Company Profile

Today the group operates through 4 key sectors:

Consumer Electronics, Home Appliances & Compressor manufacturing in India

We enjoy a pre-eminent position in terms of sales and customer satisfaction in many of our consumer products like Colour
Televisions, Washing Machines, Air Conditioners, Refrigerators, Microwave ovens and many other home appliances, selling
them through a Multi-Brand strategy with the largest sales and service network in India. Refrigerator manufacturing is further
supported by our inhouse compressor manufacturing technology in Bangalore.

Display industry and its components

With the Thomson acquisition Videocon has emerged as one of the largest Colour Picture tube manufacturers in the world
operating in Italy, Poland and China, continuing to lead through new innovative technologies like slim CPT, extra slim CPT and
High Definition 16:9 format CPT.

Colour Picture Tube Glass

Videocon is one of the largest CPT Glass manufacturers in the world with a high level of experience and technical expertise
operating through Poland and India. Videocon will leverage on this synergy after the Thomson acquisition to internally source
glass for its CPT manufacturing increasing efficiencies and lowering costs.

Oil and Gas

An important asset for the group is its Ravva oil field with one of the lowest operating costs in the world producing 50,000
barrels of oil per day. The group has ambitious plans for expansion in this sector globally.

Vision & Mission

Videocon’s mission: a reflection of continuity and change

Videocon’s mission expression has been crafted to envelope both extant and emerging
realities:
“To delight and deliver beyond expectation through ingenious strategy, intrepid
entrepreneurship, improved technology, innovative products, insightful marketing and inspired
thinking about the future.”

A breakdown of the statement above reveals a ‘means and end’ approach, where the end is
articulated at the beginning with the means linked to it.

“To delight and deliver beyond expectation…”: the end

This segment not only underlines the importance of the ultimate goal - customer satisfaction
(‘delight’) and ultimate target - the customer, but also of intermediate processes and
principals, which have contributed to building a robust, dependable Videocon value chain
(‘deliver’). As a result of its focus on developing loyal customers and reliable associates,
Videocon is able to exceed expectations.

“…through ingenious strategy…”: the means

In the cutthroat world of today, it is only by taking recourse to advance planning and strategy
that a business can hope to survive. Although textbook strategy has its uses, reproducing it in
verbatim for the real world would be foolish because of the absence of textbook conditions.
Thus, there is a need for a bounded rationality, a spontaneity and improvisation that is flexible
enough for scenarios both imaginable and unimaginable. Videocon’s ingenious manoeuvres
are actually flexi-strategy that abstracts from shifting ground conditions and decides game-
plans, or sometimes changes the rules of the game.

“…intrepid entrepreneurship…”: the means

An enterprise with the odds stacked against it makes great business sense. This is because
higher the obstacles, lower the number of players likely to be active in that field - thus, fetching
extraordinary returns. The only requirement is a bold and confident attitude willing to brave the
odds. Videocon’s foray into oil and gas is a bold and intrepid endeavour that arises from
immense faith on the surefooted competence of the company’s in-house managerial talent.

Back to top

“…improved technology…”: the means

Technology is no more a premium input; it has become the bare minimum in recent years.
Rapid advances have only fuelled this phenomenon. Videocon is extremely vigilant in
shunting out dated technology and replacing it with the best-in-class offers of the times.

“…innovative products…”: the means

Product development, innovation and customisation are the tools Videocon uses to stay
ahead of the competition. This is because a continuous stream of innovative products excites
the market and enhances brand recall. A strategy that Videocon banks on a lot, especially on
the domestic front.
“…insightful marketing…”: the means
The market share battle scene has long shifted from technology and processes to the psyche
of the customer. This means that those with deeper insights into the elusive mind of the buyer
are likely to dominate. Videocon is reinforcing marketing strengths to read better the pulse of
the market and help create products that map perfectly into customer preferences.

“…inspired thinking about the future.”: the means

The future is unpredictable, but not doing anything about it is fraught with grave risk. Videocon
extrapolates future trends on the basis of current changes in technology and preferences as
well as sheer gut feel. Fine-tuned business instincts are worth their weight in gold, lots of it.
The company has perfected its practice almost into an art form with some calculated gambles
like oil and gas proving to be absolute money-spinners.

Values & Philosophy

Shri Nandlal Madhavlal Dhoot, the founder of the Videocon Group, completed his education in Ahmednagar and Pune. He was
a successful sugarcane and cotton cultivator. As a next logical step to vertical integration, he boldly took upon an
entrepreneurial venture by importing machinery from Europe to set up the Gangapur Sakhar Karkhana (Sugar Mill) in 1955.
Those were the times when the village did not even have electricity. Thus was unleashed an Industrial Revolution.

The die was cast. Over the years, Nandlalji's path-breaking attitude found expression in a myriad ways, earning him the well-
deserved reputation of the pioneer of industrial activity in Marathwada India.

In early 80's Nandlalji initiated his three sons - Venugopal, Rajkumar and Pradeep into business. Through a technical tie up with
Toshiba Corporation of Japan, he launched India's first world-class color Television: Videocon. Today, Videocon is household
name across the nation- India's No. 1 brand of Consumer Electronics & Home Appliances, trusted by over 50 million people to
improve their quality of life.

Milestones

History

View Videocon at a glance

Research & Development
The Company gives utmost importance to R & D activities,
which are carried out, at in-house R & D center. The
Company carries on new innovations in product
development, cost reduction, quality improvement, process
implementation, process controls.

1) Specific areas in which R & D is carried out by the

Company

During the year, the Company has carried out Research

and Development in the following areas: Videocon belives its people
 must have an infinite capacity of
1. Home theaters - High-end models and HTIB Models. not
2. Larger Screen Television i.e. 32 inch and 38inch. knowing what cannot be done.
3. True Flat Televisions.
4. LCD TVs.
5. Plasma Televisions.
6. Cosmetic design and new out look to the TVs.
7. Manufacturing of components for CTV, Refrigerators
and Air conditioners.
8. Developed high-end products to be offered to Indian
market.
9. Efforts to reduce power consumption of all its final
products.
10. Development of products suitable for Indian climate
conditions, as well as same for export market.
11. Introduction of TV with immense picture performance
and razor slim design.

2) Benefits derived as a result of the above R & D.

The Company has derived the following benefits as a

result of Research and Development:

1. Developed new design in products and launched

various new models.
2. Developed high-end products to be offered to Indian
market.
3. Introduced Integrated Digital TV (iDTV) with a built-in
digital decoder having MPEG 4 DVB-S2 Digital signal;
Introduced LED TV with "Nano Pixels" for immense
picture performance and Razor slim design;
Introduced Unique "SMART TV", which set a platform
for "Internet TV" to enjoy the Live Chatting, Browsing,
Video conferencing, email access, Blu Tooth
connectivity etc.; and various other ranges/series of
LCD TV with Full HD 1080p resolution.
4. Introduced Star Rated Products in Consumer
Electronics and Home appliances. With this
technology, the customer can have benefit of saving
approximately 15% of power consumption, resulting
into effective utilization of power resources in the
nation.
5. Introduced paint less product with a unique Hot and
Cold Technology for moulding of parts. This helps to
reduce pollution generated due to hazardous
chemicals used in plastic paints and its process.
 Customer can enjoy the high glossy finish with
ultimate scratch resistance.
6. Developed new ranges of Direct Cool as well as Frost
Free refrigerators like Ecocool, Ecocool Plus,
Ecofresh, Deofresh, Nutricool, Nutricool Plus,
Powercool. Developed 4 & 5 Star rated refrigerators
with new exterior finish i.e. PCM-Pre-coated material.
7. Introduced new base stand with smart VEGI TRAY,
which is unique and give convenience to customer in
day to day usage.
8. Introduced new economic series of Direct cool
refrigerator as "Bharat series", to cater to each and
every Indian family. This has given cutting edge
solution for the competitors on the price factor.
9. Introduction of the products on health platform with
Deodorizer, which gives the solution to remove the
odour created by rotten vegetables and fruits.
10. Enhanced Frost Free refrigerator series with
introduction of LED & LEDi technology.
11. Increase in Productivity.

3) Future Plan of Action

In the coming days Company is aiming to achieve

development in the following through Research and
Development areas:

1. Manufacturing of components for consumer

Electronics Products.
2. Various models of Multimedia TV; iDTV; LCDTVs;
LED & LEDi
3. Plasma Televisions.
4. Composite Home Entertainment system with internet
adaptability.
5. Better features, better quality & improved reliability
with reduced/low prices.

The Company always attempts to use the latest and

advanced technology in production process. Keeping pace
with the technological developments, the company keeps on
adding sophisticated equipments with focus on automation to
minimize manual intervention in the manufacturing process
thereby ensuring quality of the final products.
Videocon d2h
From Wikipedia, the free encyclopedia

Videocon d2h

Type Videocon Subsidiary

Industry DTH Pay TV

Founded 2009

Headquarters Mumbai, India

Area served India

Products Direct broadcast satellite

Parent Videocon[1]

Website Videocond2h.com

Videocon d2h is a DTH satellite television provider in India based in Mumbai, using MPEG-4 with
DVB S2 digital compression technology.

Its main competitors are cable television and other DTH service providers - Airtel digital TV, Reliance
Big TV, DD Direct+, Dish TV, Sun Direct TATA Sky andVideocon D2H.
 Contents
[hide]

• 1 History

• 2 Subscriber Base

• 3 Channel List

• 4 See also

• 5 Reference

• 6 External links

[edit]History

Videocon d2h launched May 1, 2009[2]

On 15 March, 2011, Videocon d2h launched India’s first high definition-digital video recorder (HD-
DVR) with 3D. it allows users to pause, rewind and forward live TV and record up to 200 hours of
content. Videocon d2h will also have its own active channel for 3D content and HD content (with 16:9
aspect ratio, 5x picture quality and HD digital sound). A set-top box with 3D capabilities but without the
DVR will also be available and cost 2,490. The 3D set-top box with HD-DVR will be priced at 3,990.[3]

[edit]Subscriber Base
Videocon d2h had about 2.7 million subscribers as of march 2011.[4] There are about 30 million DTH
subscribers in India as of February 2011.[5]

[edit]Channel List
The following is the list of channels provided by Videocon d2h as of March 2011.[6]

Channel Name

Help Channel

100 Help Channel

Hindi Entertainment

101 STAR Plus

103 Zee TV

105 Colors

107 STAR One

109 Sony

111 Imagine TV

113 SAB TV

115 Sahara One

117 9X

121 STAR Utsav

127 ETV Rajasthan

133 Firangi

135 DD National

Hindi Movies

201 SET Max

203 Zee Cinema

205 STAR Gold

207 UTV Movies

209 Filmy

211 UTV Action

English Movies

241 STAR Movies

243 SONY Pix

245 HBO

247 ZEE Studio

249 World Movies

251 MGM

253 Warner Bros.

255 Movies Now

Movie On Demand

270 D2H Movies PP1

271 D2H Movies PP2

272 D2H Movies PP3

275 D2H Movies 1

276 D2H Movies 2

277 D2H Movies 3

Planet M – Music Space Channel

News

301 STAR News

303 Aaj Tak

305 NDTV India

307 Zee News

309 IBN-7

311 Day & Night News

313 live india

317 India TV
319 DD News

321 News 24

322 Sudharshan TV

323 Lok Rajya Sabha

324 DD Lok Sabha Sabha

341 CNBC Awaaz

343 Zee Business

351 NDTV 24x7

353 Times Now

355 CNN-IBN

357 Headlines Today

359 CNN

361 BBC World News

381 CNBC TV18

383 NDTV Profit

385 Bloomberg UTV

387 ET Now

Sports

401 ESPN

403 STAR Cricket

405 NEO Cricket

407 TEN Sports

409 NEO Sports

411 STAR Sports

413 TEN Action+

415 DD Sports

419 TEN Cricket

Kids

501 Cartoon Network

503 Hungama
505 Disney Channel

507 Nickelodeon

509 Pogo

511 Disney XD

513 Animax

515 Space toons

517 baby toons

Music

550 MUSIC Space Hits

551 MTV

553 Channel V

555 9XM

557 VH1

559 Music India

561 Zing
563 Masti

569 Bindaas

581 NGC Music

Infotainment, Shopping, Health, Fashion and Lifestyle

601 Discovery Channel

603 National Geographic Channel

605 Fox History & Entertainment

607 NDTV Good Times

609 TLC

611 Animal Planet

613 AXN

614 STAR World

615 Zee Café

619 Zoom

621 Fashion TV
623 Care World

625 DD Bharati

626 DD Gyan Darshan

627 E24

631 FX

632 Big CBS Prime

633 FOX Crime

651 Discovery Science

653 discovery Turbo

655 NGC Adventure

657 NGC Wild

Religious

675 Mh1 Shraddha

677 Aastha

678 Music Space Bhakti

679 Sanskar

681 Paras TV

Bengali

701 Zee Bangla

703 ETV Bangla

705 STAR Jalsha

707 Akash Bangla

709 STAR Ananda

710 Rupashi Bangla

711 24 Ghanta

713 DD Bangla

715 Sangeet Bangla

717 Sony Aath

719 News Time TV

Marathi
721 Zee Marathi

723 ETV Marathi

725 STAR Pravah

727 STAR Majha

729 Mi Marathi

731 Saam TV

733 Zee 24 Taas

735 Zee Talkies

737 IBN Lokmat

739 DD Sahyadri

Gujarati

741 ETV Gujarati

743 TV9 Gujarati

745 DD Girnar

Punjabi
751 PTC Punjabi

753 Zee Punjabi

755 ETC Punjabi

757 PTC News

759 PTC Chakde

761 mh1

763 DD Punjabi

Nepali

765 Nepal 1

North East

767 NE TV

769 News Live

770 DY365

771 Rang TV

Bhojpuri
775 Mahuaa TV

776 Sangeet Bhojpuri

Urdu

785 ETV Urdu

787 DD Urdu

Oriya

789 Tarang TV

790 Tarang Music

791 ETV Oriya

792 Orissa TV

793 Naxatra News

794 DD Oriya

Tamil

801 Sun TV

803 KTV
804 Adithya TV

805 Sun Music

806 Sun News

807 Seithigal

509 Jaya Plus

808 Jaya Plus

809 Chutti TV

811 STAR Vijay

813 Jaya TV

815 Kalaignar TV

817 Isai Aruvi

819 Sirippoli

823 Vasanth TV

825 Raj TV

827 Jaya Max

 Kannada

831 Udaya

833 Udaya Movies

835 Zee Kannada

837 U2

839 Udaya Varthegalu

841 ETV Kannada

843 TV 9 Kannada

844 Suvarna News 24x7

845 Asianet Suvarna

847 Kasthuri TV

848 Udaya Comedy

849 DD Chandana

Malayalam

851 Surya TV
853 Kiran

855 Asianet

856 Asianet Plus

857 Kairali

858 Amrita

859 DD Malayalam

860 Jai Hind

863 Asianet News

864 Manorama News

865 Indiavision

869 Shalom TV

Telugu

871 Gemini TV

873 Gemini Movies

875 Gemini Music

877 Zee Telugu

879 Gemini News

881 ETV Telugu

883 ETV 2

885 Maa TV

886 Gemini Comedy

887 TV9 Telugu

889 TV5 Telugu

891 Sakshi TV

893 NTV

895 Asianet Sitara

Videocon
From Wikipedia, the free encyclopedia

Videocon Industries Ltd.

Type Public (BSE: 511389)

Industry Conglomerate

Founded 1979

Founder(s) Nandlal Madhavlal Dhoot

Headquarters Aurangabad, Maharashtra, India

Area served

Key people Venugopal Dhoot

(Chairman)

Products Consumer Electronics

Home Appliances

Components

Office Automation

Mobile phones

Wireless

Internet

Petroleum

Satellite television

Power

Revenue 9,402.65 crore (US$2.09 billion) [1]

Net income 407.02 crore (US$90.36 million)(2010)

 Employees 5,000 (2010)

Website Videocon.com

Videocon is an industrial conglomerate with interests all over the world and based inIndia. The group
has 17 manufacturing sites in India and plants in China, Poland, Italyand Mexico. It is also the third
largest picture tube manufacturer in the world.[2][3]
 Contents
[hide]

• 1 Corporate profile

o 1.1 Consumer electronics

o 1.2 Mobile Phones

o 1.3 Colour picture tube glass

o 1.4 Oil and Gas

o 1.5 DTH

o 1.6 Telecommunication

• 2 Acquisition of Thomson SA

o 2.1 Acquisition Rationale

o 2.2 Thomson’s perspective

o 2.3 Other Competitors for the Acquisition

o 2.4 Pre-merger scenario analysis

o 2.5 Post merger situation (2008)

o 2.6 Role of local government in the acquired units

 2.6.1 Italy

 2.6.2 China

 2.6.3 Mexico

o 2.7 Thomson’s exit from Videocon

• 3 Possible purchase of General Electric's Appliance division

• 4 References

• 5 External links

[edit]Corporate profile
The Videocon group has an annual turnover of US$ 2 billion, making it one of the largest consumer
electronic and home appliance companies in India. Since 1998, it has expanded its operations
globally, especially in the Middle East.[2]

Today the group operates through six key sectors:

[edit]Consumer electronics
In India the group sells consumer products like Colour Televisions, Washing Machines, Air
Conditioners, Refrigerators, Microwave ovens and many other home appliances, selling them through
a Multi-Brand strategy with the largest sales and service network in India.[4]Videocon Group brands
include Akai, Electrolux, Hyundai, Kelvinator, Kenstar, Kenwood, Next(Store), PlanetM(Store), Sansui,
Toshiba,Philips (TV Products) etc.

[edit]Mobile Phones
In November 2009 Videocon launched its new line of Mobile Phones[5]. Videocon has ever since
launched a no. of Innovative handsets ranging from Basic Colour FM phones to High End Android
Devices. And in February 2011, Videocon Mobile Phones launched the revolutionary concept of ZERO
paise per second with pre-bundled simcards of Videocon mobile services along with 7 of its Handset
Models.

[edit]Colour picture tube glass

Videocon is one of the largest CPT Glass manufacturers in the world, operating in Mexico, Italy,
Poland and China..

[edit]Oil and Gas

An important asset for the group is its Ravva oil field with one of the lowest operating costs in the world
producing 50,000 barrels of oil per day.[6]

[edit]DTH

Main article: Videocon d2h

In 2009, Videocon launched its DTH product, called 'd2h'. As a pioneering offer in
the Indian DTH market, Videocon offered LCD & TVs with built-in DTH satellite receiver with sizes 19"
to 32". This concept in the DTH service is relatively new in the presence of other players like ZEE tv's
Dishtv, Tata Sky, Air tel Digital Tv and Reliance's BIG TV providing only the set top box.

[edit]Telecommunication

Videocon Telecommunications Limited has license for mobile service operations across India. It
launched its services on 7 March 2010 inMumbai.

[edit]Acquisition of Thomson SA
Videocon through its Wholly Owned Offshore Subsidiary acquired the Color Picture Tube (CPT)
businesses from Thomson S.A having manufacturing facilities in Poland, Italy, Mexico and China along
with support research and development facilities.

[edit]Acquisition Rationale
The acquisition came at a time when Thomson was facing a fall in demand in developed markets for
television with CPTs and was moving more towards Flat-screen and Plasma Television. However,
Videocon saw an opportunity in the emerging countries for CPTs and hence pursued with the
acquisition. Besides, the acquisition gave Videocon, the access to advanced technology giving the
company control over an R&D facility in Agnani, Italy. The major reasons behind this acquisition .
[7]
were

Cost cutting – Videocon was better positioned to shift the activities to low-cost locations and also it
could integrate the operations with the glass panel facility in India with the CPT manufacturing facilities
acquired from Thomson S.A. Videocon wanted to leverage its position in the existing parts of the
business and this acquisition would give it a strong negotiation position and could reduce impact of
glass pricing volatility. Videocon could also reduce the costs by upgrading and improving the existing
production lines.

Vertical Integration – The acquisition helped Videocon in vertically integrating its existing glass-shell
business where it had been enjoying substantially high margins.[8] Videocon’s glass division had the
largest glass shell plant in a single location. This gave the company an unrivalled advantage in terms
of economies of scale and a leadership position in the glass shell industry. The acquisition also gave
Videocon a ready-market for its glass business and it was part of Videocon’s long-term strategy to
have a global vertically-integrated manufacturing facility.

Rationalization of Product Profile – Videocon modified its product profile to cater to the changing
market needs like moving away from very large size picture tubes to smaller ones.[9]

Apart from the overall strategy Videocon also had a plan on the technological front. It wanted to
improve the setup for the production line and line speed post-merger. Its focus was to increase sales
while reducing the costs and thereby improving the productivity of the existing line. The company also
wanted to foray in a big way into LCD panels back-end assembly . On the sales front the company
wanted to leverage on the existing clients of Thomson and build relation as a preferred supplier to
maximise sales. Also, Videocon could benefit from OEM CTV business with the help of Videocon’s
CTV division, invest for new models and introduction of new technologies.[10]

[edit]Thomson’s perspective
In 2004 Thomson planned entry into the high-growth digital media and technology business. Also,
Thomson wanted to exit consumer and electronics businesses as they were incurring significant
losses. After sale of its TV business to Chinese group TCL, and Tubes to Videocon, Thomson divested
from the audio/video accessories business which was the last unit of its consumer electronics
business. The need to divest are quite evident from the losses that it incurred in these businesses
particularly that the unit that it sold off to Videocon, the Optical Modules activity, and the Audio/Video &
Accessories businesses which totalled around €749 million for 2005. Moreover Thomson had done
some acquisitions that were in line with boosting their revenues in the following years. [11]
[edit]Other Competitors for the Acquisition
When Videocon entered the race for the colour picture tubes manufacturing capacity of Thomson SA
in November 2004, there were 16 other bidders. Videocon stood slim chances given the fact that it had
to battle it out with players like LG, Philips, Samsung andMatsushita, Daewoo and several Chinese
manufacturers but finally managed to close the deal. The deal catapulted Videocon into the No. 3 slot
in the global pecking order for CPTs. An official of Videocon said on the deal "The word is out in the
world that India and Indian companies are not just a good bet by themselves, but also a hedge against
China.“ [12]

[edit]Pre-merger scenario analysis

CPT industry is affected by many competitive factors such as change in the consumer preferences ,the
product offer strategy of retailers, the progress made by alternative technology manufacturers
,capacity adjustment facility of competitors etc. Based on all of these factors there were two scenarios
that emerged from the 2005 budget of Videocon. The first scenario is a conservative one. It mainly
assumes Price pressures similar to those in the past(-8 to -12%),capacity reduction over a period of
two years, a gradual shift to newer technologies like True Flat and good amount of growth for LCD
makers.

The second scenario is a more aggressive one in term of trends predicted. It assumes that the switch
to TrueFlat would be faster, more overcapacity, more competition from LCD manufacturers and rising
price strategy pressures in general. The second scenario obviously requires an industrial strategy
which is more adapted to the environment.

However even if the second scenario arises,Videocon believes there is an opportunity in the CRT
business. Though it is very obvious that in the developed markets of the western world the demand is
shifting towards the flat panel side(FPD it is expected to contribute 70% of TV market in these
regions),in the emerging markets like BRIC CRT still holds fort. CRT holds a dominant 70% share in
these markets. When translated into number of units the demand is more than 100 million units. As
Videocon is primarily based in these countries, it hopes to harness the value of the Thomson
acquisition in the coming years.[citation needed]

[edit]Post merger situation (2008)

Videocon has not been able to turn the plant around in Italy still. However it is getting support from the
local government(which want to prevent job cuts) in form of grants. The government is in fact trying to
set up a Greenfield venture in form of a LCD manufacturing facility in partnership with Videocon. The
banks are also supporting Videocon and with help from all these quarters Videocon expects to turn
around the plant in Italy.[13] The Thomson plant has not turned around in Mexico as well and in fact
production has been reduced over there.In Poland,the situation is more promising and Videocon
hopes that plant over there will get in black in the very near future.[14] However the surprise has been in
the Chinese market .Despite facing a highly competitive market Videocon has managed to turn a plant
around while the other is on its way. In China Videocon is adopting a different strategy for
manufacturing CTVs as the local players dominate the market .It plans to supply these players by
taking advantage of low-cost nature of mainland(the number targeted by it about 6 million CPTs).[15]

[edit]Role of local government in the acquired units

[edit]Italy

The LCD television segment is one of the fastest in terms of growth rate in Italy. The compounded
growth rate is projected to be around 70% in the next few years. Videocon in partnership with the local
government is going for a Greenfield venture in this segment. The Italian central government is giving
a euro 180 million grant whereas the regional authorities are giving a 40 million grant. Videocon would
itself pitch in with about euro 300 million whereas bank loans would provide a further 700 million.

[edit]China

In the Thomson plant located in China the local Chinese Government is the minority shareholder.

[edit]Mexico

When Videocon acquired Thomson’s CPT business, it also gained control of Thomson’s Mexican
plants. However Videocon Industries has a view that it would expand in the country only if the
government gives it enough incentives. Videocon is demanding a 25-30% cash benefits from the
government of Mexico.

[edit]Thomson’s exit from Videocon

Thomson is looking to sell out its stake in Videocon (a 10 percent stake via GDRs) and in most
likelihood it would be bought by Videocon itself. Thomson would be exiting at a loss as it had acquired
the stake at around Rs 400 per share (approximately equal to $10 per share).The deal is expected to
happen at current market prices. Videocon’s GDR is currently traded at around $5.06 on the
Luxembourg Stock Exchange. On the Bombay stock exchange its trading around Rs 150 against the
52 week high of Rs 868 in Jan 2008. Another point to be noted is that this won’t attract the market
regulator’s “creeping acquisition” norm which comes into force once they acquire more than 5%
stake,as the deal would be an overseas one. [16]

[edit]Possible purchase of General Electric's Appliance division

On May 23, 2008, Videocon announced that it is studying an invitation from General Electric (GE) to
bid for its century-old appliances division, which it has put up for sale.[17]