Product details

WorldSpace provided around 60 channels, which included music, news, sports and general information channels, in many languages. Initially the company did not have a clearly articulated business model, as the satellite radio industry was still in its infancy. The company's revenues were dependent only on the sales of its satellite radio receivers. However, in 2004, WorldSpace introduced a global subscription model, whereby it sold its receivers for a relatively low price, and began to charge for subscription to its channels. This led to an increase in subscriptions worldwide. By 2006, India, with more than 75% of the company's subscribers, had become the company's primary market. This case discusses the strategies and business models adopted by WorldSpace over the years. It talks about WorldSpace's developmental programmes and commercial initiatives in all its markets. The case also discusses WorldSpace's operations in India and how the company adopted a region-centric approach to succeed in this market. The case ends with a discussion on how WorldSpace could improve its revenues in future.