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MBA Internship report - Customer Awareness and Market potential of geographic map data - B2C

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  • 1. BHAVAN-MARSHALL MBA PROGRAMME AWARENESS AND MARKET POTENTIAL OF GEOGRAPHIC MAP DATA IN B2C SECTOR in MAGNASOFT CONSULTING INDIA PVT. LTD. By SANTANU DAS MU ID: 901-494-728 PROJECT GUIDES PROF. BASANNA PATAGUNDI – INTERNAL MRS. VASANTHA KRISHNAMURTHY - EXTERNAL BHAVAN-MARSHALL MBA PROGRAMME MARSHALL UNIVERSITY, WEST VIRGINIA, HUNTINGTON, USA 2008-09
  • 2. CERTIFICATE This is to certify that Mr. / Ms. ___________________________ has prepared this internship report titled AWARENESS AND MARKET POTENTIAL OF GEOGRAPHIC MAP DATA IN B2C SECTOR under the guidance of ___________________________________. The draft has been thoroughly revised on the basis of the recommendations of the panel of examiners and the revision has been accepted by the internal guide. The student certifies that no portion of this report has been plagiarized or copied or quoted without permission in any form. This report has not been submitted to any other Institute / University for any other Diploma / Degree. INTERNAL GUIDE STUDENT DATE: DATE: RESIDENT DIRECTOR DIRECTOR DATE: DATE: 1
  • 3. ACKNOWLEDGEMENT It is matter of honor for me to express my gratitude towards all those who guided directly and indirectly in completing this project report. I would like to specially thank, Prof. Basu Patagundi, for all support and facilities provided; Dr. N.S. Vishwanath, for giving valuable guidance to me throughout this project; Mrs. Vasantha Krishnamurthy (Head-Marketing) for providing valuable data source, information and giving me an opportunity to do the research project at Magnasoft Consulting India Pvt. Ltd. And Above all I thank Almighty for His blessings for the completion of this endeavor. Date: Place: (Student Name) Signature 2
  • 4. TABLE OF CONTENTS EXECUTIVE SUMMARY 4 1. ORGANIZATIONAL STUDY 5 2. PROBLEM STATEMENT 38 3. OBJECTIVES 38 4. GOALS 38 5. LITERATURE REVIEW 39 6. RESEARCH METHODOLOGY 63 7. HYPOTHESIS TESTING 64 8. ANALYSIS OF DATA 71 9. RECOMMENDATIONS 83 10. CONCLUSION 84 11. REFERENCE 85 12. APPENDIX 87 3
  • 5. EXECUTIVE SUMMARY This project undertaken under Magnasoft Consulting India Pvt. Ltd., Bangalore, is to assess the market potential and awareness about Geographic Information Systems in the business-to-customer sector. It is an overall study of the perception towards GIS and its related services. The report here begins with the study of Magnasoft as an organization bringing out its key goals, beliefs, ideas, human relationships and structure that make it successful. Thereafter, it is followed by the market research report. Magnasoft has a mix of hierarchy and matrix form of organization structure enabling a combined strength of resources and individual capacities. The main work motto is “Learn, Earn and have Fun with Pride at work“. They believe in pride in what they do, purpose of what they do and pleasure in the work they do. Magnasoft has been successful with such mottos and management style mainly because it enables innovation, experimentation and continuous competency building through training. The two hypotheses tested for the youth, working professionals and vacationing families segments reveal a relationship between gender and familiarity of navigational devices but only the youth segment has a relationship between age and familiarity of navigational devices. The existing users of such devices have a relationship between devices used and the reason behind purchasing it. The research also showed that Nokia is the most preferred handset suggesting that it is profitable to for Magnasoft to have a tie-up with it. There is a huge market potential in B2C sector as awareness of the value of GIS is high. Magnasoft will be successful by providing high quality maps and products with faster updates, affordable prices, high points of interest and free value added services like security. 4
  • 6. 1. ORGANIZATIONAL STUDY INDUSTRY OVERVIEW Geography is information about the earth's surface and the objects found on it, as well as a framework for organizing knowledge. GIS is a technology that manages, analyzes, and disseminates geographic knowledge. GIS is a technology that is used to view and analyze data from a geographic perspective. The technology is a piece of an organization's overall information system framework. GIS links location to information (such as people to addresses, buildings to parcels, or streets within a network) and layers that information to give you a better understanding of how it all interrelates. The GIS industry has developed over the past 30 years from specialist academic and government roots in cartography, photogrammetry and remote sensing into a $1.2 billion industry world-wide. The rate of growth in the GIS industry has accelerated from 1990-2009 as businesses have adopted GIS to relate different sources of information to one another through a common geographical reference. Figure 1: INDUSTRY STRUCTURE In this research report we will be considering on the B2C market. 5
  • 7. BACKGROUND Magnasoft is a focused GIS software solutions company with innovative offerings having strategic partnerships with industry leaders in the global space. We offer services ranging from application development to enterprise integration and consulting to data conversion and capture. Incorporated in 2000, Magnasoft has a presence in the US, Europe and South Asia. Magnasoft has executed challenging GIS projects for prestigious Fortune 500 clients and Government departments. Magnasoft is mentored by Global Technology Ventures, a premier venture capital company promoted by Bank of America Equity Partners and Sivan Securities. Magnasoft measures its success in terms of the value-proposition it provides its customers to help meet their ROI goals and competitive advantage. Magnasoft is a geomatics firm providing photogrammetric, topographic, plannimetric and cadastral mapping, in addition to Geographic Information System (GIS), field surveying, and consulting services. Magnasoft offers a range of services that enable end-users to use a GIS effectively for diverse applications, backed by domain knowledge and technology proficiency, skilled management and engineering teams and process approach in all its practices. Focusing on Utilities, Government, Environment & Natural Resources, Transportation and Location-Based Services, Magnasoft has also been involved in providing domain specific services to urban planning consultants in the areas of land use planning, transportation and wastewater recycling. When Magnasoft was seeking a photogrammetry tool to help in its execution of complex projects like highway and flood mapping with aerial photographs, it considered several criteria. Upon rating several applications based on their processing efficiency, 6
  • 8. user-friendliness, pricing, scalability, learning curve, customer support and training, Magnasoft selected LPS. McKINSEY 7- S MODEL Figure 2: McKINSEY 7-S MODEL (Ref: Explanation of the 7-S framework of McKinsey, http://www.12manage.com/ methods_7S.html, 21st, April, 2009) This management model helps to organize a company in a holistic and effective way. Shared Values (also called the Super-ordinate goals) The interconnecting center of McKinsey‟s model is Shared Values. It focuses on what the company stands for and what is its central beliefs and attitudes. 7
  • 9.  Magnasoft: The Magnasoft family works together with an aim to achieve Pride, Purpose and Pleasure at work. The values Magnasoft lives by include: 1. Gaining customer satisfaction by delivering quality products and services 2. Achieving excellence and striving for perfection in all spheres of operations 3. Giving our best to honor our commitments, to both internal and external customers 4. Evolving a collaborative work environment that values diversity Strategy Strategy is based on plans for allocation of a firm‟s scarce resources to reach identified goals over time.  Magnasoft: As a dynamic and fast growing company, Magnasoft strives for continuous excellence by focusing beyond technology and practicing innovative methods of financial management, business development strategies and nurturing human resources. Structure Structure is the way an organization‟s units relate to each other: centralized, functional divisions, decentralized, a matrix, a network, a holding etc.  Magnasoft: The Organization structure is schematically represented in: 1. The detailed roles and responsibilities 2. Individual ownership of activities 3. Individual ownership of work-products 4. Reporting structure is a mix of hierarchy and matrix nature, ensuring effective communication 8
  • 10. 5. Teams are continuously and timely trained on the work-domains of process, application, and technology. Systems Systems deal with the procedures, processes and routines that characterize how the work should be done: financial systems; recruiting; promotion and performance appraisal systems; information systems. Systems include the formal and informal procedures that govern everyday activity of a company.  Magnasoft: The Magnasoft Quality System (MQS) is our in-house quality system, based on our quality policy and strategies. It drives real improvements resulting in quality products and services, optimizing the expectations of all stakeholders. Process management and process implementation are continuously performed in order to establish continuous process improvement.  MQS comprises definitions and descriptions of the chosen processes. Process definition covers the details on activities (our quality processes) and process assets. MQS process definitions are based on the process architecture providing the framework for process compliance to ISO 9001 and other process models. Policies Processes, Procedures & Standards Process Guides Resuable Assets Training Material Figure 3: MAGNASOFT QUALITY STRUCTURE 9
  • 11.  MQS establishes: 1. Industry-standard project management practices 2. Disciplined engineering practices 3. Focused and effective quality assurance & quality control 4. Accurate, timely and effective communication 5. Conductive process management 6. Focused, measurable and continuous process improvement Style Style focuses on cultural style of organization and how key managers behave in achieving the organization‟s goals.  Magnasoft: “Learn, Earn and have Fun with Pride at work“ 1. The motto of Magnasoft which tries to live up to it by facilitating a friendly environment. 2. Well established HR policies cater to the diversity of the employees. 3. Equal importance to personal life of the employees is given along with their professional lives. Skills Skills deal with distinctive capabilities of personnel or of the organization as a whole.  Magnasoft: Magnasoft believes in “LIVING ON THE EDGE”. It is an epitome that envisages the concept of competency building by constantly nourishing our employees through investment in enhancement programs and professional training that upshot into the development of the overall personality of our employees. All tiers at Magnasoft are 10
  • 12. catered to tailor-made training program that will ensure long term growth and productivity. QUALITY Our Quality Policy: “Convergence of minds, processes and efforts resulting in benchmarked quality products and services ensuring customer delight" In today‟s competitive and dynamic business world, quality is the most essential ingredient for ensuring customer delight. Our quality culture is a journey to excellence with innovation, institutionalization, and integrity in our operations. At Magnasoft, quality is a major thrust in all functions we perform. Our quality policy, focus, strategies and quality system enable us to maintain the quality culture for our best performance and growth. We are a “Continuously Learning and Improving Organization”. How does Magnasoft guarantee customer delight? 1. Understanding customer requirements and expectations through our domain knowledge and systematic requirements elicitation 2. Conceiving value adding IT solutions 3. Our constant quality focus in design and development 4. Maintaining predictability of software quality and progress visibility Figure 4: ISO CERTIFICATION 5. Constantly addressing customer problems and issues 6. Providing cost-effective solutions  Magnasoft has achieved ISO 9001:2000 certification in a short period  Magnasoft is one of the few GIS companies achieving ISO certification with distinction 11
  • 13. Magnasoft is among the recipients of the prestigious "European Seal of Excellence 2004" Figure 5: AWARDS AND RECOGNITIONS SERVICES 1. Photogrammetry 2. GIS Data maintenance and Development 3. Application Development. Backed by domain knowledge and technology proficiency, skilled management and engineering teams and process approach in all our practices, we offer a range of services that enable end-users to use GIS effectively for diverse applications. These services cover the entire GIS project lifecycle and include consulting, pilot projects, database design and development, application design and development, enterprise systems integration, Internet GIS and implementation. Magnasoft builds custom applications based on specific needs and complexity of requirements. Magnasoft checks software functionality or performance and working of the software. This is in relation to other software programs that are part of the "total system" including legacy databases, software, and hardware. Magnasoft provides expertise in developing GIS-integrated enterprise systems that provide data security, consistency and non-redundancy of data. 12
  • 14. Magnasoft has a unique project model where our team works with internationally renowned experts in different industry domains to ensure that the business processes are suitably understood and successfully implemented. We combine the power of GIS technology with our extensive domain knowledge to develop powerful spatial technology solutions that integrate seamlessly with the information technology framework of the organization. Figure 6: SERVICES PROVIDED BY MAGNASOFT 1. Photogrammetry Magnasoft's experienced team of Photogrammetrists can produce superior quality planimetric and topographic data with speed and consistency that can meet specifications of any GIS and are well equipped to provide the full range of services in digital photogrammetry. Our project expertise ranges from creating basic planimetric features to complex 3D city models. Magnasoft Photogrammetry Services:  Aerial Triangulation  Softcopy Stereo Compilation (Planimetric/Vector Feature 13
  • 15.  Extraction)  Digital Elevation/Terrain Modeling  Digital Orthophoto Production Aerial Triangulation 1. Block Triangulation and Analysis 2. Automatic and Manual Aerial Triangulation with high precision 3. Ariel Triangulation for ADS 40 digital images 4. Exporting Ariel Triangulation results in PATB and SocetSet format Softcopy Stereo Compilation (Planimetric/Vector Feature Extraction) 1. Capturing planimetric and DTM features for stereo plotting scales ranging from 1:1000 to 1:5000 2. Digitizing manual contours for any scales Digital Elevation/Terrain Modeling We create fully detailed digital terrain models (DTMs) for contour generation, orthophoto rectification and digital elevation models (DEMs) for specialized applications such as 3D modeling and volumetric calculations. We have a powerful tool to generate automatic contour and advanced contour smoothing. Digital Orthophoto Production Our orthophoto production services includes Ortho-mosaicing, Color Balancing, Seamline editing and Tile cutting. We undertake Orthorectification with constant elevation sources in various formats including IMAGINE Raster, TerraModel TIN, SOCET SET TIN, 3D Shapefile, and ASCII text files. 14
  • 16. 2. GIS Data maintenance and Development Magnasoft has extensive experience in dealing with issues associated with land base facility database conversion and has assisted utility companies, municipalities, consulting firms, facility managers, town planners, architects and engineers. Our typical approach is that we first work towards understanding the legacy system existing in the client's premises based on which we propose, design and implement established quality procedures perfected over the last few years which is very much industry specific.  Data Conversion  Data Loading  Database Design  Database Maintenance  Data Migration  Data Integration We provide value added services not restricted to a single platform and multiple output formats after an intensive system study by our experienced project managers at the client site. The Project Manager works in close coordination with the technical experts of the client for effective communication and designing of an optimized workflow, which will enable greater clarity when the production starts. This will lead to a better output, reduced QC/QA procedures and near error-free outputs. 15
  • 17. Figure 7: GIS MAP Our success is attributed to our skilled personnel, proven QA/QC systems, unparalleled client communications and attractive pricing. Our projects typically involve: 1. Survey and Data 2. Collection 3. Digitization/Drafting 4. Georeferencing/Geocoding 5. Data Attribution 6. Image Processing 7. DEM/DTM Generation 8. Data Format Conversion 16
  • 18. Data Migration from Digital Sources Many conversion projects require the translation of existing digital data obtained from legacy data systems. Data migration projects include source data in AutoCAD, MicroStation, dBase, Microsoft Access, etc. We help our clients generate a conversion matrix that maps the existing data to the target systems data model. Based on the conversion matrix and the required functionality of the new system, Magnasoft modifies existing tools and processes to migrate the data. Data Maintenance Additionally, Magnasoft imparts experience, technical assistance, and actual maintenance or update services for general mapping, land base development and facility/land record conversion. 3. GIS Application Development Magnasoft builds custom applications based on specific needs and complexity of requirements. We invest time in understanding client requirements, and then tailor complete solutions that deliver tangible value to the enterprise. We consider every aspect of the problem - from the underlying business processes to the importance of change management to the merits of various technologies. We then develop spatial information systems that move client businesses forward and yield a measurable return on investment. 1. Map Customization 2. Custom Tool Development 3. Application Migration 4. Web GIS Development 17
  • 19. 5. Embedded and Mobile GIS 6. Software Maintenance 7. Geodatabase Design Magnasoft offers end-to-end customization and application development solutions on ESRI platforms for data conversion, application development, web application development to data standard development, data mining and data migration from existing legacy GIS systems. Figure 8: GIS MAP Magnasoft also develops GIS applications for hand-held PDAs using ArcPAD and ArcIMS technology and integrates intelligent maps with location specific data. Our application migration services include the migration of network tools from ArcGIS custom application to ArcFM, migration of MapObjects/Avenue-based application to ArcGIS environment and Geodatabase manipulation. 18
  • 20. TECHNOLOGY Figure 9: TECHNOLOGY OF MAGNASOFT 19
  • 21. INDUSTRIES The industries where Magnasoft has its core competencies are  Utilities  Land Administration  Geological Mapping  Transportation  Location Based Services. PARTNERS At Magnasoft, building relationships is central to our business strategy. Our vision is to create and develop a network of partners in different geographies in order to reach the global market. We have long-term relationships with major vendors in the GIS space, which have evolved and strengthened over time. We have established relationships with companies whose capabilities complement our own expertise. We collaborate with our partners to provide spatial information management solutions to large Government and Private customers. Our Partner Program is designed to motivate companies with specific experience to promote our solutions and services. Objectives of our Partner Program: 1. To align our spatial information management services and solutions with the solutions offered by the partners 2. To effectively support the partners in the sales process and post-sales support 20
  • 22. 3. To jointly market the solutions so as to increase the sales for the partner and Magnasoft 4. To provide committed resource, technical and infrastructure support for cost-effective delivery of solutions to the customer To compete in the global market, partners can depend on Magnasoft for: 1. Cost-effective solutions 2. Best quality and service 3. Integrity and transparency 4. Innovative spatial solutions by blending technology and services 5. Dedicated Offshore Geospatial development center The Magnasoft Partner Program provides additional benefits, such as: 1. End-to-end solutions for customers 2. Local support through our partners 3. Implementation of projects from other business partners 4. Joint bidding for projects 5. Post-sales support of partner solutions/products 6. Product enhancement for existing customers 7. Remote delivery and technology support 21
  • 23. Partnership Model: Our Partnership Model consists of the following key categories of partners: Strategic Business Partner These are engagements with organizations that offer services and products that complement or dovetail with our own offerings, to pool our strengths and work together to deliver value to clients. Enterprise Solutions Partner Here the partner shares the expertise, resources and other forms of support to develop, manage, integrate, plan and implement solutions and pools in resources to undertake projects on enterprise-wide solution requirements. Domain Solutions Partner These are typically collaborations with specific domain specialists who provide their expertise to jointly attain and execute a project with the Enterprise Solution Partner. Technology Partner These are partnerships with technology vendors who allow us to utilize their software while we assist them in mutually marketing and selling the same. 22
  • 24. BUSINESS PLAN Navigation and Location-based Content Business Operations Plan MARKETING AND SALES PLANNING: Product Value Proposition Options:  Product Experience  Indianized maps (POI to POI Navigation)  Simple and easy to use by all classes of consumers  Classifies all geo-spatial information in the manner Indians understand  Provides voice-based access and directional information in eight Indian languages  Freshest Maps  Refresh Rates ( Updates)  Completeness (City wide Coverage)  Easy to upload and use  Compatible with every brand of hardware and software in the market Both value propositions to be further validated on the basis of market appeal and then taken forward for brand development purposes. 23
  • 25. Competitor Mapping: Competitor mapping is one of the most important aspects of a business plan. We have two international players, Teleatlas and Navteq on one side and two Indian players, Satnav and MapmyIndia Coverage Vs Quality of data Figure 10: COVERAGE Vs QUALITY OF DATA When we map our competitors with respect to “Quality of data” and “Coverage” we see that Teleatlas is positions itself at the top with moderate coverage and high quality of data. Navteq follows with moderate quality of data and moderate coverage. On the other we have our Indian competitors who have slightly higher coverage but have very low quality of data. Thus we can see that coverage is an issue with the Indianized competitors which is an excellent opportunity to focus on. 24
  • 26. Updates Vs Quality of data Figure 11: UPDATES Vs QUALITY OF DATA This map shows the positioning of the competitors with respect to “Updates” and “Quality of data”. Updates are an issue of concern due to the different challenges faced by the telecom authority. All the competitors rank quite low on this aspect. As a matter of fact Satnav positions itself best because of its technological advantages which have enabled them to provide updated map data in India. Magnasoft can count on this issue and act accordingly thereby ensuring updated map data by technological advancements and continuous flow of information regarding the changing infrastructure of India thereby creating a competitive advantage. 25
  • 27. Indianized presentation Vs Quality of data Figure 12: INDIANIZED PRESENTATION Vs QUALITY OF DATA We know the map data that is being provided by the competitors is not an Indianized version. It is built on the benchmark of the international versions. Indianization will create value in the market and customers will grab the product when they find something common to their understanding. Maps in local languages can also be of help to the rural and urban society of India. As from the graph we can see that all the competitors stand very low in this model Magnasoft has a position to lead from. 26
  • 28. Magnasoft Goals and Way- forward … Sales Objectives – Oct 08 to Sept 09:  One beta customer in each segment - PND, Handset and Telecom Operator  Order book of USD 0.5 Million  To be realized latest by OND 09 - JFM 10  65-70% from the handset and PND segments  30-35% from the telecom segment Sales Forecast Figure 13: SALES FORECAST Sales Strategies  Initially focus on market that need single city maps for immediate monetization  3rd party sales from existing navigation product users through online portals, blogs, user groups  Build a strong partnership program  Differentiate the Magnasoft product on clear quality parameters providing an additional competitive edge to buyers 27
  • 29.  Leverage on Autonavi‟s contact base  Data quality certification from Automotive Research Association of India and Ministry of Defence Partnership Model Figure 14: MAGNASOFT PARTNERSHIP MODEL Engagement Intent: • Leverage on established relationships • Synergize business growth • Leverage upon mutual competence • Market penetration • Domain Expertise • Deliver customer delight Creating Barriers to Entry:  Investment in product experience innovation  Patents in data collection and updating processes 28
  • 30.  Innovation in delivery methodology Execution Plan Figure 15: EXECUTION PLAN Sales Partnership Ecosystem Figure 16: SALES PARTNERSHIP ECOSYSTEM 29
  • 31. PRODUCT PLANNING: Competitive, Market & Technology Trends Figure 17: COMPETITIVE MARKET AND TECHNOLOGY TRENDS 30
  • 32. Product Roadmap (Theme based) Figure 18: PRODUCT ROADMAP 31
  • 33. Production Planning Goals:  Goal #1: On-time Delivery of Data o Complete 8 Cities Data creation by Sept 2009 o Complete 7 Cities Data Creation by March 2010 o Complete 15 Cities data creation by Sep 2010 o Two updates for 8 cities by Sep 2010  Goal #2: Ensure Quality of Data within acceptable limits o 95% with respect to Road Furniture o 90% with respect to POI information o ±20 meter positional accuracy  Goal #3: Technology/Process Enhancements o Adoption of AutoNavi technology o To have a strong foothold on the Data formats o To be Innovative in technology and data collection methods to control cost Content Collection Technology 1. Video Camera 2. Power unit 3. Battery 4. Gyro 5. GPS 6. Mpeg Converter Figure 19: CONTENT COLLECTION VEHICLE 32
  • 34. Figure 20: CONTENT COLLECTION TEHNOLOGY Process  Each Data collection vehicle will contain…  Operator with Laptop  Videographer  Driver  Road furniture Information will be captured in Video along with commentary of the entire experience and description of Roads and POI‟s  The Video information will be recorded into Laptop in MPEG format thru Data collection software which Geocodes the Video with Lat Longs acquired from GPS and assisted by Gyro.  Digicams will be used to capture specific POI photographs. 33
  • 35.  Specific Tools will then be used to view, Analyze and transcribe the Geocoded video to create intelligent and navigable maps Manpower plan Figure 21: MANPOWER PLAN Risk and Mitigation Plan Figure 22: RISK AND MITIGATION 34
  • 36. Organization Structure Head - Base Content Map Creation Technology GM – Mapping Product Advisor Solutions Advisory Engineering Board Head – Survey Management Sr Architect – Advisor Automotive Software Sr Architect – Product Telecom Engineering Manager – User Interface Product Head – Product Management Planning Board of Brand Manager CEO Marketing + Head – Directors Sales Marketing Business Manager Human Head – Human Resources Resources Senior Finance Manager – Finance Manager – Legal Legal Senior Admin + Manager – Facilities Facilities IT Manager – IT Infrastructure Infrastructure Figure 23: ORGANIZATION STRUCTURE 35
  • 37. HR Philosophy  To inculcate an open, interactive, congenial and innovative work environment.  To create a collaborative work environment aimed at achieving the highest quality results.  Development of employees through training programmes that would enhance their skills - a way of life at Magnasoft.  To maintain a warm and positive work environment, where every employee maintains the self-confidence and self-esteem of others Culture at Magnasoft “Learn, Earn and have Fun with Pride at work" is our Motto and we always try and live up to it by facilitating a friendly environment. The caring is clearly seen in our dealings with our clients, with each other, and also in the society in which we work. As a dynamic and fast growing company, we strive for continuous excellence by focusing beyond technology and practicing innovative methods of financial management, business development strategies and nurturing human resources. Well established HR policies and practices, which cater to the diversified and far-flanked employees working across the globe. We believe in giving equal importance to our employee's personal life along with their professional life and hence provide a vigorous working environment for overall development of an individual. Competency building and continuous learning Magnasoft believes in “LIVING ON THE EDGE”. We are an epitome that envisages the concept of competency building by constantly nourishing our employees through investment in 36
  • 38. enhancement programmes and professional training that upshot into the development of the overall personality of our employees. All tiers at Magnasoft are catered to tailor-made training programme that will ensure long term growth and productivity. Performance management The Performance Management System is composite and is evolved from the current software industry trends to best suit our needs. This integrated approach is practiced to identify and reward employees appropriately at the lower echelon of the organization. The senior management and middle management are highly mature in their approach, by practicing a more voluntary strategy and target-oriented management by objective program. This system ensures vertical growth of the organization and building an HR brand within the industry. 37
  • 39. 2. PROBLEM STATEMENT Magnasoft, being a new entrant in the GIS market in India, faces the problem of identifying the market potential to best suit its business objectives to cater to all the needs of the entire GIS value chain in the B2C sector. 3. OBJECTIVES 1. To find out the customer pain points 2. To know the customers‟ needs and requirements 3. To establish business catering to the most critical issues 4. To know the receptiveness of GIS maps by the prospective customers 5. To know the customers‟ willingness to pay 4. GOALS 1. Travelling trends 2. Awareness of navigation 3. Choice of customers 4. Challenges in using navigation devices 5. Service preferred 6. Common service providers 7. Awareness of Location Based Services 8. Awareness and use of Value Added Services 9. Willingness to pay 38
  • 40. 5. LITERATURE REVIEW Youth fit 38 hours of multi-tasking activities into a 24 hour day in the Asia Pacific (APAC) region. The time spent on multitasking is of 44 hrs by Koreans, followed by Malaysia and Thailand with around 43 hrs respectively. There is 10 hours of media usage by young people in APAC. Malaysia had the highest level of media activity of 12.9 hrs a day online followed by Thailand (12.8 hours) and Hong Kong (12.2 hours). Mobile phones and computers/laptops are the mostly used media devices. Regional average of mobile phones is 60% and of Computers/laptops is 45% among the 8-24 year olds. Perceptions towards different media among the age group of 15 years to 25 years in 11 markets revealed that it is considered useful source of information, current affairs, best sources of entertainment and mobile phone and internet are considered most essential. Internet is mostly used for downloading of music, photos and movies. The mobile phones are used for messaging, music, radio and download besides the primary use of talking. (Ref: Young people and media use in Asia Pacific, Stephen Whiteside, WARC Online, WARC Reports, August 2008, Retrieved on 21st October, 2008) The massive interest in GPS and navigation was very evident at this year‟s edition of the Mobile World Congress, organized by the GSM Association in Barcelona. Nokia started the trend a year ago with the Nokia N95. It took the opportunity to announce three new GPS-enabled models – Nokia N78, Nokia N96 and Nokia 6210 Navigator. Incidentally, this is one of a few regions where Nokia has not achieved market dominance. In the European market consumers marvel at the exciting opportunities with satellite positioning, Nokia‟s Korean rivals Samsung and LG already ship tens of millions CDMA handsets with GPS on the US market. It was hardly 39
  • 41. a surprise to see satellite positioning among the features on the otherwise unexpected and highly acclaimed. Having a GPS is however obviously not enough for the mobile users. A major disadvantage of most American GPS-handsets is that the location data is only available for approximate positioning of emergency calls. The true innovation delivered by Nokia was to make the location data available for applications installed by the end-user on his handset. Key features include a pedestrian navigation component and information about streets and buildings. (Ref: Navigation trends from the Mobile World Congress 08, Johan Fagerberg, Berg Insight, Retrieved on 2nd November, 2008) This article combines 25 responses to a consultation paper of TRAI. Ten questions were discussed by 25 stakeholders of TRAI on regulatory issues on Value Added Services. It reflects that most companies do not want a change in the definition but an inclusion of all types of VASs such as mobile marketing, mobile search, content selling, content aggregation, technology platform and a clear demarcation of what core service means and what VAS means. They believe that the scope of VAS offerings should be broadened to allow different services and VASPs to enter the market thereby increasing value and quality of services. Flexibility should be provided for inclusion of new services, types of VASs, categories of VASPs and licensing conditions to be minimal to provide an easy entry. The stakeholders want clear terms of interconnectivity policy, billing and payment, fair compensation, dispute settling, proper market dynamics, QOS parameters to be set and made known. Also they want transparency obligations for short codes, toll free numbers, and information availability to public, download, usage information to be made known. All want some regulation for content, entry and better competition but do not state the need for licensing. The stakeholders have agreed that licensing will put barriers on innovation and creativity thereby reducing the QoS. They have suggested registration of all new 40
  • 42. VASPs with minimal entry fees. The scope of licensing should be to ensure strict penalties for non-conformance with Copyright Law and laws of other countries, proper terms and conditions for equitable treatment, license fees, monitoring equipment, content regulation and area of operation. They suggested that the scope should include eligibility criteria, access, tariff or forbearance, CDR sharing, performance banking and benchmark parameters. The common decision is that existing laws suffice for any kind of breach. Some stakeholders want independent single window operation for short code allocation but majority want the regulation to definitely be under DoT / TRAI. The revenue sharing should be left to open bilateral and commercial negotiations with a light touch regulation for fairness. All stakeholders want a light touch regulation on VASPs for content, and operators for fair compensation and level playing field. The existing VASPs should be given a grace period of 1 year so that they can register themselves into the newly formed (if formed) licensing or regulatory body. The stakeholders want free market forces to govern the industry so that maximum innovation, creativity and high level QoS can be made available. (Ref: Telecom Regulatory Authority Of India (TRAI) Stakeholders Responses On Consultation Paper 12/2007, “Growth Of Value Added Services And Regulatory Issues”, Dated 28th May, 2008). On June 18, 2008, India reached the target of having 300 million telephone subscribers, becoming the second largest telecommunications network in the world after China. According to the report titled 'Mobile BRIC: Extreme Growth Ahead', India is expected to be the second largest mobile market in the BRIC nations, with 560 million mobile users by 2012 (after China with 800 million users). Over 8 million subscribers a month, with a majority of the new users being from rural areas, are being added by telecom operators. The share of mobile phones had 41
  • 43. increased from 71.69 per cent at the end of March 2006 to 87.68 per cent at the end of May 2008. According to a report by Gartner Inc., India's mobile subscriber base is projected to exceed 737 million connections by 2012 growing at a CAGR of 21 per cent. The overall cellular services revenue in India is projected to grow at a CAGR of 18 per cent from 2008-2012. Cellular market penetration will rise to 60.7 per cent from 19.8 per cent in 2007. According to an analyst firm Springboard Research, India will become the leading market for WiMAX in the Asia pacific region and is expected to have 15.8 million WiMAX subscribers by 2012, accounting for 46.7 per cent of total subscribers in Asia-Pacific and 35.7 per cent of revenues from the region. According to a report by PricewaterhouseCoopers (PWC), the Indian value- added services (VAS) market is all set to grow to US$ 2 billion in 2008. Currently, MVAS in India accounts for 10 per cent of the operator's revenue, which is expected to reach 18 per cent by 2010. According to a study by Stanford University and consulting firm BDA, the Indian MVAS is poised to touch US$ 2.74 billion by 2010. According to global technology research firm Gartner, the VAS market in India is expected to grow to about US$ 5.6 billion by 2011, and data services will be the major factor behind the growth. India is expected to lead Asian countries in terms of mobile gaming revenues. The industry is expected to receive an investment of a whopping US$ 32.5 billion between 2008-2010, with the entry of new license holders and their launching of new services. Major investments in India are being made by BSNL, Bharti Airtel, Reliance Communication, Idea Cellular, Maxis Communications, Srei Group's Quippo Telecom Infrastructure Ltd (QTIL) and Vodafone Essar. Investments abroad are made by Bharti Airtel, Reliance Communication and MTNL. Mobile phone production is estimated to grow at a CAGR of 28.3 per cent from 2006 to 2011. Revenues are estimated to grow at a compound annual growth rate (CAGR) of 26.6 per cent from 2006 to 2011, touching US$ 13.6 billion. The 42
  • 44. telecom hardware manufacturing sector is dominated by international majors like Nokia, Ericsson, LG, Motorola, Samsung and Alcatel-Lucent and domestic manufacturers have little contribution in the segment. The Government has taken many proactive initiatives to facilitate the rapid growth of the Indian telecom industry like 100 per cent foreign direct investment (FDI) is permitted in telecom equipment manufacturing through the automatic route, FDI ceiling in telecom services has been raised to 74 per cent, establishment of an independent regulator - the Telecom Regulatory Authority of India (TRAI) - for the telecom sector, introduction of a Unified access licensing regime for telecom services on a pan-India basis. (Ref:http://ibef.org/artdispview.aspx?in=72&art_id=19981&cat_id=470&page=1, Telecommunications, August 2008, Retrieved on 29th October, 2008.) Despite continued record growth over the past 12 months, only 23.07% of the country‟s 1.1 billion population owns a telephone. The BIG 4 (Airtel, Reliance, Vodafone and BSNL) continue to rule the market but BSNL is falling behind the other 3. Vodafone is quickly closing the gap between itself and Reliance, having overtaken BSNL recently. Airtel, Vodafone and Reliance added the highest number of subscribers with 2.03 mn, 1.57 mn & 1.51 mn new additions respectively. Though GSM operators continue to see declining ARPU, CDMA operators have managed the opposite through creative tariff structuring. Near term outlook show improved regulatory structure with Declining Tariff, Innovative Pre-Paid Tariff Plans and Declining Handset Prices which in turn leads to unprecedented Growth. Over the recent years, most new subscribers being acquired have been low-end users, resulting in falling ARPU. The fall in ARPU will continue unless operators look at alternative revenue streams like VAS. Growth is fastest at the “Bottom of the Pyramid”. Growth is continuing in metros and urban; taking off in semi-urban and rural areas and USO will help continue to drive coverage gains. 43
  • 45. High level of competition has lead to price reduction and increased affordability, new regulations allowing new players, dual technology and MNP are likely to further increase competition. Almost half of Indian mobile subscribers use ULCH and as mobile rural penetration is increasing, the sale of ULCH will increase further. VAS services presently contribute about 7% of the total telecom revenue for Indian operators. The revenue growth is driven by SMS (including P2P, A2P, P2A), contributing over 55% of the total revenues in 2006. SMS, Ringtones/CRBT, Voice VAS will continue to be the highest revenue generating services. The vast offerings across VAS services are still delivered predominantly using 3 platforms of SMS, IVR‟s and WAP portals. Beyond SMS, any VAS built around Bollywood remains the killer content, whether for Ringtones, CRBT, games, wallpapers, alerts etc. After movies, cricket is the theme around which most of the rest of content is built and marketed, as these remain the top two priorities for entertainment in India Geographical Information Systems (GIS) enable storage, manipulation, analysis and display of geographically referenced data. The rate of growth in the GIS industry has accelerated in the 1990s as businesses have adopted GIS to relate different sources of information to one another through a common geographical reference. The aim of this paper is to examine opportunities for GIS to add competitive advantage in marketing and planning for companies on the supply side of logistics. The value of GIS lies in enabling users to integrate different sets of data through a common geographical reference system such as latitude and longitude, eastings and northings or a common pre-defined geography. Technical barriers to the widespread use of GIS in business have been eroded in the 1990s by five factors: reduced cost of computing power; increased availability of digital map data; availability of software component technology; integration with corporate databases; and growth in use of the Internet for sharing software and 44
  • 46. data. The greatest use of software packages with an element, or component, of GIS technology is at an operational level e.g. routing, scheduling, tracking, tracing or navigation. Lack of use of GIS packages to support higher-level logistics decision-making may be for a variety of reasons: a lack of involvement of contract distribution companies in these decisions; the availability of centralised resources for planning; difficulty in justifying the cost of buying and supporting a mapping package; the perception by software companies that logistics services is not a target market. The major commercial uses were to maintain land inventory records for local and national government departments and utility companies. The analytical tasks performed within GIS products involve non-spatial processes particularly statistical analysis, optimization, network routing and dynamic positioning. (Ref: Review of the use of Geographical Information Systems in the Marketing and Planning of Logistics Services, Mike Forster, Christian Salvesen Logistics Research Paper no. 3, September 2000, Retrieved on 10th November, 2008) Smart Mobile Devices‟ Worldwide growth from Q4 2007 to Q1 2008 was 38.2% and 23.2 million units to 32 million units. In India Nokia holds the majority market share. Nokia provides 91% of in-built GPS smart mobile devices. LBS will succeed in India because it is gaining attention, promoted by leading handset vendors, present for both pedestrian and road use and availability of various models. Influence on LBS development can be primary influence including user expectations, applications, content, handset vendors, operator incentives, technology and cost; secondary influence including legislation quality and availability of content, commercial viability on operator incentives, demand on applications and handset compatibility; tertiary influence including technology on handset compatibility, user expectations on demand and cost on business model. LBS provides the services of Networking, Search/Browse, 45
  • 47. Entertainment/recreation, Enterprise, Navigation pedestrian/road, Safety and Advertisement / promotions. Considerations for India include end-user education and awareness, retailer training and after sales support and localised content and services delivery at the right price. (Ref: Prospects of India and Converging Devices, Rachel Lashford, Manager, APAC, The Canalys Navigator Forum 2008, Retrieved on 2oth October, 2008) Location-based services (LBS) are value added services that are built around the geographic position of the mobile phone or other location enabled devices. The LBS are mainly categorised as Enterprise Services which includes Field force resource tracking and Fleet management, Emergency and Public Safety Services including Alert Service, Child Locator and Asset Locator; Infotainment and Community Services which includes Directory Services, Friend and Family Locator, Proximity Services and Driving directions; Navigation and Charging LBS. The key drivers of LBS are end-users productivity, entertainment and user experience. The main challenge for location-based services is the availability of high quality map data, equally important are the cost and privacy concerns and very crucial for any successful launch of location services. Juniper research estimates that the total available market for mobile location services will grow from under $1billion at the end of 2007 to over $8.5billon by the end of 2010. The largest geographic market will be Asia-Pacific followed by North America and Europe respectively. Tracking applications currently make the most revenues for the business sector. The Indian GPS and Telematics market is now at $22 million, but there is potential for growth to $448 million in the next three to four years. GPS companies (both local and international) are competing to grab a piece of this Indian market, especially in logistics for tracking cargo and trucks across the country. According to Frost & Sullivan, vehicle tracking systems sales in India are expected to increase with growing awareness, exponential growth in new commercial vehicle 46
  • 48. sales and penetration into the market. The subscriber privacy issue can be protected via advanced privacy control mechanism and providing full control into consumers hands. The second most important is the end-user awareness and marketing of the LBS services. It will be a critical factor for any successful LBS launch. (Ref: Targeting the right market segment is crucial, Nitin Patel, Vice-President, Strategic Marketing, Telenity, Interview on Location Based Services, www.geospatialtoday.com, May 2007, Retrieved on 22nd October, 2008.) Basic tracking was used in 1980s with automated vehicle location for trucking and freight services. Advertising, Roadside assistance, Fleet management and People tracking have been the various applications of LBS. Most successful projects have been for B2B use. Emergency services, Downloading maps, Navigation assistance, Locating family and friends, Personalized services, Accuracy, Low cost and Ease of use are contents that appeal to customers. Perceived value on commitment is most important in LBS as its services are situation based. Social, emotional and conditional values influence commitment. (Ref: Linking Perceived Value and Loyalty in Location Based Mobile Services, Mina Pura, Center of Relationship Marketing and Service Management (CERS), Department of Marketing and Corporate Geography, HANKEN Swedish School of Economics and Business Administration, Helsinki, Finland.) Mobile music in the form of ringtones & CRBT is the next largest revenue generator after SMS, and a key driver for the VAS market. VAS challenges include Operator Challenge, Content Localization Challenge, Device Challenge, Revenue Challenge and User Challenge. In India, with the introduction of 3G, high end 2G users can be immediately migrated for delivering 47
  • 49. better service experience and freeing capacity. With 3G operators will increase their focus on mobile internet VAS for high end users. (Ref: Future of Mobile VAS in India, Prof. Tom Kosnik, Fenwick & West Consulting Professor STVP, Stanford University, Mohit S. Gundecha, Research Associate, Stanford University, Kunal Bajaj, Director – India BDA, December 2007, Retrieved on 20th October, 2008.) Wayfinder has 20 years of experience on location applications. Its major shareholders include investors from India. According to Wayfinder, India is an explosive market where accurate quality maps are a prerequisite. In India number of mobile GPS users will overtake PNDs worldwide. India was the biggest single market for GPS-enabled phones in 2007. Wayfinder is focusing in the Indian market and will provide Indian customers locally relevant services on top of the map. In the future product functionality, content and advertising will be areas of concern. (Ref: Mobile Location Based Services-from early adopters to mass market, Magnus Nilsson, CEO, Wayfinder, Retrieved on 20th October, 2008) GIS is a collection of computer hardware, software, and geographic data for capturing, managing, analyzing, and displaying all forms of geographically referenced information. GIS allows for visual and statistical analysis of associations between disease patterns and socio- economic, environmental, and other factors. With a geographic information system (GIS), you can link information (attributes) to location data, such as people to addresses, buildings to parcels, or streets within a network. GIS can integrate and relate any data with a spatial component, regardless of the source of the data. A GIS is a system that stores, analyzes and displays location based information. Globally GIS is being utilized in almost all industries. 48
  • 50. Emergency planners utilize it to determine flood prone areas, first responders utilize it to find the best route to an emergency, businesses utilize it to find suitable locations for their stores, insurance companies utilize it for risk management and reinsurance purposes, banks utilize GIS to find suitable locations for ATM machines and the police use it to analyze and determine crime hotspots. The future of GIS looks brighter now than ever before and with the continuous improvements in technology. (Ref: November 2007, Geographic Information System (GIS), What is GIS? contributed by the Spatial Data Management Division, secretariat of the Land Information Council of Jamaica (LICJ), Ministry of Agriculture. Contact Ms. Cecille Blake, National GIS Coordinator, Retrieved on 12th November, 2008.) M-Commerce when seen in broader terms is beyond just voice-calls and to understand its emerging and constantly evolving landscape requires a global approach. A lead country cannot be taken and other countries cannot be compared to it. The reason lies in the fact that different countries have taken lead in different aspects of mobile communication. Four M-Commerce dimensions are communication, locatability, information provision and payment. Challenges of M-Commerce service formats and content are personalization, permission and specification. First stages of m-commerce such as SMS & MMS are very popular and used all over. New appealing and value adding services like Mobile Ticketing can be provided through SMS if users use specified secure payment methods. M-Commerce will have to keep core communication capability in the center and then add on to it like content rich information and Location-Based Services. Technology to determine location is expensive or unreliable and privacy concerns can be a watchful electronic eye. Users should be allowed to clearly state and specify their privacy preference before LBS is started. Close integration would be required among disparate types of 49
  • 51. organizations such as mobile operators, media and content providers, third-party applications and services firms, banks and finance firms, various enterprise extranets and vibrant startup firms constantly inventing new mobile offerings. Some of the CLIP dimensions – particularly Locatability (L) and Payment (P) – would continue to pose challenges in terms of economics, technology, quality, ubiquity, user friendliness, trust, reliability, security and privacy. (Ref: It‟s an M-World After All:Lessons from Global Partners of Mobile Commerce, Nikhilesh Dhiolakia, University of Rhode Island, USA, Morten Rask, Aarhus School of Business, Denmark, Ruby Roy Dholakia, University of Rhode Island, USA, Global Experiences an Perspectives, Idea Group Publishing, 2006, P 259) India‟s telecom market has grown rapidly in the last few years and is poised to be the second largest network globally by 2008. Mobile telephony continues to be the key growth driver through progressive regulation, competition and growing affordability. Reform thrust on independent regulation, competition and investment facilitation. Independent regulation has been a critical factor in growth. Recent developments are indicative of the paradigm shift in wireless growth which offers different business opportunities in India. Mobile Value Added Services (VAS) is set to register explosive growth. VAS expected to contribute 20% of revenue by 2008 and 30% by 2010. Demand more among young population and aggressive pricing and declining prices of handset will affect supply. India becomes a compelling destination for Telecom service providers and equipment majors. (Ref: Telecom 2006, www.imacs.com, www.ibef.org, Retrieved on 29 th October, 2008) The personal navigation devices (PNDs), i.e. transferable devices with integrated GPS receivers and digital maps primarily designed for car navigation, were introduced in 2003. In the 50
  • 52. longer term, the PND segment will likely be affected by the increased competition from handset based navigation services, as well as emerging low cost factory installed in dash navigation systems. New models will gradually introduce automatic speech recognition technology, 3D map features and photo realistic textures. Digital cameras and TV receivers are added features. (Ref: Connected Navigation Devices, LBS Research Series, www.berginsight.com, Retrieved on 20th October, 2008). Pre-2003 most in-vehicle navigation devices were built-in and an expensive option for top range cars. Making devices more affordable and location are key factors for the market leaders‟ success. Ability to differentiate products, PND commoditisation and price erosion, the impact LBS on mobile phones has on market and monetising dynamic content and services are some of the key issues affecting the global market. Phone navigation needs GPS inside many mass market handsets, a simple user interface, easy to understand, predictable and affordable pricing and vendors to work with automotive manufacturers. Mobile advertising is slowly developing. However, it should not intrude, disrupt or compromise use experience and customer retention should be the driving focus. (Ref: The world wakes up to navigation, Chris Jones, VP and Principal Analyst, Canalys, www.canalys.com, The Canalys Forum 2008, Retrieved on 20 th October, 2008) With two parameters opportunity and performance, India is a potential market lying quite high in the opportunity axis. With more navigation devices and less taxes Indian market is expected grow to 1.5 million units in 2010. Factors influencing customer acceptance include Compelling content, Ease of use, Bundled map upgrades, Flyers and advertisements, Displays and in-store demos, Price, Style and Featured pack. Opportunities lie in the areas of GPS based 51
  • 53. taxis, BPO operations, Logistics operations and Transport Information System can be a huge differentiator. To overcome challenges Broad portfolios and PMPs, Off- board opportunity, Multi-tier regional channels and education, Numerous offices to cover vast country, Multiple languages, Map updates and Price points are factors that need proper consideration. (Ref: Emerging Opportunities in India, Daryl Chiam, Analyst, The Canalys Forum 2008, Retrieved on 20th October, 2008) Mobile data applications have been changing lives of some people in the rural areas. With the advent of m-commerce, mobile telephone is a preferred means of tracking trucks. It has also led to a wide variety of applications to be developed and entry into the market. VAS has become an inevitable growth path for operators. Service providers have not been able to leverage this exponential growth because of the differential pricing model within this premium content. (Ref: India-the Awakening of M-Commerce, Banerjee and Lenon, Global Experiences and Perspectives, Idea Group Publishing,2006, P 134.) 52
  • 54. 6. RESEARCH METHODOLOGY UNIVERSE OF STUDY The universe of study in this research is the Business-to-Customer (B2C) sector of navigational devices and satellite navigation systems. We have concentrated and focused on three new segments and one existing market for this research. The existing market is the Satnav and Nokia users and the new segments are the Youth, Working Professionals and the Vacationing Families. We have selected a sample size of 100 for the three new segments and a sample size of 50 for the existing market. AREA OF STUDY This is a marketing research project conducted on the basis of market research and analysis. PARAMETERS OF STUDY 1. Travelling trends 2. Awareness of navigation devices 3. Choice of customers 4. Challenges in using navigation devices 5. Services preferred 6. Common service providers 7. Awareness of LBS 8. Awareness and use of VAS 9. Willingness to pay 53
  • 55. 7. HYPOTHESIS TESTING YOUTH: HYPOTHESIS 1 H0: There is no relationship between Age and Familiarity of personal GPS satellite navigation systems H1: There is relationship between Age and Familiarity of personal GPS satellite navigation systems N = 100 α = 0.05 Familiarity of personal GPS satellite navigation systems I already own I had not heard of I have heard of Familiarity of a satellite satellite navigation satellite navigation, personal GPS Total navigation before today but I am not very satellite navigation system familiar with it systems AGE 1 %Count 1 3 15 12 31 2 %Count 3 2 21 10 36 3 %Count 5 2 8 18 33 Total %Count 9 7 44 40 100 Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 10.867 6 .093 Since the p-value > 0.05 the null hypothesis is rejected. We can say that there is relationship between the age of the youth and their familiarity of personal GPS satellite navigation systems. 54
  • 56. YOUTH: HYPOTHESIS 2 H0: There is no relationship between gender and familiarity of personal GPS navigation systems H1: There is a relationship between gender and familiarity of personal GPS navigation systems N = 100 α = 0.05 Familiarity of personal GPS satellite navigation systems I already own a I understand I had not heard I have heard of Total satellite what satellite of satellite satellite navigation navigation can navigation navigation, but I system do, but do not before today am not very own a system familiar with it GENDER F %Count 5 9 4 20 38 M %Count 4 31 3 24 62 Total %Count 9 40 7 44 100 Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 7.383 3 .061 Since the p-value > 0.05 the null hypothesis is rejected. Therefore there is relationship between gender and familiarity of personal GPS satellite navigation systems. 55
  • 57. WORKING PROFESSIONALS: HYPOTHESIS 1 H0: There is no relationship between Age and Familiarity of personal GPS satellite navigation systems H1: There is relationship between Age and Familiarity of personal GPS satellite navigation systems N = 100 α = 0.05 Familiarity of personal GPS satellite navigation systems I already own I had not heard of I have heard of Familiarity of a satellite satellite navigation satellite navigation, personal GPS Total navigation before today but I am not very satellite navigation system familiar with it systems AGE 1 %Count 8 6 47 25 86 2 %Count 1 1 6 5 13 3 %Count 0 0 1 0 1 Total %Count 9 7 54 30 100 Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 1.384 6 .04 Since the p-value < 0.05 we do not reject the null hypothesis. Thus in the category of working professionals there is no relationship between age and familiarity of personal GPS satellite navigation systems. 56
  • 58. WORKING PROFESSIONALS: HYPOTHESIS 2 H0: There is no relationship between gender and familiarity of personal GPS navigation systems H1: There is a relationship between gender and familiarity of personal GPS navigation systems N = 100 α = 0.05 Familiarity of personal GPS satellite navigation systems I already own a I understand I had not heard I have heard of Total satellite what satellite of satellite satellite navigation navigation can navigation navigation, but I system do, but do not before today am not very own a system familiar with it GENDER F %Count 2 4 23 13 42 M %Count 7 3 31 17 58 Total %Count 9 7 54 30 100 Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 2.134 3 .545 Since the p-value > 0.05 we reject the null hypothesis. There is a relationship between gender and familiarity in this sector. 57
  • 59. VACATIONING FAMILIES: HYPOTHESIS 1 H0: There is no relationship between Age and Familiarity of personal GPS satellite navigation systems H1: There is relationship between Age and Familiarity of personal GPS satellite navigation systems N = 100 α = 0.05 Familiarity of personal GPS satellite navigation systems I already own I had not heard of I have heard of Familiarity of a satellite satellite navigation satellite navigation, personal GPS Total navigation before today but I am not very satellite navigation system familiar with it systems AGE 1 %Count 1 0 3 2 6 2 %Count 4 2 18 5 29 3 %Count 6 0 17 6 29 4 %Count 2 1 9 9 21 5 %Count 1 3 4 7 15 Total %Count 14 6 51 29 100 Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 17.087 12 .0146 Since p-value < 0.05 we do not reject the null hypothesis. There is no relationship between age and familiarity of personal GPS satellite navigation systems. 58
  • 60. VACATIONING FAMILIES: HYPOTHESIS 2 H0: There is no relationship between gender and familiarity of personal GPS navigation systems H1: There is a relationship between gender and familiarity of personal GPS navigation systems N = 100 α = 0.05 Familiarity of personal GPS satellite navigation systems I already own a I understand I had not heard I have heard of Total satellite what satellite of satellite satellite navigation navigation can navigation navigation, but I system do, but do not before today am not very own a system familiar with it GENDER F %Count 7 0 20 14 41 M %Count 7 6 31 15 59 Total %Count 14 6 51 29 100 Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 5.340 3 .0149 Since p-value < 0.05 we do not reject the null hypothesis. There is no relationship between gender and familiarity of personal GPS satellite navigation systems. 59
  • 61. SATNAV AND NOKIA: HYPOTHESIS H0: There is no relationship between the currently used devices and the reason to purchase such a device H1: There is a relationship between the currently used devices and the reason to purchase such a device N = 50 α = 0.05 "What made you purchase such a device? Popularity of Exceptional Specific User friendly Cost Total SatNav or Nokia Features offers applications Which of SatNav PND for cars %Count 5 5 2 1 1 14 the SatNav PDA with %Count 1 3 6 3 0 13 followin navigation g are you SatNav Mobile Phone %Count 0 4 1 1 2 8 using with navigation currently Nokia navigator %Count 3 4 4 3 1 15 ? Total %Count 9 16 13 8 4 50 Chi-Square Tests Value df Asymp. Sig. (2- sided) Pearson Chi-Square 14.622 12 .263 Since the p-value > 0.05 we reject the null hypothesis. In this existing market of Satnav and Nokia there is a relationship between the devices used and the reason behind purchasing it. 60
  • 62. 8. ANALYSIS OF DATA 1. No. of Mobile Phones owned 80 70 60 50 40 30 20 10 0 NONE ONE TWO THREE OR MORE YOUTH WORKING PROFESSIONALS VACATIONING FAMILIES Figure 24: NO OF MOBILE PHONES OWNED The concentration at the center shows that most of the respondents own at least one mobile phone whereas a major chunk also owns a second device. Although the vacationing families are single mobile phone users they definitely are the maximum users of a second phone. The reason behind this can be the more number of users in a single family. The increasing popularity of mobile phones in India can be justified by the fact that more than 95% of the youth own either one or two mobile phones. Also there in hardly anyone who do not own such a device. Every single person now owns a mobile phone as it has become a daily need for developing India. 61
  • 63. 2. Make of Mobile Phone PHONE 1 PHONE 2 Others Others RIM RIM Blackberry Blackberry hTC hTC LG LG Samsung Samsung Sony Ericsson Sony Ericsson Motorola Motorola Nokia Nokia 0 20 40 60 0 5 10 15 VACATIONING FAMILIES VACATIONING FAMILIES WORKING PROFESSIONALS WORKING PROFESSIONALS YOUTH YOUTH Figure 25: MAKE OF MOBILE PHONE This comparison shows the maker of mobile phone for all the three segments. Nokia has and is always the most preferred mobile phone in India. The high number of responses stating the ownership of Nokia phones proves their market leadership. This is due to the increasing number of models and the early inception into the Indian market. Although Motorola was among the early inceptors the initial lack of innovation has kept them lagging behind Nokia. But the increasing number of models and recent advanced technology has made Motorola favorable. The late inceptions of the other brands have made them only a second choice. The latest technology 62
  • 64. in mobiles like Blackberry and hTC has made them very common as they can be used as PDAs and navigation devices and the youth has diverted from Nokia when a second phone demands. 3. Service Providers PHONE 1 PHONE 2 Other Other Spice Spice Idea Idea Indicom Indicom BSNL BSNL Vodafone Vodafone Reliance Reliance Airtel Airtel 0 10 20 30 40 50 0 5 10 15 VACATIONING FAMILIES VACATIONING FAMILIES WORKING PROFESSIONALS WORKING PROFESSIONALS YOUTH YOUTH Figure 26: SERVICE PROVIDERS The huge number of service providers in India shows the increasing popularity of mobile phones and their services. Airtel is the most liked and used by all the three segments. Vodafone and Reliance are also in lot of demand. The reason behind them can be easy availability, good network, low cost and high number of Value Added Services. The huge promotion and cut-throat competition between these service providers have evenly distributed the market. Although BSNL and Reliance is a liking of the families of India they need to improve on the services provided to 63
  • 65. compete with the top parties. Their late inception has kept them behind but they have enough potential to match the others. 4. Tariff PHONE 1 PHONE 2 80 35 70 30 60 25 50 20 40 15 30 10 20 10 5 0 0 PREPAID POSTPAID PREPAID POSTPAID YOUTH YOUTH WORKING PROFESSIONALS WORKING PROFESSIONALS VACATIONING FAMILIES VACATIONING FAMILIES Figure 27: TARIFF The Youth segment uses more of prepaid tariff whereas the Working professionals and the Vacationing families prefer the postpaid tariff. The major reason behind this can be monetary constraints. Since the youth have limited funds they prefer the prepaid services more than postpaid services. Overall we can say the distribution is quite even and there is not much variation between prepaid and postpaid tariff. 64
  • 66. 5. Travel Modes 80 70 60 50 40 30 20 10 0 Flight Car Motorbike Bus Train/Tram Auto Bicycle Walk YOUTH WORKING PROFESSIONALS VACATIONING FAMILIES Figure 28: TRAVEL MODES This graph shows the daily travel modes of the three segments of study in the B2C sector. This distribution shows a central tendency where the most common travel modes prove to be Bus, Motorbike and Train/Tram. This is due to the abundance of public vehicles. Car is becoming a modern means of travelling with the increasing number of working professionals. The vacationing families prefer using the flights for a major part of their vacationing due to time constraints and tight schedule. There is still a portion of urban India who prefer walking and cycling. Autos are common only in few cities where there is lesser availability of trains or buses. But the increasing number of private vehicle owners gives an opportunity for navigational maps through in-dash GPS and navigational devices. 65
  • 67. 6. Frequency of Traffic in daily life 60 50 40 30 20 10 0 Every time I At least once a At least once a At least once a A few times each Never travel day week month year YOUTH WORKING PROFESSIONALS VACATIONING FAMILIES Figure 29: FREQUENCY OF TRAFFIC IN DAILY LIFE This distribution shows how often an individual gets stuck in traffic jams in the developing urban India. The tendency shows that the majority faces traffic issues at least once a day and many of them face such issues every time they travel. This shows that traffic is a grave issue today. This disruption of daily life due to traffic can be easily addressed by inception of navigational devices and traffic alerts through VAS through service providers. 66
  • 68. 7. Familiarity of personal GPS satellite navigation systems 60 50 40 30 20 10 0 I already own a satellite I understand what I have heard of satellite I had not heard of navigation system satellite navigation can navigation, but I am not satellite navigation before do, but do not own a very familiar with it today system YOUTH WORKING PROFESSIONAL VACATIONING FAMILIES Figure 30: FAMILIARITY OF PERSONAL GPS SATELLITE NAVIGATION SYSTEMS Satellite navigation is no more a topic of wow! Most people are familiar with the term and know what it is all about. It is just that they are not very familiar with the functions. This is because the concept is still in the early stages and not many people actually own a satellite navigation system. It is still more familiar among the technology savvy and there are many who understand it very well but so not own a system. Overall we can say that segment is quite aware and familiar with satellite navigation systems. 67
  • 69. 8. How does a navigation device help the Youth? YOUTH Provide information on latest events in the city Locate restaurants, pubs and other places of interest Provide traffic update in and outside the city Provide route information (shortest distance, traffic less routes etc.) Provide job related information (full time, part time) Provide locations of medical emergency services (hospitals, medical stores etc.) Provide contact information on security services (police station, fire brigade etc.) Locate my family, friends and myself (security) 0 10 20 30 40 50 60 70 Strongly Agree Agree Neutral Disagree Strongly Disagree Figure 31: USEFULNESS OF NAVIGATION TO THE YOUTH This distribution gives a brief about the benefits of a navigation device for the youth segment. As we know the youth is the most aware of such systems they are also aware of the probable usefulness of such devices. They strongly agree that traffic updates in and outside the city is one of biggest helps a navigational device can provide. The remaining benefits are mostly agreed upon by the youth segment. There is hardly any where they have disagreed upon. Thus these benefits impart the business opportunities that can be considered. 68
  • 70. 9. How does a navigation device help the Working Professionals? WORKING PROFESSIONALS Provide information on latest events in the city Locate restaurants, pubs, theatres, shopping malls and other places of interest Provide location of LPG providers Provide location of electronic appliance stores (refrigerator, washing machine, TV, computer/laptop, mobile phones etc) Provide location of furniture stores based on requirement Provide information on house rental agencies Provide location of banks, insurance companies and one-stop bill payment centers Provide location of automobile dealers along with their service centers Provide information on cost of fuel in various fuel stations Provide location of fuel stations Provide traffic update in and outside the city Provide route information (shortest distance, traffic less routes etc.) Provide locations of medical emergency services (hospitals, medical stores etc.) Provide contact information on security services (police station, fire brigade etc.) Locate my family, friends and myself (security) 0 10 20 30 40 50 Strongly Agree Agree Neutral Disagree Strongly Disagree Figure 32: USEFULNESS OF NAVIGATION DEVICES TO THE WORKING PROFESSIONALS This distribution is very evenly spread without any central tendency or deviation towards a particular type of agreement. We can easily see that most of the options are equally “strongly agreed”, “agreed” and “strongly disagreed” upon. Thus we cannot say which of the benefits are really potent to work on. A business opportunity cannot be identified in such a distribution. We 69
  • 71. can just say that better awareness and more familiarity of the navigational devices will lead to more agreement with the benefits associated with these devices. 10. How does a navigation device help the Vacationing Families? VACATIONING FAMILIES Provide information on home delivery services at home (food, grocery, laundry etc.) Provide information on house-keeping services at home (both full time/part time) Provide information on child/parent care or security services at home before/during vacations Provide information on agencies taking care of outdoor activities (scuba diving, para-gliding, boating, mountaineering etc.) Provide topographical information (hills, rivers, lakes etc.) Provide location/information on tourist spots (historical place, theme parks, museums etc.) Provide location/information of tourism companies Provide location of hotels, restaurants, spas etc. in holiday destination Route information in holiday destination in foreign cities or countries Provide information on car rental agencies at holiday destination Provide services related to ticket booking in flights, trains, buses Provide information on seat availability and ticket price in flights, trains, buses Provide location of ATMs/banks at holiday destinations Provide information on cost of fuel in various fuel stations Provide location of fuel stations Provide traffic update in and outside the city Provide route information (shortest distance, traffic less routes etc.) Provide locations of medical emergency services (hospitals, medical stores etc.) Provide contact information on security services (police station, fire brigade etc.) 0 20 40 60 80 Strongly Agree Agree Neutral Disagree Strongly Disagree Figure 33: USEFULNESS OF NAVIGATION DEVICES TO THE VACATIONING FAMILIES 70
  • 72. This distribution is different from the rest as most of the respondents in this segment are aware of the benefits of the navigational devices and agree with us. There are some who strongly agree while there are some who are just neutral about it. The probable reason behind this can be more members in family where someone or the other is knowledgeable of such systems. There lies a huge potential market in this segment and should be carefully analyzed and taken care of. 11. Familiarity of Smart Mobiles-Youth (Inner Ring), Working Professionals (Middle Ring), Vacationing Families (Outer Ring) SMART MOBILE 1% 13% 1% 17% No idea 6% 14% 6% 24% 34% I have heard but do not know what it is 20% 16% I know about it but do not have I know about it and would like to own it 27%40% 18% I know about it and would not like to own it 30% Already have 11% 1% 21% Figure 34: FAMILIARITY OF SMART MOBILES Smart mobiles have been in the market for quite some time and people have started owning such a device. There are many who are not aware of the term smart mobile because they are unable to distinguish between different types of mobile phones. The youth is more willing to buy a smart mobile because it is cheaper than a PND and is easily available in wide range of 71
  • 73. models. Still there are few people who think that they do not need a smart mobile and may prefer a PDA or a PND instead. Eventually we can see the market here within the youth segment. 12. Familiarity of PNDs - Youth (Inner Ring), Working Professionals (Middle Ring), Vacationing Families (Outer Ring) PND 3% 5% No idea 4% 2% 23% 3% 19% 16% 21% I have heard but do not know what it is 34% I know about it but do not have 1% 52% I know about it and would like to own it 26% 19% 22% I know about it and would not like to own it 15% 24% 11% Already have Figure 35: FAMILIARITY OF PNDs This doughnut chart shows the familiarity of PNDs among all the three segments. This shows that in all these segments a major portion has heard about PNDs but do not know exactly what it is. A huge chunk of the youth and vacationing families segment would like to own such a device and there a small portion that already owns a PND. Thus we can say that the vacationing families segment has opened the doors for PNDs as it has become a style statement when they are out vacationing. 72
  • 74. 13. Challenges of Smart Mobiles - Youth (Inner Ring), Working Professionals (Middle Ring), Vacationing Families (Outer Ring) SMART MOBILE 17% 26% 18% 1% 7% 19% Slow 8% Low points of interest 6% Low battery life 13% 10% Map not up to date 3% 68% 25% Cost 29% Do not own one 15% 22% 3% 10% Figure 36: CHALLENGES OF SMART MOBILES The majorities of the respondents do not own a smart mobile and hence are unaware of the challenges of a smart mobile. While the remaining have addressed map updates to be major challenge. A low point of interest is also a major factor which needs to be taken care of. Cost has not been such a significant issue so far. Probably these factors have led to fewer owners of smart mobiles. 73
  • 75. 14. Challenges of PNDs - Youth (Inner Ring), Working Professionals (Middle Ring), Vacationing Families (Outer Ring) PND 16% 14% 16% 30% 2%5% 6% Slow 4% Low points of interest 21% 15%15% Low battery life Map not up to date 26% 68% Cost 5% 11% Do not own one 23% 14% 9% Figure 37: CHALLENGES OF PNDs Same as smart mobiles there are few owners of PNDs. Speed is an issue here. Low points of interest and old maps do not help the owners much. These issues have led to lesser acceptability of PNDs on India. Smart mobiles are more common. PNDs need to more innovate and get rid of the above issues to serve the customers better. 74
  • 76. 15. Willingness to Pay for Smart Mobiles - Youth (Inner Ring), Working Professionals (Middle Ring), Vacationing Families (Outer Ring) SMART MOBILE 10% 0% 10% 23% 0% 5%2% 5,000-10,000 40% 10,000-15,000 1% 0% 35% 15,000-20,000 58% 20,000-25,000 More than 25,000 50% 66% Figure 38: WILLINGNESS TO PAY FOR SMART MOBILES Majority of respondents are willing to pay from Rs. 5,000 - 15,000. The youth is mostly ready to pay between Rs. 5,000 – 10,000 because of monetary constraints. But as the income level increases we see that people are willing to pay more for such a device. 75
  • 77. 16. Willingness to Pay for PNDs - Youth (Inner Ring), Working Professionals (Middle Ring), Vacationing Families (Outer Ring) PND 9% 2% 0% 14% 0% 26% 10% 2% 2% 0% 5,000-10,000 36% 10,000-15,000 15,000-20,000 33% 55% 20,000-25,000 More than 25,000 48% 63% Figure 39: WILLINGNESS TO PAY FOR PNDs Majority of respondents are willing to pay from Rs. 5,000 - 15,000. The youth is mostly ready to pay between Rs. 5,000 – 10,000 because of monetary constraints. But as the income level increases we see that people are willing to pay more for such a device. 76
  • 78. 17. Currently used navigation devices of Satnav and Nokia 30% 28% 16% 26% SatNav PND for cars SatNav PDA with navigation SatNav Mobile Phone with navigation Nokia navigator Figure 40: CURRENTLY USED DEVICES OF SATNAV AND NOKIA This pie-chart shows an even distribution of users of these navigation devices. The majority of them use a Nokia navigator. Satnav PND for cars is also quite famous and readily used by our respondents. Overall we can say that a market exists for navigational devices and geographic map data in India although it is still in the growth stage. 77
  • 79. 18. What was the reason/(s) for choosing such a device? Challenges faced while on travel e.g. traffic To be an early user to new technology Any specific event New gadget to try out The status of owning such a device 0 5 10 15 20 25 30 NO. OF RESPONDENTS Figure 41: REASON FOR CHOOSING A DEVICE From this distribution we can see that Satnav and Nokia Navigational devices are generally used by the tech savvy that crave to try out new gadgets and want to become early users of such devices. These devices have become a status symbol in today‟s world. There are quite who have been using such devices to overcome the challenges faced by them while on travel. 78
  • 80. 19. Where did you get the information about such a device? Search in Retails outlets Advertisements in stores Friends TV advertisements Newspapers IT magazines Internet search 0 2 4 6 8 10 12 14 NO. OF RESPONDENTS Figure 42: INFORMATION ABOUT A DEVICE Since we know that the early users of such devices have been the tech savvy, it is quite evident that such information is readily available in IT magazines. Although such information is available due to the intense advertisements people have got information from different sources. 79
  • 81. 20. What made you purchase such a device? 18 16 14 12 10 8 6 4 2 0 Popularity of SatNav Exceptional Features Specific offers User friendly Cost or Nokia applications NO. OF RESPONDENTS Figure 43: REASON TO PURCHASE A DEVICE Exceptional features, special offers, popularity of Satnav and Nokia and user friendly applications are some of the key reasons for a person to buy such devices. The exceptional features of such devices have been the most important reason for a person to buy a Nokia or Satnav device. 80
  • 82. 21. What are the advantages of the current device/service you use? PND for cars PDA with navigation Compatible More points of 6% with windows interest 24% 20% mobile Affordable price navigation 30% software Navigation is Windshield simple suction cup 80% holder 40% Track cars through GPS Mobile Phone with navigation (ASUS, iMate) Nokia Navigator Integrated GPS, A- High performance GPS, OMA, SUPL GPS navigation and 3GPP assistance One India integrated 24% 20% 22% Compass for map 34% pedestrian usage Huge no. of cities with turn-by-turn 28% 28% direction 44% Value added Detailed services provided National/State by network service highway network providers e.g. (several POIs) Airtel, Reliance, Vodaphone Figure 44: ADVANTAGES OF CURRENT DEVICES USED Most of the features of these devices are evenly used by the current users and have become advantageous to them. There is immense potential for the GPS market and the VAS provided by the network service providers. Compatibility issues are taken care of well. 81
  • 83. 22. What current challenges are you facing in using such a device? Network problem Updating of maps Low points of interest Cost Downloading maps All devices do not come with full featured maps Licensing of maps 0 2 4 6 8 10 12 14 16 18 NO. OF RESPONDENTS Figure 45: CURRENT CHALLENGES There are many challenges faced by the current users. Cost is major issue. They are not getting enough services for the price they are paying. Updating of maps and less featured maps have become an issue. Because of slow network speed the downloading of maps is horrendous. Due to update and regulatory issues there are low points of interests and the entire city area is not covered. Licensing is poor because of many regulatory problems. Overall these are the common challenges that are faced all over and if taken care of can lead to excellent service. 82
  • 84. 9. RECOMMENDATIONS Taking into consideration the above research outcomes the following recommendations are given for a successful business by Magnasoft:  Tie-ups with handset manufacturer, Nokia and service providers, Airtel and Vodafone for a greater reach into the customer base as these are the market leaders.  More focus on stable segments of working professionals and vacationing families with customized features and services.  As television, internet and tech magazines are more preferred by this sector, advertisements in them will create greater awareness.  More traffic management and route planning services should be provided.  More focus on PNDs should be provided.  The products and services should have higher and detailed area coverage with maximum points of interest.  Products should have exceptional features as the existing market purchases such devices for such features. 83
  • 85. 10. CONCLUSION The Indian GIS market is growing but is presently still in its inception stage. The B2C sector with its diversity of needs and challenges is a potential market. The Indian customers want high points of interest, regular updates and exceptional features. Diversity though exists, cost is not a constraint. The research shows that mobile phones are an indispensible asset to every Indian. The perception towards GIS is positive and is considered valuable. Success of GIS and related services depend on what benefits it provides and how dependable a device is. Proper marketing channels, product innovation, value propositions and an „Indianized‟ presentation catering to specific key advantages will go a long way to boost success. 84
  • 86. 11. REFERENCE 1. Connected Navigation Devices, LBS Research Series, www.berginsight.com, Retrieved on 20th October, 2008. 2. Emerging Opportunities in India, Daryl Chiam, Analyst, The Canalys Forum 2008, Retrieved on 20th October, 2008. 3. Future of Mobile VAS in India, Prof. Tom Kosnik, Fenwick & West Consulting Professor STVP, Stanford University, Mohit S. Gundecha, Research Associate, Stanford University, Kunal Bajaj, Director – India BDA, December 2007, Retrieved on 20th October, 2008. 4. http://ibef.org/artdispview.aspx?in=72&art_id=19981&cat_id=470&page=1, Telecommunications, August 2008, Retrieved on 29th October, 2008. 5. India-the Awakening of M-Commerce, Banerjee and Lenon, Global Experiences and Perspectives, Idea Group Publishing,2006, P 134. 6. It‟s an M-World After All:Lessons from Global Partners of Mobile Commerce, Nikhilesh Dhiolakia, University of Rhode Island, USA, Morten Rask, Aarhus School of Business, Denmark, Ruby Roy Dholakia, University of Rhode Island, USA, Global Experiences an Perspectives, Idea Group Publishing, 2006, P 259. 7. Linking Perceived Value and Loyalty in Location Based Mobile Services, Mina Pura, Center of Relationship Marketing and Service Management (CERS), Department of Marketing and Corporate Geography, HANKEN Swedish School of Economics and Business Administration, Helsinki, Finland. 8. Mobile Location Based Services-from early adopters to mass market, Magnus Nilsson, CEO, Wayfinder, Retrieved on 20th October, 2008. 9. Navigation trends from the Mobile World Congress 08, Johan Fagerberg, Berg Insight, Retrieved on 2nd November, 2008 10. November 2007, Geographic Information System (GIS), What is GIS? contributed by the Spatial Data Management Division, secretariat of the Land Information Council of Jamaica (LICJ), Ministry of Agriculture. Contact Ms. Cecille Blake, National GIS Coordinator, Retrieved on 12th November, 2008. 85
  • 87. 11. Prospects of India and Converging Devices, Rachel Lashford, Manager, APAC, The Canalys Navigator Forum 2008, Retrieved on 2oth October, 2008. 12. Review of the use of Geographical Information Systems in the Marketing and Planning of Logistics Services, Mike Forster, Christian Salvesen Logistics Research Paper no. 3, September 2000, Retrieved on 10th November, 2008. 13. Targeting the right market segment is crucial, Nitin Patel, Vice-President, Strategic Marketing, Telenity, Interview on Location Based Services, www.geospatialtoday.com, May 2007, Retrieved on 22nd October, 2008. 14. Telecom 2006, www.imacs.com, www.ibef.org, Retrieved on 29 th October, 2008 15. Telecom Regulatory Authority Of India (TRAI) Stakeholders Responses On Consultation Paper 12/2007, “Growth Of Value Added Services And Regulatory Issues”, Dated 28th May, 2008. 16. The world wakes up to navigation, Chris Jones, VP and Principal Analyst, Canalys, www.canalys.com, The Canalys Forum 2008, Retrieved on 20 th October, 2008 17. Young people and media use in Asia Pacific, Stephen Whiteside, WARC Online, WARC Reports, August 2008, Retrieved on 21st October, 2008 18. www.magnasoft.com 86
  • 88. 12. APPENDIX 87
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