A media marketing case study report by

Mudra Institute of Communications, Ahmedabad

PREFACE

It is often said that marketing failures outnumber marketing successes heavily. The

truth is that for every successful brand there are at least ten unsuccessful brands.

Brands that die mostly in their infancy because the world out there is tough, and

operates on the time-honoured principle of "no quarter given, none taken".

Spectacular marketing successes are more of a rarity. It is these spectacular

marketing successes that go on to become legends, the stuff history is made off.

Mostly, great marketing stories of our times have come from the western worlds,

from markets that are more evolved. India, which has only recently opened its doors

to the whirlwind of open market forces, has not contributed very handsomely to the

list of world legends.

Yet, we have had quite a few homegrown successes. One such success is recorded in

the pages that follow. It is also a story of how markets were wrested away from a big

gun iii a step-by-step, carefully planned and meticulously executed manner. It is the

story of how Dainik Bhaskar rose to become the No.1 newspaper in Jaipur, displacing

the well established competition, that too from the very first day of the launch.

L/2 Prof. P. K. Sinha Mudra Institute of Communications, Ahmedabad

3

PREFACE

Emotions matter. Feelings are the most powerful resource we have. They are the lifelines to self

awareness and connect us to others. And that was exactly what we felt when we went for a major market

survey and tried to understand the readers' feeling. The survey gave us the list of their wants, types o

stories they like to read and their dissatisfaction with the current product they subscribe. This activit ,,

was commissioned months before the launch of Dainik Bhaskar in Jaipur. The city market showed

possible slot for an alternate newspaper. When the paper was launched on 19th December 1995, the

figure of paid up circulation stood at 1,72,933.

A good system shortens the road to the goal. And that's exactly what happened to us when we

decided to enter the state of Rajasthan in 1996. To win over the readers and that too to dislodge the 42

year old organization and become number one paper from the day of launch needed a good system an

meticulous planning. Dainik Bhaskar not only concentrates on content management but also oi,

printing quality, circulation channels and distribution network besides logistics management.

This marketing case-study report by Mudra Institute of Communications, Ahmedabad is ai,

attempt to rediscover the road to our success. I said rediscover because, there is no set of rules in media

marketing that one could follow. As and when the situation arises, one needs to take appropriate bu

planned careful step towards the winning post. And that's exactly what we, at Dainik Bhaskar, did i1.

Rajasthan. Happy reading.

garwal Direc or Marketing, Dainik Bhaskar.

4

Dainik Bliaskar

It was June 1997. Girish Agrawal, Director, Dainik Bhaskar, had just finished reading the report of the

survey conducted by Media Research Uscrs Council (MRUC). The survey was undertaken after the launch

of the Jaipur edition of Dainik Bhaskar. The results were very satisfying. In Jaipur, Dainik Bhaskar had been

able to wrest market leadership from Rajasthan Patrika, the leader since 1956. On the very first day of its

launch it had achieved a confirmed paid up circulation of 1,72,933 for its Jaipur Edition. The readership of Dainik Bhaskar in Jaipur only had reached 4,59,000 within 4 months. This was much above the readership of Rajasthan Patrika, that stood at 3,94,000. Dainik Bhasar had become the number one paper in Rajasthan. It

had also been able to create a new segment of readers who were different from the classical Rajasthan

Patrika readers. Besides, Dainik Bhaskar was also read by 57% of Rajasthan Patrika readers.

The Bhaskar Group may justifiably rest on the laurels of this achievement. It was a score that was special for

all these reasons. It was Dainik Bhaskar's first venture outside its own state of Madhya Pradesh. Second, it

took up the challenge with a forty-year old leader with an eighty percent market share. Third, it was

contending a belief that readers do not switch newspapers easily, a habit-based purchase. Fourth, the entry

into the market was by a novel route. That is, by using market survey as a tool to create awareness about the

newspaper, covering almost hundred percent of the reader base in Jaipur. Fifth, Dainik Bhaskar was

conceived and designed by the readers themselves, an infallible course and media marketing's most novel

approach to product development. And last, readers were not required to pay the subscriptions up-front but

they were required to give their consent to read the paper for 6 months.

Dainik Bhaskar became the center of media attention. Business Standard reported: "Billed as one of the marketing successes of the decade, Dainik Bhaskar has wiped the floor with the competition.' " It went on to say that this success points the direction for Hindi newspapers to reach beyond their present market. Business Standard further added, "The success ofDainik Bhaskar is a lesson to media owners that marketing

adds value to media also. Indian language newspapers are using smart marketing practices to gain market and readership.'"

Prepared by Dr. P K Sinha, Professor and Kunjesh Parihar, Associate Professor, Mudra Institute of Communications,

Ahmedabad. Research assistance of Rahul Nahar is acknowledged. Case prepared as a basis for class discussion rather than to illustrate either effective or ineffective decision making.

© Copyright Mudra Institute of Communications, Ahmedabad, April, 2000

•Manish Khanduri, 'Making the real headlines," Business, Business Standard, May 9, 1998 •op. cit 1

5

Media planners of the country were impressed. So were media buyers. One of them said, "What makes this

launch interesting is the almost clock-work planning that has gone in the making of Dainik Bhaskar, Jaipur:

They are taking the bull by the horns. Instead ofwaitingfor a year, they are providing the (circulation) figure at the launch." And continued, "Judging by the inputs provided by them, the newspaper edition has merit

and we are seriously considering taking on Dainik Bhaskar j ."

Girish Agarwal looked very satisfied with the results of the Jaipur launch. "Our customer-driven entry

strategy has worked very well. But not only does it mean a higher cost, it is a long drawn out, high

involvement process. To our benefit, our competitor did not take any immediate counter offensive. I do not

know if given thesefactors, we will be able to adopt this as our entry model for other markets."

Dainik Bhaskar was started in 1958 by Dwarika Prasad Agarwal, as a 4 page daily. It was his desire to echo

the voice of the people, which drove him to start a newspaper. He launched his paper from Bhopal. It was well accepted and it grew gradually, although not fast enough to become the mainline business of the group. In 1978, Ramesh Chandra Agarwal, the Chairman, took the reins. The editorial perspective of the paper had

by now established a reputation for itself and armed with this, it grew very rapidly till 1979, to become the

leading newspaper in Bhopal. With this newfound confidence, R. C. Agarwal expanded to other areas of the

state and before 1983, Dainik Bhaskar was bringing out its Jhansi, Ujjain and Gwalior editions. What gave

the paper its real impetus was the launch of its edition from Indore, the business center of the state, coinciding with his two sons Sudhir and Girish joining their father to manage the business. His youngest son was still studying.

Indore was a tough market, with Nai Duniya as the undisputed leader. However, Dainik Bhaskar, with its

respected editorials, and its reputation for unbiased reporting created a niche for itself. Along with this

positioning, the judicious pricing that was adopted by the management, gained the paper instant acceptance by the readers, which shot it into becoming the second largest circulated daily in Indore.

Dainik Bhaskar's relentless pursuit resulted in its dislodging Nai Duniya in 1990, to become the largest

circulated daily in Indore, and the second largest in Madhya Pradesh. It had added its Raipur and Bilaspur

editions, in the two largest cities in the eastern part of the state. By 1995, Dainik Bhaskar had seven editions with a combined circulation of about 4 Lakh copies.

3. Shailesh Dabbal, "Quest for a new horizon," Brand Equity, The Economic Times, Dec. 18-24, 1996.

6

Editorial Philosophy

Shravan Garg, the resident editor at Indore, states the Dainik Bhaskar creed as follows: "Every region has it:

own aspiration, heroes and demons. Our editions have focused on this aspect. They have reflected the

regional aspirations and the popular mood. Then again the electronic media has also whetted people:

appetite for information. They are eager for details of stories that break in the electronic media. We hay(

made it a point tofollow these up. The proprietors have never interfered with editorial freedom."'

The hallmark of Dainik Bhaskar is that it believes in presenting things as they are, even if that means loss o

revenue. An example of this singleness of purpose is the stand that the paper took in 1984, during th(

Bhopal gas tragedy. It had reported facts that were contrary to the claims made by the government official:

and it stuck to them, despite the fact that it meant losing Rs. 20 lakhs by way of advertising revenue from the

government. Dainik Bhaskar carries articles of interest to all age groups and it constantly defines nem

niches. Its pursuit to increase readership, especially among women and children, and to continually identif)

the needs of readers are what have sustained Dainik Bhaskar as a people's newspaper.

Sudhir Agarwal, Managing Director, Dainik Bhaskar proudly supports the paper's philosophy as follows:

"Dainik Bhaskar puts its readers first. We gauge the requirements of readers and present them in ar,

unbiased form, 'A newspaper should be read by the whole family. Our readers do not buy separate

newspapers for every member, except may be a financial paper'. Remember, we were the first to introduce

supplements on women and comic strips for children in Madhya Pradesh".

Another example of Dainik Bhaskar's astuteness is, its timely use of technology to enhance the image of the

paper. It employed the "Harris Heat Set", a process for high quality colour printing. The experience in the

printing business had kept the company aware of the know-how and developments in print technology. Till

then, it was only the national dailies who had used this technology for their weekend colour supplements.

Dainik Bhaskar was the first to offer high quality colour supplements to readers of Hindi newspapers.

Innovations like this have always differentiated the paper from other papers and continue to increase the gap

between it and its competition.

Dainik Bhaskar has earned a place of its own by dint of the judicious mix of national, international, regional

and local news that it carries. Unlike other newspapers, it has always made an effort to present international

news in a way that local readers can relate to such issues, rather than merely doing the usual direct

translation into Hindi. It is qualities like innovativeness and trustworthiness, alongwith offering good value

for money that have helped Dainik Bhaskar to build strong bonds with its readers.

4. Anil Sharma, "New king on the block, "Media, Business India, June 14-27, 1999.

7

Concern for Ads ertisers

"We have always been very proactive in our efforts to increase our circulation and attract advertisers. Like

readers, the advertisers' interests have also been kept in mind, not just in terms of tariffs but also giving

them the best opportunity to maximise returns", says Girish.

After it established itself in Indore, Dainik Bhaskar was quick to recognise that the areas covered by its

Indore, Gwalior and Bhopal editions were the major markets of Madhya Pradesh. These three cities

together made up what was popularly called the Golden Triangle (Exhibit - 1) of the state. It was an area

that had high potential in terms of media consumption and purchasing power. Fortunately, a two-third

penetration ensured Dainik Bhaskar its success.

However, Girish Agarwal realised that if its advertising revenues have to increase substantially, then

awareness outside MP has to go up and for this an innovative strategy would have to be devised. He said,

"During my first visit to Bombay in the late 80's,1 was shocked to find out how little people knew of Dainik

Bhaskar, Madhya Pradesh and the potential here. We realised that for them to take us seriously we would

first have to market MP as a state"'.

As a concerted strategy, advertisers were targeted through a two-year long campaign that included

presentations based on a well-conceived 15 minutes audio-visual. The film showed Madhya Pradesh as a

state rich in resources, with immense untapped potential. Brochures carrying facts and figures supported

the film. Eric D'Souza, Branch Manager, Dainik Bhaskar, Bombay who was responsible alongwith Girish

Agarwal, for a number of marketing innovations, explains, "We did not sell the paper as much as we did the

state. We first told the advertisers about things that would interest them, like the opportunities that existed

here and the advantages they would enjoy. Only then did we talk about ourselves and how they would

benefitfrom advertising with us."'

The most-talked about advertising that Dainik Bhaskar created was the 'Tiger' Campaign' (Exhibit 2) that

was released in the national dailies. The advertisement featured a tiger and the headline proclaimed, "You

are looking at our only competitor in Madhya Pradesh." It then went on to justify its statement. What was,

however, unique, was the teaser mailing, which was sent out two days prior to the launch of the campaign to

various decision makers throughout the country. The mailer alerted them to watch out for the ad. "The

response was tremendous. The mailer, especially, created a lot of curiosity'," says D'Souza. Innovative

direct mailers, keeping its advertisers abreast with the changes made in the paper have been a regular

feature.

• Raji Menon "Breaking the regional mould," Brand Equity, The Economic Times, Sept 14, 1994.

• op cit. 5.

• Madhya Pradesh is famous for White Tigers

8

Among the more popular ones was the one announcing colour supplements. It featured a small earthen pot

with tubes of watercolour and a fine brush along with the announcement. Another mailer, sent soon after the

communal riots of December 1992, had a pain balm enclosed. Dainik Bhaskar was compared to a balm,

bringing relief through accurate reporting during troubled times. Within just ten days, the circulation of the

Indore edition increased from 34,960 to 65,770. Apart from this, the group started advertising on Zee TV.

Other promotional and marketing activities have included sponsorship of awards and programmes like the

AdReview held annually by the Ad-Club, Bombay. Recalls Girish, "The intention was to make sure that we

are taken seriously, like other national dailies."

Distribution

"Newspaper is a perishable product and has to reach to customers without delay. It is necessary to have an

integrated and well-managed distribution system. Hence, we put a special emphasis on building loyalty

while dealing with the channel members", states Sudhir Agarwal. The channel consists of distributors who

supply to hawkers. These hawkers, in turn, deliver the paper to customers at the crack of dawn. Besides

credit facilities, the hawkers enjoy a specific trade commission. "The trade thrives on relationship and we

try to strengthen it in each of our interactions with the members of the trade", adds Girish. Dainik Bhaskar

services its readers through a wide network of hawkers, who are always special invitees to the Bhaskar

Utsav, an event organised by the paper.

It is efforts like these that have made Dainik Bhaskar a newspaper with, not only the largest readership

among Hindi Dailies in Madhya Pradesh, but also the fastest growing newspaper of the country. Between

the two readership surveys conducted in 1990 and 1995, Dainik Bhaskar grew at the rate of 104%, the

highest among the top ten newspapers of the country (Table 1). In Indore, the largest newspaper market of

the state, Dainik Bhaskar enjoys a massive 75.89% share among all Hindi daily readers, of which 46% are

sole readers.

The Ithaskar Grou

Dainik Bhaskar has diversified into new areas (Table 2). As of now, Bhaskar Group is a Rs. 640 crore

conglomerate with diversified interests in cement, oil extraction, hospitality, travel agency and textiles.

Bhaskar Publication and Alliedl Industries Pvt. Ltd. is now the flagship company of the group (Exhibit 3).

9

Times of India

Rajasthan Patrika

Punjab Kesari

Nay Bharat

Gujrat Samachar

Feanadu

Dainik Jagran

Dainik Bhasker

Daily Thant'

Anand Bazar Patrika

A ..........o....... A ,....,••Awrs As va• 46+0.. a MAWS& I.A.4.4 n11.11%n 63 l V I• 1—elll. I 6 tx. 1 1,/11 a AAAAA 6 llll II/ l 1.1

2 Writers and Publishers Ltd. Publishing

3 Bhaskar Graphics and Printing Arts Ltd. Printing & Publishing

4 Bhaskar Industries Ltd. Cotton Spinning

5 Sharda Solvent Ltd. Solvent Extraction (500 TPD)

Vanaspati Ghee (200 TPD)

6 Regency Agro Products Pvt. Ltd. Vegetable Oil (100 TPD)

7 Bhaskar Exxoils Ltd. Solvent Extraction (700 TPD)

3 Bhaskar Multinet Pvt. Ltd. Intemet/Cable

) Bhaskar Global Ltd. Trading

r>„1-,i;vh;,-,,,,

Table 1: Growth in Readership (%)

0 20 40 60 80

100 120

Having achieved a leadership status, Dainik Bhaskar then looked forward to new markets for expansion. They have the major market share of readership in the state of Madhya Pradesh and also each of the centers was competitive. It was felt that from such a position the efforts to gain market share would not commensurate with growth in advertising revenue. While the advertisers respected Dainik Bhaskar, they regarded it as regional newspaper. Thus it became necessary for the newspaper to look beyond Madhya P radesh.

Table 2: The Dainik Bhaskar Group

Source: Dainik Bhaskar

10

The Hindi belt in India (Exhibit - 4) spreads over eight states which are, Uttar Pradesh, Bihar, Rajasthan, Madhya Pradesh, Delhi, Punjab, Haryana and the Northern parts of Maharashtra. Together they constitute about 45% of the country's population. Select macro-economic indicators for the states with cities having more than 10 Lakh population are given in Table 3. These show that Delhi, the capital of India offers good potential. Delhi also has a high literacy level, a strong indicator of the penetration of newspapers. Yet, Dainik Bhaskar discarded Delhi in its quest. "Hindi Dailies are relegated to the third category in the city. The first category is the English newspaper and the second to Business newspapers. So even if Dainik Bhaskar had emerged at the top among the Hindi newspapers it would have been a leadership position of the third category," was Girish's view.

Eight cities, with a population of more than 10 lakhs were identified. [Table 4 gives the comparative details of these cities.] On literacy, Jaipur was the lowest, yet it had a high industrial and infrastructure contribution to the State Domestic Product. All these cities showed a clear dominance of Hindi publications, though in all, the readership was around 55%. In most cases the SEC (Socio Economic Classification) showed a higher readership, except in cases of Nagpur and Patna, where SEC B was above the claimed readership (Table 5).

Table - 3: Macro Economic Indicators of States

Indicator States - Ralsthan

Population (Lakh) '91 440.06

NIP

661.81

CP

1391.12

• Bihar

863.74

Delhi

94.21

NI:Mar:Mira

789.37

Urban Population (Lakh) '91 100.67 153.39 276,06 113.53 84.72 305.42

Male Population (Lakh) '91 230.43 342.67 740.37 452.02 51.56 408.26

Female population (Lakh )'91 209.63 319.14 650.75 411.72 42.65 391.12

Literacy (Lakh) '91 135.49 234.65 461.44 264.03 58.82 512.06

Electricity (% of households) '91 35.03 43.3 21.91 12.57 79.48 69.4

No. of Banks '93 3,160 4,496 8,723 4,959 1,224 5780

Bank Deposits (Cr) 7,364 9,633 26,071 11,325 24,15 79611

Bank Credit (Cr) 4,432 6,110 11,627 4,634 15,373 55641

SDP (Cr) '92 19502 27355 56381 25455 NA 62098

Per Capita SDP (Rs) '92 4361 4077 4012 2904 NA 8180

Post Offices per lakh population 23.18 16.7 13.92 13.2 5.69 15.25

Telephones per lakh population 501 460 291 167 6077 1851

No. of Vehicles 17,68,709 23,09,608 29,77,275 13,29,709 26,29,645 40,32,565

No. of Theaters 246 338 787 282 65 768

Hospital '87 179 201 403 255 41 1,063

Source: RKSwamy/BBDO Guide to Media Planning, 1999 (I Lakh or Lac = 1,00,000)

11

Urban Population (Lakh) '91 18.67 12.75 10.81

20.37

17.31 13.77

20.31

Literacy(Lakh) '91 22.61

12.18 8.69

16.62

15.89 20.38

58.82

20.3

Banks - No. 374 190 166 274 306 1,224 273 309

Deposits (Cr) 1,876 1,210 1,207 2,417 1,869 24,151 1364 1,924

Credit (Cr) 1,143 770 767 1,038 579 15,373 636 1,095

No of Theaters 29 26 15 20 24 65 1 35 31

Hospital 27 9 10 17 27 24 41

91

Table - 4: Macro Economic Indicators of 10 Lakh+ Districts

hulicatorsiDistriels .Jaipur Indore Bhopal Kanpur Luantin Patna Delhi Nagpur

Population (Lakh) '91 47.23

18.36 13.51 24.18 27.63 36.18 94.21

32.87

Districts share in state potential

Agricultural 9.89% 1.47% 0.78% 0.35% 0.64% 4.60% 4.65%

Industrial 31.10% 19.63% 10.79% 15.49% 7.52% 14.02% 2.18%

Infrastructure 25.83% 12.41% 12.41% 7.30% 9.25% 16.12% 1.70%

Source: RKSwamy/BBDO Guide to Media Planning, 1999

Looking at the literacy level and the penetration of newspapers it appeared as if these markets did not offer

much potential. But Mr. R. C. Agarwal and his team had a feeling that it is perhaps possible tofind a place

even in established markets. Their earlier successes were also carved out in similar situations, especially at Indore. "Look deeper", said Girish, "There must be something more than what meets our eyes". Thus the team embarked on a deeper study and found that these cities were saturated with newspapers, the top three

claimed over 50% readership, while in four of these cities the first two newspapers were very close.

The gap was considerable in the case of Patna, Jaipur, Nagpur and to a certain extent in that of Kanpur. The

team calculated the Herfiendel Index (Table 6) for each of the cities to assess the level of the competition.

[The Index is used to determine the competitive intensity of a market for a particular media: the higher the index, the lesser the competition.]

1 2

Table 5: Claimed Readership in the Hindi Belt

( . 1Aimed Dclhi Reader-011p

101ov:a Indoivo Jaipur 0 0

Kanpur Lucknon Nagpur .•

.

Prtnr

Estd Adults 7443 863 835 1197 1510 1358 1431 790 12+(000's)

Any Hindi 3375 45.3 478 55.4 509 61.0 625 52.3 792 52.5 737 54.3 534 37.3 432 54.7 Daily

Al 260 45.1 23 83.8 38 88.4 58 84.8 73 84.3 74 74.8 10 37.2 56 65.7

A2 536 57.5 67 83.0 73 86.9 65 70.3 127 73.6 134 66.8 36 43.7 67 60.2

131 316 49.5 78 78.5 93 81.3 69 66.0 104 69.8 150 68.1 51 44.2 82 66.2

B2 300 62.1 38 61.4 60 67.1 59 78.7 68 53.6 60 56.6 41 44.4 60 71.2

C 872 58.4 149 68.3 112 65.0 139 60.9 116 60.5 177 60.0 148 46.5 84 60.2

D 572 44.2 66 40.8 87 56.2 131 51.1 146 44.8 84 42.3 124 38.8 51 41.8

E 493 25.3 58 27.6 43 25.0 101 27.3 100 27.4 48 21.2 121 26.0 23 20.3

Any Hindi 421156.6 523 60.6 529 63.3 696 58.1 920 60.9 922 67.9 818 57.1 532 67.2 Publication Al 392 67.8 25 92.6 39 90.2 62 90.7 80 92.4 90 90.8 20 72.6 70 82.0

A2 664 71.2 68 83.9 74 87.5 73 78.3 149 86.4 165 821 58 70.8 92 82.7

BI 441 69.0 82 83.3 98 85.5 81 76.7 111 74.4 184 83.7 87 75.0 105 84.6

B2 368 76.2 43 70.0 67 73.8 64 84.9 96 75.4 81 75.7 59 64.3 69 82.2

C 1030 69.0 160 73.3 116 67.5 150 66.0 188 68.2 217 73.5 218 68.7 95 67.8

D 705 54.5 79 49.0 89 57.5 150 59.1 175 53.6 114 57.2 185 57.9 58 47.5

E 585 30.0 65 31.3 43 25.2 113 30.6 113 31.1 62 27.3 187 39.9 29 26.5

Any English 649 8.7 64 7.4 47 5.7 72 6.0 89 5.9 243 17.9 129 9.0 133 16.8 Daily Al 155 26.8 8 29.7 II 24.6 26 37.5 25 29.0 48 48.4 19 65.7 38 45.0

A2 184 19.7 16 19.3 15 18.4 23 25.1 38 22.2 81 40.0 23 28.7 36 32.9

B1 96 15 15 15.6 6 5.3 11 10.4 15 10.3 57 25.7 31 27.2 31 25.1

B2 53 11.1 6 10.1 5 5.6 4 5.1 2 1.7 18 16.6 11 11.9 3 3.4

C 100 6.7 16 7.4 3 1.5 6 2.4 7 2.6 25 8.4 28 8.8 9 6.6

38 2.9 2 0.9 7 4.8 3 1.1 1 0.2 l0 5.3 8 2.5 6 4.7

E 19 0 0 0 0 0 0 0 0 1 0.3 7 1.6 2 2.0

Any English 20222 2144 16.7 105 12.5 148 12.4 189 12.5 335 24.7 260 18.2 Z21 27.9 Publication AI 461 79.8 12 45.1 22 51.1 42 61.5 39 45.4 55 55.0 22 77.4 54 63.6

A2 530 56.9 35 43.3 25 30.0 32 40.5 75 43.6 108 53.6 31 38.3 60 53.7

BI 384 60.1 33 33.8 25 21.5 21 19.9 32 21.8 73 33.4 54 46.3 45 36.4

B2 184 38 13 21.6 9 10.5 9 12.7 11 8.5 26 24.6 21 23.0 14 16.3

C 300 20.1 32 14.8 14 7.9 20 $.8 22 7.9 47 15.9 73 22.9 23 16.4

D 104 8 8 5.1 9 6.0 14 5.6 7 2.1 20 9.9 33 10.3 12 9.8

E 45 2.4 9 4.1 0 0.2 3 0.9 2 0.6 2 0.7 25 5.4 3 2.6 Any Daily 4174 56.1 493 57.2 510 61.1 635 53.1 811 53.7 815 60.0 843 58.9 481 60.9

Any 4686 63 532 61.7 529 63.3 704 58.8 931 61.7 960 70.7 973 68.0 546 69.2 Publication

Source: IRS, 1995

13

This analysis included Indore . and Bhopal, but since Dainik Bhaskar was already the leading newspaper,

these cities were irrelevant. On this basis and the Herfiendel Index, Patna, Jaipur and Kanpur were looked at

as the new growth areas. Nagpur, though a contiguous market, did not qualify. Further comparison showed

that, Patna, the capital of Bihar, though it had potential, could not be considered because of lower literacy

levels, lack of infrastructure and lower per capita income. It had also had a fewer number of Hindi daily

readers when compared to other cities. Kanpur, the nearest city to the north ofJhansi (where Dainik Bhaskar

already had an edition) was the second best choice. "in Uttar Pradesh the clutter percentage is very high and

newspapers have had to face every shade ofcompetition. We could not have provided anything new, and also

when the variable of cultural similarity was considered, Jaipur scored higher" Observed Girish. Jaipur has

the highest percentage of readers of a Hindi daily in the SEC A and B classes. This group also has a higher

disposable income. The contribution of the city of Jaipur to the State Domestic Product is high. And it had

shown the fastest growth in Hindi newspaper readership.

Jaipur: The target

In 1995, Jaipur, the capital of the northern state of Rajasthan had a population of 3.5 lakh households. Out of

these, 1.35 lakh households subscribed to a newspaper. Based on its estimates of population and literacy

growth, Dainik Bhaskar estimated that about 0.70 lakh new readers would be tapped. (Table 7).

The Jaipur market was defined as the core market of the city and the surrounding districts of Alwar, Sikar,

Sawai Madhopur and Bharatpur. Alwar is the second largest industrial town after Jaipur. Sikar and Sawai

Madhopur are rich districts of Rajasthan dtio to their royal lift ag@ and in@ tfAilit47A4-41*CW

was considered a satellite Will that could he serviced emily from Jaipurtt,Nhi4it

The Jaiptg Markat also showed a possible slot for an alternat0 1t@wspap0r.. The ntithha of nw.10ai- was on IN rise, Thaia was only of a leading 4@W0p411@f, Ftaia§tha0 41.10 lit ra )'leis WC'n,

incr0Oing, There was 4 distinct possibility of attracting 4 NW protl IP, of rcacl0fs di tfer Fat from th0Feadg-s Rajfighall Pstrika: A @WU Nhift of Advtifti§mi front Unclish tot r0ai opal ri0wspapqrs Was also its Kajsithon due to the reach offcred by regional langoace n0wspap0rs, lo I ai4.44dina to the k4C:

comkrship of any Hindi publication was 44,9% And that of ally Pnglish YVA.§.0.§t WIIP1 it

came to doilies, this nguro WA§ 40:6% for Hindi and fnr AliY English daily it was

14

Table 6: Herfiendel Herschman Indices of 10 Lakh+ Towns

(Source: Claimed Readership (CR), IRS, 1995)

Indore Dailies(Hindi) CR HHI Estd 12+ - 835(000's) (000's) % Choutha Sansar 70 8.3

3378.03

Dainik Bhasker 406 48.6 Dainik Naidunia 35 4.2 Dainik Sandhya Prakash 3 0.4 Jansatta 3 0 . 4 Nai Duniya 253 30.3 Nava Bharat 24 2.9 Nav Bharat Times 13 1.6 Swadesh 3 0.4 Total 810

Bhopal Dailies(Hindi) CR HHI Estd 12+ - 863(000's) (000's) % Choutha Sansar 15 1.8

2473.41

Dainik Bhasker 290 33.6 Dainik Naidunia 111 12.8 Dainik Sandhya Prakash 46 5.3 Desh Bandu 10 1.1 Hindustan 8 1 Jansatta 6 0.7 Nai Duniya 10 1.1 Nava Bharat 292 33.8 Navabharat limes 7 0.8 Punjab kesri 2 0.2 Swadesh 13 1.5 Total 810

Jaipur Dailies(Hindi) CR HHI Estd 12+ - 1197(000's) (000's) %

2347.88

Hindustan 11 0.9 Jansatta 21 1.7 Navabharat Times 89 7.4

Navjoyti 132 11 . 1 Punjab Kesri 59 4.9

Rajasthan Patrika 552 46.2 Rastriya Sahara 12 1 Rastradoot 31 2.6 Tota I 907

Lucknow Dailies(Hindi) CR HHI Estd 12+ 1358(000's) (000's) % Aj 202 14.9

1527.82

Amar Ujala 39 2.9 Daily Jagaran 360 26.5 Dainik Lokpath 5 0.3 Hindustan 11 0.8 Jansatta 10 0.7 Navabharat Times 19 1.4 Punjab Kesri 4 0.3 Rastriya Sahara 289 21.3 Swatantra Chetna 14 11.7 Ujala 4 1.1 Swatantra Bharat 159 0.3 Tota I 1116

Patna Dailies(Hindi) CR HHI Estd 12+ 790(000's) (000's) % Aj 168 21.3

2645.11

Awaj 8 Hindustan 369 46.7 Navabharat Times 24 3 Pratah Kamal 1 0.2 Jansatta 6 0.7 Total 576

Delhi Dailies(Hindi) CR HHI Estd12+ -7443(000's) (000's) % Daily Jagaran 261 3.5

1239.11

Hindustan 747 10 Jansatta 451 6.1 Navabharat Times 1674 22.5 Punjab Kesri 1615 21.7 Rastriya Sahara 423 5.7 Sandhya Times 662 8.9 Vir Arjun 68 0.9 Total 5901

15

Kanpur Dailies(Hindi) CR HHI Estd 12+ (000's)

AJ 371 24.5 Amar Ujala 44 2.9 Daily Jagaran 573 38 Hindustan 1 0.1 Jansatta

(0001

_ 4 0.2 6 0.4 2106.03 Navabharat Times

Punjab Kesri _ 1 0.1 Rastriya Sahara 50 3.3 Swatantra Bharat 98 6.5 Swatantra chetna 1 0.1 Total I

Na9pur Dailies(Hindi) CR HHI Estd 12+ 1431(000's) (000's) %

1104.39

Jansatta 10 0.7 Lokmat Samachar 158 11 . 1 Nava Bharat 449 31.3 Navabharat Times 14 1 Total 631

"In the last decade, the balance of power in print media has shifted to language newspapers and

surprisingly the new entrants are few, the existing publications having metamorphosed, garnering a

larger pie of the market. Rajasthan being the fastest growing Hindi belt after Madhya Pradesh, and

Jaipur being a monopolised market was the right choice for new entrants",' adds Ramesh Agarwal.

Table - 7: Estimated Households in Jaipur City

Sr. No. Number lakh) 1

Total households 3.30

2

Total households subscribing to a newspaper

1.30

3

Expected new households as readers

0.70 Source: Dainik Bhaskar

SCUil.lf II

The major dailies in Rajasthan were Rajasthan Patrika and Dainik Nay Joyti (Table 8). Other players were Punjab Kesri and Nay Bharat Times. While Rajasthan Patrika and Dainik Nay Jyoti were published from Jaipur and other centers of Rajasthan, other newspapers were published from outside Rajasthan. Punjab Kesari marketed their Chandigarh editions, and Nay Bharat Times, a national Hindi Daily, marketed their Delhi editions.

• Chandan Mitra,"Dainikahaskar : 4 symbol of the new generation Hindi paper", Media, The Pioneer, February, 1997.

16

Table 8: Circulation of Jaipur Edition

Rajasthan Patrika 2,18,290

Nav Joyti 54,000

Other Local Newspapers* 30,000

Other Outside Newspapers** 25,000

Total 3,27,290 Source. Dairuk Bhaskar

• Rashtradoot, Samachar Jagat, Arun Prabha, Pichar Times, Aaspas

•• Punjab Kuari, Dainik Jagran, Hindustan, Rasholya Sahara, -lama=

The circulation figures for Jaipur city as per the Audit Bureau of Circulations. The figures are for Jul-Dec

1994 for Rajasthan Patrika and Jan-June 1996 for the rest.

Table 9: Leading Paper in Jaipur City

Rajasthan Patrika 89,439

Punjab Kesari 3,950

Nav Bharat Times 597

Total 93,986 Source: DainikBhaskar

Rajasthan Patrika is a 42-year-old newspaper. It dominated the market with more than 80% share of

newspaper circulation and a well-entrenched circulation of 2,18,290 copies of the Jaipur edition. "The

growth figures of around 35,000 copies per annum is ample proof of product appeal and loyal readership

base ofmy newspaper" said a confident Gulab Kothari the publisher of Rajasthan Patrika. This confidence

was based not only on the market share but also on the fact that even Nay Bharat Times, (a Hindi newspaper

from Bennett Coleman & Co. Ltd. - one of India's largest media groups) could not make a headway in the

market and had to withdraw.

Rajasthan Patrika had a strong hold on distribution channel. Nearly 85% of channel's business came from

Rajasthan Patrika. Newspapers in Jaipur are.sold on a cash basis to the hawkers, They pay cash up front

every morning and collect the papers. The hawkers, however, have to extend credit of a month to their

customers. The margin made this feasible as Rajasthan Patrika had a premium pricing policy. There were no

split advertising rates for different editions. The paper was priced at Rs. 2.25/- per copy. The advertisement

tariff was Rs 500-600/- per column centimetre. Revenue generation through advertising was substantial, as

Rajasthan Patrika was the only major print medium available to advertisers. The revenue from advertising

since the last two years was approximately Rs. 50.50 crores per annum.

• op cit. 3

17

Rajasthan Patrika took pains in its relationship building with hawkers, distributors and advertising agencies.

All hawkers and distributors were invited to an Annual Dinner, where the Chief Minister of the State was the

guest of honour and gifts such as cycles and woolen clothes were distributed. The gifts were very popular

and the opportunity to meet the Chief Minister made them look forward to this annual event. The newspaper

instituted the Annual Business and Concerned Communicator Award for ad agencies and organised other

special events for them.

Punjab Kesari was the leading newspaper in the north. Dainik Jagran and Rashtriya Sahara, two very strong

newspapers from Uttar Pradesh, were carefully examining the Hindi belt for further growth. They were the

only likely competitors.

A :Newspaper Designed b n the Readers

Dainik Bhaskar's strategy has always been to build a strong and loyal base of readers. Information driven

marketing systems, developed on a foundation of extensive research, are central to any strategy. Such a

system helps shift the focus from mere circulation to individual readers. "Knowing who your readers are and

what they want is the key to building loyalty. Experience has taught us that a good product generates new

readers", remarks Sudhir Agarwal. Research has been integral to the total marketing effort of Dainik

Bhaskar. This had yielded favourable results in all editions launched previously in Madhya Pradesh,

especially Indore where Dainik Bhaskar faced a near monopoly position of Nai Duniya. But Jaipur was

different. Unlike Nai Duniya, which was strong only in Indore, Rajasthan Patrika was a leading newspaper

throughout the state and held this position for the last three decades.

"When I went to deposit Rupees Eighty-one lakhs as the the cost of land with the Jaipur Development

Authority, the person concerned laughed at me. He fell that my paper would not be able to stand upto

Rajasthan Patrika. Also since it was not permitted to use the land for any purpose other than newspaper's

printing press, he felt I was throwing money down the drain" recalls Sudhir."

There had been instances where a newspaper's monopoly was broken. But Dainik Bhaskar wanted to

achieve this feat faster as they wanted advertising revenues to come in quickly. It would also give them a

stronger base to launch in other areas of Rajasthan.

It was therefore necessary that a new approach be adopted to combat Rajasthan Patrika. "The approach was

very different. The traditional way has been to produce a good paper and wait for the readers to come to you.

But recession dictated that we take a different route. In order to be successful, we had to pre-market the

paper and get confirmed paid-up circulation," says Girish Agarwal.

I I . Anil Sharma, "New king on the block" Media, Business India, June 14-27, 1999

18

The launch plan was a three phased one. The first phase - the identification - involved research that primarily

identified readers expectations, in respect of content and spread. It also identified areas of discontent or

dissatisfaction with existing newspapers. The research had a secondary objective too: create awareness

before the launch of the edition. In the second phase, the mass media campaign was launched. In the third

phase, order booking was undertaken. Thus customers were contacted twice: first at the identification

exercise and second at the time ofbooking orders.

• Phase I - Need Identification Sun ey

For this research, a sample size of nearly 50% of the total households in Jaipur was chosen. This meant that

almost 100% of households subscribing a newspaper in the city was covered. The objective of the research

was to create a newspaper 'for the people, of the people and by the people'. It was felt that such an exercise

would give the readers the confidence that it was their own paper as also they have created it. The research

would also help in creating awareness, establish a brand image and develop better understanding of the

readers (Exhibit 7). "For the first time people would know that a newspaper was being published and they

would tell the hawkers to deliver the paper at their door-steps at a given date. This was a revolutionary idea

we were working with," says Sudhir Agarwal.

Table 10: Division of Jaipur City in Zones

Sr. No Zone No of House Holds

Sanganeri to Subhash Chowk 15,552

2 Sodala to Bais Godam to Hasanpura 11,557

3 Shastri Nagar to Vidhyadhar Nagar 11,731

4 Bunny Park to Sindhi Camp 11,447

5 Choti Chopad to Aamer 10,925

6 Milap Nagar to Sanganer 10,822

7 Jhotwada to Sikar Road 10,785

8 Bapu Nagar to Jyoti Nagar 10,077

9 Malviya Nagar 9,894

10 Tonk Phatak, Barkat Nagar to Vasundhara 9,615

11 Ajmeri Gate to Chandpole 9,052

12 Choda Rasta to Tripolia Gate 8,918

13 Mansarovar to Gopalpura 8,736

14 Vaishali Nagar to Ajmeri Gate 8,085

15 C-Scheme Civil Lines to Gopalwadi 7,929

16 Kartarpura, Agrasen Nagar to Durgapura 7,507

17 Janta Coloney to Adarsh Nagar 7,498

18 Raja Park, Tilak Nagar to Jawahar Nagar 5,277

Total No of House Holds Covered 1,75,403

Source: Dainik Bhaskar

19

11111111111111

11111111111111.1

For this exercise, the city of Jaipur was divided into 18 zones and 72 sub zones (Table 10). A total of

1.75 lakh households were surveyed between August 18 to September 30, 1996. This size was based on the

estimate as shown in Table - 8. Two hundred and seventy five trained investigators, in batches of fifteen and

one territory-in-charge were hired to conduct the survey. Each investigator was required to meet 15 to 20

households per day and to meet only the chief wage earner of the family. The interviews were held between

7:30 to 10:30 am and 5:30 to 8:30 pm so that respondents could be contacted in their homes. Some

respondents however, were interviewed in their offices between 11 am and 3 pm. Every house visited was

marked with a small red sticker at the main gate to help with check backs and to avoid duplication. The

distribution of respondents is shown in Table 11.

Table 11: Distribution of Respondents

Others

Govt. Empl

Pvt. Corn. Empl.

Students

Professionals

Business

0 10 20 30 40

The survey revealed a clear preference among readers for a newspaper that presented news in an unbiased manner (Table 12). There was also a feeling (95,75%) that their current paper was over priced. Fifty five

percent of the respondents felt that Rs. 1.50 would be an ideal price. Respondents also felt that apart from

newspapers published from Jaipur, the others did not provide localized news. It was evident that there was a

distinct market for better quality news from around the country presented with a local flavour. This strategy

suited Dainik Bhaskar as it was their core strength. It had stood them in good stead in all the markets they

had entered previously.

20

No Response

2%

Rs 2.25

Rs 2.00

39% 55%

Table 12: Preferences of Readers in Jaipur (%)

Need for a Good Ne nisnaper in Jaipur

Don't Need

5%

Need

95%

Non Biased

22%

Biased

78%

21

Business News

Movie Supplements

Appointments

Editorial

Women Supplement

Sports News

Sunday Magazine

Regional News

Print Quality

City News

I I

0 20 40 60 80

100

The findings of the research helped to design the newspaper and to also devise the pricing strategy. It was

clear that a penetrative pricing strategy would be required. Readers were hence offered an introductory

price with a guarantee that the price would hold and not change for at least six months. It was also decided

that the newspaper would be printed in colour on weekdays too, as opposed to the rival's policy of offering

colour sections on weekends only.

Table 12: Preferences of Readers in Jaipur (%)

Encouraged by the findings of the research, Dainik Bhaskar, in order to become a significant player, set a

target of acquiring a subscription base of 1.36 lakh for its Jaipur Edition. This target was arrived in the

manner shown in Table 13. It was estimated that the contribution from the greater Jaipur city would be

about 1.10 lakhs and the rest from surrounding areas. This would require reaching almost 100% of the

subscribers of Hindi newspapers in the city ofJaipur.

Table 13: Estimated Circulation for Jaipur Edition

SI. No. Pprticulars Number (Lahti)

Existing Newspapers Circulation

New Readers @ 20%

Duplicate Readership @ 9%

Readers from existing newspaper @ 12%

Total

3.30

0.66

0.30

0.40

1.36 Source: Dainik Bhaskar

22

Phase II: Launch Campaign

It was vital that the campaign creates an impact. It focussed on establishing a strong bond between Dainik

Bhaskar and all potential readers of newspaper by gaining a higher share of mind.

The company allocated Rs. Five crore for the launch. The print medium could not be used, as the largest and

most effective vehicle, Rajastan Patrika, was a non-starter. Given this limitation, it was decided to make

extensive use of "below-the-line" media, hoardings, and freestanding inserts in Rajasthan Patrika, through

the help of hawkers. These efforts were supplemented by advertising in other newspapers, cable TV and a

participation in major cultural events in Rajasthan, such as Dusshera, Durga Puja and Kar Seva.

(Exhibit- 8).

Presentations were made to advertisers and advertising agencies all over the country to make them aware of

Dainik Bhaskar's launch plan. The report and findings of the survey were also presented. These efforts

succeeded in winning the support of both advertisers and media planners.

- Phase III: Order Booking

Dainik Bhaskar's inaugural issue was priced 33% lower than Rajasthan Patrika. The invitation price was Rs.

1.50 although the regular cover price was Rs. 2.00. Rajasthan Patrika was priced at Rs 2.25.

Rajasthan Patrika controlled the current distribution network. Setting up a distribution channel was another

challenge for Dainik Bhaskar. An attractive scheme was devised to match the earnings despite the lower

cover price. An additional Rs. 5 matched the commission of 0.75 per copy for hawkers for every "Guarantee

Bond" collected from the subscribers. In effect, the hawkers' commission by this scheme amounted to 50%

of the cover price. It matched hawkers' earnings from Rajasthan Patrika.

In absolute terms, the commission to the hawkers increased from 33% to 50% of the cover price. The

reduction of cover price by Rajasthan Patrika by Rs.2.25 to Rs. 1.50 enabled the hawkers to pick both the

newspapers at the price of one. In other words, they were able to purchase both the newspapers at Rs. 1.50,

whereas earlier they had to pay Rs. 1.50 for Rajasthan Patrika only. Their ability to distribute both papers at

a price lower than the mark up was instrumental in creating duplication of readership.

As a stand by, in case the distribution channel did not support the launch, a team of 300 people were on alert,

along with the names and addresses of subscribers. In addition, Dainik Bhaskar had set up 8 depots in Jaipur

23

and 65 agents in the surrounding areas. Readers were approached for subscriptions and in the process the

results of the survey were shared. They were given an assurance that the paper would offer precisely what

they were looking for. This helped garner subscriptions. Readers were assured that the price would be held

for at least six months through the 'Guarantee Bond' (Exhibit 9). The Bond had three counterfoils: one to be

retained by the customer, one for the hawkers and the third to be returned to Dainik Bhaskar. Customers

would fill the Bond and give it to the hawker for their copy. Hawkers in turn would present these Bonds while

placing their orders. Within 15 days of the start of the campaign, 80,413 subscribers had been enrolled.

It was decided to launch the newspaper and reach the readers Jaipur, Sikar, Alwar and Sawai Madhopur.

These, along with Madhya Pradesh editions, were offered to advertisers as a package. The tari ff was fixed at

Rs. 250 per column centimetre for the Jaipur edition and Rs. 650 per column centimetre for Jaipur and

Madhya Pradesh editions. Advertisers found the offer extremely lucrative.

The first edition had 16 pages in colour on all seven days of the week (Exhibit 10). The noted Hindi writer

Kamleshwar led the editorial and news staff

On December 19, 1996 Dainik Bhaskar launched its Jaipur edition with a paid up circulation of 1,72,933

copies - a feat never achieved by any newspaper in India.

Thu No. Leadur

Four months after the launch MRUC conducted a readership survey to verify the claim. NRS-97 also

measured the readership of Dainik Bhaskar in Jaipur (Table 14). In addition, dealer response tests were

undertaken so that the advertisers could independently arrive at an estimate of the number of readers reached

through Dainik Bhaskar and Rajasthan Patrika.

The MRUC survey clearly showed that Dainik Bhaskar had made a dent. Within four months readership

had reached 4,59,000 readers as against 3,94,000 readers of Rajasthan Patrika. A better product and an

imaginative pricing strategy created new readers for Dainik Bhaskar. The various schemes launched by

Dainik Bhaskar also pushed circulation to new heights.

24

A national advertising campaign was launched to announce the achievement. Leading media planners

endorsed the achievement. (Exhibit 11). The message was unambiguous that Dainik Bhaskar had

displaced Rajasthan Patrika from its leadership position and thereby ended its monopoly. The entire

exercise created a stir in media circles and all leading business magazines gave it due prominence. Mailers

were sent to advertisers and media planners (Exhibit 12). One of the media planners commented "Yeh

newspaper hai ya Tendulkar?" (Is it a newspaper or Sachin Tendulkar, the much-celebrated Indian batsman?).

Dainik Bhaskar succeeded in carving its own market. In response, Rajasthan Patrika reduced its cover price

for all its editions to the same level as Dainik Bhaskar within 7 days of the launch. It launched various

supplements and offered colour prints. It offered advertisers split rates for its different editions. But Dainik

Bhaskar was well entrenched. And these reactions did not affect its circulation. Later, as a step to control

costs, Rajasthan patrika reduced its number of pages from 16 to 14 and increased the cover price to Rs. 2.00.

It also reduced the number of weekly supplements from 7 to 3.

Postscript

Dainik Bhaskar single handedly had nearly doubled the readership for Hindi dailies in Jaipur. But the

corresponding increase in the volume of advertising is yet to materialise. The hawkers too played a role in

creating duplicate readership and thereby contributing to the growth in readership through their price cutting

practices. "We are yet to realise the full potential of advertising spends in this area. It will be possible only

when we have a state-wide presence. It may not be as high a risk as Jaipur. But with the competition fully

aware of our strategy, this model may not prove all that effective", says Sudhir Agarwal. This was in

response to his younger brother Pawan's comment. Pawan, who has just completed his education and is

being groomed to take over the responsibility of Dainik Bhaskar said, "Almost all of the 1500 hawkers were

present in the Bhaskar Utsav and the event was successful. However, what I am worried is not just being No.

1 in Jaipur, but how do we leverage this position to become No. 1 in Rajasthan".

25

Table - 14: Comparison of Dainik Bhaskar and Rajasthan Patrika

(Figures in percent)

Head* Dainik Bhaskar • Rajasthan Patrika

15 24

(44)

Rs. 5322

Graduates : 28

SSC + : 47

Below SSC : 26

A: 21

B: 38

C: 20

D: 17

E : 05

57

Economical : 19

Use of Colour : 11

Reliable: 10

More Supplements: 8

Job Ads: 6

Local Content: 6

25 44

(49)

Rs. 5659

Graduates : 36

SSC + : 39

Below SSC : 25

A: 23

B: 40

C: 19

D:12

A: 23

49

Economical : 4

Use of Colour : 1

Reliable: 7

More Supplements: 1

Job Ads: 9

Local Content: 7

1

Age of Readers

2

Mean. MHI

3

Education

4

SEC

5

Duplication

6

Main Reasons

for Buying

Source: MRUC, 1997

ISsues to b0 addressed

• Evaluate the choice ofJaipur as the new market for growth.

• What are the key aspects of the entry models followed by Dainik Bhaskar? Under what circumstances

this model may not be successful?

• What are the important parameters to be studied for launch of a newspaper? What is the importance of

each of the parameters?

• Discuss the role and importance of reader research for establishing and sustaining leadership.

• Evaluate the competitor's stand and actions.

• Evaluate the importance of selling the market first in media business.

26

ra

1 1 1

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PU

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Tatar M

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Total U

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57.08%

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2.LIT

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29

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31

Exhibit 8: Detailed Communication Plan- Jaipur Launch

A Hoarding

Jaipur was painted every week by teasing messages for three weeks beginning 6' h August '96. A total of 24 hoardings were put up in Jaipur.

Hoarding No. 1 .

The message read " Hindustan Ka S4bse tej Dhavak. Ab Jaipur Mein Dodega" (India's fastest runner would very soon be running in Jaipurtfto,).

Hoarding No. 2

The message read "Hindi Kshetra Ka•ijayi Pratiyaashi Ab Jaipur Ke Maidan Mein". (A candidate from Hindi belt now to be fielded from Jaipkir).

Hoarding No. 3

The message read "Ab Suraj Ugega Pachim Mein Jaipur Ke Aasmaan Sein" (The sun shall now rise from the west, i.e. from the skies ofJaipur). ;

B Inserts In Newspapers

Not being able to communicate through large scale print media publicity Dainik Bhaskar started its pre-launch publicity and used Rajasthan Patrika's strength to it's own advantage. In order to outshout competition every change in hoarding was followed by an insert carrying the same message and distributed "the Newspapers". A series of four inserts went into the newspapers.

. A teaser campaign in the form of three page Sunday section, presenting Dainik Bhaskar's very own weekly section, was inserted in all newspapers including Rajasthan Patrika.

Insert No. 1 ;

It read Advertisement No. 1 Front Page "Lamba Parichay Kaise Pasant Hai? Hum No. I Hai, Yehi Bahut Hai." (Who is interested in long introduction. We are No. 1 is sufficient enough as our introduction).

Insert No. 2

Suni Sunayi Khabron Mein Kya Rakha Hai. Jara Gahrahi Main Jaaker Dekhe Sachaaiyn Kya Hai. (Who is interested to hear news which is stale and already talked about. Go into depths and analyse, you will kow th e truth.)

32

Insert No.3

Rangeen Prisht To Kai Akhbaroan Ne Chappey Magar Rangeen Main Jaan Humney Daali. (Lots o

Newspaper printed color but we infused life into the color).

C. Cable Network Advertising

TV Advertising was ruled out, as spill over wastage was very high since Dainik Bhaskar wa

concentrating only on Jaipur. Therefore, massages taken up from hoardings to maintain harmony were

used as bullets they appeared continuously on various programmes on cable network with higl

frequency. No audio messages were imparted visuals would come up on lines with messages a:

displayed on hoardings.

D. Major Events

DUSSHERA FESTIVAL

A major firework at Jaipur grounds was organised by Dainik Bhaskar on the eve of Dusshera. One laid

people congregated at Dusshera to witness the religious spectacle. When the razzmatazz of the glitter

peaked, it sparkled the name "Dainik Bhaskar" writ large on the skies ofJaipur in all it's stunning glory.

DURGA POOJA

On the occasion of Durga Pooja, one lac posters of traditional Arti were distributed. All important

temples of the town were covered. Dainik Bhaskar volunteers greeted them and gave out the posters.

GANESH FESTIVAL

Felicitation of procession and distribution of 50,000 colourful posters of Lord Ganesha at the Ganesh

Festival was yet another route to register brand recall for Dainik Bhaskar. All the surveyors of the

Bhaskar team were engaged in offering assistance to the crowd on this occasion.

SIKH PROCESSION FESTIVAL

On Guru Purva, around 50,000 Sikh devotees were offered water, i.e. Kar-Sewa was performed by

Dainik Bhaskar volunteers on that day. Kar-Sewa or voluntary help is considered the most sacred act on

Guru Purva day.

THE ROYAL LEGACY RECREATED

Dainik Bhaskar paraded 50 elephants covered with drapery highlighting the Dainik Bhaskar insignia

and were marched around Jaipur. The occasion brought back memory of the rich legacy of Jaipur when

elephants were used by the royalty of Jaipur with such abundance. They were accompanied by Dainik

Bhaskar's sales-brigade distributing Dainik Bhaskar's leaflets and guide maps ofJaipur on the day of the

launch.

33

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35

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' R S$itirrtyt 13t311 ,

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hair over our achievert*nts;

36

Exhibit -2 Tiger Campaign

In Madhya Pradestls dense media Jungle. UMS' findings confirm what we already knew.

No one: reaches more people In more places in M.P.. than the preferred newspaper chain. •Dalnik 13haskar. Which means we cover more, grotind than the li.ger

Consider UMS revelations on who wears the stripes in the upmarkeis of Madhya Pradesh.

2/3rds of all Hindi daily readers in these markets are ours. Equally fascinating is that for 15 10 34 year olds. we're a habit they won't outgrow. Half of those who earn Rs.7000 and more. Savour us.: 61 %o( professionals and 55% of businessmen rely on us for first hand information. Footprints of a true leader. Even a tiger can't argue with that.

...;:. i0D-1 .t

sr--wg,—. __ ...,-,:;- .- ' t"1:',.. • • ".

441 ..•••"" -r....-:::- ...--- •,,:,.

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1--,•,--,k,.. --4- ';'-i-7::: '•-t:.'?e- s • ...

37

RAJASTHAN STATE CAPITAL • DISTRICT H. Q. 0

I

MICA-2001

38

Exhibit-7 (English Translation)

Dainik Bhaskar The fastest growing newspaper in india Published from Bhopal(Sagar), Indore(Ratlam), Raipur(Bhilai), Gwaliar, Jabalpur, Bilaspur, Satna, Jhansi And Starting in Jaipur from December-96

27,74,000 readers

Reader's survey No. 178221

Dainik Bhaskar is India's fastest growing newspaper, is starting its Jaipur edition shortly. Your suggestions are invited, please spare 10 minutes only.

I. Which Newspaper do you subscribe to at your home? a) Rajasthan Patrika. b) Dainik Navjyoti c) Any other(Please specify)

2. Which Newspaper do you subscribe to at your office/shop? a) Rajasthan Patrika. b) Dainik Navjyoti c) Any other(Please specify)

3. What are your expectations from an ideal newspaper? Please give your opinion in the table below.

Topic Please tick according to your importance Most Very Important Less General important important important

Matters of family interest Employment news Print quality Sports news

Business/Share Market City news Editorials/Letters by readers Sunday Magazine NationaVInternational news Film Magazine/news Regional news A Out _ L. .11 s • - . a ve-men ion topics, which is of utmost priority to you? (Mention only one) 5. How satisfied are you with your present newspaper? Please give your preferences according to

your interests. Topic Please tick according to your importance

Most Very important Less General important important important

Matters of family interest Employment news Print quality Sports news Business/Share Market .

City news

39

Editorials/Letters by readers -- Sunday Magazine ____. National/International news Film Ma y. ine/news Regional news 6. How unbiased your present newspaper is?

a) Completely unbaised b) Neutral c) Not neutral(biased)

7. Do you feel the need for a good newspaper in Jaipur? a) YES b) NO

8. According to you, what should be the price for an ideal newspaper? a) Rs. 1.50 b) Rs.2.00 c) Rs. 2.50

9. Name 10. Age 11. Address 12. Phone number (Residence) 13. 13. Phone number (Office) 14. Occupation

• Professional • Govt. Institutions • Pvt. Institutions • Educational Institutions • Business • Student • Retired

Code No. Of Supervisor

Code No. Of Surveyor Area code: Sign:

Prizes for the contest

I. First Prize: One 29" Color TV 2. Second Prize: One Three Door Fridge 3. Third Prize: One Automatic Washing

Machine 4. Fourth Prize: Five Two-in-One Tape

recorder 5. Fifth Prize: 500 Thermos Flask

Rules and rezulations

• The winners prizes would be declared by lucky draw

• Numbers are given on the coupons. Please keep your coupon safely

• Lucky draw would declared between 20th to 25th October

• Winners of the lucky draw would be informed through TV and other mediums.

40

- 9 : llatrar DOM( ( English Translation)

1)ninik Blinskar The fastest growing newspaper of India

Savings Invitation Letter I Order /PR No. 126631

Date: r,

ish to participate in the Savings Invitation scheme of Dainik Bhaskar starting from December. Please arrange to send the newspaper to me. Nome: Age: Ac t‘m.s• Arca code: Sub-area code Colony code CeL No (Residence): TeL No (Office): surveyor Code: Current Newspaper Signature of Customer

Phaskar Saving Invitation Guarantee Bond I Warn% No. 126631 I

Dainik Bhaskar guarantees that under this bond, You will get this newspaper daily for Rs. 1.50 up to

Six Months.

Ramesh Chandra Agarwal Chairman and Chief Editor

DAINIK BHASKAR, Jaipur

0ONGRATULAT1ONSH 1 ,=peeted member, plow you have become a member of the Bhaskar family comprising of 27,74,000 members. Dein& Masker family is grateful to you for your support and confidence.

With Best Wishes for the NEW YEAR !! I The above Guarantee bond an be redeemed for Six Months by paying Rs. 1.50 daily

to your Hawker. Newspaper would be available with your hawkerlagent from- December onwards. In case of inconvenience, please inform us at below mentioned telephone numbers with

I reference to your order number. ° Dainik Bhaskar $

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