management among youths

1.0. INTRODUCTION
Pay Television, which is also referred to as Cable Television delivers its signals either through cable, satellite or microwave to a subscriber-based (pay-for-service) audience. But although Pay Television started transmitting via cable, it proved very uneconomical for populations outside cities because it depended on the physical laying of cables. Therefore, satellites and microwaves were later introduced for transmitting signals to a hub before the signals could be delivered by cable to subscribers. However, much more recently, Direct Broadcasting by Satellite (DBS) started to transmit signals direct to subscribers by satellite with the use of receiving dishes purchased by individual households, (Anderson 1997).

1.1.HISTORY OF PAY TELEVISION
The emergency of Pay Television started in the 1970s, although its history via cable dates back to the early 1930s. The British Rediffusion Company is credited for developing twisted pair of cables to carry television signals to subscribers’ homes beyond London and the similar technology continued throughout the 1950s in other parts of the world.
Pay Television, unlike traditional free-to-air broadcasting has been used to deliver television services to homes of viewers on a payment-for-service basis. Its advantages over free-to-air broadcasting are that it has more channels and therefore provides a greater consumer choice and in many cases it caters for consumers with special interests by broadcasting niche channels and programmes to them, which are un-commercial on behalf of free-to-air networks. As a result, Pay Television provides a greater choice of both programmes and channels than network programming.
1.2. HISTORY OF MULTICHOICE
MultiChoice Zambia was launched in September 1995 as a joined venture with Zambia National Broadcasting Corporation. From small beginnings as part of one of the first pay-Television channels to launch outside the United States, MultiChoice has grown into a successful pay television business. It began on the African continent in South Africa in 1986 when M-Net was founded as one of the first two subscription television services outside the United States. Later, MultiChoice was incorporated to M-Net to provide subscriber management services for pay television bouquets.

1.3. POLITICAL AND ECONOMIC INFLUENCE MULTICHOICE STARTED UNDER
In Zambia, the freeing of the airwaves in the 1990s due to financial pressures on the state broadcaster, Zambia National Broadcast Corporation (ZNBC) combined with local and international lobby groups saw the entry of Pay Television in the system. The first Pay Television that took advantage of the liberalisation of the airwaves in Zambia was MultiChoice Zambia. Prior to the liberalisation of airwaves, broadcasting was the preserve of the government, the owner of ZNBC. The corporation (ZNBC) was established under the ZNBC Act of 1987 -a principal piece of legislation that governed broadcasting and establishing ZNBC as the sole broadcaster in the country.
MultiChoice entered the Zambian market during the country’s economic transition from state control to the liberal system driven by market forces of demand and supply. This climate was conducive for the company to break even in providing pay television services. However, there was a problem on regulation and share-ownership as the law stipulated that ZNBC was to hold 30% shares in the company. This was meant to minimise the competition on the national broadcaster and for ZNBC to regulate the pay television provision. The pressure of regulation worsened prior to the 1996 elections that the company’s subscription base was stack at 14,000 up to 2001 when it tremendously rose to the current 55,000.
Backed by the exceptional expertise of the holding company MultiChoice Investment Holdings (MIH) and the parent company Naspers Group; MultiChoice has become one of the most prominent companies in the global MIH incorporated. The company has 34 channels and uses its well-established position in the television broadcasting sector, to offer the following brands:
Digital Satellite Television (DStv) - This provides digital satellite broadcasting services to billions of customers’ world over provided they have receiving dishes. DStv, with a mood and motto; “DStv, so much more”, works on the principal that no two people are exactly alike. Therefore, MultiChoice, through DStv provides a broad spectrum of entertainment and information and offers customers various bouquets to suit their tastes and their pockets.
M-Net- It is another brand, MultiChoice offers its clients. M-Net with the mood and motto “M-Net, where magic leaves” is a pioneer in the Pay Television industry in Southern Africa since it was founded just over twenty years ago. It prides itself on providing premium international and local entertainment to its viewers, and its high quality and award-winning South African programmes, Carte Blanche, Binnelanders, Jacobs Cross and Egoli being just a few. To make the magic happen! M-Net provides the following channels: M-Net Movies and Series, M-Net Stars and Action, Africa Magic, kykNET, Medium Karaoke (MK), GO Music, K All Day (kids all day for kids programming), Channel O and Magic World.
Super Sport- Super Sport provides comprehensive coverage of local and global sports broadcast over the company’s seven dedicated channels. The seven channels broadcast sports of different types often at the same time, a customer choices the channel to watch a will.DStv Mobile- This is the company’s newest brand. It is one of the developing technologies that will enable Zambians and other customers in the world to watch the 2010 FIFA World Cup and other live television programmes over their mobile phones, and other gadgets.
Oracle- This is an Airtime Sales that handles terrestrial as well as satellite commercial airtime sales and on-air sponsorship across a variety of dynamic media brands. Advertisers can buy advertising space using this system online and making payments without visiting a MultiChoice branch.

2.0. GOALS AND OBJECTIVES
v To enrich lives via provision of quality home entertainment through updated technological advancements.
v To improve people’s knowledge through information.
v To develop technology beyond pay television through the provision of high definition decoders that offer internet and information in the most efficient way.
v To help in-country broadcasting and proper nurturing of the local best talent.
v To acquire channels from local, African and international channel suppliers
v To group channels according to genres beyond continental borders.
To meet its objectives and goals, of enriching lives through innovative delivery of compelling digital media content, MultiChoice has terrestrial analogue and digital direct-to-home satellite television platforms and other sky rocketing gadgetry of the global village. It thrives to achieve this either through Pay Television, the Internet, high definition decoders and other devices on the digital horizon. This can happen anywhere, be it in a city or in a remote village as satellite technology has fewer boundaries. Mobile phones supplement the other types of digital media. These digital media contents can be for millions of people, to one person or to someone the company does not know.
The existing analogue system has been around for 20 years, delivering the main M-Net entertainment channels and Community Services Network (CSN). The analogue system uses more than 172 transmitter sites to deliver content to most parts of in the Southern Africa region. Via its three different satellite broadcasting platforms, MultiChoice imports channels from all over the world some of which are in different languages, the most common ones being Indian and Portuguese. These are packaged with local channels originating in the countries in which the company operates, to form compelling entertainment bouquets for subscribers.
The company’s audience includes urbanites and those in the far flung areas since the kind of technology it uses goes beyond borders. It reaches anywhere where there is a reception dish. These audiences cut across all races, ethnic groups and nationalities.
3.0. OWNERSHIP
MultiChoice is a private company owned by Naspers Group of Companies, a United States of American firm. The holding company of MultiChoice is MIH. The headquarters of MIH is based in New York. The headquarters coordinates the management of the firm’s subsidiaries in several parties of the world. In Africa, the headquarters for MultiChoice is based in South Africa where most of the programming is coordinated since 1986 when pay television entered the African market.



3.1. IDENTITY
It is of geographical interest by nature. Recently, it has broken through the Middle East market and Chinese. Other markets the company has spread its coverage are India and Portugal.
MULTICHOICE GROUP STRUCTURE
Electronic Media
Print Media
NASPERS GROUP
Pay Television
Internet
News, Magazines and Print
Books and
Education
M I H
M-WEB (Africa, China, Thailand and Indonesia)
4.0. MOOD AND FORMAT
MultiChoice is both a terrestrial analogue and digital direct-to-home satellite pay television provider, whose mood\motto is “Enriching Lives.” Using the digital system via satellite, MultiChoice has several programming types. The common ones are breakfast shows, mid-morning shows, afternoon drive, prime time and late night shows under television. Within these programming types are All-News (British Broadcasting Corporation, Cable News Network\Aljazeera), All-Music (especially Channel O), and All-Sports (Super Sport 1, 2 and 3) among others. As a pay television, the company has a lot of brands in its boutiques mainly driven by demand.
Although MultiChoice is driven by satellite, its operations are anchored by three satellite platforms due to geographical factors and types of satellites used for each programming. I57 Satellite covers only Southern Africa while W4 beams the whole African continent with sports programmes. W4 has a satellite dish of 9.7cm. C-Band is the third satellite, which covers the whole African content in all the company’s programmes including parts of Middle East. C-Band uses a 1.8m dish, which is the strongest in transmission of signals.
4.1. TYPICAL WEEKEND CLOCK FOR THE MULTICHOICE
4.1.0. a. SATURDAY (Channel 254)
The typical weekend of Channel 254 is on appendix 1a insert. Channel 254 is a history channel. It broadcasts well researched informative programmes on various global topics ranging from natural science to religion and great achievers in different set-ups. It also broadcasts scientific under-covers like cluster bombs, nuclear weapon development and the evolution of the world and other secretive issues. Some of the programming goes into the intricacies of wild beasts of the world. The prime time for the channel starts at 18: 00 hours up to 22:00 hours.

4.1.0. b. PRIME TIME (Channel 407).
Appendix 1b below shows the prime time of Channel 407. Channel 407 is the South African Broadcasting Corporation (SABC Africa). The channel mainly broadcasts African programmes from a collection of different countries. Although the channel is a 24:00 hour basis, it is prime time starts at 16:00 hours. This is the time when most of the households are back from work and can be reached with attractive programmes that are saleable to potential and actual advertisers.

4.1.1. REFLECTION OF CLOCKS TO FORMAT AND MOOD
The clocks reflects format the company claims it lives by. They show that there are various types of programming offered to customers at different platforms throughout the day. Those programmes that are dedicated to all-news have lived by that like BBC. Those that are all-music like Channel O have a provable track record in that area.

The mood of enriching lives through the provision of information is also reflected by the programming of the company. The company has channels that are specifically dedicated in that area like the history channel of platform 254. M-net has also been dedicated to talent identification and breeding, which is one of the company goals. Some of the programmes found M-Net devoted at talent identification are idols, where youths who can sing are tapped from different parts of the world and go through auditions in order to skeet those with the best talent. Such talents are brood and nurtured to some level when the individual is empowered to stand of their own and use their talent for sustenance.

5.0. STRUCTURES OF MULTICHCOICE
The company has two structures; a board and management structures. The board is headed by a chairperson and nine board members, while Chief Executive Officer (CEO) heads the management structure.









BOARD STRUCTURE
Board Chairperson

Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board MemberThe MultiChoice Board provides continuity of the company by setting up a corporate or legal existence of the company, and representing the company's point of view through interpretation of its products and services, and advocating for them to improve on corporate image. It also selects and appoints a chief executive officer (CEO) to whom responsibility for the administration of the organisation is delegated. The board also reviews and evaluates the CEO’s performance regularly on the basis of specific job descriptions, including executive relations with the board, leadership in the company, in programme planning and implementation, and in management of the company and its personnel. It further offers administrative guidance and determines whether to retain or dismiss the CEO depending on the performance exhibited by the officer in relation to responsibilities and job description and the company goals and beliefs. The other function is to govern the company policies and objectives, formulated and agreed upon by the CEO and employees, including the assignment of priorities to ensure that the company has the capacity to carry out programmes by continually reviewing its work and progression rate and ratings in the business. This involves accounting to the shareholders for the products and services of the company and expenditures of its funds.
Chief Executive Officer MANAGEMENT STRUCTURE

General Manager Zambian Operations

Marketing and Sales Director

General Manager Content

General Manager New Media

General Manager Strategic
And Business Development

General Manager Corporate Affairs

Chief Technology Officer
General Manager Regulatory Affairs

Chief Information Officer
General Manager Human Resource
Chief Financial Officer










5.2.0. FUNCTIONS OF MANAGEMENT PERSONNEL
5.2.1. Chief Executive Officer (CEO)
The CEO is primarily responsible for carrying out strategic plans and policies as established by the board of directors. The officer reports to the board of directors, and establishes primary goals of the Board, maintenance of status quo, evaluation and recommendations or takes charge through implementation of new plans. The CEO advices the Board, and advocates/promotes company and stakeholder change related to the firm’s mission. Further, the CEO supports and motivates employees and ensures the staff and Board has sufficient and up-to-date information about the company operations. The officer interfaces between Board and employees and the community. And formulates policies and planning recommendations to the Board and guides courses of action in operations by staff. The CEO also oversees the operations of the company and implements its plans and manages financial and physical resources.

5.2.2. General Manager Human Resource (HR)
The human resource manager decides what staffing the company needs, the personnel available and whether to use independent contractors or hire employees to fill missing needs. The manager recruits the best employees, ensuring they are high performers, dealing with performance issues, and ensuring the personnel and management practices conform to various regulations. In addition, the HR ensures that employees have and are aware of personnel policies, which conform to the company philosophy.

5.2.3. Regulatory Affairs Manager (RA)
The regulator affairs manager prepares regulatory submissions for new products and product changes to ensure timely approvals for market release. The manager is responsible for assembling document packages for regulatory submissions, Technical Files and Design Dossiers, Shonin and Ichihen and internal letters to file. Additionally, the RA prepares technical information for device license/registration as defined by country specific requirements. The RA also provides support to currently marketed products as necessary including: reviewing of engineering changes, labeling, promotional material, product changes and documentation for changes requiring government approval.
5.2.4. Corporate Affairs Manager
The corporate affairs manager keeps abreast of relevant issues that affect the industry and coordinates with internal business partners to develop position statements that can be deployed across the company. And develops and implements crisis communication plans that address internal and external audiences. Works closely with government and community to coordinate messages and leverage key activities. Further, develops and implements strategies for communicating and supporting special projects and initiatives. Also develops communication and media strategies to leverage community affairs, charitable donations, and cause-related marketing programmes.




5.2.5. New Media Managers
The new manager looks for innovative and flexible ways of working with partners, customers and audiences in the new cutting edge of technology. They support new media into a high-performing communications function delivering external communications at all levels and through all channels. To communicate with its audiences, the Communications Division plan to maximise the usage of 'new media' opportunities - by creating fresh channels, and, where appropriate, speak direct to the company’s customers through direct media. The new media manager delivers and develops the strategies that seek-out new opportunities to deliver MultiChoice policies through clear targeting of customers.

5.2.6. Content Manager
The content manager is responsible for executing technologies and enterprise solutions and provides educational information for Information Technology (IT) managers, system architects, and technically oriented business and projects. S/he tracks on content technology that is strategic to all industries and IT infrastructures. The manager also monitors and controls rich content data, for example, information associated with complex products found in aerospace and electronics, such as digital assets used in training, brand marketing, and media applications.

5.2.7. Marketing and Sales Director
The marketing and sales director builds awareness and generates demand for the company’s products and services. The director plans, implements, and measures marketing and sales activities. Other responsibilities are developing and executing strategies and plans to fulfill sales goals in line with the company goals. The director stimulates and supports channels to sell credit and check cards and other products in the media. And further analyses and evaluates sales, costs, methods and results to tune marketing and sales. The other responsibility is analysing business metrics and programme effectiveness to develop and refine all campaigns.



5.2.8 Chief Financial Officer
The chief financial officer directs the company’s budgets to meet its financial goals and overseeing the investment of funds, manage associated risks, supervise cash management activities, execute capital-raising strategies to support a firm’s expansion, and deal with mergers and acquisitions. Additionally, the officer directs the preparation of financial reports, such as income statements, balance sheets, and analyses of future earnings or expenses, that summarise and forecast the organisation’s financial position.

5.2.9. Chief Information Officer
The Chief Information Officer (CIO) has the principal responsibility for the company’s information management (IM) functions, responsible for setting the strategic direction, determining objectives, and supervising the company's communication command, control communications, and computers and information technology (IT) functions. The CIO provides administrative support for the company, including scheduling, event coordination, and other office logistics.

5.3.0. Chief Technology Officer
The chief technology officer (CTO) manages the firm’s systems function; including organising, directing, controlling and overseeing the strategic planning, implementation and overall operation of information systems for the firm. The CTO initiatives and ensures the effective, efficient and secure operation of all technology. The officer builds the required technical staff to support the execution of the firm’s strategic plan and develops strategic plans identifying Information Technology applications and creates a plan to ensure alignment of current systems, tools and processes to support business plans of the company.

5.3.1. Strategic and Business Development General Manager
The strategic and business development manager is mainly responsible for identifying and executing the marketing strategic activities to further the company’s commercial business interest through different methods, such as emerging market strategy, customer segment specific go-to-market approaches, distribution/ channel strategy and management among others. The manager plans the business model, blueprint and other marketing means to formulate the business development ideas for the company’s commercial divisions. The staff is also in charge of developing the special business development projects and implementing alliances, partnerships and other projects to support the company’s expansion in the country.

5.3.2. General Manager Zambian Operations
The general manager for Zambian operations supervises a high performance team from the various operational and functional areas like maintenance and improvement of the current infrastructure in support of enhanced reliability and user service levels in the country. The manager also develops and manages appropriate policies and procedures to ensure the success of technology initiatives, quality assurance and control, contract administration, planning and assigning all necessary resources for project executions like personnel, equipment, materials and documentation

6.0. RATINGS
MultiChoice Zambia has been rated top in the provision of pay television and radio in the country by the Media Institute of Research (MIR) of South Africa. The pay television provider is ranked third in technological advancement after Sky and BKB. MIR uses telephone interviews, random surveys and research to arrive at the ratings. MIR used the scale of 1:1000 for each telephone all. This means each individual respondent represented 1,000 people in the country.

6.1. MAIN ADVERTISER
MultiChoice has a number of advertisers mainly in relation to the types of programming. Advertisers in the sports area slot adverts during games like Nike. Others who sponsor certain sports or leagues also slot adverts as panels during the games. Such companies include Barclays Bank, DHL, MTN, coca cola, among others. Most of these advertisers are multinational corporations (MNCs). Products (goods and services) of such conglomerates often target international markets. Other advertisers that have taken advantage of the broadcasting media of the pay television are those in the aviation industry like British Airwaves, Kenya Airways and others. Hoteliers add to main advertisers of the company’s types of the media, which include websites, print, television and radio. The internet is mainly utilised by those in business of cellular phones, I pods or vehicles.

7.0. TARGET AUDIENCE
MultiChoice targets different audiences in its advertising bouquets. Since its broadcasting goes beyond national boundaries, it targets people of different races, ethnic groups, and people of different demographics. Locally, the company has tried to evolve from being a preserve of the elite to the middle class Zambians in order to broaden its advertising base, but has not achieved much because most of the audiences in Zambia are not marketable to advertisers as they are not moneyed. The company has failed to scale down to low income earners because the equipment used in the industry is too expensive. The gap has thus been standing for sometime. It is partly because this that MultiChoice does not have an advertising department. The company uses Fulkrum as an advertising agency for adverts. Fulkrum initiates adverts, develop them use its creativity to package them and decide their placement in the media. MultiChoice just approves the advert before it is placed in the media the agency recommends as the most suitable for a particular advert.

7.1. FINANCIAL POSITION (BREAKING EVEN OR DROWNING)
MultiChoice has however managed to break even financially. The company’s subscription base has since reached all-time high level of more than 55, 000 in Zambia alone. The company has also evolved in the provision of new technological devices in the television industry to catch up with time. For example, through high definition decoders, MultiChoice will be offering internet services on television sets to its customers. The company has also managed to break the Asian market by opening a branch in China and Middle East.

8.0. TYPE AND SIZE OF TECHNOLOGY DEPRTMENT
The main type of technology for MultiChoice is digital. However, high definition technology has enabled it to split its huge technology department into two parts. The first platform comprise of broadcasting technology. This department receives different contents of broadcast material from channels like British Broadcasting Corporation, Cable News Network or Sky, which it receives through multi-pressing technology and re-broadcast via satellite. The second platform is the decoder centre. The decoder centre is responsible for the development of technology that is embedded in decoders and smart cards.

9.0. EXPANSION
MultiChoice has huge room for expansion in other forms of the media. It also aims it expanding into new markets both in the continent and other parts of the world. It recently entered the Asian market after opening a branch in India and China. It is further planning to integrate Information Communication Technology (ICT) into its media systems. Additionally, it is negotiating cellular phone service providers (Celtel and MTN) on how to cover 2010 World Cup to be held in South Africa. This will be done using the company’s DStv Mobile technological package. The technology will enable Zambians and other customers in the world to watch the 2010 FIFA World Cup and other live television programmes over their mobile phones, and other gadgets.

9.1. RECOMMENDATIONS
For MultiChoice to achieve more of its set objectives; there is need to for more effort to be invested in the application of the already existing goals of enriching lives as it beliefs. There is need for the company to make adjustments if possible to in order to prove to its customers that it is living by its motto. This is because most of the company’s products have been for the elite, which does not augur with its philosophy of enriching lives through information as most audiences cannot afford what the company offers. Its product pricing does not take into account the income levels of the majority customers. There is need to design boutiques meant for the middle or low income earners. The pool of resources to be realised from such small units can be of great significance to the generation of revenue to the company than completely excluding them from its products. A comparison between the company’s subscription base of 55,000 and Zambia’s population of more than 12 million people shows that the company has not satisfied much of the market in the country.

There is need for MultiChoice to come up with special high definition decoders, smart cards and reception dishes of moderate price to cater for the middle and low income earners in the country. This would be in line with the company’s philosophy of enriching lives with information and other ways. Most of the audiences with the low economic status have not managed to access the products the company offers. The company has to break down its pricing of to meet the financial statuses of the majority Zambians. Such audiences can also be marketed to potential advertisers who provide goods and services affordable to them. The regional operations department needs to contextualise the company’s products in the Zambian conditions as those in the Indian and Portuguese markets and the Middle-East.

9.1.1. BUSINESS CONCEPT
The management of MultiChoice Zambia should explicitly re-examine what the purpose of the pay television is on the local information communication and entertainment scene. This purpose should be clearly identified to make it easier for potential and actual clients appraise how programmes of enriching lives are integrated in the Zambian market. The company’s mission statement and values should be an integral determinant of its response to challenges of enriching lives which the majority Zambians are faced with. MultiChoice has concentrated much on broadcasting programmes that are characterised by foreign content and most of its talent tapping and nurturing programmes has not meaningfully tapped the local talent in the country.

As a result, most of the products produced by the company and the customers should be compatible. MultiChoice should come up with products that capture much of its categories of its audience classifications. This therefore, means that the pay television provider should design conditions for opportunities that would be readily received by its target audiences and accepted as the norm of doing business with MultiChoice and thereby creating a unique identity for it.

9.1.2. MARKET RESEARCH AND ANALYSIS
MultiChoice’s market size needs to be measured again to determine whether it is growing, reducing or have remained static. The company is using the subscription base of 2004. With the coming of new competitors (Mr. Strong Technology and GTV) on the market, there is need to appraise how the company is fairing. Market conditions and characteristics should be carefully examined so that the right time of undertaking an activity or putting a new product on the market can be established in relation to prevailing conditions of the ground. This should also take into account the market trends and changes, targeting specific audience demographics so that specific products and services are packaged for those groups.

9.1.3. TECHNOLOGY DEPARTMENT
MultiChoice has to improve the infrastructure in the country to enable the company to handle most of the multi-pressing broadcasting technological systems which currently cannot be broadcast within the country due to lack of infrastructure for the equipment used for that technology. The technology department currently only re-broadcast the multi-pressed programmmes after them from the South African base, which makes its services a bit more expensive in the country compared to the prices charges for the same services in other countries. The company also has to train its personnel in certain types of technology that it cannot currently use locally due to the lack of those skilled personnel in the area.

10.0. SPECIAL FEATURES
10.1. HIV/AIDS MEDICAL SCHEME
MultiChoice has put in place the HIV and AIDS scheme. This scheme aims sensitising employees on the dangers of HIV and AIDS and also coordinate issues relating to the pandemic. The company has introduced a special account for those living positively to be withdrawing from the account to meet their daily medical bills and other dietary aspects that arise because of the medication they go through. To avoid stigma, the pass-word to the account is given to those who qualify to access the funds by the human resource personnel and they withdraw from the account secretly using automatic teller machines (ATM).

The scheme extends to spouses and children of employees. Employees whose spouses are living positively or their children are catered for in the medical scheme. The scheme also caters for other medical fees besides HIV and AIDS. On other medical fees, the scheme extends to employees’ dependants and workers. This is aimed at having a healthy workforce that improves efficiency and productivity of the company.


10.2. EMPLOYEE SHARE OWNERSHIP INITIATIVE
The company has an initiative of share ownership by its employees. Under this initiative, every employ is a shareholder in the company. It enables the employees to buy shares in the company by allocating a particular percentage of their salary to share buying. The objective of the initiative is to empower its employees economically. It also allows employees to have a saying in the operations of the company since the policies of the company equally affects their economic status. The initiative earns employees dividends, which they can invest in other areas of the economy hence contributing to the creation of employment in the country.

10.3. EDUCATION SCHEME
The education scheme provides funds for workers who need to go for further studies to improve their skills. This is in relation to the company’s philosophy of enriching lives. The scheme’s goals are to expand the level of specialised workforce especially that the company is in a very competitive market that has a fast changing technology. The workforce has to be update with the new technological dimensions in the gadgetry global world.
















REFERENCES
Anderson B. (1997), Challenges of traditional broadcasters in Australia. http://gbmna.org/a.php?id=35.

Kasoma F. P. (1986), The Press in Zambia. Lusaka: Multimedia Publishers.

Sichone C. K. (2008), MultiChoice Sales and Marketing Manager. Lusaka: interview.

www.multichoice.co.za

www.dstv.com