It is related to summary of dainik bhaskar and articles about it in economic times and also its achievement and SWOT analysis..

1. Dainik Bhaskaris an Indian Hindi-language daily newspaper that is now the
largest circulated daily newspaper of India (Audit Bureau of Circulations). It is
owned by Dainik Bhaskar Group (D B Corp Ltd.), the largest Print Media
Company of India. Started in Bhopal in 1958, it expanded in 1983 with the
launch of Dainik Bhaskar's Indore edition. Today, Dainik Bhaskar is present in
12 Hindi speaking states with 40 editions.
Dainik Bhaskar was declared the world's 4th largest circulated daily newspaper
in 2013-14. D B Corp Ltd. is engaged in printing and publication of Newspaper
in four languages across 14 states, in Radio Business with "My FM" Radio
station in 7 states and 17 cities along with strong web presence in India. Only
media house to enjoy leadership at multiple states, in multiple languages and
with well diversified readership.'DainikBhaskar', the flagship Newspaper brand
is established since 1958.
History
Dainik Bhaskar was launched in 1956 to fulfill the need for a Hindi language
daily newspaper. It was originally launched under the name Subah Savere in
Bhopal and Good Morning India in Gwalior. In 1957 the paper was renamed
Bhaskar Samachar.
In 1958, it was renamed "Dainik Bhaskar," meaning "Rising Sun." This, along
with its rising sun graphic, was meant to represent a bright future.
Vision:
To be the largest and most admired media brand enabling socio-economic
change.
Values:
Credibility & Integrity; Innovative & Entrepreneurial; Respect& Appreciation

2. Coverage
49% of Indian urban Population resides in D B Corp Market across 14 states .Our
Hindi daily Dainik Bhaskar is present in 12 states with 40 editions. Our Gujarati
Newspaper Divya Bhaskar is present in Gujarat and Maharashtra with 7 editions. Our
Marathi Newspaper Divya Marathi is present in Maharashtra with 7 editions. We also
have presence in English Daily through franchisee model of DNA.
Consistency & Growth
 14 States
 40 editions of DainikBhaskar (Hindi Daily)
 7 editions of Divya Bhaskar (Gujarati Daily)
 7 editions of Divya Marathi (Marathi daily)
Company Profile
The Tier II and Tier III cities in India are growing at a much faster space
compared to metros. It will not be out of place to mention that the growth
of Indian economy is largely supported by the growth in these markets.
DB Corp Ltd firmly believes in this growth and have been working along
with it and focusing on all such markets which we call as "The Real
Indian".
 D B Corp Ltd. is present in 12 states in Hindi Market. Besides we
are also present in 2 states in Gujarati language in Gujarat and
Maharashtra and in 1 state in Marathi language in Maharashtra.
 D B Corp is the only Newspaper Group which has presence in 14
states, in 4 different languages namely Hindi, Gujarati, Marathi
and English.
 D B Corp Ltd. is one of the largest print media company in India ,
publishing 40 editions of Dainik Bhaskar Newspaper ( Hindi
daily), 7 editions of Divya Bhaskar Newspaper ( Gujarati Daily) &
7 editions of Divya Marathi Newspaper ( Marathi Daily) and 206
sub-editions in four languages (Hindi, Gujarati, Marathi and
English) in 14 states in India.
 (Our flagship newspapers,Dainik Bhaskar(in Hindi), Divya

3. Bhaskar and Saurashtra Samachar,(in Gujarati) and Divya Marathi
(In Marathi) have a combined average daily readership of 19.8
million readers.
 D B Corp Limited recently extended its presence to 14th state
launch of its 37th edition of Dainik Bhaskar (its Hindi Daily
Newspaper) from Patna, Bihar on 19th January, 2014 . Beside, in
last 2 Years DB Corp has launched 6 more editions from Nasik,
Jalgaon, Ahmednagar, Solapur, Akola and Amravati of its Marathi
newspaper Divya Marathi, increasing its strength to 7 editions in
Maharashtra.
 D B Corp Limited has further extended its presence in Bihar with
the launch of 3 main editions namely Bhagalpur, Gaya and
Muzzaffarpur along with 7 district editions namely Hajipur,
Purnea, Biharsharif / Nalanda, Arrah, Chhapra, Samastipur and
Darbhanga, thus spreading its complete presence in Bihar.
 Due to our unique launch ability, we became no.1 from the date of
our Launch in almost all places, out placing the decades old local
newspaper of that place.
 Warburg Pincus, one of the leading Private Equity Investors,
acquired 7.14% stake in our Company in 2006 which establishes &
certifies our Corporate Governance norms & practices which
further got boost& strengthened through continuance since last 5
years starting from December 2006, the presence of nominee
director from Warburg Pincus on D B Corp Board.
 Our Flag Ship Hindi Paper "Dainik Bhaskar" is present in 12 states
with 40 editions Our Marathi language newspaper, Divya Marathi,
which has begun its journey on May 29, 2011 from Aurangabad is
present in 1 state with 7 editions Besides the above brands, D B
Corp Ltd. also Publishes English Newspaper "DNA" on a
Franchisee basis from Ahmedabad & Jaipur.
 Further, It also Publishes Compact Newspaper"DB Star" from
Bhopal, Indore, Gwalior, Raipur and Jodhpur.
 D B Corp Ltd. also publishes Largest Daily Newspaper of
Saurashtra " Saurashtra Samachar".

4. Advertisement Revenue & PAT Revenue 7 years
CAGR
Infrastructure
 Only language paper in India having installed high techno quality KBA
machines from Germany capable of printing 72 pages all color with 255000
copies per hour
 52 state of art printing plant spread across 14 states
 25 Premium editions in various state with full color capacity
 Overall color printing capability of 85% across all plants
Milestone
January 20, 2016
 Dainik Bhaskar is World’s 4th largest Circulated Newspaper
August 8, 2015

5.  Dainik Bhaskar Announces successfullaunch of Dainik Bhaskar
Newspaper from Muzaffarpur Edition
August 4, 2015
 Dainik Bhaskar Announces successfullaunch of Dainik Bhaskar
Newspaper from Gaya Edition
July 27, 2015
 Dainik Bhaskar Announces successfullaunch of Dainik Bhaskar
Newspaper from Bhagalpur Edition.
Achievements
To get readers to switch from one morning newspaper to another is an
unenviable task for any ambitious publication house. Striving to become the
second newspaper in a household is just as difficult. Yet, Dainik Bhaskar has
achieved the seemingly impossible by decimating established leaders in their
own home turf. For example, it entered Punjab in 2006 and by 2009 had already
become collectively the number one newspaper in the three major cities of
Amritsar, Ludhiana and Jallandhar. This achievement fetched Dainik Bhaskar
the prestigious Gold APMA (Asian Publishing Management Award) for the
Best Launch in Punjab. It has replicated this performance in Shimla and Ratlam
where editions were launched as recently as 2008. Launches in Gujarat (2003)
and Rajasthan (1996) have become the subject of case studies in prestigious
institutions like the Indian Institute of Management, Ahmedabad and the Mudra
Institute of Mass Communication. The Gujarat edition won the coveted Marico
Foundation Innovation award for Business Process in 2005. Business Bhaskar,
the group's pioneering Hindi business daily, now the rage among business
readers, provides region-specific information on commodity movement,
government policies, the stockmarket, economy and city-level corporate
developments.
Product
Dainik Bhaskar offers a complete package to its readers with carefully analysed
information on the world, the nation, regions, local boroughs, business &
commerce, the economy, lifestyle and glitz & glamour. The motto is to help the
readers make the right choices based on information this newspaper offers.
In a trend-setting move, Dainik Bhaskar produces a special daily supplement for
women called Woman Bhaskar. Aimed at providing for the social identity needs
of women, it was first tested in Indore in December 2007 and later replicated,

6. with the same stunning success, in several other cities across Gujarat, Punjab
and Rajasthan. City Bhaskar, with its contemporary layout and well-written
features, infotainment and general news, was launched in major tier-II
towns for modern urban dwellers. Keeping the growth thrust going with another
first, Dainik Bhaskar launched Market Buzz – a B2B business directory for
Chhattisgarh, Indore, Ujjain and Ratlam.The producthelps businessmen
identify, locate and approachlocal businesses, traders, institutions and
corporations.
Promotion
As a market leader, Dainik Bhaskar connects regularly with the media fraternity
using the tactical communication route to present its strengths and benefits to
advertisers. The recent successfulcampaigns from Bhaskar have been
'Zidd Karo Duniya Badlo' (Insist on changing the world), 'All the A's are with
us' and 'No Sharing'. In recognition of the outstanding success ofits 'Zidd
Karo…' campaign, Vdopia, the world's leading online video advertisement
network named Dainik Bhaskar as the Star Advertiser of 2008. The promotion
targeted the 25-40 year age group and was able to generate a clickthrough
rate (CTR)of 3.50% – nearly eight times the industry average. In all its regions,
Dainik Bhaskar attempts to actively position itself as the sole facilitator in
various industry initiatives. Kritikar : Bhaskar Creative Awards, for instance is
the company's way of promoting and encouraging regional creative excellence
of advertising agencies thus helping raise standards of publicity in these
markets.
Dainik Bhaskar SWOT Analysis, USP & Competitors
 SWOT Analysis of Dainik Bhaskar with USP, Competition, STP
(Segmentation, Targeting, Positioning) - Marketing Analysis
Dainik Bhaskar
Parent Company D B Corp Ltd
Category Indian Hindi language daily newspaper
Sector Media and newspapers
Tagline/Slogan Jidh karo , Duniya Badhlo
USP No. 1 Hindi daily in Madhya Pradesh

7. STP
Segment Hindi reading population
TargetGroup Young India
Positioning
DainikBhaskar meant for those who are ready to face
any obstacleto bring in a new change in the society
SWOT Analysis
Strengths
1. Business bhaskar is the largest hindi read business
daily
2. Bhaskar Bollywood awards is an innovative way of
advertising the newspaper brand
3. Strong network in nine states though in different
languages to suit the local dialect
4. Largest daily newspaper in Madhya pradesh
Weaknesses
1.Market share and readership lesser due to
competition from english dailies
2.Huge market to be captured in South India by suiting
to the local needs
Opportunities
1.Adequate usage of online epaper to generate more
revenue by promoting ads and other commercials
2.Well-utilization of existing resources can increase
the readership further
3.Big opportunity exits in South India to be exploited
Threats
1.Cut-throat competition from other players in the
industry
2.Acquisitions not the only choice left for expansion as
it may lead to not-so-synergetic firm
3.Immediate need to reach to the No.1 position may
lead to increase in expenses
Competition
Competitors
1.Dainik Jagran
2.Hindustan Times
3.Amar Ujala

8. Dainik Bhaskar:A success story
Whenever Dainik Bhaskar, a media group, enters a new market, it uses direct
marketing to establish a leadership position from day one. Here is the story on
the transformation that happened inside the organisation because of this
strategy.
In 1996, when we began transforming our group into a customer centric
organisation it was difficult for us to accept the fact that someone called the
consumer exists and that he would henceforth have a greater influence in the
way we publish the newspaper.
To cite an instance, during the launch of the Chandigarh edition of the Dainik
Bhaskar, the pre-launch customer preference survey showed that readers in that
area preferred a newspaper in Hinglish (the spoken language, a mixture of Hindi
and English) to pure Hindi.
To gain popularity we had to adapt that language in the newspaper. So in this
case the customers actually decided the language the edition would carry. This
was a new experience for us, especially the journalists and editors, and had a
huge impact on the organisation, its processes and its structure. Certain changes
have now becomea norm in our organisation.
Mind the gap
Involving the customer from the word go is a radical change in strategy, but we
have adopted it across the Dainik Bhaskar group for all our projects. We
realised that there is a gap between the entrepreneur's perception of the market
requirements and the actual market needs. This gap may actually be quite minor
and inconsequential from the management's view-point but it can make a huge
difference in the way customers perceive the product. Bridging this gap then
becomes essential to win customer trust.
In our case, instead of designing the newspaper and then hoping to generate
sales, we involve the customers, collect their requirements, their suggestions
and then design the project accordingly. This strategy has made the difference
between success and failure in many instances.
Let me illustrate. When we planned to start our Chandigarh edition, we looked
to buy a property in a suburb called Panchkula as it was economical and also
suited our needs. But during the course of a conversation with a reader from
Chandigarh, I came to know that if we wanted readers to perceive our paper to
be as prestigious as the Tribune, we should operate from an imposing building
in the centre of the town and not the outskirts. So this set us thinking, and in the

9. end, we invested in a Rs 3.5 crore (Rs 35 million) property in the city centre as
against the Rs 50 lakh (Rs 5 million) we had actually planned. This extra
investment ensured that people perceived us as a Chandigarh paper right from
day one and not just as any other newspaper.
Pricing againstthe market
I strongly believe that the market is no one to set the prices. As entrepreneurs
engaged in the day-to-day running of the organisation, only we know the pros
and cons of what price the customers will accept for our product, ofhow much
we can take and how much we cannot.
Pricing is ultimately the entrepreneur's decision based on the market
affordability and the nature of his product. Take telecom rates as an example.
An owner of a telecom company once told me that two and a half years ago, his
company prepared a report, which said that if they priced below Rs X per
minute the company will be doomed. Todayeven after selling at half that price
the company is making three times more profit than what it was earning three
years ago.
There will be times when you may want to introduce a premium productat a
price point which the current market pricing will not accommodate. But if you
are firm in saying that you want this price and are confident of it, you will
definitely get it. In the newspaper industry, pricing plays a huge role, but we
have realised that pricing is not a standalone element. Quality is as important in
deter-mining success. Customers will never acceptaverage quality; they want
value addition in their product. They expect their rupee to go the extra mile and
give them the best quality.
Flexibility is key
No system or plan is sacrosanct. Systems and plans are essential but they should
be flexible enough to undergo a last minute change. Otherwise they become a
bottleneck. This was an important lesson we learnt during the Ahmedabad
launch. We had initially planned two city supplements for Ahmedabad as
Ahmedabad is a city of 5mn readers. One edition would cover eastern
Ahmedabad and the other the west, thereby providing more local news. So we
planned our processes to accommodatetwo editions. But a reader survey
revealed that though readers residing in the eastern suburb may not frequently
travel to the west, they like to be up-to-date on happenings in the western part of
the city and stay connected with their social circle residing there. Acceding to
market demands we had to combine the editions and make the necessary
changes in our systems.

10. Customer choice played a similar role in Chandigarh. Here we planned a feature
based city supplement to our main paper. It was to be printed earlier than the
main paper, saving costs. However, we discovered that customers preferred a
news based supplement. We had to change our process and print it along with
the main sheet. This called for a major process change and we had to reschedule
our activities.
Nothing comes cheap
Haryana is just about six hours drive from Chandigarh. So when we conceived
the Haryana project we planned to print the edition from Chandigarh. But much
to our surprise, we discovered that readers in Haryana resented a paper printed
from Chandigarh. There was a feeling that, "I am Haryana, I am Panipat, I am
Karnal and why should Chandigarh play boss to me". So we had to change our
plans: we infused fresh capital and set up two presses at Panipet and Hissar. The
extra investment made in Chandigarh to feed Haryana was a setback. But we
had to do it because the market demanded that. But in the end the success ofthe
Haryana edition made it worthwhile.
Sometimes we have no option but to invest in extra infrastructure to get an edge
over competition. In printing, editorial matter is laid out, color separated and
printed on acetate sheets (called positives), which are then photosynthesised
onto metal rollers, which are mounted on the printing presses.
We are now contemplating investing in the latest printing process where
editorial material transfers straight from the computer to the plate, without
going for positives. This saves about fifteen minutes time. To save those fifteen
minutes for the customer we are contemplating a move, which involves
changing the entire process.
But we have to do it; we just have no other choice, especially in our business
where time is of the essence and we compete with a dynamic media like
television. A normal household generally goes to sleep by 11 o'clockin the
evening and any news between 11pm and the time we wake up will catch the
customer's interest. So we have to continuously extend the time we can work,
see until how late into the night we can cover events.
Ultimately it is your call
You can conducta survey, get customer feedback, get advertisers' feedback, the
works. But ultimately it is your decision. Your customer can say he wants X, Y
and Z. But to what extent you want customer needs incorporated in your plan is
up to you.

11. This is the biggest decision and it depends on the entrepreneur's or the
marketer's skill. At times you may try to short change your customer based on
your convenience. Sometimes you may be able to get away with it, but
personally we do not think it is possible. You can put your foot down and say I
will give in only this much to customer demands. Or you can take a call on your
costing, growth and other needs and try and find a compromise.
And this decision differs from company to company. Some companies may say
I will not let my profitability be affected. Some will take more risk and see how
it works. Some will strive to achieve a balance. I will try to satisfy a part of the
customer's demand. If the customer is asking 100 per cent, I shall give 50 per
cent. That's a call that companies have to take.
There is no fixed formula and there cannot be also becauseit is so subjective, so
dependent on human vagaries. In some markets a price cut works wonders and
in others, it doesn't.
Recently in two of our markets the competition started a price war by slashing
prices. In one market we also reduced the cover price and we doubled numbers
but in the other one we grew the numbers without the price slash. It is not just
luck. Broadly speaking luck is the environment around you. Earlier you may not
have studied it properly. It all depends on the marketer's perception.
Articles on Dainik Baskar in Economic times
MY FM to hike ad rates by 25% from February
Jan 7, 2016, 12.36PM
MUMBAI: Dainik Bhaskar group's radio division 94.3 MY FM today said it
will increase advertising rates across all its 17 stations by 25 per cent with effect
from February 1.
The decision to hike rates has been taken to address the current inventory
crunch, the company said in a statement.
Launched in 2006, MY FM is present in 17 Tier II and III cities across seven
states.
"Our inventory has been peaking and increase in ad rates is the only way to
balance, we want to deliver a good listening experience to the listeners and

12. better return on investment to our advertiser," 94.3 MY FM Chief Executive
Officer Harish Bhatia said.
"Our markets are growing at an exponential pace and many smart advertisers
have realised that radio is the most effective way of reaching out to the
audiences," he added.
Radio is an integral part of all media plans and there is a huge potential for radio
in the Indian pie to grow significantly to come closer to the global average of 8-
9 per cent of media spends, the statement said.
Dainik Bhaskarlaunches Bhagalpuredition, its 39th
Jul 27, 2015, 09.57PM
MUMBAI: Media company DB Corp today said that it has launched a new
edition of its flagship Dainik Bhaskar in Bhagalpur in Bihar.
"We have been studying the Bihar market for long. We are excited with the
economic potential of Bhagalpur, the second prominent city in Bihar with the
second highest urban population after Patna and a literacy level of 81 per cent,"
DB Corp managing director Sudhir Agarwal said in a statement.
he Dainik Bhaskar group publishes six newspapers with 39 editions in 14 states,
the company said.
Over the next 20 days, Dainik Bhaskar is also set to launch two other main
editions from Muzaffarpur and Gaya.
"Over the next few weeks we are set to complete our full roll-out in two other
main editions and seven district editions to accomplish our Bihar foray which
will make a strong impact on our ability to provide a much deeper reach to
advertisers and readers," Agarwal said.
RBI halts further FII purchase of Dainik Bhaskarshares
Feb 11, 2014, 01.42AM
MUMBAI: Foreign Institutional Investors (FIIs) would not be allowed to buy
further shares in media firm DB Corporation, widely known as Dainik Bhaskar
Group, as foreign shareholding in the firm has reached trigger limit.

13. Incorporating D B Corp into its caution list, RBI today said the foreign
shareholding through FIIs, NRIs, Persons of Indian Origins, Foreign Direct
Investment and Depositary Receipts has reached the trigger limit.
"Hence, further purchases of equity shares of D B Corp Ltd would be allowed
only after obtaining prior approval of the RBI," it said in a release.
FIIs, NRIs and PIOs are allowed to invest in the primary and secondarycapital
markets in India through Portfolio Investment Scheme (PIS).
RBI monitors the ceilings on FII/NRI/PIO investments in Indian companies on
a daily basis.
For effective monitoring of foreign investment ceiling limits, the Reserve Bank
has fixed cut-off points that are two percentage points lower than the actual
ceilings.
FIIs had 17.73 per cent holding in D B Corp as of December 31, 2012, as per
BSE data. Company shares closed at Rs 310.80 per scrip, down 0.69 per cent
from previous close.
D B Corp prints and publishes newspaper in four languages across 14 states. It
is also into radio business in seven states and 17 cities along with web presence.
Sahara Group ties up with Dainik Bhaskarfor Q shop expansion
ARUN KUMAR, ET Bureau Sep 7, 2013, 04.00AM
NEW DELHI: The Sahara Group has entered into a long-term alliance with the
Dainik Bhaskar Group to expand the Q Shop retail chain in Delhi through Super
Bazar outlets.
Super Bazar, which introduced the conceptof shopping under one roof at
affordable prices in the national capital in 1966, was acquired by the Dainik
Bhaskar group in 2009.
"We have tied up with Sahara Group Q shop for 65 outlets on exclusive basis,"
said Manoj Baheti, who's in charge of the Dainik Bhaskar group's retail venture.
The small-format outlets have a floor area of 300 to 600 square feet, he said.
The Sahara group, which announced its Q Shop venture in August last year, is
also in discussions with the Dainik Bhaskar group for management control, two
persons familiar with the discussions told ET. Baheti denied this.

14. "There is no discussion on transfer of management control. In fact, there is no
proposalof this kind," Baheti said. "We have entered into long-term contractof
three years for these 65 outlets. Depending upon the performance of these
outlets the future course of action will be decided," he said.
In an email reply, Sahara Q Shop executive director Romie Dutt said Sahara has
only entered into an exclusive sale and purchase model for Sahara Q Shop
products.
He also denied there was any proposalfor seeking management control. The
persons cited above said discussions were under way and an agreement may
take time. The deal size is expected to be about Rs 700-1,000 crore. "The
current alliance is the first part of the transaction," said one of the persons.
Super Bazar has about 110 outlets and properties in Delhi. Of this, about 95
outlets are small-format, 300-600 square foot stores. The rest, including the
Super Bazar branch in Connaught Place, are large properties. Dainik Bhaskar
group acquired the chain for Rs 504 crore and operates it under the Multi-State
Cooperative Society Act.
Baheti said it would be premature to comment on whether the Q Shop
agreement would be extended to other outlets.
"We are running our own retail outlets in these shops. It all depends upon the
performance of Q Shops," he said. Sahara operates 910 Q Shops in about 400
cities. It plans to expand this to 2,000 outlets by next month.
Conclusion
Dainik Bhaskar accepts the responsibility it has imposed upon itself by
appropriating the words of the 1913 born French philosopher, Albert Camus:
'An achievement is bondage. It obliges one to a higher Brand Bhaskar is a
symbol of excellence in business. It is synonymous with success, quality,
dynamism and ethics. The brand has worked inexorably to become a young
newspaper of a young India. Its five pillars of wisdom are
Professionalism, speed of ideas and execution, innovation, transparency and
scalability of views. Dainik Bhaskar has bridged category need and brand
uniqueness to retain brand relevance and leadership. It has trusted reader
feedback and changed when it had to. More than anything else, Dainik
Bhaskar's editorial team has ensured that this influential media house always
stays a step ahead.