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  • 1. PROJECT REPORT ON “ACCOUNT MANAGEMENT AND LEAD GENERATION” VODAFONE BUSINESS SOLUTIONS UNDERTAKEN AT VODAFONE, JAIPUR Submitted in partial fulfilment for the award of degree of Master of Business Administration Submitted To: Submitted By: Mr. Sandeep Vyas Neelam Meena RTU MBA 3rd Semester International School of Informatics and Management Jaipur Session 2012-2013 1|Page
  • 2. Acknowledgement I express my sincere thanks to my project guide, Mr Agam Mathur, Designation Channel Sales Manager, Vodafone, Jaipur, for guiding me right form the inception till the successful completion of the project. I sincerely acknowledge him for extending his valuable guidance, support for literature, critical reviews of project and the report and above all the moral support he had provided to me with all stages of this project. I would also like to thank my faculty members for their constant support and motivation. Neelam Meena 2|Page
  • 3. Preface The underlying aim of the project report as an integral part of MBA program is to provide the students with practical aspects of the organization – working environment. Such type of presentation helps a student to visualize and realize about the congruencies between the theoretical learning in the premises of college and actual followed by the organization. It gives the knowledge of application aspect of the theories learnt in the classroom. This project Report presents a brief idea about the working of the big MNC‘s and the detail description of the Vodafone‘s corporate plans, tell that how hard a company has to try to survive in the market. I have tried to include all the aspects of my project to the best of my knowledge. Still some errors might have crept in this report. 3|Page
  • 4. Executive Summary This report contains the crux of the study of new concept presented by Vodafone i.e. corporate plans tailor made for members of Jewellery Association (JAS) that provide the various benefits. Also this report covers the market survey of the members of the JAS to understand the effectiveness of this plan. The crux of this project comes out to be is that companies try very hard to survive in this competitive market. They do whatever they can to control their market capture and so while opening a new business, one should ponder upon all the aspects of it, so that the probability of risk is reduced to very little level. 4|Page
  • 5. Index 1. Introduction to Industry a. Cellular Service Providers i. Bharti Airtel ii. Reliance Communication iii. BSNL iv. Vodafone v. Tata Indicom vi. Idea vii. Aircel viii. Uninor b. Market Share of Indian Telecom Companies 2. Introduction to Vodafone a. Brief b. Mission c. Vision d. History e. Vodafone Essar f. Previous Brands g. SWOT Analysis h. Future Agenda 3. Introduction to Account Mapping and Lead Generation-Vodafone Business Solutions a. Corporate b. Corporate Plan c. Evaluating the Corporate Plan d. Strategic Planning Methodology e. Corporate Planning Process f. Closed User Group g. Jewellery Association (JAS) 4. Research Methodology a. Introduction b. Benefits of Study c. Title of the Study d. Duration of the Study e. Objectives of the Study f. Type of research g. Sample Size and Method of Sampling h. Scope of Study 5. Process of research a. Problem Identification 5|Page 7 9 9 12 14 18 18 21 22 23 25 26 26 27 27 27 34 36 37 38 40 41 42 43 43 46 46 47 51 51 51 52 52 52 52 52 52 53 53
  • 6. 6. 7. 8. 9. 6|Page b. Research Design c. Data Collection and Sampling d. Data Analysis and Interpretation Facts and Findings Conclusion Annexure Bibliography 54 54 57 67 68 69 70
  • 7. 1. Introduction to Industry The telecom network in India is the fifth largest network in the world meeting up with global standards. Presently, the Indian telecom industry is currently slated to an estimated contribution of nearly 1% to India‘s GDP. The Indian Telecommunications network with 110.01 million connections is the fifth largest in the world and the second largest among the emerging economies of Asia. Today, it is the fastest growing market in the world and represents unique opportunities for U.S. companies in the stagnant global scenario. The total subscriber base, which has grown by 40% in 2005, is expected to reach 250 million in 2007. According to Broadband Policy 2004, Government of India aims at 9 million broadband connections and 18 million internet connections by 2007. The wireless subscriber base has jumped from 33.69 million in 2004 to 62.57 million in FY2004- 2005. In the last 3 years, two out of every three new telephone subscribers were wireless subscribers. Consequently, wireless now accounts for 54.6% of the total telephone subscriber base, as compared to only 40% in 2003. Wireless subscriber growth is expected to bypass 2.5 million new subscribers per month by 2007. The wireless technologies currently in use are Global System for Mobile Communications (GSM) and Code Division Multiple Access (CDMA). There are primarily 9 GSM and 5 CDMA operators providing mobile services in 19 telecom circles and 4 metro cities, covering 2000 towns across the country. India's mobile telecom sector is one of the fastest growing sectors. Unlike in the 1990s when the mobile phone was an elitist product, mobile operators now tap a mass market with mass marketing techniques. "Unified licensing" rules allow basic and mobile 7|Page
  • 8. operators into each other‘s territory, and have ushered in perhaps the final phase of industry consolidation. It seems that only companies with deep pockets can effectively compete as primary operators mobile markets. Economies of scale, scope, and end-to-end presence in longdistance as well as local telecom, are desirable. There are, besides, new challenges. Operators have to find new growth drivers for the wire line business. There are problems of getting broadband to take off, of technology choice, of when to introduce new technologies, and of developing a viable business model in an era of convergence. India has the fastest growing mobile markets in the world. The mobile services were commercially launched in August 1995 in India. In the initial 5-6 years the average monthly subscribers additions were around 0.05 to 0.1 million only and the total mobile subscribers base in December 2002 stood at 10.5 million. However, after the number of proactive initiatives taken by regulator and licensor, the monthly subscriber additions increased to around 2 million per month in the year 2003-04 and 2004-05. Although mobile telephones followed the New Telecom Policy 1994, growth was tardy in the early years because of the high price of handsets as well as the high tariff structure of mobile telephones. The New Telecom Policy in 1999, the industry heralded several pro consumer initiatives. Mobile subscriber additions started picking up. The number of mobile phones added throughout the country in 2003 was 16 million, followed by 22 million in 2004, 32 million in 2005 and 65 million in 2006. The only countries with more mobile phones than India with 156.31 million mobile phones are China – 408 million and USA – 170 million. India has opted for the use of both the GSM (global system for 8|Page
  • 9. mobile communications) and CDMA (code-division multiple access) technologies in the mobile sector. The mobile tariffs in India have also become lowest in the world. A new mobile connection can be activated with a monthly commitment of US$ 5 only. In 2005 alone 32 million handsets were sold in India. The data reveals the real potential for growth of the Indian mobile market. a. Cellular Service Providers As on Apr 2007 India has 167 million mobile phone subscribers. Out of this 125 million are GSM users and 41 million CDMA users. BSNL, Bharti Airtel, Hutch, Idea, Aircel, Spice and MTNL are the main GSM providers in India. Reliance Communications and Tata Indicom are the main CDMA providers in India. i. Bharti Airtel Bharti Airtel Limited commonly known as Airtel, is the largest Indian telecommunications company that operates in 20 countries across South Asia, Africa and the Channel Islands. It operates a GSM network in all countries, country providing 2G, 3G and 4G services of operation. Airtel is the depending upon world's third-largest the mobile telecommunications company with over 261 million subscribers across 20 countries as of August 2012. It is the largest cellular service provider in India, with 200.00 million subscribers as of 09 August 2012. Airtel is the third largest in-country mobile operator by subscriber base, behind China Mobile and China Unicom. Airtel is the largest provider of mobile telephony and second largest provider of fixed telephony in India, and is also a provider of broadband and subscription 9|Page
  • 10. television services. It offers its telecom services under the airtel brand, and is headed by Sunil Bharti Mittal. Bharti Airtel is the first Indian telecom service provider to achieve Cisco Gold Certification. It also acts as a carrier for national and international long distance communication services. The company has a submarine cable landing station at Chennai, which connects the submarine cable connecting Chennai and Singapore. It is known for being the first mobile phone company in the world to outsource all of its business operations except marketing, sales and finance. Its network—base stations, microwave links, etc.—is maintained by Ericsson, Nokia Siemens Network and Huawei, and business support is provided by IBM, and transmission towers are maintained by another company (Bharti Infratel Ltd. in India). Ericsson agreed for the first time to be paid by the minute for installation and maintenance of their equipment rather than being paid up front, which allowed Airtel to provide low call rates of 1/minute (US$0.02/minute). During the last financial year (2009–10), Bharti negotiated for its strategic partner Alcatel-Lucent to manage the network infrastructure for the telemedia business. On 31 May 2012, Bharti Airtel awarded the three year contract to Alcatel-Lucent for setting up a Protocol across the country. This would help consumer‘s access internet at faster speed and high quality internet browsing on mobile handsets. History Sunil Bharti Mittal founded the Bharti Group. In 1983, Mittal was in an agreement with Germany's Siemens to manufacture push-button telephone models for the Indian market. In 1986, Mittal incorporated 10 | P a g e
  • 11. Bharti Telecom Limited (BTL), and his company became the first in India to offer push-button telephones, establishing the basis of Bharti Enterprises. By the early 1990s, Sunil Mittal had also launched the country's first fax machines and its first cordless telephones. In 1992, Mittal won a bid to build a cellular phone network in Delhi. In 1995, Mittal incorporated the cellular operations as Bharti Tele-Ventures and launched service in Delhi. In 1996, cellular service was extended to Himachal Pradesh. In 1999, Bharti Enterprises acquired control of JT Holdings, and extended cellular operations to Karnataka and Andhra Pradesh. In 2000, Bharti acquired control of Skycell Communications, in Chennai. In 2001, the company acquired control of Spice Cell in Calcutta. Bharti Enterprises went public in 2002, and the company was listed on Bombay Stock Exchange and National Stock Exchange of India. In 2003, the cellular phone operations were rebranded under the single Airtel brand. In 2004, Bharti acquired control of Hexacom and entered Rajasthan. In 2005, Bharti extended its network to Andaman and Nicobar. This expansion allowed it to offer voice services all across India. In 2009, Airtel launched its first international mobile network in Sri Lanka. In 2010, Airtel acquired the African operations of the Kuwait based Zain Telecom.In March 2012, Airtel launched a mobile operation in Rwanda. Organisational Structure The organisational structure that existed until recently concentrated on the hierarchy of the operations inside the company as a whole. The structure depicts the corresponding operation/region of different incharges and it didn't hold anyone responsible for each of its services. So, the company found it better to restructure its organizational chart. 11 | P a g e
  • 12. The transformed organisational structure will have two distinct Customer Business Units (CBU) with clear focus on B2C (Business to Customer) and B2B (Business to Business) segments. Bharti Airtel's B2C business unit will comprehensively service the retail consumers, homes and small offices, by combining the erstwhile business units—Mobile, Telemedia, Digital TV, and other emerging businesses (like M-commerce, M-health, M-advertising etc.). The B2C organization will consist of Consumer Business and Market Operations. It is the largest telecommunication company in India. ii. Reliance Communication Reliance Communications Ltd. (commonly called RCOM) is an Indian broadband and telecommunications company headquartered in Navi Mumbai, India. RCOM is the world's 15th largest mobile phone operator with over 150 million subscribers and India's 2nd largest telecom operator in India, only after Bharti Airtel. Established on 2004, a subsidiary of the Reliance Group. The company has five segments: Wireless segment includes wireless operations of the company; broadband segment includes broadband operations of the company; Global segment include national long distance and international long distance operations of the company and the wholesale operations of its subsidiaries; Investment segment includes investment activities of the Group companies, and Other segment consists of the customer care activities and direct-tohome (DTH) activities. It ranks among the top 5 telecommunications companies in the world by number of customers in a single country. Reliance Communications corporate clientele includes 2,100 Indian 12 | P a g e
  • 13. and multinational corporations, and over 800 global, regional and domestic carriers. The company has established a pan-India, nextgeneration, integrated (wireless and wireline), convergent (voice, data and video) digital network that is capable of supporting services spanning the entire communications value chain, covering over 24,000 towns and 600,000 villages. Reliance Communications owns and operates the next-generation IP-enabled connectivity infrastructure, comprising over 190,000 kilometres of fibre optic cable systems in India, USA, Europe, Middle East and the Asia Pacific region. Subsidiaries Reliance Telecommunication Limited (RTL) In July 2011, the company announced it was buying US-based managed Ethernet and application delivery services company Yipes Enterprise Services for a cash amount of 1200 crore (the equivalent of US$300 million). The deal was announced of the overseas acquisition, the Reliance group has amalgamated the United States-based Flag Telecom for $210 million (roughly 950 crore). RTL operates in Madhya Pradesh, West Bengal, Himachal Pradesh, Orissa, Bihar, Assam, Kolkata and Northeast, offering GSM services. Reliance Tech Services Reliance Tech Services is the IT wing of Reliance Anil Dhirubhai Ambani group. It provides IT consultancy, business process outsourcing and software development for Reliance Communications and other ADA group companies. It provides services to industry sectors such as 13 | P a g e
  • 14. telecommunications, financial services, utilities, entertainment, infrastructure, BPO operations and health care. Reliance Globalcom RGL owns the world‘s largest private undersea cable system, spanning 65,000 km seamlessly integrated with Reliance Communications. Over 110,000 km of domestic optic fiber provides a robust Global Service Delivery Platform, connecting 40 key business markets in India, the Middle East, Asia, Europe, and the U.S. Reliance Digital TV Reliance Big TV launched in August 2008 and thereafter acquired 1 million subscribers within 90 days of launch, the fastest ramp-up ever achieved by any DTH operator in the world. Reliance Big TV offers its 1.7 million customers DVD-quality pictures on over 200 channels using MPEG-4 technology. iii. BSNL Bharat Sanchar Nigam Limited (abbreviated BSNL) is an Indian state owned telecommunications company, headquartered in New Delhi, India. It is the largest provider of fixed telephony and fourth largest mobile telephony provider in India, and is also a provider of broadband services. However, in recent years the company's revenue and market share plunged into heavy losses due to intense competition in Indian telecommunications sector. BSNL is India's oldest and largest communication service provider (CSP). It had a customer base of 95 million as of June 2011. It has footprints throughout India except for the 14 | P a g e
  • 15. metropolitan cities of Mumbai and New Delhi, which are managed by Mahanagar Telephone Nigam (MTNL). BSNL then known as the Department of Telecommunications had been a near monopoly during the socialist period of the Indian economy. During this period, BSNL was the only telecom service provider in the country. MTNL was present only in Mumbai and New Delhi. During this period BSNL operated as a typical state-run organization, inefficient, slow, bureaucratic, and heavily unionised. As a result subscribers had to wait for as long as five years to get a telephone connection. The corporation tasted competition for the first time after the liberalisation of Indian economy in 1991. Faced with stiff competition from the private telecom service providers, BSNL has subsequently tried to increase efficiencies itself. DoT veterans, however, put the onus for the sorry state of affairs on the Government policies, where in all state-owned service providers were required to function as mediums for achieving egalitarian growth across all segments of the society. The corporation (then DoT), however, failed to achieve this and India languished among the most poorly connected countries in the world. BSNL was born in 2000 after the corporatisation of DoT. The corporatisation of BSNL was undertaken by an external international consulting team consisting of a consortium of A.F.Ferguson & Co, JB Dadachanji and NM Rothschild and was probably the most complex corporatisation exercise of its kind ever attempted anywhere because of the quantum of assets (said to be worth USD 50 Billion in terms of breakup value) and over half a million directly and indirectly employed staff. Satish Mehta, who led the team later confessed that one big mistake made by the consortium was to recommend the continuation of the state and circle based geographical units which may have killed the synergies across regions and may have actually made the organisation less efficient than had it been a seamless 15 | P a g e
  • 16. national organisation. Vinod Vaish, then Chairman of the Telecom Commission made a very bold decision to promote younger talent from within the organisation to take up a leadership role and promoted the older leaders to a role in licensing rather than in managing the operations of BSNL. The efficiency of the company has since improved, however, the performance level is nowhere near the private players. The corporation remains heavily unionised and is comparatively slow in decision making and its implementation, which largely acts at the instances of unions without bothering about outcome. Management has been reactive to the schemes of private telecom players. Though it offers services at lowest tariffs, the private players continue to notch up better numbers in all areas, years after year. BSNL has been providing connections in both urban and rural areas. Pre-activated Mobile connections are available at many places across India. BSNL has also unveiled cost-effective broadband internet access plans (DataOne) targeted at homes and small businesses. At present BSNL enjoy's around 60% of market share of ISP services. BSNL provides almost every telecom service in India. Services Provided By BSNL: Universal Telecom Services: Fixed wire line services and landline in local loop (WLL) using CDMA Technology called bfone and Tarang respectively. As of June 30, 2010, BSNL had 75% market share of fixed lines. Cellular Mobile Telephone Services: BSNL is major provider of Cellular Mobile Telephone services using GSM platform under the brand 16 | P a g e
  • 17. name Cell one & Excel (BSNL Mobile). As of June 30, 2010 BSNL has 13.50% share of mobile telephony in the country. WLL-CDMA Telephone Services: BSNL's WLL (Wireless in Local Loop) service is a service giving both fixed line telephony & Mobile telephony. Internet: BSNL provides Internet access services through dial-up connection (as Sancharnet through 2009) as Prepaid, (Net One) as Post-paid and ADSL broadband (BSNL Broadband). BSNL held 55.76% of the market share with reported subscriber base of 9.19 million Internet subscribers with 7.79% of growth at the end of March 2010. Top 12 Dialup Service providers, based on the subscriber base, It Also Provides Online Games via Its Games on Demand (GOD) Intelligent Network (IN): BSNL offers value-added services, such as Free Phone Service (FPH), India Telephone Card (Prepaid card), Account Card Calling (ACC), Virtual Private Network (VPN), Tele-voting, Premium Rae Service (PRM), Universal Access Number (UAN). 3G:BSNL offers the '3G' or the'3rd Generation' services which includes facilities like video calling, mobile broadband, live TV, 3G Video portal, streaming services like online full length movies and video on demand etc. IPTV: BSNL also offers the 'Internet Protocol Television' facility which enables watch television through internet. FTTH: Fibre to The Home facility that offers a higher bandwidth for data transfer. This idea was proposed on post-December 2009 17 | P a g e
  • 18. Helpdesk: BSNL's Helpdesk (Helpdesk) provide help desk support to their customers for their services. VVoIP: BSNL, along with Sai Info system - an Information and Communication Technologies (ICTs) provider - has launched Voice and Video over Internet Protocol (VVoIP). This will allow making audio as well as video calls to any landline, mobile, or IP phone anywhere in the world, provided that the requisite video phone equipment is available at both ends. WiMax: BSNL has introduced India's first 4th Generation High-Speed Wireless Broadband Access Technology with the minimum speed of 256kbit/s. The focus of this service is mainly rural customer where the wired broadband facility is not available. iv. Vodafone Vodafone is another emerging GSM provider in India with coverage in Kerala, Mumbai, Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh, Karnataka and Punjab with a total subscriber base of 27 million. v. Tata Indicom Tata Teleservices Limited (TTSL) is an Indian broadband and telecommunications service provider based in Mumbai, Maharashtra, India. It is a subsidiary of the Tata Group, an Indian conglomerate. It operates under the brand name Tata DoCoMo in various telecom circles of India. 18 | P a g e
  • 19. In Nov 2008, Japanese telecom giant NTT DoCoMo picked up a 26 per cent equity stake in Tata Teleservices for about Rs 13,070 crore ($2.7 billion) or an enterprise value of Rs 50,269 crore ($10.38 billion). In Feb 2008, TTSL announced that it would provide CDMA mobile services targeted towards the youth, in association with the Virgin Group on a Franchisee model basis. Tata Teleservices provides mobile services under the following brand names:  Tata DoCoMo (CDMA & GSM mobile operator, wireless broadband)  Virgin Mobile (CDMA & GSM mobile operator)  T24 Mobile (GSM mobile operator) TATA DoCoMo, usually referred to as DoCoMo (not to be confused with NTT DoCoMo), is an Indian cellular service provider on the GSM and platform-arising out of the strategic joint venture between Tata Teleservices (subsidiary of Indian conglomerate Tata Group) and Japanese telecom giant NTT DoCoMo (subsidiary of Nippon Telegraph and Telephone) in November 2008. It is the country's sixth largest operator in terms of subscribers (including both GSM and CDMA). Tata DoCoMo received a license to operate GSM telecom services in 19 telecom Circles and has been allotted spectrum in 18 of these circles, under the brand "TATA DoCoMo". Tata DoCoMo launched GSM services on 24 June 2009. It first launched in South India and currently operates GSM services in 18 of 22 telecom circles. It has licence to operate in Delhi but has not been allocated spectrum from the 19 | P a g e
  • 20. Government. DoCoMo provides services throughout India. Tata DOCOMO offers both prepaid and post-paid cellular phone services. It has become very popular with its one second pulse especially in semiurban and rural areas. On 5 November 2010, Tata DOCOMO became the first private sector telecom company to launch 3G services in India. Tata DOCOMO had about 42.34 million users at the end of December 2010. On 20 October 2011, Tata DoCoMo brought its brands - GSM, Photon, and INTERNET TATADOCOMO Walky - under the Tata DoCoMo name. All subscribers to these services were migrated to the DoCoMo brand on 20 October 2011. Virgin Mobile India Limited is a cellular telephone service provider company which is a joint venture between Tata Teleservices and Richard Branson's Virgin Group. Currently, the company uses Tata's CDMA network to offer its services under the brand name Virgin Mobile, and it has also started GSM services in some states. ―Virgin Mobile‖ branded services are being offered to the Indian consumers by Tata Teleservices through a brand franchise with Virgin Mobile. Virgin Mobile India provides Tata Teleservices with experience and expertise in designing, marketing and servicing of ―Virgin Mobile‖ branded products for the youth segment. Virgin Mobile offers prepaid and post-paid on both GSM as well as CDMA. Virgin Mobile also offers wireless services under the brand name Datamax. Virgin Mobile is also India's first national youth-focused mobile service, with presence across 45, 00,000 outlets reaching over 3, 20, 00000 cities, towns and villages across India. It was also ranked as the No. 1 for customer satisfaction within the first year of its launch with an overall score of over 95%. It have also been 20 | P a g e
  • 21. adjudged the 'Buzziest Brands of 2009' i.e. the most searched for brands by surfers, in a survey carried out by a leading online portal in India. vi. Idea In 2000, Tata Cellular was a company providing mobile services in Andhra Pradesh. When Birla-AT&T brought Maharashtra and Gujarat to the table, the merger of these two entities was a reality. Thus Birla-TataAT&T, popularly known as Batata, was born and was later rebranded as IDEA. Then Idea set sights on RPG‘s operations in Madhya Pradesh which was successfully acquired, helping Batata have a million subscribers, and the licence to be the fourth operator in Delhi was clinched. In 2004, Idea (the company had by then been rechristened) bought over the Escorts group‘s Escotel gaining Haryana, Uttar Pradesh (West) and Kerala — and licences for three more — UP (East), Rajasthan and Himachal Pradesh. By the end of that year, four million Indians were on the company‘s network. In 2005, AT&T sold its investment in Idea, and the year after Tatas also bid good bye to pursue an independent telecom business. And Idea was left only with one promoter, the AV Birla group. Modi‘s joint venture partner, Telekom Malaysia, invested Rs 7,000 crore for a 14.99% stake in Idea. Just around then, Idea‘s subsidiary, Aditya Birla Telecom sold a 20% stake to US-based Providence Equity Partners for over Rs 2,0000 crore. 21 | P a g e
  • 22. vii. Aircel Aircel group is an Indian mobile network operator headquartered in Chennai, that provides wireless voice, messaging and data services in India. It is a joint venture between Maxis Communications Berhad of Malaysia and Sindya Securities & Investments Private Limited, whose current shareholders are the Reddy family of Apollo Hospitals Group of India, with Maxis Communications holding a majority stake of 74%. Aircel commenced operations in 1999 and today the leading mobile operator in Tamil Nadu, Assam, North- East and Chennai. It is India‘s fifth largest GSM mobile service provider & seventh largest mobile service provider (both GSM and CDMA) with a subscriber base of over 51.83 million, as of January 31, 2011. It has a market share of 6.72% among the GSM operators in the country. Additionally, Aircel has also obtained permission from Department of Telecommunications (DoT) to provide International Long Distance (ILD) and National Long Distance (NLD) telephony services. It also has the largest service in Tamil Nadu. Aircel placed an actual dinghy lifeboat to a downtown billboard. A rope with a sign reading, ―In case of emergency, cut rope‖, held up the branded raft. July 15, 2009 the monsoon arrived with flooded streets and so did Aircel customer service. The dinghy was cut down and pedestrians were safely transported. What Aircel calls ―Corporate Social Responsibility – A Solution‖. The company was able to generate positive publicity and show consumers that they care. 22 | P a g e
  • 23. Beautification of Anna Flyover has been taken up Aircel for a period of three years; the contract has been awarded by TNRIDC and executed by Chennai based outdoor advertising agency Abra Media Networks. This project boasts of first of its kind lighting solution for the entire stretch of the bridge and many other landscapes to enhance the look of the whole bridge. As far as the utility is concerned, they are building a dedicated toilet for the police guarding the Anna Flyover and the US Embassy. Once this flyover is beautified, Aircel plans to maintain it for 3 years. Aircel tied up with Tamil Nadu Public Works Department for beautification and maintaining of Gandhi Mandpam, Guindy in opposite of Anna University. viii. Uninor Uninor is an Indian mobile network operator based in Gurgaon, India. The company holds Unified Access Service(UAS) licences[1] to offer mobile telephony services in each of India‘s 22 telecom circles, and has received spectrum to roll out services in 21 of these (excluding Delhi). The company is a joint venture between Telenor Group, a telecommunications company headquartered in Oslo, Norway, and Unitech Group, an Indian real estate company. Telenor owns a controlling majority stake in the company (67.25%), which has been branded Uninor in the Indian market. Uninor offers mobile voice and data services based on the GSM technology, currently on a 5.4 MHz spectrum. Uninor services are commercially available in 13 circles across India. With a ‗value for money‘ proposition in the market, Uninor targets youth and other 23 | P a g e
  • 24. communities within the Indian mass market. As of December 2011, Uninor has 36 million customers and a total workforce of 17,500 people. The company has more than 22,000 partners in India. Uninor products and services are available from a more than 375,000 retail outlets serviced by 1,900 distributors all over the country. The company Unitech Wireless was until 2009 a subsidiary of Unitech Group, holding a wireless services licence for all 22 Indian telecom circles since 2008. In early 2009, Unitech Group and Telenor agreed to enter a joint venture where Telenor Group would inject fresh equity investments of INR 61.35 billion into Unitech Wireless to take a majority stake in the company. This was operating capital invested directly in Unitech Wireless by Telenor Group. Telenor Group conducted these investments in four tranches, and subsequent to approvals from the Indian Foreign Investment Promotion Board (FIPB) and the Cabinet Committee of Economic Affairs (CCEA) took 67.25% ownership of Unitech Wireless. In September, the company announced its brand name as Uninor. Uninor launched its first eight circles on 3 December 2009, after completing one of the world‘s largest GSM Greenfield launches which was also one of the fastest telecom rollouts ever in India. The brand was built around an ambition to serve the young, aspiring India. Six months later, five additional circles were launched including metros like Mumbai and Kolkata, making the brand commercially operational in 13 telecom circles of India. Uninor has facilitated rapid scaling of the company through a lean operation model, where a large share of the network infrastructure is outsourced to business partners. With a relatively recent infrastructure in 24 | P a g e
  • 25. place, Uninor operates one of the most modern GSM networks in the country. Uninor‘s modern equipment has enabled it to introduce targeted offerings and serve a large audience with limited spectrum. As the first mobile operator in India, Uninor introduced Dynamic Pricing, a concept that gives consumers discounts that are based on current network traffic at an individual site and change with location and time. About 40% of Uninor‘s customers are on a Dynamic Pricing plan. Over the summer of 2010, the company further simplified its strategy with a focus on three core areas – excellence in mass market distribution, basic services and cost efficient operations. Changes were also made to the product mix and marketing communication – making them simpler, more direct and clearly positioning Uninor as an affordable mass market service. Uninor has grown from 0 to 36 million customers (as of December 2011) within less than two years, and is now emerging as the most successful of the new entrants that obtained licenses in 2008. The company has more than double the subscribers of all of the other entrants combined. b. Market Share of Indian Telecom Companies 5% 4% Vodafone 16% 7% Idea 9% 12% BSNl Reliance Bharti Airtel 11% 19% Tata Aircel 17% Uninor Other 25 | P a g e
  • 26. 2. Introduction to Vodafone a. Brief Vodafone is a mobile network operator headquartered in Berkshire, England, UK. It is the largest mobile telecommunications network company in the world by turnover and has a market value of about £75 billion (August 2008). Vodafone currently has operations in 25 countries and partner networks in a further 42 countries. 26 | P a g e
  • 27. The name Vodafone comes from Voice data fone, chosen by the company to "reflect the provision of voice and data services over mobile phones." As of 2006 Vodafone had an estimated 260 million customers in 25 markets across 5 continents. On this measure, it is the second largest mobile telecom group in the world behind China Mobile. In the United States, Vodafone owns 45% of Verizon Wireless. b. Mission Vodafone is primarily a user of technology rather than a developer of it, and this fact is reflected in the emphasis of our work program on enabling new applications of mobile communications, using new technology for new services, research for improving operational efficiency and quality of our networks, and providing technology vision and leadership that can contribute directly to business decisions. c. Vision Our Vision is to be the world‘s mobile communication leader – enriching customers‘ lives, helping individuals, businesses and Communities be more connected in a mobile world. d. History In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd. won one of two UK cellular telephone network licenses. The network, known as Racal Vodafone was 80% owned by Racal, with Millicom and the Hambros Technology Trust owning 15% and 5% respectively. 27 | P a g e
  • 28. Vodafone was launched on 1 January 1985. Racal Strategic Radio was renamed Racal Telecommunications Group Limited in 1985. On 29 December 1986 Racal Electronics bought out the minority shareholders of Vodafone for GB£110 million. In September 1988 the company was again renamed Racal Telecom and on 26 October 1988 Racal Electronics floated 20% of the company. The flotation valued Racal Telecom at GB£1.7 billion On 16 September 1991 Racal Telecom was demerged from Racal Electronics as Vodafone Group. In July 1996 Vodafone acquired the two thirds of Talkland it did not already own for £30.6 million. On 19 November 1996, in a defensive move, Vodafone purchased Peoples Phone for £77 million, a 181 store chain whose customers were overwhelmingly using Vodafone's network. In a similar move the company acquired the 80% of Astec Communications that it did not own, a service provider with 21 stores. In 1997 Vodafone introduced its Speech mark logo, as it is a quotation mark in a circle; the O's in the Vodafone logotype are opening and closing quotation marks, suggesting conversation. On 29 June 1999 Vodafone completed its purchase of AirTouch Communications, Inc. and changed its name to Vodafone Airtouch plc. Trading of the new company commenced on 30 June 1999. To approve the merger, Vodafone sold its 17.2% stake in E-Plus Mobilfunk. The acquisition gave Vodafone a 35% share of Mannesmann, owner of the largest German mobile network. 28 | P a g e
  • 29. Vodafone’s original logo used until the introduction of the speech mark logo in 1998 On 21 September 1999 Vodafone agreed to merge its U.S. wireless assets with those of Bell Atlantic Corp to form Verizon Wireless. The merger was completed on 4 April 2000. In November 1999 Vodafone made an unsolicited bid for Mannesmann, which was rejected. Vodafone's interest in Mannesmann had been increased by the latter's purchase of Orange, the UK mobile operator. Chris Gent would later say Mannesmann's move into the UK broke a "gentleman's agreement" not to compete in each other's home territory. The hostile takeover provoked strong protest in Germany and a "titanic struggle" which saw Mannesmann resists Vodafone's efforts. However, on 3 February 2000 the Mannesmann board agreed to an increased offer of £112bn, then the largest corporate merger ever. The EU approved the merger in April 2000. The conglomerate was subsequently broken up and all manufacturing related operations sold off. On 28 July 2000 the Company reverted to its former name, Vodafone Group Plc. In April 2001 the first 3G voice call was made on Vodafone United Kingdom's 3G network. In 2001 the Company took over Eircell, then part of eircom in Ireland, and rebranded it as Vodafone Ireland. It 29 | P a g e
  • 30. then went on to acquire Japan's third-largest mobile operator J-Phone, which had introduced camera phones first in Japan. On 17 December 2001 Vodafone introduced the concept of "Partner Networks" by signing TDC Mobil of Denmark. The new concept involved the introduction of Vodafone international services to the local market, without the need of investment by Vodafone. The concept would be used to extend the Vodafone brand and services into markets where it does not have stakes in local operators. Vodafone services would be marketed under the dual-brand scheme, where the Vodafone brand is added at the end of the local brand. (i.e., TDC Mobil-Vodafone etc.) In February 2002 Finland was added into the mobile community, as Radiolinja is signed as a Partner Network. Radiolinja later changed its named to Elisa. Later that year the Company rebranded Japan's J-sky mobile internet service as Vodafone live! And on 3 December 2002 the Vodafone brand was introduced in the Estonian market with signing of a Partner Network Agreement with Radiolinja (Eesti). Radiolinja (Eesti) later changed its name to Elisa. On 7 January 2003 the Company signed a group-wide Partner agreement with mobilkom Austria. As a result, Austria, Croatia, and Slovenia were added to the community. In April 2003 Og Vodafone was introduced in the Icelandic market and in May 2003 Vodafone Italy (Omnitel Pronto-Italia) was rebranded Vodafone Italy. On 21 July 2003 Lithuania was added to the community, with the signing of a Partner Network agreement with Bitė. In February 2004 Vodafone signed a Partner Network Agreement with Luxembourg's LuxGSM and a Partner Network Agreement with Cyta of 30 | P a g e
  • 31. Cyprus. Cyta agreed to rename its mobile phone operations to Cytamobile-Vodafone. In April 2004 the Company purchased Singlepoint airtime provider from John Caudwell (Caudwell Group) and approx 1.5million customers onto its base for £405million, adding sites in Stoke on Trent (England) to existing sites in Newbury (HQ), Birmingham, Warrington and Banbury. In November 2004 Vodafone introduced 3G services into Europe. In June 2005 the Company increased its participation in Romania's Connex to 99% and also bought the Czech mobile operator Oskar. On 1 July 2005 Oskar of the Czech Republic was rebranded as OskarVodafone. Later that year on 17 October 2005 Vodafone Portugal launched a revised logo, using new text designed by Dalton Maag, and a 3D version of the Speech mark logo, but still retaining a red background and white writing (or vice versa). Also, various operating companies started to drop the use of the SIM card pattern in the company logo. (The rebranding of Oskar-Vodafone and Connex-Vodafone also does not use the SIM card pattern.) A custom typeface by Dalton Maag (based on their font family InterFace) formed part of the new identity. On 28 October 2005 Connex in Romania was rebranded as ConnexVodafone and on 31 October 2005 the Company reached an agreement to sell Vodafone Sweden to Telenor for approximately €1 billion. After the sale, Vodafone Sweden became a Partner Network. In December 2005 Vodafone won an auction to buy Turkey's second-largest mobile phone company, Telsim, for $4.5 billion. In December 2005 Vodafone Spain became the second member of the group to adopt the revised logo: it was phased in over the following six months in other countries. 31 | P a g e
  • 32. In 2006 the Company rebranded its Stoke-on-Trent site as Stoke Premier Centre, a centre of expertise for the company dealing with Customer Care for its higher value customers, technical support, sales and credit control. All cancellations and upgrades started to be dealt with by this call centre. On 5 January 2006 Vodafone announced the completion of the sale of Vodafone Sweden to Telenor. On February 2006 the Company closed its Birmingham Call Centre. In 1 February 2006 Oskar Vodafone became Vodafone Czech Republic, adopting the revised logo and on 22 February 2006 the Company announced that it was extending its footprint to Bulgaria with the signing of Partner Network Agreement with Mobiltel, which is part of mobilkom Austria group. On 12 March 2006 former chief, Sir Christopher Gent, who was appointed the honorary post Chairman for Life in 2003, quits following rumours of boardroom rifts. In April 2006 the Company announced that it has signed an extension to its Partner Network Agreement with BITE Group, enabling its Latvian subsidiary "BITE Latvija" to become the latest member of Vodafone's global partner community. Also in April 2006 Vodafone Sweden changed its name to Telenor Sverige AB and Connex-Vodafone became Vodafone Romania, also adopting the new logo. On 30 May 2006 Vodafone announced the biggest loss in British corporate history (£14.9 billion) and plans to cut 400 jobs; it reported one-off costs of £23.5 billion due to the revaluation of its Mannesmann subsidiary. On 24 July 2006 the respected head of Vodafone Europe, Bill Morrow, quit unexpectedly and on 25 August 2006 the Company announced the sale of its 25% stake in Belgium's Proximus for €2 billion. After the deal, Proximus was still part of the community as a Partner Network. On 5 October 2006 Vodafone announced the first single brand 32 | P a g e
  • 33. partnership with Og Vodafone which would operate under the name Vodafone Iceland and on 19 December 2006 the Company announced the sale of its 25% stake in Switzerland's Swisscom for CHF4.25 billion (£1.8 billion). After the deal, Swisscom would still be part of the community as a Partner Network. Finally in December 2006 the Company completed the acquisition of Aspective, an enterprise applications systems integrator in the UK, signaling Vodafone's intent to grow a significant presence and revenues in the ICT marketplace. Early in January 2007 Telsim in Turkey adopted Vodafone dual branding as Telsim Vodafone and on 1 April 2007 Telsim Vodafone Turkey dropped its original brand and became Vodafone Turkey. On 1 May 2007 Vodafone added Jersey and Guernsey to the community, as Airtel was signed as Partner Network in both crown dependencies. In June 2007 the Vodafone live! Mobile Internet portal in the UK was relaunched. Front page was now charged for and previously "bundled" data allowance was removed from existing contract terms. All users were given access to the "full" web rather than a Walled Garden and Vodafone became the first mobile network to focus an entire media campaign on its newly launched mobile Internet portal in the UK. On 1 August 2007 Vodafone Portugal launched Vodafone Messenger, a service with Windows Live Messenger and Yahoo! Messenger. On 17 April 2008 Vodafone extended its footprint to Serbia as VIP mobile was added to the community as a Partner Network and on 20 May 2008 the Company added VIP Operator as a Partner Network thereby extending the global footprint to Macedonia. In May 2008 Kall of the Faroe Islands rebranded as Vodafone Faroe Islands. On 30 October 2008, the company announced a strategic, non-equity partnership with 33 | P a g e
  • 34. MTS group of Russia. The agreement adds Russia, Armenia, Turkmenistan, Ukraine, and Uzbekistan to the group footprint. e. Vodafone Essar 34 | P a g e
  • 35. Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 21 telecom circles in India. Despite the official name being Vodafone Essar, its products are simply branded Vodafone. It offers both prepaid and postpaid GSM cellular phone coverage throughout India and is especially strong in the major metros.Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM technology, offering voice and data services in 22 of the country's 23 licence areas. Vodafone Essar is owned by Vodafone 52%, Essar Group 33%, and other Indian nationals, 15%. On February 11, 2007, Vodafone agreed to acquire the controlling interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11.1 billion, pipping Reliance Communications, Hinduja Group, and Essar Group, which is the owner of the remaining 33%. The whole company was valued at USD 18.8 billion. The transaction closed on May 8, 2007. 35 | P a g e
  • 36. f. Previous Brands In December 2006, Hutch Essar re-launched the "Hutch" brand nationwide, consolidating its services under a single identity. The Company entered into agreement with NTT DoCoMo to launch i-mode mobile Internet service in India during 2007. The company used to be named Hutchison Essar, reflecting the name of its previous owner, Hutchison. However, the brand was marketed as Hutch. After getting the necessary government approvals with regards to the acquisition of a majority by the Vodafone Group, the company was rebranded as Vodafone Essar. The marketing brand was officially changed to Vodafone on 20 September 2007. On September 20, 2007 Hutch becomes Vodafone in one of the biggest brand transition exercises in recent times. Vodafone Essar is spending somewhere in the region of Rs 250 crores on this high-profile transition being unveiled today. Along with the transition, cheap cell phones have been launched in the Indian market under the Vodafone brand. There are plans to launch co-branded handsets sourced from global vendors as well. A popular daily quoted a Vodafone Essar director as saying that "the objective is to leverage Vodafone Group's global scale in bringing millions of low-cost handsets from across-the-world into India." While there is no revealing the prices of the low-cost Vodafone handsets, the industry is abuzz that prices might start at Rs 666, undercutting Reliance Communications' much-hyped 'Rang Barse' with cheap handsets beginning at Rs 777. Meanwhile, Vodafone Essar sources said there would be no discounts or subsidized handset offers -- rather handset-bundled schemes for customers. Incidentally, China's ZTE, which is looking to set-up a 36 | P a g e
  • 37. manufacturing unit in the country, is expected to provide several Vodafone handsets in India. Earlier this year, Vodafone penned a global low-cost handset procurement deal with ZTE. g. SWOT Analysis Strengths Diversified geographical portfolio with strong mobile telecommunications operations in Europe, the Middle East, Africa, Asia Pacific and to some extent the US Network infrastructure Leading presence in emerging markets such as India Large customer base Complementary strengths of Vodafone & Hutch Esaar The brand name it has in the Indian market The kind of subscriber base it has in the Indian market It has the 2nd highest market share in India(source : Wikipedia) It has a 2nd highest subscriber base in India 1st being Airtel Its strong advertising strategies and impact on people Its India‘s 3rd biggest mobile carrier(source: Business standard) Weaknesses Low R&D High customer churns (33.33%) Rural India unable to relate to the brand 37 | P a g e
  • 38. Opportunities Emerging markets and expansion abroad Innovation Product and services expansion Growing data business and 3G auctioning VAS as a means to increase ARPU (big boss, Zoo Z00) Growing Enterprise solution market (10.2% in 2009 anticipated) Large capital can be raised by listing Vodafone on Indian Stock Exchange(IPO) Tower sharing business with Indus Towers Threats Highly competitive market Still lags behind major competitors in the US h. Future Agenda Supported by Vodafone Group, the Future Agenda is a cross-discipline programme which aims to bring together thoughtful people from around the world to address the greatest challenges of the next decade. In doing so, it is mapping out the major issues, identifying and debating potential solutions and suggesting possible ways forward. We hope, as a consequence, that it will provide a platform for collective innovation at a higher level than has been previously been achieved. As the world responds to accelerating challenges, organisations are seeking to gain clearer and more informed views of the future so that they can place intelligent bets in terms of business strategy and innovation focus. In order to understand emerging opportunities, we believe organisations should look, beyond their traditional horizons, and 38 | P a g e
  • 39. use new combinations of insight and foresight methodologies. The Future Agenda programme has already gained the support of a range of corporate, government and third sector organisations keen to share perspectives, challenge each other‘s views and identify ways forward across 39 | P a g e the topics being addressed.
  • 40. 3. Introduction to Account Mapping and Lead Generation-Vodafone Business Solutions The introduction of the new corporate plans for JAS members was the result of the business agreement between Vodafone Rajasthan and Jewellers Association. The product portfolio has a complete range of Mobility voice and data products and a wide range of fixed line products. Some of the salient features are: Single CUG across the association i.e. all members can talk for free. High discount on National and International roaming rates for all members. Up to 60% discount on ISD calling rates for foreign trade. Facility of dedicated account management for better control and turnaround times. Facility of dedicated service manager to ensure 100% customer support and satisfaction. A variety of flexible tariff plans to choose from. Vodafone offers mobile connect 3G USB stick/EDGE data cards to work from anywhere with real time access to information. Vodafone location tracker allows you to monitor movements with automatic vehicle location system. With free toll service, all JAS members can help their customers to reach them anytime. The facility of audio conference allows you to connect to 125 employees from different locations. 40 | P a g e
  • 41. For understanding the details of the project, first let‘s go through some details of corporate, corporate plans, CUG and JAS. a. Corporate Pertaining to corporations, Corporations are the most common form of business organization, and one which is chartered by a state and given many legal rights as an entity separate from its owners. This form of business is characterized by the limited liability of its owners, the issuance of shares of easily transferable stock, and existence as a going concern. The process of becoming a corporation, called incorporation, gives the company separate legal standing from its owners and protects those owners from being personally liable in the event that the company is sued (a condition known as limited liability). Incorporation also provides companies with a more flexible way to manage their ownership structure. In addition, there are different tax implications for corporations, although these can be both advantageous and disadvantageous. In these respects, corporations differ from sole proprietorships and limited partnership. 41 | P a g e
  • 42. b. Corporate Plan A corporate plan is very similar to an overall strategic plan but is more inwardly focused on operations. The 2 share many common traits, however. Both are long-range plans; both start in essence from a very high, big-picture level and increasingly focus on details. Look at a corporate plan as a "business improvement plan" that examines internal capabilities to take advantage of external opportunities. This plan also contains action steps that are needed to accomplish objectives, and therefore also supplies a map to benchmark progress at regular periods. Essentially, a business improvement plan, or corporate plan, is a road map that will allow the leader to guide the business to another level. Corporate plans are usually confined to very large organizations with disparate systems that must be examined and catalogued so that the organization can march forward to the future with a single mind. That does not mean, of course, that smaller organizations should forgo the exercise. No business can stand still in this increasingly competitive environment. Indeed, some would say that a written corporate plan is just as important for the entrepreneur because he or she is often so busy dealing with day-to-day problems that it becomes difficult to act on some half-thought-out strategy that exists only in the mind. A corporate plan, like any strategic plan, usually contains these elements: A vision statement A mission statement An outline of the company's resources and scope A listing of corporate objectives A listing of strategies to reach those objectives 42 | P a g e
  • 43. c. Evaluating the Corporate Plan We need an effective process to monitor and evaluate a plan throughout the year, as well as a process to roll up the operational plan to report on the overall strategic plan quarterly. Start by establishing tangible, measurable goals that encompass the critical areas of the business and that underpin your company‘s core long-term strategy. Since the methods are too detailed to go into on this forum, you may wish to reference the book "The Balanced Scorecard" by Robert Kaplan. He discusses creating an integrated approach to measuring the company's performance in key areas: learning and growth, financial, customer and internal business processes. The company and its resources then define the specific means of measurement and reporting. d. Strategic Planning Methodology Strategic planning is a three-step process: analysis, decision-making and strategic management. The first 2 of these are "pure" strategic planning elements and should be carried out internally or by outside consultants. Strategic management, in turn, is the entrepreneur's responsibility. There are a number of sites on strategic planning. BDC Consulting can also help you prepare a strategic plan. Remember, the various strategic elements to be analysed are not complex if assessed individually. In fact, matters become muddled only if the various issues are lumped together when attempting to make strategic decisions. Strategic planning helps senior managers: Gain insight Make a structured review of its operations 43 | P a g e
  • 44. Below is a typical strategic planning model: 1. Introduction Definition and goal of a strategic plan Participants Working methods Steps Schedule Rules 2. The Company Vision Mission Goals Objectives Values 3. Analysis of the External Environment Social, economic, political, technological and ecological 4. Industry and Market Industry characteristics, outlooks and trends Issues, threats, obstacles and challenges Key success factors Market segmentation Business opportunities (products, markets and territories) 5. The Competition Strengths and weaknesses 6. Internal Environment Strengths and weaknesses (marketing/sales, finance/accounting and management) Competitive advantages 44 | P a g e operations,
  • 45. 7. Strategies Formulation of strategies and tactics (mixing together business opportunities, competitor weaknesses and company strengths) Products, services , markets and territories Distinctive characteristics Implementation (organization) 8. Action Plan List of projects (description, leaders, goals and timetable) Periodic re-evaluation of your business should be part of every business. As change and innovation become the norm, most companies must constantly re-evaluate their business strategies, and composing mission statements is the heart of that strategic planning process. A mission is a broad statement of what your organization wants to become, whereas the vision is incorporated in the more practical mission statement. It will apply no matter which strategic route you choose. Here is a process to follow. First, develop your vision. Ask yourself where you want to be personally in three to five years. What is your situation relative to customers, your market and your top competition? What value do you aim to produce when you exit your business? Second, look at your current mission. Why was the business started? What three issues facing your business are of most concern? Third, revisit your mission. What is your business? Where do you concentrate your efforts? To whom do you offer products or services? Who are your stakeholders? To what is your business dedicated? Fourth, compose a new mission. Ask yourself what your mission is. What values matter to you and your team? What do leaders and key stakeholders believe? What opportunities do you foresee for your business? 45 | P a g e
  • 46. e. Corporate Planning Process It is the process of drawing up detailed action plans to achieve an organization's goals and objectives, taking into account the resources of the organization and the environment within which it operates. Corporate planning represents a formal, structured approach to achieving objectives and to implementing the corporate strategy of an organization. Success of the Plan depends on how best the resources (strength and weakness) of the organization and the environment (opportunity and threats) have been critically analysed. f. Closed User Group (CUG) A Closed User Group is a supplementary service offered by network operators. It allows the creation of logical groups of users within the operator‘s network. The CUG supplementary service enables users to form groups to and from which access is restricted. A specific user may be a member of one or more closed user groups. Members of a specific Closed User Group can communicate among themselves but not, in general, with users outside the group. The CUG supplementary service is applicable to all telecommunication services. A method and apparatus for providing closed user group service in a packet radio system, which includes at least one network and at least one group including a plurality of subscribers. The closed user group access conditions for at least one subscriber are determined in the network; the access conditions include at least one of the following 46 | P a g e
  • 47. conditions: right to communicate with parties outside the group, and right to communicate with at least one member of the group without communicating with all members of the group. The access conditions are checked when packets are being sent to/from the subscriber. The packets are transferred if the access conditions allow the transmission. A closed user group (CUG) selection facility is a specific encoding element that can be presented in a call request or an incoming call. A CUG selection facility in a call request allows the source data terminal equipment (DTE) (e.g. mobile handset unit) to identify the CUG within which it is placing the call. A CUG selection facility in an incoming call allows the destination DTE to identify the CUG to which both DTEs belong. g. Jewellery Association (JAS) The Jewellers Association, Jaipur was established in the year 1927, for the betterment and growth of Gem & Jewellery Trade of Jaipur. The struggle for existence for the trade accentuated during the world war when there was shortage of imported material. The appearance of synthetics gave a fresh impetus to the trade and it was able to revive quickly and attain its past glory. It is due to the growth of foreign market and many of the crises the trade faced. It was clearly manifested to every partner in the trade whether a cutter or a broker that they should stand united under a single banner and thus the necessity to pay more attention to the appeals for united action under the Association was realized and members became more active and extended their fullest cooperation to it. 47 | P a g e
  • 48. The Association has its own building in the midst of Johari Bazar, Jaipur. The Association has acquired a leading place among Jewellery Association in India. As Jaipur is ranked foremost in jewellery trade, rightly also the Association has won its place in the jewellery trade on the whole. The Association publishes a Bi-monthly magazine Gem World wherein technical and organisational matters regarding the trade are discussed. The Association runs a Dharmshala aptly named Janopyogi Bhawan situated at Janta Colony, Jaipur. It was especially made for the benefit of the patients and their attendants coming to Pshycatric centre situated nearby, by providing them accommodation at very nominal charges. The Association also runs Dharam Kanta at its office premises. This Dharam Kanta is considered to be accurate and authentic by the Gem & Jewellery Trade of Jaipur. The Association has various sub-committees, which helps in smooth functioning of association and trade as well, like Trade Regulatory Sub Committee, Panch Faisla Sub Committee and others. The Jewellers Association Show (JAS) is country‘s most eminent Gems & Jewellery Show in India & an annual flagship event of Jewellers Association, of Jaipur. The 7th Jewellers Association Show is scheduled from 19-22 July, 2013 at Jaipur‘s well known Birla Auditorium, Statue Circle, Jaipur. JAS, an annual premier exhibition, highlights Loose Gemstone, Studded Gemstone Jewellery, Gold Jewellery, Diamond Jewellery, Kundan Meena Jewellery, Silver Jewellery, Thewa Jewellery, machinery, equipments and publication etc. With the standard level of promotion JAS has acquired popularity across the globe .The number of visitors noted previous year (JAS-12) were more than 28000, including about 3500 were NRI‘s, foreigners and outstation jewellery traders. The 48 | P a g e
  • 49. show gave an extreme effect to the exhibitors of JAS 12. JAS has always proved to be a successful platform for affluent business opportunities and has complimented the Jaipur Jewellery industry on a grand level. Over 350 booths from India & overseas showcase their latest collections and products. The four days of JAS-12 was visited by around 28000 people, of which around 2000 trade visitors came from outside of Jaipur from different parts of India and around 4500 NRI and foreign trade visitors. JAS '07 - The theme of the first event was 'The Aura of Colours'. Each Participant displayed their exclusive collections of coloured gemstones with great enthusiasm. The visitors witnessed latest trends and technology in metal jewellery as well. JAS '08 - The theme 'A Legacy of Colours' was delivered brilliantly in the ethereal designs and range of gems showcased, the event was a bigger success in terms of number of participants as well as visitors. The amazing collection included national and international jewellery which left the spectators craving for more. AS '09 - The theme was 'A journey through Colours' which took the visitors on a memorable journey through the world of sparking gems and shining metal. The sales and number of visitors recorded a tremendous increase exemplifying the huge impact JAS had mode. JAS '10 - The theme 'Enduring Royalty' was yet again a magnificent treat offered to the jewellery aficionados all over the country. An exclusive hall with 70 stalls was dedicated to various precious and semi-precious stones. JAS '11 - 'Royal Reflections' was the theme for the year 2011 which stood as as epitome of the grand past and the opulent present. The 49 | P a g e
  • 50. collection of coloured gemstones also included exotic Kundan-Meena and Thewa jewellery. The show was a mega success in all aspects with over 300 exhibitors attending the event. JAS '12 - The last show was fashioned on the theme 'Grandeur of Gemstones' and was symbolic of the resplendence and glory of the entire gems and jewellery fraternity. The event received the biggest ever number of exhibitors and visitors. 50 | P a g e
  • 51. 4. Research Methodology a. Introduction ―Marketing research means the systematic gathering, recording, analysing of data about problems relating to the marketing of goods and services‖ Marketing research has proved an essential tool to make all the need of marketing management. Marketing research therefore is the scientific process of gathering and analysing of marketing information to meet the needs of marketing management. But gathering of observation is must be systematic. The systematic conduct of research requires:  Orderliness, in which the measurements are accurate.  Impartiality in analysis and interpretation. All of research can be categorized into basic and applied. BASIC RESEARCH: - Basic Research is that intended to expand the body of knowledge for the use of others. APPLIED RESEARCH: - Applied Research is one, which is carried out to find the solution for a particular problem or for guiding a specific decision. It is usually private in nature. b. Benefits of Study There are many benefits related to take this study. Some of the benefits of taking this study are as follows:  By analysing this information, the company would be able to better design schemes & services & target right prospects‘ needs & wants.  More people will get aware about Vodafone that will increase profit level of Vodafone. 51 | P a g e
  • 52.  This study helps to identify the behaviour of consumer when the company launches a new scheme in the market. c. Title of the Study ―Account Mapping and Lead Generation‖- Vodafone Business Solution d. Duration of the Study 45 Days e. Objectives of the Study To analyse and understand the corporate plans To understand the needs of the JAS members. To do research on the members for their views on the plan. To target the members for increasing business of JAS. f. Type of research Descriptive Research g. Sample Size and Method of Sampling Total Sample size is of 200 and method of sampling is systematic sampling. h. Scope of Study Areas of Jaipur i.e. Johari Bazar, Chandpole Bazar, Janta Colony, MI road, Sitapura, C-Scheme, Civil Lines, Adarsh Nagar, Durgapura, Shastri Nagar, Bapu Nagar. 52 | P a g e
  • 53. 5. Process of research The marketing research is done in systematic process. The Researcher has pursued the below process of marketing for my study at Vodafone: Problem Identification Research Design Data Collection Data Analysis & Interpretation Research Report & Presentation a. Problem Identification The first and the most important step of marketing research is to properly define the problem. In order to identify the research problem two categories of problem should be carefully noticed. Here the researcher‘s problems are:A number of customers are not aware about the CUG plan. The Company does not know the type of response of the customers regarding CUG. 53 | P a g e
  • 54. A number of customers are aware of the CUG plans but still they do not use it. Many customers want some more features in this plan Many existing customers of this plan are also not satisfied with it. b. Research Design Research design indicates the methods and procedure of conducting research study. Research design can be done in following three types:Exploratory Research:Exploratory research focuses on the discovery of new ideas and is generally based on secondary data. Descriptive Research:Descriptive research is undertaken when the researcher want to know the characteristics of certain groups. Causal or Experimental Researches:An experimental research is undertaken to identify causes and effect relationship between two variables. The Research Design used in this report is Descriptive Research Design. c. Data Collection and Sampling A) Sources of Data Collection:Basically there are two types of data i.e. secondary and primary: I) Primary Data Collection:- Primary data collection contains the following four types of methods: Observation Method: 54 | P a g e
  • 55. It contains Causal observation, Systematic observation, direct observation and contrived observation. Survey Method: It contains Personal Interview, Telephone Interview and Mail Interview. Experimental Method Panel Method II) Secondary Data Collection: - It can be collected from internal as well as external sources: Internal Source: Various internal sources like employee, books, sales activity, stock availability, product cost, etc. External Sources: Libraries, trade publications, literatures, etc. are some important sources of external data. In this report primary data has been used for the core purpose of the project and this primary data has been gathered by survey method. B) Data collection Tools: To conduct a survey, a structured questionnaire has been formed as an instruction for gathering valuable information from the customers. Questionnaire, which is used for the survey, is consisting of questions and the feedback/suggestions. C) Sampling Plan: A sampling plan has been designed that consists of five decisions: I) Sampling unit: All the JAS members have been chosen for survey. 55 | P a g e
  • 56. Sampling types: There are two types of sampling i.e. Probability Sampling and Non – probability Sampling. i) Probability Sampling : - Probability sampling means each unit of the universe has equal chance of getting selected. The most frequently used probability sampling methods are as below: a) Simple Random Sampling. b) Stratified Random Sampling. c) Multi-stage Random Sampling. d) Cluster Sampling. e) Multi – phase Sampling. f) Replicated Sampling. Non – Probability Sampling:- ii) Non – Probability sampling contains following methods:a) Judgment Sampling. b) Convenience Sampling. c) Panel Sampling. d) Quota Sampling e) Systematic Sampling For this purpose we have used non probability systematic sampling. II) Sample Size: Sample size means limited numbers of respondents covered under the research study from a population and we have taken a survey of 200 JAS members. 56 | P a g e
  • 57. III) Sampling Area: Johari Bazar, Chandpole Bazar, Janta Colony, MI road, Sitapura, CScheme, Civil Lines, Adarsh Nagar, Durgapura, Shastri Nagar, Bapu Nagar in Jaipur. IV) Sampling Unit: Here the researcher has randomly selected the respondents of the Jaipur city. d. Data Analysis and Interpretation After all the above steps are completed now the important step is data analysing and interpretation. For this there are various analytical and statistical tools. Some of these tools are Percentage, Average, Dispersion, Co-relation, Co-efficient, etc. i. Are you a Vodafone user? 22% Yes No 78% 57 | P a g e
  • 58. ii. Are you a prepaid or post-paid user? 39% Prepaid 61% Postpaid This shows that Vodafone most JAS members are post-paid users as their usage is much high. iii. From how much time have you been a JAS member? 28% 61% From 6 months or less 11% More than 6 months but less than a year More than a year 58 | P a g e
  • 59. This shows that JAS is quite popular among all the Jewellers and so Vodafone has taken good initiative to capture this opportunity. iv. Are you aware of CUG? 28% Yes No 72% This pie chart shows that majority of members were not aware of CUG and hence this created the opportunity of creating awareness among them. v. How much amount do you spend on mobile monthly? 34% 36% 0-500 500-1000 30% 59 | P a g e More than 1000
  • 60. This pie chart shows that the spending of members on mobile is very high as compared to other general customers. vi. Do you often avail the roaming facility? 24% Yes No 76% This shows that most JAS members have their clients outside Rajasthan and hence again a good opportunity for Vodafone to reduce the roaming call rate. vii. How many employees work in your office? 16% Less than 5 51% 33% Between 5 and 10 More than 10 60 | P a g e
  • 61. This shows that all JAS members have majorly more than 10 employees and they can also be targeted to use CUG which could increase the business of Vodafone. viii. Out of the total mobile expense, what percentage is spent on talking to other JAS members? 6% 28% 28% 0-25% 25-50% 50-75% 75-100% 38% This shows that the need for CUG is present as JAS members frequently talk among themselves regarding their business. ix. Do you feel the requirement of tracking system for your employees in your type of business? 34% Yes 66% 61 | P a g e No
  • 62. This shows that since business is of Jewellery so every JAS members feels the requirement of tracking system and hence the business opportunity for Vodafone. x. Is your current service provider, providing you with dedicated account management facility? 8% Yes No 92% Again Vodafone has taken the new initiative of dedicated account management facility as very few service providers have that. xi. Is your current service provider, providing you with dedicated service manager? 0% Yes No 100% 62 | P a g e
  • 63. This shows that no telecom company has the facility of dedicated service manager for individual customers and hence Vodafone has taken the 1st step in this. xii. The international call rate provided by your service provider is less or more than CUG? 21% Less More 79% Since the call rates provided by Vodafone are much less, so JAS members were automatically inclined towards this plan. xiii. The roaming call rate provided by your service provider is less or more than CUG? 39% 61% Less More 63 | P a g e
  • 64. This shows that since CUG is providing less roaming call rates than other companies so again it is beneficial for the JAS members. xiv. What is the total internet usage in your office per month? 17% 26% Less than 500 MB Between 500 MB and 1 GB 57% More than 1 GB This shows that internet facility can also be provided by Vodafone using wireless or fixed line facility. xv. Is your current service provider, providing you with dedicated bill collection facility? 12% Yes No 88% 64 | P a g e
  • 65. This again calls for the addition of bill collection facility by Vodafone so that customer is satisfied fully in all aspects. xvi. Do you find the whole plan of CUG to be beneficial and effective? 20% Yes No 80% This clearly represents that Vodafone has done good work in giving services to the Jewellers community. xvii. Will you opt for Vodafone in the near future? 33% 47% Yes No 20% 65 | P a g e Can't Say
  • 66. This shows that still much opportunity and scope is present in this particular segment and can be achieved with regular hard work. xviii. What rating you will give to Vodafone on a scale of 1 to 5, 1 being high and 5 being low? 17% 10% One 10% Two 19% 44% Three Four Five This concludes that in general, customers prefer Vodafone over other companies. 66 | P a g e
  • 67. 6. Facts and Findings Vodafone tried it‘s best to reach this particular market segment by designing this plan as shown by the pie charts, but still lot of work has to be done in order to make this plan well known in the market. The complete research shows that still there are lot of improvements that need to be done in this plan. Despite the improvements that need to be done, the plan is good in itself. It has all the requirements and various features that a good plan has. Since it has been tailor made for the JAS members, so all the needs of the members have been kept in mind while designing this plan. Still no effort is 100% in itself. So Vodafone has to do a lot of work in order to fully avail the opportunity in this segment. 67 | P a g e
  • 68. 7. Conclusion The crux of this project comes out to be is that companies try very hard to survive in this competitive market. They do whatever they can to control their market capture and so while opening a new business, one should ponder upon all the aspects of it, so that the probability of risk is reduced to very little level. 68 | P a g e
  • 69. 8. Annexure Vodafone Corporate plan Survey Name…………………………………………………………………………… Owner‘s Name………………………………………………………………… 1. Are you a Vodafone user? 2. Are you a prepaid or post-paid user? 3. From how much time have u been a member of JAS? 4. Are you aware of CUG? 5. How much amount do you spend on the mobile monthly? 6. Do you often avail the roaming facility? 7. How many employees work in your office? 8. Out of the total mobile expense, what percentage is spent on talking to other JAS members? 9. Do you feel the requirement of tracking system for your employees in your type of business? 10. Is your current service provider, providing you with dedicated account management facility? 11. Is your current service provider, providing you with dedicated service manager? 12. The International call rate provided by your service provider is less or more than CUG? 13. The roaming call rate provided by your service provider is less or more than CUG? 14. What is the total Internet usage in your office per month? 15. Is your current service provider, providing you with dedicated Bill collection facility? 16. Do you find the complete plan of CUG to be beneficial and effective? 17. Will you opt for Vodafone in near future? 18. What rating will you give to Vodafone on a scale of 1 to 5, 1 being high and 5 being low? 69 | P a g e
  • 70. 9. Bibliography http://www.vodafone.in/pages/aboutus.aspx?cid=raj http://www.vodafone.com/content/index/about/about_us http://www.jajaipur.com/Displaysubmenu.aspx?id=103 http://www.jajaipur.com/Displaysubmenu.aspx?id=100 https://www.vodafone.in/business/pages/business_home.a spx 70 | P a g e