy serial which ran for five years on Zee TV. This was follotheyd by the daily soaps Itihaas on Doordarshan and Kudumbum (in Tamil) on Sun TV. They went on to become huge hits. Balaji's success was attributed to its early entry into the business and presence in the regional markets. Balaji was credited for assessing the public demand properly. Its presence across the spectrum and its cordial relationship with most channels ensured its continued growth. At the same time, its expenditure was controlled by its investment in high-quality studios and equipment. Throughout the 1990s, Western-style plots had dominated Indian television soaps. Instead of following this trend, Balaji conducted research and TV shows and viewers. Their research showed that the reach of fiction-based shows was about 60% and that they appealed to women across regions and languages. In 2000 came Kyunki Saas Bhi Kabhi Bahu Thi on Star Plus follotheyd by Kahaani Ghar Ghar Kii, Kahiin to Hoga, Kasautii Zindagii Kay and other "K" serials that made Balaji the most-successful TV producer of Asia. In 2001, Balaji began exploring export markets for its content library. The markets in USA, UK, Canada, Middle East, Sri Lanka, Singapore and Mauritius with their
significant NRI populations were deemed to become major markets for the company. Balaji was also planning serials in Marathi, Punjabi, Bengali and Gujarati. The Indian television software industry was highly competitive, comprising a few organized and many unorganized players. Padmalaya Telefilms, ATN International, Jain Studios, Galaxy
Multimedia, TV18, Creative Eye, Pritish Nandy Communications and Sri Adhikari Brothers were the other major players in the sector. The fact that some of the channels were getting into backward integration by starting their own production house did not augur well for production houses like Balaji. However, the ever-increasing number of channels and best conceptualization along with hard work and luck helped the company. Balaji has produced over 15,000 hours of television content since its inception, including content in Hindi, Tamil, Telegu, Kannada and Malayalam. The company owns 33 modern studios and 32 editing suites, more than any Indian company in the field of entertainment. It has a subsidiary named Balaji Motion Pictures, which is engaged in production of films and Balaji Telefilms FZE, engaged in providing content to leading channels in Sharajah. Balaji also entered the motion picture business in the late 1990s, producing and distributing a number of films. Balaji Telefilms has produced top rated serials like Hum Paanch, Kyunki Saas Bhi Kabhi Bahu Thi, Kahaani Ghar Ghar Ki and Kasamh Se, amongst others. Balaji has also diversified itself into all the 4 screens by bringing in new teams for the motion pictures, internet and mobile space. The company has also evolved with the times and significantly corporatized itself, bringing in a Group CEO and experienced professional team for driving the future strategic direction of the company. It has also produced and distributed movies like Kya Kool Hain Hum, Shoot out at Lokhandwala, Sarkar Raj, Bhool Bhulaiya, KKompany and Mission Istanbul. Hoonur is its recently-launched online portal for media professionals and entertainment consumers. The brand is used in the online and mobile space both for the entertainment portal and for user generated conten.
1.3 : Company at a glance
Chapter 2 : Pillars Of Balaji Telefilms Limited
2.1 : Organization chart
2.2 : Board of directors & group management Board of directors

Jeetendra Kapoor (Chairman)
A popular movie star throughout the 1970s and 1980s, Mr. Kapoor starred in more than 200 films in a 45 year film career. In his long film career, he won a number of awards including a Film fare Lifetime Achievement Award, the Legends of Cinema Award and the Dadasaheb Phalke Academy Award. Mr. Kapoor has been the companys Chairman since 2000. His extensive relationships in the Indian entertainment industry have proved to be extremely beneficial for the firm in its formative years, and he continues to open new frontiers for the company. Mr. Kapoor also spearheads the real estate initiatives of the company, such as the state-of-the-art film studio that is being constructed on the outskirts of Mumbai.
Shobha Kapoor (Managing Director)

Mrs. Kapoor has been instrumental in building the company from its small beginnings in 1994 to Indias largest television content company today. From its inception, Mrs. Kapoor has been hands-on in the operational management of the company, controlling on set activity, operational efficiency. Given her wealth of experience, today, she works closely with the Group CEO in helping him discharge his responsibilities. Her stellar work in creating the Balaji organization and brand has resulted in a slew of awards, including CEO of the Year (Indian Telly Awards), Businesswoman of the Year (The Economic Times), and numerous Best Producer awards for television shows produced by Balaji.
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Ekta Kapoor (Joint Managing Director)

Ms. Ekta Kapoor has almost single-handedly revamped the television landscape in India. She pioneered an entire genre of television content, creating among the most successful shows and heralding the satellite television boom in the country. Balajis shows have been channel drivers for broadcasters in India, and even today, have a place in the top 23 shows on each channel. As the creative force behind Balajis success, Ekta believes in a hands-on approach to the day-to-day creative direction of each of Balajis TV shows and films, routinely putting in 1618 hour work days. Ekta continues to innovate and move with the rapidly metamorphosing television climate in the country, and is also expanding her unmatched creative vision to the motion picture and new media verticals. Her stellar work in creating a large content conglomerate at a very young age has garnered her several distinguished awards, including The Economic Times (Businesswoman of the Year 2002), Ernst & Young (Entrepeneur of the Year 2001) and the American Biographical Institute (Woman of the Year 2001), among others. Under her creative guidance, Balaji has also won every major television award in India.
Akshay Chudasama
Widely respected in industry circles for his deep insight into corporate law, Mr. Chudasama is a partner at J Sagar Associates. He specialises in mergers and acquisitions, consumer protection and dispute resolution.
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Dhruv Kaji
A highly respected Chartered Accountant with experience spanning over two decades, Mr. Kaji is a financial advisor and strategic consultant. He was associated with Raymond Ltd, and Pinesworth Holding Ltd.
Pradeep Sarda
Chairman of the Sarda Group of Companies, Mr. Sarda possesses rich experience across multiple industry verticals, including paper, engineering, construction and real estate.
Group Management
Puneet Kinra(Group Chief Executive Officer)

As Group CEO, Puneet is responsible for all businesses of Balaji including Television, Motion Pictures and New Media. Having hired Puneet from PricewaterhouseCoopers (PwC) in 2008 to define & execute the growth strategy of the Group, Balaji has since hired reputed professionals, restructured existing businesses and entered new businesses in the Media and Entertainment vertical. In addition, Alt Entertainment and Hoonur are two more initiatives of the Company that Puneet has spearheaded in the last 2 years.
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At PwC, Puneet was responsible for setting up the Corporate Finance and Investment Banking practice in South India. With over 15 years of experience in finance, deal advisory, target search/evaluation, structuring and cross border transactions, Puneet has advised many corporate and private equity players on transactions in Media, Telecom, Real Estate & Infrastructure, Energy, Healthcare, Hospitality, Retail, Pharmacy, Communications, Technology, FMCG and Manufacturing sectors. Puneet holds an MBA from The Australian Graduate School of Management (AGSM), University of New South Wales.
Srinivasa Shenoy(Chief Financial Officer)

Over the past year, Srinivasa has substantially overhauled financial controls, MIS processes, audit systems, computerization and risk management templates in the firm to a standard comparable to global companies. He has also substantially beefed compliance processes at all levels. Before Balaji, he was Business Head at Radio Mirchi (Indias largest radio station company), heading the Delhi office. He also has extensive work experience at McDonalds and PwC. He holds a MBA from the Indian School of Business, Hyderabad and is a rank holding Chartered Accountant.
Abhijit Nath( Vice-President, Risk & Investments)

Abhijit is responsible for identifying and implementing risk mitigating strategies for all material transactions of the Group. He is deeply involved in new strategic initiatives, especially in the motion picture business wherein every film transaction is analyzed and approved by him.Abhijit also works with the Group CEO on partnerships, leveraging his past experience of the private equity and strategic finance worlds.
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Prior to joining Balaji, Abhijit worked for RREEF, the private equity arm of Deutsche Bank, and ICICI Venture, the largest private equity firm in India, working on investments totaling over $ 300 million. He has also worked in Deutsche Bank in investment banking and global markets.
L Balaji(Associate Vice President, Group CEOs Office)

Balaji works closely with the Group CEO on strategic growth initiatives, partnerships and investor relations. He is involved in benchmarking all businesses, highlighting any variances from approved business plans and working closely with Business Heads on corrective measures. He has joined Balaji from PricewaterhouseCoopers (Corporate Finance and Investment Banking team) and holds a MBA from the Indian Institute of Management, Bangalore.
Ashish Gharde( Chief People Officer)

Ashish Gharde heads Human Resources for the group and has been deeply involved in the corporatization of group practices, including an HR manual and annual Performance Management System. A professional with past media experience, Ashish has headed HR at Radio City, the radio arm of the Star group. He also has 8 years experience with the Tatas, where he spearheaded various HR initiatives across the steel, telecom and VSNL.He holds a MBA from Symbiosis.
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2.3 : Operation , Subsidiary & Brands
Operation
Balaji Telefilms is based in Mumbai in the Balaji House on New Link Road, Andheri West, Mumbai. It operates from its head office in Andheri West and has studios in Film City and other locations in Mumbai. In terms of studio facilities Balaji Telefilms is one of the largest productions houses in Mumbai's large film and television production hub. It has produced several TV serials, most of which aired on first networks Star Plus, Zee TV and Sony Entertainment Television. Its current productions are air on Zee TV and Sony Entertainment Television.
Subsidiary
Balaji Telefilms was formed in 1994 and based in Mumbai. The company rebranded itself in 2010. In 2009, it floated a subsidiary, Balaji Motion Pictures Limited for its foray in Film Productions, fully managed and controlled by Balaji Telefilms. In 2010, it created yet another brand ALT Entertainment which produced youth content in Film & Television Productions. In November 2013, it created yet another subsidiary, BOLT Media Limited that focused on advertising and differentiate in Television Content.
The Brands
Balaji today is a different firm from what it was even one year back. Pioneering widely different genres of content across several distribution media, the firm has completely redefined its brand architecture to reflect these far-reaching changes.
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Balaji
The new Balaji logo reflects its fresh new outlook, while still reflecting the core values it stands for. The Balaji logo will be used for all of its traditional television content, as well as family-oriented, large scale feature films.
ALT Entertainment
Envisaged as a cutting-edge, youth oriented brand, the Alt Entertainment brand will be used on all content catering to a younger, more urban demographic, across the television, movie, mobile and internet space.
Hoonur
Hoonur is our recently-launched online portal for media professionals and entertainment consumers. The brand will be used in the online and mobile space both for the entertainment portal and for user generated content.
ICE
ICE is the latest initiative of Balaji Telefilms aimed at providing world class quality education to aspirants wanting to make careers in the Media & Entertainment industry. ICE covers all major specializations like Acting, Cinematography, Direction, Editing, Production, Scriptwriting, Sound and Vfx.
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2.4 : Vision and Values
Vision
To consistently provide delightful and innovative entertainment experiences by engaging audiences and nurturing talent
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2.5 : SWOT Analysis
Strengths
Strong creative team

The Companys serials accounted for 79% of the aggregate TRP of the weekday prime time shows featuring in the top 100 Hindi cable and satellite shows. Being the leader in the Hindi mass entertainment space, accounting for more than 40 of the top 100 programmers, some of its popular serials have been on air for years now but still dominate the TRP ratings. Balaji has also been very successful in regional programming.
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Low overheads
Balaji's budgeting discipline is responsible for a strict control of costs. The budgeting discipline has the following priorities. Each programme is appraised as a profit center and costs are compared with the budgeted target across every episode, artiste, location, and people expenses. Secondly, project life cycle management comprises of a holistic perspective of shooting schedules, scene wise artiste requirements, ongoing shooting progress and final product delivery before shooting commences. Further, Balaji has invested in captive sets, wherein the company has in house sets, which helps in saving the hiring cost, and enhances production quality. Also, the company has reduced its dependence on vendor equipment by investing in sophisticated lights; sound recording equipment resulting in substantial cost savings. Balaji has two state of the art post production suites, which accelerates the conversion of recorded material into episodes and enhances the flexibility to review the produced content with the objective of revision and improvement.
Weaknesses
Over dependence on key personnel

Ekta Kapoor is the creative director of Balaji and is chiefly responsible for the company's success. Although Balaji has a proper structured creative team in place, it still heavily depends on Ekta Kapoor. Balaji Telefilms evinces a lot of interest from aspiring actors who are eager to work with it. Initially the company doesn't have to pay high fees to these aspiring stars. However if any of their actors becomes very popular then high fees have to be paid to them. Besides this the popularity of the serial hinges on the performance of these key actors to some extent and their exit can hurt the TRP's of the show.
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Difficult to sustain success

Balaji's programmers accounted for 79% of the aggregate TRP of the weekday prime time shows featuring in the top 100 Hindi cable and satellite shows. The tastes of the viewers are fickle and it will be very difficult for Balaji to sustain these high TRP's leave alone improving them. Thus Balaji's impressive track record may prove to be its bane in the future.
Lack of scalability
Production of entertainment software is not a very scalable business. The channels that Balaji services are limited in number. Besides, talented directors, technicians, artistes required for expanding operations are not easily available. Most of the other production houses produce only one or two serials at a time finding it very difficult to scale up their level of operations.
Opportunities
Growth opportunities
The penetration of television sets and cable TV is very low in India. It is expected to increase due to the rise in incomes and a decline in the prices of television. Digitalization (CAS and DTH services) will increase cable penetration from 70 m homes in 2006 to around 113 m homes by 2012. The Indian television industry had a market size of US$ 3.24 by in 2005 and is expected to reach US$ 9.34 by 2012, a CAGR of 24%. Advertisement spending in India is directly linked to the growth in GDP. In view of the country's projected GDP growth, the country's TV advertising market is expected to grow from Rs 66 by in 2006 to Rs 123 by 2012. All these developments will increase the broadcasters ability to spend on content, which augurs well for content providers like Balaji.
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Entry of new players in the Hindi General Entertainment space

The Hindi general entertainment space will get more competitive with the entry of NDTV, UTV, INX Media. The broadcasters would try to maintain or increase their market share by improving their quality of content. Thus the broadcasters expenditure on content would increase. INX media has requisitioned Balaji to produce a couple of shows for it. Balaji's programming hours would increase as well as its realizations per hour should also continue to increase in the future.
Threats
Plummeting share of mass entertainment

Balaji has produced many successful serials in the mass entertainment genre. However, it has not been very successful in other programmers genres such as comedy shows, reality shows, music contests that are getting increasingly popular and are telecast on prime time. In fact, the share of mass entertainment channels in terms of viewership and revenues is reducing (as seen from the table below). If this trend amplifies in the future, then it can adversely affect the profits of Balaji.
Competition from other production houses

Balaji is facing increased competition from other production houses such as Creative Eye Limited, UTV Software Communications Limited, Maverick Productions, and White Leaf Productions. All these production houses are competing for the same prime time slots on limited number of popular Hindi channels.
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Chapter 3 : Strategies In Play
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3.1 : Key revenue drivers television

Commissioned programming is the key revenue driver for the television division. Improving realization in the Commissioned programming. Television revenues expected to expand owing to demand from satellite channels for our premium television serials. Serials such as like Pavitra Rishta, Bade Achche Lagte Hai, Parichay and Kya Hua Tera Vaada are all amongst the top 30 programs. India is the worlds third largest television market in terms of number of households.
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3.2 : Transforming The Business Model Towards Betterment

Profitability, Predictable Growth
Our infrastructure in-house cameras, lights and sets are effectively utilized to amortize our fixed costs and produce more shows. Operational efficiency and cost rationalization have been our key focus areas. We have adopted the practice of stringent cost control across the operational side through strict monitoring and effective benchmarking. This helps us in taking informed decisions without compromising on the quality of production. It also helps in translating this into strong revenue growth over next 2-3 years. Optimum utilization of our existing sets and an effective management reporting system helps us continuously monitor and control costs at all levels. Our key strategy has been effective planning of each episode and utmost efficiency in execution, which gives us the capability to translate the cost savings into numbers. With these strategies in place, we continue to maintain our core competencies in fiction television programming with no deviation from our brand of core programming.
Cost Rationalization
As a conscious strategy, we plan each episode well in advance and increase our daily output by at least 20-25% at the shoot level. This enables us in becoming more efficient and producing more episodes each month. Each show is being accounted for separately with more clarity per show, per channel. We are also revamping our old sets at much lower costs and are using the same sets for new shows.
Co-production Model
Our constant focus is to reduce overhead expenses by amortizing fixed and infrastructural costs. Our 23 modern studio sets and 26 editing suites, including other fixed-cost infrastructure, are amortized by coproducing additional shows. Currently, we are coproducing Gumraah: End of Innocence (Season 3) on Channel V with Lost Boy Productions and Savdhaan India on Life OK with a co-producer.
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Healthy Project Pipeline

Television programming continues to be one of our key areas of focus and we are venturing into new serials in FY2014 under the Hindi GEC segment. With our basket of commissioned programmes set to increase, FY2014 will see a whole set of new TV shows targeted at capturing sensibilities of different audiences on GEC and non- GEC segment. In addition to our shows currently on air, we are gearing up to expand our portfolio in the Hindi GEC segment, by launching 5-6 new TV shows during FY2014 alone. We have recently launched a historical love story Jodha Akbar on Zee TV. Besides Gumraah: End of Innocence (Season 3) on Channel V in association with Lost Boy Productions and Savdhaan India on Life OK, we are producing Mera Tera Rishta Purana for Star Plus. We have also received an approval for two new shows on DD under the GEC segment. All these shows are expected to go on air in the second half of FY2014. Our upcoming TV shows are radically different and are aimed at appealing to existing audiences and winning new audiences. Mera Tera Rishta Purana is a fiction-show based on Manju Kapurs novel Custody. Besides traditional family-based shows, we are focusing on other genres as well. Jodha Akbar is a first-time ever costume drama on television based on the epic Jodha Akbar. Through Gumraah End of Innocence (Season 3) on Channel V and Savdhaan India on Life OK, we are adding youth-based entertainment to our overall basket of assorted TV shows.
3.3 : Core Strengths Leveraging For Deeper Portfolio

Leveraging our Core Strengths in Creativity to build an even Deeper Portfolio. While our business model is further strengthened through the addition of film production, television programming continues to be a key factor for attaining sustainable growth. We are widely credited with fuelling the satellite television boom in India with a string of top-rated shows across channels. Through the TV segment, we are aiming to build an even deeper portfolio of strong and meaningful content.
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Winning audiences
At Balaji Telefilms Limited, the quality of content has never been compromised helping us make a mark as the leading content fiction provider for family audiences. We are passionate in telling different stories across different genres, which gives us sustained growth and viewer acceptability. We interpret our audiences sentiments correctly and break fresh ground in creating diverse, original and superior content. Show after show, we entertain our viewers with some of the most puritan characters on television. We understand that television is more mass oriented and are thus constantly hungry to know what the audience demands, which help our TV shows, earn loyal and lasting viewership. We provide original and though provoking content which is evident from the growing popularity of our recent TV shows. Our diverse storyline and fresh concepts appeal to viewers across age groups.
ECLECTIC content
The daily struggle of a middle class family life shown in Pavitra Rishta, a mature love story in Bade Achhe Lagte Hain, the fight of a common man for survival in Parichay and the Emotional turmoil of a young couple in Kya Huaa Tera Vaada match up to evolving audience tastes and carve a niche in the entertainment space. Our shows cut across language barriers and geographies and we leverage our strengths in creativity to provide content catering to audience tastes. What further engages our viewers is the versatility and middle-class values depicted through most of our shows. Going forward, our focus is to provide a diverse offering across all GECs.Our soon-to-be-launched projects are also refreshingly original and a result of creative expression, aimed at enhancing viewer experience through fresh and varied content. Our new show Gumraah Season 3 based on juvenile crime has been a landmark in television programming. Our recently launched show Jodha Akbar is a historical saga and period love story of Mughal Emperor Akbar and his Hindu wife Jodha Bai. Our compelling content, creative marketing and resource strength enabled us to establish ourselves as a mature and determined organisation in the dynamic space of media and entertainment.
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3.4 : PROGRAMS
Past Productions[NOT CURRENTLY ON TV]
Kahaani Ghar Ghar Kii Karam Apnaa Apnaa Kasamh Se Kasautii Zindagii Kay Kudrat Terrii Merrii Kaishori Kasturi Kayamath Kesar Kyunki Saas Bhi Kabhi Bahu Thi Ghar Ek Mandir Hum Paanch Itihaas K. Street Pali Hill Kaahin ii Roz Kaarthika Kab Kaisey Kahaan Kabhii Soutan Kabhii Sahelii Kahani Terrii Merrii Kahi To Milenge Kahiin To Hoga Kaisa Ye Pyar Hai Kalash Kammal
Kavita Kavyanjali Kayaamat King - Aassman Ka Ek Raja Kitni Mast Hai Zindagi Kkehna Hai Kuch Mujhko Kkusum Kkoi Dil Mein Hai Kohi Apna Sa Koshish... Ek Aashaa Kosmiic Chat Kuch Jhuki Palke Kuch Khona Hai Kuch Pana Hai Kundali Kutumb Kya Hadsaa Kya Haqeeqat Kyaa Hoga Nimmo Kaa Kyaa Kahein Kandy Floss Kanyadaan Karam Karma Kashti Amd many more..
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Chapter 4 : Thinking Next Level To Films Balaji Motion Pictures Limited
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4.1 : Introduction
Balaji Motion Pictures is the sister company of Balaji Telefilms. It entered the Indian motion pictures business in 2002. The company operates the Motion Pictures Division through its wholly owned subsidiary. Till 2011, the company had produced and/or acquired 17 films, including Bhool Bhulaiyaa and Sarkar Raj. For 2013, it has tied up with Raaj Kamal Films International to distribute Vishwaroop across India which is the Hindi version of Kamalhaasan's magnum opus Vishwaroopam. Balaji entered the Indian motion picture business in 2002 to make its presence in the Indian film industry and produce films by leveraging its experience and expertise in entertainment content. The Company operates the Motion Pictures division through its wholly-owned subsidiary. Till 2009, the Company had produced and/or acquired 12 films, including hits like Bhool Bhulaiyaa and Sarkar Raj. Recently, the Company co-produced and distributed India's premiere digital film Love, Sex aur Dhokha, released in March 2010 under the ALT Entertainment banner. The film emerged as a sleeper hit receiving critical and commercial acclaim from the worldwide audience. The company continued the LSD success story with its second production, Once Upon A Time In Mumbaai, which broke ground at the worldwide box office.
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4.2 : History & company at glance
History
Balaji Motion Pictures (Balaji Films) was set up in 2001 by Hindi television producer Ekta Kapoor with the purpose of venturing into film production. She produced Kyo Kii... Main Jhuth Nahin Bolta, released in 2001 with Govinda and Sushmita Sen as the leads. The film was not a success, collecting 13 crores. Later, the company produced Kucch To Hai, Krishna Cottage and Koi Aap Sa in 2003, 2004 and 2005 respectively. The movies did not fare well at the box office. In 2005, the company produced and released Kyaa Kool Hai Hum, which grossed 21.50 crores and made it to the top three films of 2005. In 2007, the company co-produced Shootout at Lokhandwala with Sanjay Gupta. The film was a critical and commercial hit, collecting 68.17 crores worldwide. In 2008, the company produced and released C Kkompany, which was a commercial and critical failure. In the same year, the company co-produced Mission Istanbul and EMI Liya Hai Toh Chukana Parega with Sunil Shetty. Both films failed critically and commercially. Also in 2008, the company acquired the distribution rights of Bhool Bhulaiyaa and Sarkar Raj with a deal of almost 40 crore. The film were both commercially success thereby marking a step further of Balaji. In 2010, the company sub-branded ALT Entertainment, a youth focused brand and produced a low-budget movie, Love Sex aur Dhokha, which proved to be a critically and commercially successful film.] In the same year, the company released Once Upon a Time in Mumbaai, which was also a commercial and critical hit. The films also marked the company's successful entry in the films.
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In 2011, the company marked its entry into Marathi films by producing Taryanche Bait. The film was a critical and commercial hit and also won many accolades including three awards for Best Film. The company also released Shor in the City, a small-budget critically acclaimed movie. The same year also saw the release of Ragini MMS, co-produced with Amit Kapoor and Sidhartha M. Jain. The response to the movie fetched Stardust Award for Best Film and Ekta Kapoor announced the sequel of the film soon to be released in the year 2013 starring Indo-Canadian Star Sunny Leone. Later, In the same year, the company released The Dirty Picture starring Vidya Balan as lead on 2 December 2011. The film proved to be a huge Blockbuster and was one of the best films of 2011 thereby bagging Vidya Balan her first National Award and all other awards of 2011 for her performance and six awards for Best Film. In the Year 2012, the company released first ever seen Adult Comedy Kyaa Super Kool Hai Hum, sequel to 2005 hit Kyaa Kool Hai Hum which was slammed by critics but was a Box Office Success thereby made at a Budget of 13 crores and collecting 33 crores itself in its first week. In 2013, the company released its Horror Film Ek Thi Daayan, co-produced with Vishal Bhardwaj. The film received mostly positive response. It was well-accepted by critics and received 3 out of 5 on an average. Jinson John of Indian Box Office also stated "Ek Thi Daayan is not that regular Bhootiya Isshtoorry, the plot stands out of them all, it's surely is an Experimental Plot, but not written by an Idiot." The film opened Ek Thi Daayan opened at around 30-40% occupancy with better opening in multiplexes rather than single screens netted around 18.07 crore (US$3.3 million) over the first weekend. Now the company is all set to release its 6 films in the year 2013. Balaji Motion Pictures ranks in the top five film production companies in India.
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Company at a glance
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4.3 : Group Management
Tanuj Garg (Chief Executive Officer)

An MBA (Distinction) in Marketing & Strategy from the Strathclyde Business School (UK), Tanuj Garg has been a prominent name in the Indian media, as a columnist for various publications. With nearly a decade of experience at Applause Entertainment, UTV Motion Pictures, and Studio 18, Garg established himself as a credible and widely respected professional with holistic 360-degree experience in film production, marketing, syndication, and distribution. He has worked on the distribution of over 25 films till date, some of which include Rang De Basanti, Don, Khosla Ka Ghosla, Bluffmaster, Jab We Met, Welcome, Singh Is Kinng, and Golmaal Returns. Having worked in London for five years, he has specialist knowledge of the international film business too.
Ramesh Sippy( Advisor)

Ramesh Sippy acts as an advisor to the motion pictures business. With over 40 years experience in theatrical distribution, Mr. Sippy is among the savviest and best connected distributors in the country through his company, Raksha Distributors. With his rich distribution experience, he is assisting Balaji's pan-India distribution rollout. Ramesh also assists the company with industry and trade associations.
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4.4 : Strategies
Forward and Backward Integration

Strong content creativity leading to better scripts. Setting up of distribution network in Mumbai and Delhi territories - directly to exhibitors. Proven ability to identify the right idea and content which is a long drawn process.
Robust Movie Slate

Building a strong movie pipeline including small, medium and high budget films for the next couple of years.
Satellite Syndication
Exploring best possible deals for cable & satellite licensing deals including music rights. Pre-licensing deals help de-risk the Companys revenues assuring returns.
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Distribution and marketing

Theatrical rights sold closer to the date of release to achieve optimal value. Presence across large, medium and small budgeted movies Ability to bundle the package with broadcasters. Leverage on strong industry relationships and experience.
Strategic Partnerships
Co-production with leading production houses across the spectrum. Tying up with well regarded star casts and directors.
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Strategies In Play
Making a mark through Cutting-Edge Cinematic Content
Content is our raison dtre behind narrating a story. The big screen gives us even greater scope for creative freedom, a fact reflected in the kind of movies we make. Within a short time span, we have earned the reputation of being a good judge of quality and are highly selective of our scripts. We have also gained capabilities in identifying new talent and even resurrecting existing talent. Year after year, we continue to remain highly focused on generating cutting-edge, exciting and diverse content to satiate the sensibilities of our diverse and discerning audiences.
Style & substance

Our movies have managed to push the envelope in terms of style and substance, staying within the commercial parameters of mainstream Hindi cinema. Through Balaji Motion Pictures, we focus on churning out a diverse range of movies such as Shootout at Lokhandwala, Once Upon a Time in Mumbaai and Once Upon a Time in Mumbai Dobaara. While through ALT Entertainment, we cater to new-age and alternate film content such as Love, Sex Aur Dhokha, The Dirty Picture and Ragini MMS. These are radically different from our familyoriented soap operas.
Unique, Diverse
We strive to create movies catering to diverse genres. We make low budget films winning critical acclaim such as Milan Luthria-directed mass entertainer The Dirty Picture. In fact, BMPL recently won a landmark judgment before the Bombay High Court where a production house has been permanently restrained from using the movie title. We have always focused on making movies which yield great dividends for audiences and shareholders. We want to create a long-term strategy of building a strong library of content and monetizing our intellectual property over the years.
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Scaling up to build New Growth Drivers

With 4 big-screen commercial successes released between FY2011 and FY2012, we have unquestionably etched our name onto the film industry. Known for our prowess in television content, we are also now a recognized, admired and an integral player within the movie creation business. Complementing our television business, we expect our films vertical to contribute significantly to our revenues. We also expect it to be the key future growth driver for the Company, both in the short and medium term.
Leveraging the Coproduction Model

While in-house production is the thrust area, BMPL is focusing on co production as a business model. This provides us better abilities to scale our business without compromising on quality content.
We maintain a high degree of day-to-day budget control through the appointment of dedicated auditors, avid supervision and regular management information systems. During FY2014, BMPL has a portfolio of 6-8 new releases. Of the new ones, Lootera has been coproduced with Phantom Films, while Shaadi Ke Side Effects has been co-produced with Pritish Nandy Communications. Going forward, 3-4 of the upcoming releases in FY2014 are being co-produced with leading film makers. .
Making a Distribution Mark

To increase our profitability and revenue upsides from potential blockbuster hits, we have enhanced BMPLs business model to include the distribution business of our own movies through a dedicated and highly experienced in-house team. During the year, BMPL distributed some movies in the key Mumbai territory as a starting point. Going forward, BMPL plans to distribute its movies scheduled to release in FY2014 across the Mumbai territory on a selective basis. In time, the Company expects to also distribute other producers content and widen its overall EBITDA by capturing the additional value stream of the distribution business into its revenues.
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Going forward
We have aspirations of becoming a film production house that can sustainably replicate growth and value expansion year after year. We are already working on our slate of films for FY2016 to give us clear visibility over the next 2-3 years. In this period, we also aim to perpetuate our existing franchises such as Ragini MMS and Once Upon a Time in Mumbai further. Our focus will continue to be set on winning audiences through a combination.
De-risking our business by focusing on Nontheatre Revenues, Cost Rationalization

Optimizing costs and maintaining economies of scale has been the key mantra at Balalji Motion Pictures Limited (BMPL). More than controlling costs, our effort is to manage them smartly. Cost optimization has been achieved by reducing production costs to the optimum level, maximizing use of existing sets and integrating with co-producers to gain monetary support on promotional activities and marketing. Rather than being backseat drivers, we believe in pulling cost brakes from Day One and converting every single rupee saved into higher profits and improve our return ratios. We have an external auditor for each project for effective cost analysis and cost control. In addition to this, we also manage to leverage our goodwill, performance and promoters legacy by not getting heftily charged by actors.
De-risking the nontheatre way

We focus on increasing non-theatre revenues and de-risking as much as possible by covering ourselves well prior to theatre sales. To optimize risk-return trade-off, we pre-sell our distribution rights and earn a reputable profit through sale of music, satellite, overseas subscription rights and ancillary revenues. Non-theatre revenues comprise between 50% to 70% of total revenue and start flowing in almost 3-6 months prior to the theatre release. As a strategy, we capitalize by pre-selling distribution and satellite rights. For our upcoming movies Lootera and Once Upon a Time in Mumbai Dobaara, we presold our audio and satellite rights and committed sale.
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Leveraging Relationships
Our success lies in our ability to leverage relationships within TV and film industry across multiple formats, aimed at building our film slate and monetizing it effectively. Besides own production, we co-produce movies, thus taking a lead on the timeintensive process of production and gaining access to good content on financially attractive terms, aimed at building our film slate more rapidly. Almost 3-4 of the upcoming releases are coproduced with leading film makers. Lootera has been co-produced with Anurag Kashyap, while we have co-produced Shaadi Ke Side Effects with Pritish Nandy Communications.
We leveraged our ongoing relationship with Sony and used the platform effectively to market our upcoming movies. Recently, our TV show Bade Achhe Lagte Hain broadcasted promotions of Shootout At Wadala. This not only provides a ready platform, it also offers instant prime time visibility in India and overseas which is priceless. Innovative, clutter-breaking marketing has been the key for us. For the promotion of our super-natural thriller Ek Thi Daayan, we created 16 hours of TV programming, which was aired in the form of an 8-series show called Ek Thi Naayika on Life Ok. We settled our differences with Doordarshan (DD) amicably. We have gained their approval to produce two new TV shows which are under production stage and will be aired from the second half of FY2014. We have joined hands with Star Plus yet again and are producing some TV shows for the channel. Our association with Doordarshan and Star Plus is path-breaking and expected to open up a new window of opportunities in the Hindi and regional GEC segment.
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Upcoming films
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Chapter 5 : Offering New Verticals Across The Platforms
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5.1 : BMPL Past Year & Future Pipeline
Balaji Motion Pictures Limited (BMPL)
Balaji Motion Pictures Limited (BMPL), the films division of Balaji Telefilms Limited (BTL) and its wholly-owned subsidiary, ranks among the top five film production houses in India. Set up in 2007, it has earned formidable recognition in a short period of time. BMPLproduces commercial cinema of diverse genres and themes meant for a universal audience.TheALT Entertainment brand creates commercial new-age cinema, with alternate sensibilities. Balaji Motion Pictures, the motion picture arm of BTL has established a reputation for pushing the envelope in terms of style and substance, while staying within the commercial parameters of mainstream Hindi cinema. Some of its recent hits include The Dirty Picture; Shootout At Lokhandwala; Once Upon a Time in Mumbai; Shootout At Wadala; Shorr in the City; RaginiMMS; Love,SexAur Dhokha;EkThiDaayan etc.
Past Year
During FY2012-13, the Company produced and released an adult comedy Kyaa Super Kool Hain Hum, a sequel to the erstwhile 2007 hit Kyaa Kool Hain Hum, which had established its mettle as a trend-setting film amongst the adult comedies. The Company distributed across India the Hindi version of Raaj Kamal Films International's 'Vishwaroopam'. Going further,BMPL aims to distribute its own movies on a selective basis, in line with its macro vision of becoming a stud
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Future Pipeline
The Company recently produced and released Ek Thi Daayan on April 19,2013 and ShootoutAt Wadala on May 3,2013. BMPL is focussed on expanding its presence in motion pictures across genres and budgetsand is working on a slew of movies. FY2014 and FY2015 will see as many as 6-8 movie titlesbeing released every year, which is a combination of in-house projects and co-producedventures with reputed film-makers like Anurag Kashyap and Sujoy Ghosh. Lootera, a romantic thriller, co-produced with Phantom Films, will be released on July5.The romantic drama Once Upon a Time in Mumbai Dobaara, Milan Luthria's sequel to OnceUpon a Time in Mumbaai, will be released on August 15,2013. Shaadi Ke Side Effects, KukuMathur Ki Jhand Ho Gayi and Ragini MMS 2 are among the other anticipated movies to bereleased in FY2014. Moving ahead, BMPL will continue adding strengths and build on its existingcompetencies to emerge as a studio of reckoning in the film industry. BMPL aims to elevatethe brand and keep winning audiences by continually producing movies with quality content,engaging storylines and superior talent.
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5.2 : BOLT MEDIA LIMITED (BOLT)
BOLT, a wholly-owned subsidiary of Balaji Telefilms Limited, has been conceptualized for independently creating and producing cutting-edge TV concepts across mainstream and regional television. Established in November 2012, the subsidiary aims to cover diverse genres such as youth, humor, neo- mythology, reality, scripted reality and factual entertainment. It also endeavors to explore branded content such as digital brand solutions and short-form programming. it is also targeting to create intellectual Property(\P) in the space of formats, events and digital content.\n the first project since its incorporation, BOLT has produced eight brand customization ad-films for Unilever's leading food brand Kissan, which have been telecast on various prime times on Zee TV.
Future Pipeline
The company is currently working on two shows - a fiction show and a historical documentary drama.\t is also keenly watching advertisement-funded properties and strives to be an early runner in VFX through quality special effects.\n addition, it is targeting to offer line-production expertise to other production houses. it also proposes to explore partnerships with international format owners and is confident of soon having a diverse content pipeline across various shows. \t is considering acquiring rights of internationally-produced shows and later producing them locally. And for this, it has already entered into tie-ups with Level 10 and Tokyo-based Fuji TV for Or on Chef. Bolts objective is to capture an unparalleled position in the market and continued leadership by identifying and executing new concepts and formats.\t is pursuing opportunities with several channels and production houses.\t is further consolidating by adding more lines of business and creating its own iP across the TV media spectrum.
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Chapter 6 : Success & Trouble Time Of Balaji Telefilms Limited
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6.1 : Mantra for Success

Balaji's success was attributed to its early entry into the business and presence in the regional markets. Balaji was credited for assessing the public demand properly. Its presence across the spectrum and its cordial relationship with most channels ensured its continued growth. At the same time, its expenditure was controlled by its investment in high quality studios and equipment. Throughout the 1990s, Western-style plots had dominated Indian television soaps. Instead of following this trend, Balaji conducted research and TV shows and viewers. Balaji's research showed that the reach of fiction-based shows was about 60% and that they appealed to women across regions and languages. Hence it catered to this segment to generate high revenues from television shows. In 2001, Balaji began exploring export markets for its content library. The markets in USA, UK, Canada, Middle East, Sri Lanka, Singapore and Mauritius with their significant NRI population were deemed to become major markets for the company in the future.
Strong creative team

The Companys serials accounted for 79% of the aggregate TRP of the weekday prime time shows featuring in the top 100 Hindi cable and satellite shows. Being the leader in the Hindi mass entertainment space, accounting for more than 40 of the top 100 programmes, some of its popular serials have been on air for years now but still dominate the TRP ratings. Balaji has also been very successful in regional programming.
Low overheads
Balaji's budgeting discipline is responsible for a strict control of costs. The budgeting discipline has the following priorities. Each programme is appraised as a profit canter and costs are compared with the budgeted target across every episode, artiste, location, and people expenses. Secondly, project life cycle management comprises of a holistic perspective of shooting schedules, scene wise artiste requirements, ongoing shooting progress and final product delivery before shooting commences. Further, Balaji has invested in captive sets, wherein the company has in house sets,
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which helps in saving the hiring cost, and enhances production quality. Also, the company has reduced its dependence on vendor equipment by investing in sophisticated lights; sound recording equipment resulting in substantial cost savings. Balaji has two state of the art post production suites, which accelerates the conversion of recorded material into episodes and enhances the flexibility to review the produced content with the objective of revision and improvement.
Growth opportunities
The penetration of television sets and cable TV is very low in India. It is expected to increase due to the rise in incomes and a decline in the prices of television. Advertisement spending in India is directly linked to the growth in GDP. In view of the country's projected GDP growth, the country's TV advertising market is expected to grow by a CAGR of 15%. All these developments will increase the broadcasters ability to spend on content, which augurs well for content providers like Balaji.
Entry of new players in the Hindi General entertainment space

The Hindi general entertainment space will get more competitive with the entry of NDTV, UTV, and INX Media. The broadcasters would try to maintain or increase their market share by improving their quality of content. Thus the broadcasters expenditure on content would increase. INX media has requisitioned Balaji to produce a couple of shows for it. Balaji's programming hours would increase as well as its realisations per hour should also continue to increase in the future.
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6.2 : Troubled times and a New Avatar

Troubles erupted when her sole customer, Star Plus, Indias most watched Hindi general entertainment channel, discontinued her top-rated show Kyunki Saas Bhi Kabhi Bahu Thi as its viewership points were on the wane. The move came at a time when the industry was grappling with a serious economic downturn and production houses were being forced to squeeze their budgets. But Ekta wasnt accustomed to constraints, and she was not sufficiently equipped to tackle the hard times that lay ahead.As more of her shows went off air and her exclusive and lucrative contract with Star Plus came to an end, Balaji was in the doldrums and its stocks plummeted rapidly. Initially, Ekta wasnt able to see the writing on the wall: Audience tastes were changing and her melodramatic soap operas had outlived their utility. Worse, being the inveterate maverick that she is, she tended to indulge in financial profligacy. Perepisode budgets spiralled beyond control from well under Rs 50,000 in the 1990s to 18 lakh in 2007. But matters have since been reined in and her current serials: PavitraRishta, Bade AchheLagteHain, Parichay and KyaHuaTeraVada, among others cost much less to produce.
6.3 : Future of Balaji Telefilms

Indian television industry market holds significant opportunities and it is expected to reach approximately US$1,289 Billion in 2017 with a CAGR of 5 percent during 20122017. Hence the future is bright for this company and any investment in it by the shareholders will generate high returns.
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Chapter 7 : Code Of Conduct
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Code of Conduct
All Directors and Senior Management must act within the bounds of the authority conferred upon them and with a duty to make and enact informed decisions and policies in the best interests of the company and its shareholders / stakeholders. With a view to maintain the high standards that the company requires, the following rules / code of conduct should be observed in all activities of the boar
Honesty & Integrity

All directors and Senior Management shall conduct their activities, on behalf of the Company and on their personal behalf, with honesty, integrity and fairness. All directors will act in good faith, responsibility, with due care, competence and diligence, without allowing their independent judgment to be subordinated. Directors will act in the best interests of the Company and fulfill the fiduciary obligations.
Conflict of Interest
Directors and Senior Management of the Company shall not engage in any business, relationship or activity, which may be in conflict of interest of the Company or the group. Conflicts can arise in many situations. It is not possible to cover every possible conflict situation and at times, it will not be easy to distinguish between proper and improper activity. Set forth, are some of the common circumstances that may lead to a conflict of interest, actual or potential Directors and Senior Management should not engage in any activity / employment that interferes with the performance or responsibility to the Company or is otherwise in conflict with or prejudicial to the Company. Directors and Senior Management and their immediate families should not invest in a Company, customer, supplier, developer or competitor and generally refrain from investments that compromise their responsibility to the Company.
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Directors and Senior Management should avoid conducing Company business with a relative or with a firm / company in which a relative / related party is associated in any significant role. If such related party transaction is unavoidable, it must be fully disclosed to the board of the company.
Compliance
Directors and Senior Management are required to comply with all applicable laws, rules and regulations, both in letter and spirit. In order to assist the company in promoting lawful and ethical behaviour, directors must report any possible violation of law, rules, regulation or the code of conduct to the company.
Other Directorships
The Company feels that serving on the boards of directors of other companies may raise substantial concerns about potential conflict of interest. And therefore, all directors and Senior Management must report / disclose such relationships to the Board on an annual basis. It is felt that service on the board of a direct competitor is not in the interest of the Company.
Confidentiality of Information
Any information concerning the Company's business, its customers, suppliers etc., which is not in public domain and to which the director has access or possesses such information, must be considered confidential and held in confidence, unless authorised to do so and when disclosure is required as a matter of law. No director or Senior Management shall provide any information either formally or informally, to the press or any other publicity media, unless specially authorised.
Insider Trading
Any director and Senior Management of the company shall not derive benefit or assist others to derive benefit by giving investment advice from the access to and possession of information about the company, not in public domain and therefore constitutes insider information. All directors will comply with insider trading guidelines as issued by SEBI.
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Gifts & Donations

No director and Senior Management of the Company shall receive or offer, directly or indirectly, any gifts, donations, remuneration, hospitality, illegal payments and comparable benefits which are intended (or perceived to be intended) to obtain business (or uncompetitive) favours or decisions for the conduct of business. Nominal gifts of commemorative nature, for special events may be accepted and reported to the Board.
Protection of Assets
Directors and Senior Management must protect the Company's assets, labour and information and may not use these for personal use, unless approved by the Board.
Periodic Review
Once every year or upon revision of this code, every director and Senior Management must acknowledge and execute an understanding of the code and an agreement to comply. New directors will sign such a deed at the time when their directorship begins
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Chapter 8 : List Of Acceleration
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List Of Acceleration received By BALAJI TELEFILMS:
This is a list of awards received by the Cast & Crew of the Shows of Balaji Telefilms.The Year 2012-13 proved to be the year of Balaji Actress' as in all the Award Functions, In the Category of Best Actress in a Lead Role was Swept in Film Awards by Vidya Balan for her power packed performance in The Dirty Picture as Silk Smitha and in Television by Sakshi Tanwar as Priya Kapoor in Bade Acche Lagte Hain.
National Media 2012 Network Film And TV Awards Most Successful Film & TV Producer
Ekta Kapoor
2012 Star Screen Awards
Best Entertainer of the year
Ekta Kapoor
2012
Dadasaheb Phalke Academy Awards
Phalke Icon Film & Television Producer Award
Ekta Kapoor
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1 .Asian Television Award 2 .Indian Television Academy Awards 3. Gr8! Women Achiever's Awards 4. Indian Telly Awards 5 .BIG Star Entertainment Awards 6. BIG Television Awards 7 .Star Parivaar Awards 8 .Zee Rishtey Awards 9 .Golden Petal Awards 10 Zee Gold Awards 11. Apsara Film & Television Producers Guild Awards 12. New Talent Awards 13. Global Indian Film and Television Honours 14. Kalakar Awards 15 .Sansui Television Awards 16. Lions Gold Awards 17. Filmfare Awards 18. Screen Awards 19. International Indian Film Academy Awards
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Competitors of Balaji Telefilms Ltd
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Chapter 9 : Product Life Cycle & BCG Matrix
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Product Life Cycle
Balaji Telefilms product life cycle helps us to analyse the profit and sales .In connection with their Introduction stage,Growth stage ,maturity stage and the stage of Decline.
The X axis,refers to time or duration and Y axis,refers to profit and sales of Balaji Telefilms.
The product life cycle helps to develop a vision and journey of the product.
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BCG Matrix
Balaji Telefilms Ltd. has the serials which fall in different category. The X axis has market share and Y axis has market potential.
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Chapter 10 : Case Study : On Success Of Balaji Telefilms Limited
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Case study
Abstract:
Balaji Telefilms Ltd, a public-listed media software production company, helped to bring about the transformation of the Indian television industry. The case explores the factors that led to the company's success, and examines the strategic vision of Ekta Kapoor, the creative genius behind the company.
Issues:
Strategic Vision, Indian Television Industry
Contents:
Making Waves Starting from Scratch A Recipe for Success Aiming Still Higher
"I get a kick when people react to the characters I have created. The power to make people cry, laugh and dream constantly amazes me." "It's been seven years of hard work. But I've enjoyed myself."
- - Ekta Kapoor, Associate Director, Balaji Telefilms, in 2001.
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Making Waves
In February 2001, in a totally unprecedented manner, Indian television viewers protested against the plot of a TV serial. The offices of Balaji Telefilms (Balaji), a leading television software production company, were swamped with e-mails, faxes, telephones and letters protesting against the 'death' of a popular character from the daily soap1 'Kyunki Saas Bhi Kabhi Bahu Thi' (KSBKBT) aired on Star Plus (Star).
A group of ladies in Mumbai took out a protest march demanding that the character be brought back to life. Similar protests were reported from across the country. Extensively covered in the media, the issue acquired mammoth proportions.2 Inspite of all the chaos, the Balaji people emerged as the winners. KSBKBT, which had already overtaken Star's hugely successful gameshow 'Kaun Banega Crorepati,' saw its TRPs3 shooting up like never before, affirming the production house's leadership status in the television content production business. Much before all this, Balaji had become a much-talked about company due to its unprecedented success during 2000-01.
Starting from Scratch
Balaji was formed in 1994 as a private limited company. The first two serials produced by the company costing Balaji Rs 25 lakh were rejected by all satellite channels, the first serial to be aired was 'Mano Ya Na Mano' on Zee TV in 1995. This was followed by the music-based show 'Dhun Dhamaka', telecast on DD Metro, which was moderately successful. However, true success came with 'Hum Paanch' - a comedy serial which ran for five years on Zee TV. This was followed by the daily soaps 'Itihaas' on Doordarshan, and 'Kudumbum' (in Tamil) on Sun TV. These soaps went on to become huge hits...
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A Recipe for Success
Balaji's success was attributed to its early entry into the business and presence in the regional markets. Balaji was credited for assessing the public demand properly. Its presence across the spectrum and its cordial relationship with most channels ensured it's continued growth. At the same time, its expenditure was controlled by its investment in high quality studios and equipment. Throughout the 1990s, Western-style plots had dominated Indian television soaps. Instead of following this trend, Balaji conducted research and TV shows and viewers. Balaji's research showed that the reach of fiction-based shows was about 60% and that they appealed to women across regions and languages...
Aiming Still Higher
In 2001, Balaji began exploring export markets for its content library. The markets in USA, UK, Canada, Middle East, Sri Lanka, Singapore and Mauritius with their significant NRI population were deemed to become major markets for the company in the future. Balaji was also planning serials in Marathi, Punjabi, Bengali and Gujarati. The Indian television software industry was highly competitive, comprising a few organized and many unorganized players. Padmalaya Telefilms, ATN International, Jain Studios, Galaxy Multimedia, TV18, Creative Eye, Pritish Nandy Communications and Sri Adhikari Brothers were the other major players in the sector.
The fact that some of the channels were getting into backward integration by starting their own production house did not augur well for production houses like Balaji. However, the ever-increasing number of channels was expected to help the company..
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Chapter 11 : Financial Highlights
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Profit And Loss Statement of Balaji Telefilms Standalone Profit & Loss account ------------------- in Rs. Cr. ------------------Mar'13 Mar '12 Mar '11 Mar '10 Mar '09 Income Sales Turnover Excise Duty Net Sales Other Income Stock Adjustments Total Income Expenditure Raw Materials Power & Fuel Cost Employee Cost Other Manufacturing Expenses Selling and Admin Expenses Miscellaneous Expenses Preoperative Exp Capitalised Total Expenses 0.00 1.14 7.52 109.20 0.00 16.60 0.00 134.46 0.00 2.52 14.95 87.00 0.00 31.99 0.00 136.46 0.00 2.83 19.48 110.26 15.31 5.63 0.00 153.51 0.00 3.34 16.38 107.15 1.30 5.10 0.00 133.27 0.00 4.81 13.20 172.37 34.45 6.94 0.00 231.77 140.85 0.00 140.85 18.17 0.00 159.02 129.36 0.00 129.36 24.91 0.00 154.27 151.94 0.00 151.94 16.20 0.02 168.16 152.82 0.00 152.82 20.52 0.55 173.89 294.92 0.00 294.92 11.77 -8.67 298.02
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Profit & Loss account of Balaji Telefilms
------------------- in Rs. Cr. ------------------Mar '13 Mar '12 Mar '11 Mar '10 Mar '09
Operating Profit PBDIT Interest PBDT Depreciation Other Written Off Profit Before Tax Extra-ordinary items PBT (Post Extra-ord Items) Tax Reported Net Profit Total Value Addition Preference Dividend Equity Dividend Corporate Dividend Tax Per share data (annualised) Shares in issue (lakhs) Earnings Per Share (Rs) Equity Dividend (%)
6.39 24.56 0.09 24.47 7.86 0.00 16.61 0.02 16.63 3.30 13.33
-7.10 17.81 0.00 17.81 7.11 0.00 10.70 2.33 13.03 1.43 11.61
-1.55 14.65 8.08 6.57 11.18 0.00 -4.61 0.28 -4.33 -0.92 -3.40
20.10 40.62 8.77 31.85 10.33 0.00 21.52 0.60 22.12 6.93 15.19
54.48 66.25 8.81 57.44 23.52 0.00 33.92 3.25 37.17 10.84 26.67
134.46 136.45 0.00 2.61 0.44 0.00 1.30 0.21
153.50 133.26 231.77 0.00 1.30 0.22 0.00 1.96 0.33 0.00 1.96 0.33
652.10 652.10 2.04 20.00 1.78 10.00
652.10 652.10 652.10 -0.52 10.00 2.33 15.00 4.09 15.00
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Financial highlights
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Chapter 12 : Conclusion
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Conclusion
Indias media and entertainment industry is witnessing an evolution in terms of viewers and viewing content. The viewers today demand original innovative content for both television shows and movies.There is also a sharp categorization of viewers on the grounds of age and viewing preference. Besides, regionalization in the television industry is now witnessing are markable ascendance.
Balaji Telefilms creates original content and have the complete ownership of the entire sequence of content creation from inception to completion, facilitating better cost control and a de-risked business model. Balajis dynamic content distribution encompasses important GECs such as Zee, Star, Colors, Sony and the Sun Network. Balaji continues with the ideation of innovative and superior quality content. Given that television viewership among the youth is on the rise, Balaji is focusing more on creating content that is specific to the aspirations and expectations of the younger audiences. Thus, BALAJI TELEFILMS follows ethics in organization and is working .this lead them to increase their effiency,profitability,and rise in their goodwill.Hence,it is rightly said that ,Balaji Telefilms Ltd is an dynamic production which provides
ENTERTAINMENT! ENTERTAINMENT! ENTERTAINMENT!
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Chapter 13 : Bibliography
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Bibliography
The book named The Queen of Daily Soaps. Star dust magazine, Filmfare magazine, Grihashobhika, Entrepreneur, The Times of India The Econonmic Times Sabharwal, Rahul "Meet the 'real' Ekta Kapoor". Hindustan Times "Ekta Kapoor & family take pay cut". The Hindu Shekhar (2012-02-20). "Ekta Kapoor's obsession with K was strategy, but not superstition". Entertainment.oneindia.in. Retrieved 2012-08-08. "Ekta Kapoor: The revised version | Bollywood.com: Entertainment news, movie, music and fashion reviews". Bollywood.com. Retrieved 2012-08-08. Filmitadka, Frontline Women era Screen Times now magazine Outlook
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Chapter 14 : Webliography
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Webliography
http://balajitelefilms.com/home/contact-us.html. Balajitelefilms.com. Balaji Telefilms auditions http://www.balajitelefilms.com/home/balaji-telefilmsauditions.html Balaji (Ekta Kapoor) http://info.shine.com/company/BalajiTelefilms/149.aspxinfo.shine.com www.ice-balajitelefilms.com Articles about Balaji Telefilms http://articles.economictimes.indiatimes.com/keyword/balajitelefilmsarticle.economictimes.indiatimes.com http://www.indiantelevision.com/perspectives/y2k3/balaji.htm Official website http://balajitelefilms.com/ http://theiceinstitute.com/index.php Official site of ICE-A Balaji initiative Official site of http://hoonur.com/ "IndianTelevisionAcademy.com" http://www.indiantelevisionacademy.com/site/awards_itawa_details.ph. . ^ http://tellyawards.indiantelevision.com/y2k2/winners.htm. ^ http://tellyawards.indiantelevision.com/y2k11/poll/winners.php "BIG Television Awards - Wikipedia, the free encyclopedia". "Zee Gold Awards - Wikipedia, the free encyclopedia". http://www.kalakarawards.co/images/listofawardees.pdf http://www.bharatstudent.com;"Winners of 18th Lions Gold Awards 2013 - Bollywood News & Gossips". Bharatstudent.com. http://www.bollywood-now.com/the-winners-of-19th-lions-gold-awards-201320130113
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Balaji Teleflims Ltd.

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BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

Chapter 1 : Introduction To Balaji Telefilms Limited

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

1.3 : Company at a glance

BALAJI TELEFILMS LIMITED

Chapter 2 : Pillars Of Balaji Telefilms Limited

BALAJI TELEFILMS LIMITED

2.1 : Organization chart

BALAJI TELEFILMS LIMITED

2.2 : Board of directors & group management Board of directors

Shobha Kapoor (Managing Director)

BALAJI TELEFILMS LIMITED

Ekta Kapoor (Joint Managing Director)

BALAJI TELEFILMS LIMITED

Puneet Kinra(Group Chief Executive Officer)

BALAJI TELEFILMS LIMITED

Srinivasa Shenoy(Chief Financial Officer)

Abhijit Nath( Vice-President, Risk & Investments)

BALAJI TELEFILMS LIMITED

L Balaji(Associate Vice President, Group CEOs Office)

Ashish Gharde( Chief People Officer)

BALAJI TELEFILMS LIMITED

2.3 : Operation , Subsidiary & Brands

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

2.4 : Vision and Values

BALAJI TELEFILMS LIMITED

2.5 : SWOT Analysis

Strong creative team

BALAJI TELEFILMS LIMITED

Over dependence on key personnel

BALAJI TELEFILMS LIMITED

Difficult to sustain success

BALAJI TELEFILMS LIMITED

Entry of new players in the Hindi General Entertainment space

Plummeting share of mass entertainment

Competition from other production houses

BALAJI TELEFILMS LIMITED

Chapter 3 : Strategies In Play

BALAJI TELEFILMS LIMITED

3.1 : Key revenue drivers television

BALAJI TELEFILMS LIMITED

3.2 : Transforming The Business Model Towards Betterment

BALAJI TELEFILMS LIMITED

Healthy Project Pipeline

3.3 : Core Strengths Leveraging For Deeper Portfolio

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

Past Productions[NOT CURRENTLY ON TV]

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

Chapter 4 : Thinking Next Level To Films Balaji Motion Pictures Limited

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED

4.2 : History & company at glance

BALAJI TELEFILMS LIMITED

BALAJI TELEFILMS LIMITED