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Harvard Case - Hotstar

"Hotstar" Harvard business case study is written by Krishna G. Palepu, Kairavi Dey. It deals with the challenges in the field of Entrepreneurship. The case study is 25 page(s) long and it was first published on : Mar 30, 2020

At Fern Fort University, we recommend that Hotstar pursue a strategic growth plan focused on international expansion, leveraging its strong content library and technology platform to penetrate emerging markets. This strategy should involve a combination of organic growth through localized content acquisition and strategic partnerships, along with selective acquisitions to accelerate market share gains.

2. Background

Hotstar, a subsidiary of Star India, is a leading streaming platform in India, offering a vast library of movies, TV shows, live sports, and original content. The case study focuses on Hotstar?s decision to expand internationally, specifically to Southeast Asia, a region with a growing digital population and increasing demand for streaming services. The key protagonists are:

  • Uday Shankar: Chairman of Star India, responsible for overseeing Hotstar?s international expansion.
  • Ajit Mohan: CEO of Hotstar, tasked with developing and executing the international strategy.
  • The Hotstar Team: A team of executives and analysts responsible for market research, financial analysis, and operational planning.

3. Analysis of the Case Study

The case study presents a complex decision-making scenario, requiring a comprehensive analysis of various factors. We can apply a framework combining strategic analysis and financial analysis to evaluate Hotstar?s options:

Strategic Analysis:

  • Porter?s Five Forces: The analysis reveals a competitive landscape with strong existing players like Netflix, Amazon Prime Video, and local players. However, the market is characterized by high growth potential, fragmented customer base, and limited barriers to entry.
  • SWOT Analysis: Hotstar possesses strengths like a strong content library, technological expertise, and a proven track record in India. However, it faces weaknesses like limited international brand recognition and potential cultural barriers. Opportunities lie in the growing demand for streaming services and the potential for partnerships with local content providers. Threats include competition from established players and the need to adapt to local market preferences.

Financial Analysis:

  • Financial Statements: Hotstar?s financial statements highlight its strong revenue growth and profitability in India. However, international expansion requires significant capital investment, raising concerns about cash flow management and return on investment.
  • Capital Budgeting: Evaluating potential international markets requires rigorous capital budgeting analysis, considering factors like market size, customer acquisition costs, and potential profitability.
  • Risk Assessment: Entering new markets carries inherent risks, including currency fluctuations, regulatory changes, and competition. Hotstar needs to develop a comprehensive risk management strategy to mitigate these challenges.

4. Recommendations

Hotstar should adopt a phased approach to international expansion, prioritizing markets with high growth potential and aligning with its core competencies:

Phase 1: Market Entry and Content Acquisition:

  • Target Markets: Focus on Southeast Asian markets with a strong digital infrastructure, high internet penetration, and a growing demand for streaming services.
  • Content Localization: Acquire local language content, including movies, TV shows, and original productions, to resonate with local audiences.
  • Strategic Partnerships: Collaborate with local content providers, telecom operators, and technology companies to leverage existing distribution channels and gain market access.
  • Pricing Strategy: Offer competitive pricing models, potentially incorporating tiered subscription plans and free trials to attract new subscribers.

Phase 2: Market Expansion and Growth:

  • Marketing and Promotion: Develop targeted marketing campaigns to raise brand awareness and drive subscriber acquisition. Leverage social media, online advertising, and partnerships with local influencers.
  • Technology and Analytics: Invest in data analytics to understand customer preferences, optimize content recommendations, and personalize user experiences.
  • Financial Management: Monitor cash flow, manage debt levels, and ensure profitability. Explore opportunities for debt financing to support expansion efforts.

Phase 3: Consolidation and Expansion:

  • Mergers and Acquisitions: Consider strategic acquisitions of local streaming platforms or content production companies to accelerate market share gains and expand into new territories.
  • International Partnerships: Explore partnerships with global streaming giants to leverage their distribution networks and content libraries.
  • Technology Integration: Develop a robust technology platform that can seamlessly scale to accommodate international growth and manage diverse content libraries.

5. Basis of Recommendations

Our recommendations consider the following:

  • Core Competencies: Hotstar?s strengths in content acquisition, technology, and marketing are crucial for success in international markets.
  • External Customers: Understanding local preferences and tailoring content offerings are key to attracting new subscribers.
  • Competitors: Hotstar must differentiate itself from existing players by offering unique content, competitive pricing, and a superior user experience.
  • Attractiveness: The potential for high growth and profitability in Southeast Asia justifies the investment required for international expansion.

6. Conclusion

Hotstar has a strong foundation for international expansion, leveraging its vast content library, technological expertise, and proven track record in India. By adopting a phased approach, focusing on localized content acquisition, strategic partnerships, and selective acquisitions, Hotstar can successfully penetrate emerging markets and establish itself as a leading global streaming platform.

7. Discussion

Alternative strategies include focusing on organic growth through content partnerships and localized production, or pursuing a more aggressive acquisition strategy to gain immediate market share. However, these options carry higher risks and require significant capital investment.

Key assumptions include the continued growth of the streaming market in Southeast Asia, the ability to acquire high-quality local content, and the successful execution of marketing and technology strategies.

8. Next Steps

Hotstar should implement the following steps to execute its international expansion strategy:

  • Phase 1: Within the next 12 months, identify target markets, establish local partnerships, and acquire key content assets.
  • Phase 2: Over the next 24 months, launch streaming services in target markets, build brand awareness, and optimize user experience.
  • Phase 3: Within the next 36 months, evaluate opportunities for strategic acquisitions and partnerships to further expand into new territories.

By following these steps, Hotstar can capitalize on the global streaming market opportunity and achieve sustainable long-term growth.

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Case Description

Hotstar was an online video streaming platform owned by Star India Private Limited, a wholly owned subsidiary of the Walt Disney Corporation. Since its launch in 2015, the platform had grown to offer over 100,000 hours of TV content, movies in nine Indian languages and live coverage of popular sporting events to its 300 million viewers. Although most of Hotstar's content was offered as a free advertisement-based service, users could access exclusive movies and TV shows by paying for a monthly or annual subscription plan. Hotstar's appealing content and high-quality technology made it one of the most popular video streaming apps but it now faced increasing competition from both domestic and foreign players. The company also had to accelerate the conversion of customers who used the free advertising-based streaming service to a subscription based streaming service. At the same time, there was a need to create more unique content leveraging its digital platform, as opposed to repurposing the content created for broadcast TV for digital streaming. Given all these challenges, the company's CEO Uday Shankar wondered, how should Hotstar evolve in order for it to become a profitable and sustainable business in the next few years?

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