| About 579 million people access television in India, which is approximately 53 per cent of the total population. |
| There are an estimated 22 million television sets in rural India, with the current penetration level at 19 per cent. |
| TV penetration in the country is growing at 13 per cent. While the growth in rural penetration of TVs is 25 per cent, it is 5 per cent for urban penetration. |
| Satellite television can be accessed by 246 million people, which is about 22.6 per cent of the total population and is growing at 31 per cent. The print media is accessed by 33.9 per cent of the population and is growing at about 20 per cent. |
| The penetration of press in rural India is about 34.2 per cent. It reaches out to approximately 262 million people in rural India. |
| There are about 210 radio stations in India, which cover 90 per cent of the country. The listenership is about 284 million. |
| There are some 101 million radio sets in India and the revenue is Rs 91.7 crore. The penetration of radio in rural India is 26.7 per cent. |
| Selections from management journals NUGGETS |
| When employees leave an organisation, they depart with more than what they know; they also leave with critical knowledge about who they know. Thus, the departure of key people can significantly affect the relationship structure and consequent functioning of an organisation. |
| In particular, companies should be aware of the unique knowledge held by three important types of employees: "central connectors" (those who are regularly asked for help, typically because they have a high level of expertise in one or more areas), "brokers" (those who act as bridges across subgroups) and "peripheral players" (those who reside on the boundaries of a network but could still possess valuable niche expertise and outside knowledge). |
| Departure of an employee who filled any one of these roles presents knowledge-loss risks that need to be addressed. The departure of a handful of key brokers, for instance, could fracture the social network of an organisation into isolated subgroups. |
| Thus, companies need to take various measures to (1) identify key knowledge vulnerabilities by virtue of both what a person knows and how that individual's departure will affect a network and (2) address specific knowledge-loss issues based on the different roles that employees play in the network. |
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| WHO BOUGHT WHAT JULY 2006 |
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