 "PVR gets the show on the road")
The largest multiplex chain in the country with more than 550 screens, PVR is looking to build a brand that does more than just screen movies. It is consolidating the different properties in its portfolio to create a suite of brands that offers audiences choices based on price and experience, not merely the movies they watch. This involves not only renaming and rebranding the acquired properties from Cinemax (2012) and DT Cinemas (2015), but also creating different value propositions for its 13 sub brands (categorised according to price, seat quality, food and beverage selections and other qualities).
The results so far are encouraging. PVR has been able to attract a total of 95 million footfalls a year, with an average 7 to 8 million footfalls every month, the company says. "We believe that instead of waiting for the customer to lead us, we should come up with services and options. Of course, there are times that we will fail, but we would rather innovate and learn from our mistakes, than wait for someone else to do so," says Gautam Dutta, CEO, PVR Cinemas.
The chain has introduced a range of variations in its seaing and food and beverage options. It offers gourmet popcorn, sushi and live pasta counters. It was important for PVR to be a trendsetter. As Dutta explains, "The core product, movies, is commoditised. Everyone has access to the same line-up. So how does one differentiate? We figured the properties need to be attractive, services differentiated and the experience beyond any available in the market. That was the first step."
The Ajay Bijli founded multiplex chain operates several sub brands that cover a wide range of price points, from Rs 1,250 to Rs 100. Exhibitors can thereby net a wider customer base and at the same time, retain exclusivity among the higher paying customers. Watching movies is a passion across Indian families and the challenge, as many point out, is getting a certain category of viewers to leave the comfort of their homes to trek to a mall or a cinema. For them, it is important to focus on the experience, more than the movies. "We recognise there is a class of people who want to pay a premium and experience something exclusive. Our Directors' Cut property provides something extra. We have a fine-dine section and a library-cum-bookshop stacked with movie related literature," explains Dutta. The prices here can go up to Rs 1,800 per ticket.
Other sub brands have their own specialties. PVR ECX for example offers superior sound and screen technology, while Icon is characterised by opulent interiors (marble flooring, chandeliers et al), the company says. The brands are also differentiated to suit the tastes and habits of a particular region. For example, PVR Talkies is more relevant to non-metros and ticket prices range between Rs 100-125 per person. It caters to essentially single screen audiences willing to upgrade to multiplexes.
If we are to acquire an existing movie hall, we'll run it like a multiplex, but the look and feel will be that of movie halls in the earlier days. All the brands have different logos that convey the differentiation," says Dutta.
Having differentiated brands has also attracted advertisers. Since most properties have at least three screens, the advertisers have at their disposal a large enough area to experiment and engage with audiences in different ways. Cinema advertising grew at 28 per cent in FY16 over FY15 for the company. PVR says it is confident that it will continue to experiment with formats, with service offerings and the overall experience. Will Inox, Carnival and Cinepolis follow in its footsteps and belt out a series of sub brands, or will they go down a road not (yet) taken?
The results so far are encouraging. PVR has been able to attract a total of 95 million footfalls a year, with an average 7 to 8 million footfalls every month, the company says. "We believe that instead of waiting for the customer to lead us, we should come up with services and options. Of course, there are times that we will fail, but we would rather innovate and learn from our mistakes, than wait for someone else to do so," says Gautam Dutta, CEO, PVR Cinemas.
The chain has introduced a range of variations in its seaing and food and beverage options. It offers gourmet popcorn, sushi and live pasta counters. It was important for PVR to be a trendsetter. As Dutta explains, "The core product, movies, is commoditised. Everyone has access to the same line-up. So how does one differentiate? We figured the properties need to be attractive, services differentiated and the experience beyond any available in the market. That was the first step."
The Ajay Bijli founded multiplex chain operates several sub brands that cover a wide range of price points, from Rs 1,250 to Rs 100. Exhibitors can thereby net a wider customer base and at the same time, retain exclusivity among the higher paying customers. Watching movies is a passion across Indian families and the challenge, as many point out, is getting a certain category of viewers to leave the comfort of their homes to trek to a mall or a cinema. For them, it is important to focus on the experience, more than the movies. "We recognise there is a class of people who want to pay a premium and experience something exclusive. Our Directors' Cut property provides something extra. We have a fine-dine section and a library-cum-bookshop stacked with movie related literature," explains Dutta. The prices here can go up to Rs 1,800 per ticket.
Other sub brands have their own specialties. PVR ECX for example offers superior sound and screen technology, while Icon is characterised by opulent interiors (marble flooring, chandeliers et al), the company says. The brands are also differentiated to suit the tastes and habits of a particular region. For example, PVR Talkies is more relevant to non-metros and ticket prices range between Rs 100-125 per person. It caters to essentially single screen audiences willing to upgrade to multiplexes.
If we are to acquire an existing movie hall, we'll run it like a multiplex, but the look and feel will be that of movie halls in the earlier days. All the brands have different logos that convey the differentiation," says Dutta.
Having differentiated brands has also attracted advertisers. Since most properties have at least three screens, the advertisers have at their disposal a large enough area to experiment and engage with audiences in different ways. Cinema advertising grew at 28 per cent in FY16 over FY15 for the company. PVR says it is confident that it will continue to experiment with formats, with service offerings and the overall experience. Will Inox, Carnival and Cinepolis follow in its footsteps and belt out a series of sub brands, or will they go down a road not (yet) taken?