DTH provider Dish TV recently announced its proposition ‘Dish TV Smart+’. Customers get access to TV and OTT content on any screen, anywhere, without any additional cost. It ensures convenience, flexibility, and enhanced entertainment options, empowering customers to tailor their viewing experience.
With the ‘Dish TV Smart+’ service, all Dish TV and D2H customers, including new as well as existing subscribers can enjoy popular OTT apps along with their chosen TV subscription pack. The ‘Dish TV Smart+’ services ecosystem enables entertainment on any screen, anywhere, anytime through Watcho-the OTT Super App, Smart devices including set-top boxes, and smart android STBs. Dish TV will also collaborate with top TV and Mobile Original Equipment Manufacturers (OEMs) to seamlessly integrate their services into these devices, thereby enriching the overall user experience.
Medianews4U.com caught up with Manoj Dobhal, CEO Dish TV India.
Q) Firstly, what is the USP of Dish TV Smart+?
This is a unique solution for customers. They can access all the content they desire, whether it’s linear, live TV, or OTT, under a single subscription. The flexibility lies in the ability to watch it on their TV, mobile, laptop, or even on the move. Our motto is ‘watch your favorite programs, regardless of the technology, device, or location.’
Everything is brought together under one subscription. The best part is not just the content and entertainment, but also the convenience, affordability, and technological innovation introduced for the first time in the country, and I might add, globally, all within the same subscription. Imagine being a customer paying Rs. 400 for your linear TV, DTH service, or cable TV, and without any extra cost, gaining access to all your favorite OTT content under the same subscription. It’s a revolution we’ve introduced, encapsulated by the phrase ‘TV ka drama and OTT ka maza,’ all available under one subscription.
Q) How’s it different from what the other DTH operators are doing?
Firstly, no other DTH operator has introduced this feature yet. If you’re a Tata Play Binge customer, you’d typically need to purchase separate Tata DTH and OTT Binge subscriptions, each requiring separate payments. There are various combinations and permutations involved. The difference between Tata and Airtel is significant. If my customer pays me Rs. 250 today, they continue paying Rs. 250 only.
I’ve integrated the OTT of their choice in a flexible manner, allowing them to switch between OTT platforms seamlessly. For instance, imagine you’re a South Indian customer and you want to watch something compelling on Sun NXT. You can enjoy it for three, five, or seven days.
After binging content on Sun NXT for a week, you may find something appealing on SonyLIV or Hotstar. However, in the open market or with other operators, you’d have to separately subscribe to those apps. Some may require a minimum three-month or even one-year subscription. Here, after just one week, you can transition from Sun NXT to Sony LIV or Disney+ Hotstar without any additional cost. This is the key difference: under the same subscription and ticket size, you receive additional services, all utilising completely different technologies.
Q) Which are the key markets being targeted for growth by Dish TV this fiscal year?
We are a brand with an equal presence in both urban and rural areas. This is because d2h is also a part of Dish TV, which is a dominant brand in urban cities. Dish TV has established a strong foothold in tier three, four, and rural areas, since its launch. As a result, we are experiencing growth. Today, everyone is consuming OTT and traditional TV content.
However, the choice of devices varies—some use Smart TVs, some rely on data, while others stick to linear TV or cable. Our solution enables us to reach the entire country, making all markets accessible to us. Growth is expected to be higher in tier two and three cities rather than urban metros. That’s the essence of it.
Q) The expectation is to be profitable in FY 2025. How will this be achieved?
Judicially optimised use of the CapEx. This involves putting the CapEx into the right initiatives, reducing the subsidy burden suffered by the DTH industry on devices and STBs. This area is crucial. Then, retaining my customer base better than before becomes possible because this strategy allows for better retention. This is because Dish TV is the only company providing everything, not just OTT.
This is a significant offering where customers get both TV and OTT, especially beneficial for the Hindi heartland and regional markets. In states like UP, MP, CG, Bihar, Jharkhand, Rajasthan, many are shifting towards Free Dish, including Doordarshan Free Dish, making it the biggest platform today. We are the sole company offering a unique product catering to these customers, even in regions like northern Karnataka, central Karnataka, and parts of Telangana. Here, customers receive high-quality hardware similar to what we provide to paid DTH customers, ensuring the same picture, sound quality, and experience, all at no cost for the next four years after a one-time installation fee. Instead of the limited channel selection offered by Free Dish, we provide more than 300 channels. For example, Maharashtra customers receive 11 Marathi channels, Bengali customers get 13 Bengali channels, northeast customers get 12 northeast channels, and Punjabi customers receive 17 Punjabi channels.
This product, called Zing Super, offers everything desired by the customer at a one-time subscription. This ensures the retention of our customer base, as the subscription comes without any monthly recharge requirements, making it more attractive than Free Dish. Moreover, customers moving towards OTT will also be retained better, as we provide them with OTT services along with paid DTH, free of cost. These strategies serve as levers for building markets with new initiatives.
We have a comprehensive roadmap for hardware augmentation, collaborating with global tech giants to roll out a range of devices, even eliminating the need for STBs, thereby saving CapEx. Alongside, the judicial use of CapEx, previously dedicated to STB deployment, now serves to strengthen our device ecosystem. Additionally, better retention of our customer base prevents them from migrating to Free Dish or OTT, as everything is provided under the Dish TV brand. Lastly, our unique proposition ensures that people from other platforms will be drawn towards Dish TV.
Q) Broadcasters are expected to increase their channel prices at the end of June. So, does Dish TV absorb some of the hike or you will pass on the burden of the price hike to consumers?
We always consider the sensitivity of the customer towards price increases. And the moment we detect indicators that suggest a customer may leave due to price rises, we refrain from passing on the increase to them. Instead, we absorb it internally. Despite multiple price increases, if you observe, DTH RPUs (Direct-to-Home (DTH) Revenue Per User) have not risen. This implies that not only us, but every DTH operator is actually absorbing the price rise.
q) What do you think will be a challenge to reduce churn?
No. These initiatives are aimed at reducing churn, as I mentioned earlier. Churn occurs when people seek additional services without experiencing inconvenience and maintaining affordability. Therefore, this unique initiative is designed to decrease churn. It is indeed a challenge, but solutions have been devised to address such initiatives by Dish TV.
Q) Dish TV has had corporate governance issues, including a fight between the promoter family, and the company’s largest shareholder, so is this a distraction? Currently what is the situation? Does it become a distraction to achieving your goals?
Despite all these distractions, we have remained completely isolated. Our approach is to not dwell too much on external factors because our operational strategy is distinct. Whatever happens externally is kept separate from our thought process. We are solely focused on managing and controlling the business. Over the past three to four years, despite these challenges, neither the promoter family nor the stakeholders have interfered with our operations.
I am truly grateful to them for allowing us to run the business professionally. This clarity of focus is crucial because we understand that external factors may take their own course and eventually yield results. Therefore, our attention remains solely on operations and shaping the business according to our vision.
Q) What role does artificial intelligence play in your operations from product development to marketing?
There is a lot of data available to us, and artificial intelligence is derived solely from that data. We engage extensively with our customers, understanding their preferences. If you consider, this product is also an outcome of the AI recommendations and data insights we obtain from the AI tools we already possess.
We have tools deployed in our recommendation engine that analyze what content a customer desires to consume. So, we are a company with our own in-house IT. Unlike other DTH companies that outsource their IT, we have all these tools readily available, allowing us to derive significant insights and take action based on them. Therefore, we are at a very advanced stage, or I should say, in a better position compared to others, utilising these insights through data and AI tools.
Q) In meetings with TRAI, the DTH players have asked for a level playing field, could you elaborate on this?
TRAI and other regulatory authorities have been very cooperative and kind enough to invite suggestions and receive feedback from all of us. We have been providing feedback from time to time, and there is a welcome move from TRAI suggesting a level playing field and reduction of license fees for DTH operators.
There are many other aspects that they are looking into as well. Therefore, I leave the job of regulation to them, and they are generating a lot of positive discussion around it. I believe we are being heard, and we provide all our inputs whenever requested. We actively participate in every consultation process that they initiate.
Q) Do you experience some issues which OTT doesn’t have basically?
Yes. That is about achieving a level playing field when compared with OTT, cable, and other platforms. All those recommendations have been submitted, and some white papers have been provided. They are currently in the process of reviewing all of those. So, I believe they are actively working on addressing these issues.
Q) If you look at viewership trends, is it shifting from linear TV to OTT from digital?
No. I believe a more accurate way to put it is that there’s a shift from linear TV towards smart content consumption, encompassing a hybrid of TV, mobile, and other gadgets. It’s about making Smart Choices, which customers are increasingly opting for. The company that caters to these smart requirements and the preferences of the customers will undoubtedly benefit. That’s why we’re calling ourselves as Dish TV Smart + now.
Q) But do you see the long tail of channels shutting down at some point?
No, I don’t think that would happen. In my opinion, it shouldn’t happen.
Q) What is the opportunity for CTV (Connected TVs)?
The trend of connected Smart TVs with indoor data usage is definitely gaining momentum. It is poised to explode, with growth expected to be much steeper in the smart and connected device ecosystem. As I mentioned, this will be one of the key pillars of our growth strategy.
Q) Could you elaborate on the work that you’re doing in this area?
We are working on a lot of hardware and technologically advanced devices. Today, we are unveiling a different revolution. Over the next two to three quarters, you will hear a lot more about our initiatives.
We have two to three initiatives already in progress, as I mentioned. We are collaborating with global technological giants. I believe we are in the process of launching them, one by one, maybe in three to four quarters from now.
Q) Could you talk about the marketing activities that digital is doing to build awareness?
We are implementing a comprehensive 360-degree communication and engagement programme for marketing, targeting GDMs and acquisition channels. We are covering everything from below-the-line (BTL) activities using marketing vans. Currently, as we speak, hundreds of dynamic AV marketing vans are deployed across more than 400 districts of India to establish direct local connections with customers. Additionally, we have planned numerous digital campaigns and are actively engaging in above-the-line (ATL) activities. We are also leveraging influencers extensively.
Every regional state has its own set of influencers with a significant fan following and a dedicated base. We are utilizing these influencers to further our marketing efforts. We are closely monitoring and incorporating evolving trends in digital marketing into our overall marketing strategy.
Q) So influencer marketing is also an important part ?
Yes, absolutely, it’s an important aspect.
Q) From what I understand, India still has a lot of TV dark homes, So are you looking at tying up TV manufacturers to target to get your service into those homes?
That’s part of the device ecosystem that I mentioned. There’s a lot happening in that space going forward.
Q) What is the potential over there?
Some seven to eight crore houses in India are still TV dark houses, and I see two to three crore of them definitely converting to getting TV, in the coming three to four years.
