The world market has changed almost beyond recognition over the last twenty years.
The recent trends in the world telecom market are: increase in private ownership,
competition, data based mobile and global communication, trade and finance oriented
operators, and rapid increase in subscribers from the developing nations. Several of these
trends (such as increase in privatization, competition, mobile communication, digital
divide) also exist in the Indian submarket. The submarkets of the world telecom market
are mainly classified according to geographical location, and according to the technology
used. India comes under the Asia Pacific geographical submarket. India had a traditional
telecom market, which was dominated by public sector monopoly till 1990. Later, it was
privatized by bits and pieces and now allows private sector participation in almost all the
sectors of telecom in the nation. It has a rapidly increasing subscriber base. It allows investor
friendly environment and has set up regulatory bodies to ensure justice to all players. In brief,
the present Indian telecom sector is marked by choice, competition, subscriber growth,
improvement in quality and service, and a shift from monopoly to oligopoly to true
competition.
Deloitte has brought out its 2021 forecast in the telecommunications, media and technology sector. The report gives a detailed view of the new future with increasing dependence on smart technology like artificial intelligence (AI). For instance, virtual reality is transforming the way businesses and educational sectors function because of the pandemic. The report also highlights the growth in the telecommunications sector, virtual radio networks, telehealth or virtual health check-ups and a boom in online gaming all over the world. Overall, Deloitte is predicting a faster and ongoing boost of technological innovations as well as an increasing dependence on the same. See More: https://www2.deloitte.com/in/en/pages/technology-media-and-telecommunications/articles/tmt-predictions-2021.html
Industry Outlook on India's telecom and broadcast industries, 2018Vidya S Nath
This Frost & Sullivan whitepaper produced for Convergence India provides an overview of trends that are driving the country's telecom and media industries. For those who want a quick guide how the telecom industry is shaping up with consolidation, key market shares, technology evolution, OTT revolution, this can be useful.
Deloitte has brought out its 2021 forecast in the telecommunications, media and technology sector. The report gives a detailed view of the new future with increasing dependence on smart technology like artificial intelligence (AI). For instance, virtual reality is transforming the way businesses and educational sectors function because of the pandemic. The report also highlights the growth in the telecommunications sector, virtual radio networks, telehealth or virtual health check-ups and a boom in online gaming all over the world. Overall, Deloitte is predicting a faster and ongoing boost of technological innovations as well as an increasing dependence on the same. See More: https://www2.deloitte.com/in/en/pages/technology-media-and-telecommunications/articles/tmt-predictions-2021.html
Industry Outlook on India's telecom and broadcast industries, 2018Vidya S Nath
This Frost & Sullivan whitepaper produced for Convergence India provides an overview of trends that are driving the country's telecom and media industries. For those who want a quick guide how the telecom industry is shaping up with consolidation, key market shares, technology evolution, OTT revolution, this can be useful.
IT Infrastructure on the Verge of Technological SingularityMiraworks.io
Miraworks, the world's first multi-vender platform for IT infrastructure design, presents its vision of the industry up until 2030. The White Paper, entitled "IT Infrastructure on the Verge of Technological Singularity", covers the development trends of the global IT infrastructure, including a transition to open multivendor solutions in IT infrastructure design, looming professional IT standards, and integrated tools for designing traditional and cloud IT infrastructures.
Malaysia's Digital Economy: A New Driver of DevelopmentZiaullah Mirza
For Malaysia to continue progressing in its development path, the digital economy is poised to be the new driver of development. However, businesses in Malaysia have adopted digital technologies less readily than the government and population.
Rapid growth in basic digital adoption has contributed to a new digital divide where Malaysia lags behind international peers in digital adoption by businesses.
Only 62% of businesses are connected to the Internet, 46% has fixed broadband (often of low quality) and 18% have a web presence of some kind.
Large export-oriented firms dominate the digital economy as they adopt e-commerce at higher rates than SMEs.
Most of the digital economy’s measurable growth has been concentrated in the manufacturing sector of urbanized states.
For the country to ensure that growth in the digital economy is broad-based and sustainable, key barriers related to digital connectivity, entrepreneurship and taxation need to be addressed.
Today, a growing number of vehicles are equipped with communication devices to facilitate vehicle to vehicle and vehicle to infrastructure communication and increase the safety of passengers. A new type of network called Vehicular Network VANET provides us with the infrastructure for developing new systems to enhance drivers' and passengers' safety and comfort. Vehicular networks are special types of mobile ad hoc networks that are used to help drivers access necessary information. This paper provides an introduction to vehicular networks. Matthew N. O. Sadiku | Uwakwe C. Chukwu | Abayomi Ajayi-Majebi | Sarhan M. Musa "Vehicular Networking" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd46451.pdf Paper URL : https://www.ijtsrd.com/engineering/electrical-engineering/46451/vehicular-networking/matthew-n-o-sadiku
The report reflects on the role of broadband connectivity and the multiplier effect it has on the larger ecosystem. India is ripe for a Digital rethink, with both government and industry aligning their efforts toward a broadband powered Digital India. Broadband has the power to enable the gigabit society that is always connected. Broadband connectivity has changed the way people
communicate, socialise, create, sell, shop and work. India’s digital consumption patterns highlights the evolution. On an average Indians spend 200 minutes on mobile every day, with the second highest app downloads globally. Almost 79% of the web traffic in India is on mobile.
To realise the Digital India dream, there is a need to strengthen the broadband backbone, which forms a key pillar of this transformation. This report highlights the need for future ready and robust broadband infrastructure and the requisite efforts for expediting its reach.
Big Oppportunities, Clouded Possibilities for IT Services SectorPeopleWorks IN
With global IT spending projected to grow by 3.9 per cent, the IT services segment is all set to surpass its contribution to Industry revenue. Right Talent will be the ultimate source of comfort for firms like yours to support in your growth and business aspirations. PeopleWorks team pooled in resources to understand the challenges faced and the role of HR in IT Services Sector. The same has been documented and attached for your perusal.
Emerging Technologies: Changing how we live, work and play EY-Mint Emerging ...eraser Juan José Calderón
Emerging Technologies: Changing how we live, work and play
EY-Mint Emerging Technologies Report 2019.
Una gran cantidad de tecnologías emergentes está dando forma a nuestras vidas, posiblemente a un ritmo de cambio nunca antes visto en la historia. Habilitado por el poder de cómputo barato y el acceso a grandes conjuntos de datos, las máquinas ya están haciendo un mejor trabajo que los humanos en varias áreas. Esta "inteligencia" se está alejando de las granjas de servidores centrales hacia dispositivos y cosas que pronto se convertirán en parte de nuestra vida cotidiana. Estos dispositivos potencialmente negociarán su propio camino en nuestro mundo a través de "contratos inteligentes" y sin una intervención humana significativa. La información perceptiva superpuesta sobre estos objetos del mundo real nos ayudará a salir de los dispositivos móviles que han captado nuestra atención en este mundo posterior a Internet. Lo que parece único en este momento actual es la rápida adopción de muchas de estas tecnologías habilitadoras y su potencial para trabajar juntos para cambiar nuestras vidas.
2015 Global Trend Forecast (Technology, Media & Telecoms)CM Research
Global Trend Forecast Report: Technology, Media & Telecoms
by CM Research
This report is an extract from the fourth edition of our Global TMT Trend Forecast series, originally published on 16 July 2014. In it, we identify the major disruptive technologies that we will see in 2014/15 and predict how they will impact the world’s largest technology, media and telecom (TMT) companies.
IT Infrastructure on the Verge of Technological SingularityMiraworks.io
Miraworks, the world's first multi-vender platform for IT infrastructure design, presents its vision of the industry up until 2030. The White Paper, entitled "IT Infrastructure on the Verge of Technological Singularity", covers the development trends of the global IT infrastructure, including a transition to open multivendor solutions in IT infrastructure design, looming professional IT standards, and integrated tools for designing traditional and cloud IT infrastructures.
Malaysia's Digital Economy: A New Driver of DevelopmentZiaullah Mirza
For Malaysia to continue progressing in its development path, the digital economy is poised to be the new driver of development. However, businesses in Malaysia have adopted digital technologies less readily than the government and population.
Rapid growth in basic digital adoption has contributed to a new digital divide where Malaysia lags behind international peers in digital adoption by businesses.
Only 62% of businesses are connected to the Internet, 46% has fixed broadband (often of low quality) and 18% have a web presence of some kind.
Large export-oriented firms dominate the digital economy as they adopt e-commerce at higher rates than SMEs.
Most of the digital economy’s measurable growth has been concentrated in the manufacturing sector of urbanized states.
For the country to ensure that growth in the digital economy is broad-based and sustainable, key barriers related to digital connectivity, entrepreneurship and taxation need to be addressed.
Today, a growing number of vehicles are equipped with communication devices to facilitate vehicle to vehicle and vehicle to infrastructure communication and increase the safety of passengers. A new type of network called Vehicular Network VANET provides us with the infrastructure for developing new systems to enhance drivers' and passengers' safety and comfort. Vehicular networks are special types of mobile ad hoc networks that are used to help drivers access necessary information. This paper provides an introduction to vehicular networks. Matthew N. O. Sadiku | Uwakwe C. Chukwu | Abayomi Ajayi-Majebi | Sarhan M. Musa "Vehicular Networking" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd46451.pdf Paper URL : https://www.ijtsrd.com/engineering/electrical-engineering/46451/vehicular-networking/matthew-n-o-sadiku
The report reflects on the role of broadband connectivity and the multiplier effect it has on the larger ecosystem. India is ripe for a Digital rethink, with both government and industry aligning their efforts toward a broadband powered Digital India. Broadband has the power to enable the gigabit society that is always connected. Broadband connectivity has changed the way people
communicate, socialise, create, sell, shop and work. India’s digital consumption patterns highlights the evolution. On an average Indians spend 200 minutes on mobile every day, with the second highest app downloads globally. Almost 79% of the web traffic in India is on mobile.
To realise the Digital India dream, there is a need to strengthen the broadband backbone, which forms a key pillar of this transformation. This report highlights the need for future ready and robust broadband infrastructure and the requisite efforts for expediting its reach.
Big Oppportunities, Clouded Possibilities for IT Services SectorPeopleWorks IN
With global IT spending projected to grow by 3.9 per cent, the IT services segment is all set to surpass its contribution to Industry revenue. Right Talent will be the ultimate source of comfort for firms like yours to support in your growth and business aspirations. PeopleWorks team pooled in resources to understand the challenges faced and the role of HR in IT Services Sector. The same has been documented and attached for your perusal.
Emerging Technologies: Changing how we live, work and play EY-Mint Emerging ...eraser Juan José Calderón
Emerging Technologies: Changing how we live, work and play
EY-Mint Emerging Technologies Report 2019.
Una gran cantidad de tecnologías emergentes está dando forma a nuestras vidas, posiblemente a un ritmo de cambio nunca antes visto en la historia. Habilitado por el poder de cómputo barato y el acceso a grandes conjuntos de datos, las máquinas ya están haciendo un mejor trabajo que los humanos en varias áreas. Esta "inteligencia" se está alejando de las granjas de servidores centrales hacia dispositivos y cosas que pronto se convertirán en parte de nuestra vida cotidiana. Estos dispositivos potencialmente negociarán su propio camino en nuestro mundo a través de "contratos inteligentes" y sin una intervención humana significativa. La información perceptiva superpuesta sobre estos objetos del mundo real nos ayudará a salir de los dispositivos móviles que han captado nuestra atención en este mundo posterior a Internet. Lo que parece único en este momento actual es la rápida adopción de muchas de estas tecnologías habilitadoras y su potencial para trabajar juntos para cambiar nuestras vidas.
2015 Global Trend Forecast (Technology, Media & Telecoms)CM Research
Global Trend Forecast Report: Technology, Media & Telecoms
by CM Research
This report is an extract from the fourth edition of our Global TMT Trend Forecast series, originally published on 16 July 2014. In it, we identify the major disruptive technologies that we will see in 2014/15 and predict how they will impact the world’s largest technology, media and telecom (TMT) companies.
Indian Telecom Sector – Witnessing a RevolutionIOSR Journals
According to the Human Development Report, 2000, the contribution of services to the GDP was 45%. In the year 2010, service industry accounts to 55% of countries GDP while the industrial and agricultural sectors contribute 28% and 17% respectively. As a result of this structural economic transformation, it has become apparent that we focus more on services and at a micro level we need to develop expertise in managing these service companies. In the backdrop of changing global scenario, Indian telecom sector is witnessing a tremendous growth and increased up to date services at a cheaper rate have certainly brought in tremendous revolution in the society
An alarming signal in mobile telecommunication industry a study in malaysiaijmnct
The use of products and services of the mobile telecommunication industry becomes a part and parcel of
each human being around the globe irrespective of the age. It is hardly visible to see people without the use
of telecommunication technology in today’s world. The present research article examines the alarming
signal of market saturation of telecommunication companies in Malaysia as internal competitors is
increasing in number and age restriction of 18 years and above for legally registered owners of mobiles.
The saturation in the mobile telecommunication market is due to the relative low birth rate in Malaysia, the
eligible population to register a mobile phone is not proportional to telecommunication service providers.
In addition, there is also new Mobile Virtual Network Operators (MVNO) which magnifies the problem
further. Otherwise the local service providers have efficient and effective networking with other countries;
the sustainability of the telecommunication company's performance is at stake.
DEVELOPMENT OF MOBILE FINANCIAL SERVICES IN THAILANDIAEME Publication
Thailand is seeing a rapid technology transformation to mobile broadband networks and the increased adoption of smart mobile devices. The increasing use of mobile broadband-enabled smartphones has changed consumer experiences and behaviors in many aspects of daily life, as well as creating new business opportunities and services. With spectrum licensing in mobile service and supportive telecommunications regulatory framework, the mobile industry will continue to grow and drive positive impacts on national economy. In Thailand, mobile banking enrollment rose steadily between 2010 and 2013. To accelerate adoption of mobile financial services and to ensure that they fulfil their promise, it is important to put in place supportive policies and regulations. Furthermore, the supportive policies will require collaboration between regulators and policy-makers in both financial and mobile communications industries. The objective of this paper is to study mobile financial services in Thailand.
The mobile industry has scaled dramatically over the
last decade. At the end of 2003, there were a little over
one billion unique subscribers, meaning that just under
one in six people had subscribed to a mobile service. By
the end of 2013 this figure had increased to 3.4 billion
unique subscribers: equivalent to just under half of the
global population. Globally there were 6.9 billion SIM
connections at the end of 2013, with an average of 1.8
active SIM cards per unique subscriber*
.
The aim of this paper is to assess the mobile industry‟s current state and develop a business rationale and framework for sustainability that fits the unique needs of the mobile services industry. In addition, recommendations are given that can further the mobile industry‟s sustainability agenda.
Submission Deadline: 30th September 2022
Acceptance Notification: Within Three Days’ time period
Online Publication: Within 24 Hrs. time Period
Expected Date of Dispatch of Printed Journal: 5th October 2022
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...IAEME Publication
White layer thickness (WLT) formed and surface roughness in wire electric discharge turning (WEDT) of tungsten carbide composite has been made to model through response surface methodology (RSM). A Taguchi’s standard Design of experiments involving five input variables with three levels has been employed to establish a mathematical model between input parameters and responses. Percentage of cobalt content, spindle speed, Pulse on-time, wire feed and pulse off-time were changed during the experimental tests based on the Taguchi’s orthogonal array L27 (3^13). Analysis of variance (ANOVA) revealed that the mathematical models obtained can adequately describe performance within the parameters of the factors considered. There was a good agreement between the experimental and predicted values in this study.
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURSIAEME Publication
The study explores the reasons for a transgender to become entrepreneurs. In this study transgender entrepreneur was taken as independent variable and reasons to become as dependent variable. Data were collected through a structured questionnaire containing a five point Likert Scale. The study examined the data of 30 transgender entrepreneurs in Salem Municipal Corporation of Tamil Nadu State, India. Simple Random sampling technique was used. Garrett Ranking Technique (Percentile Position, Mean Scores) was used as the analysis for the present study to identify the top 13 stimulus factors for establishment of trans entrepreneurial venture. Economic advancement of a nation is governed upon the upshot of a resolute entrepreneurial doings. The conception of entrepreneurship has stretched and materialized to the socially deflated uncharted sections of transgender community. Presently transgenders have smashed their stereotypes and are making recent headlines of achievements in various fields of our Indian society. The trans-community is gradually being observed in a new light and has been trying to achieve prospective growth in entrepreneurship. The findings of the research revealed that the optimistic changes are taking place to change affirmative societal outlook of the transgender for entrepreneurial ventureship. It also laid emphasis on other transgenders to renovate their traditional living. The paper also highlights that legislators, supervisory body should endorse an impartial canons and reforms in Tamil Nadu Transgender Welfare Board Association.
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURSIAEME Publication
Since ages gender difference is always a debatable theme whether caused by nature, evolution or environment. The birth of a transgender is dreadful not only for the child but also for their parents. The pain of living in the wrong physique and treated as second class victimized citizen is outrageous and fully harboured with vicious baseless negative scruples. For so long, social exclusion had perpetuated inequality and deprivation experiencing ingrained malign stigma and besieged victims of crime or violence across their life spans. They are pushed into the murky way of life with a source of eternal disgust, bereft sexual potency and perennial fear. Although they are highly visible but very little is known about them. The common public needs to comprehend the ravaged arrogance on these insensitive souls and assist in integrating them into the mainstream by offering equal opportunity, treat with humanity and respect their dignity. Entrepreneurship in the current age is endorsing the gender fairness movement. Unstable careers and economic inadequacy had inclined one of the gender variant people called Transgender to become entrepreneurs. These tiny budding entrepreneurs resulted in economic transition by means of employment, free from the clutches of stereotype jobs, raised standard of living and handful of financial empowerment. Besides all these inhibitions, they were able to witness a platform for skill set development that ignited them to enter into entrepreneurial domain. This paper epitomizes skill sets involved in trans-entrepreneurs of Thoothukudi Municipal Corporation of Tamil Nadu State and is a groundbreaking determination to sightsee various skills incorporated and the impact on entrepreneurship.
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONSIAEME Publication
The banking and financial services industries are experiencing increased technology penetration. Among them, the banking industry has made technological advancements to better serve the general populace. The economy focused on transforming the banking sector's system into a cashless, paperless, and faceless one. The researcher wants to evaluate the user's intention for utilising a mobile banking application. The study also examines the variables affecting the user's behaviour intention when selecting specific applications for financial transactions. The researcher employed a well-structured questionnaire and a descriptive study methodology to gather the respondents' primary data utilising the snowball sampling technique. The study includes variables like performance expectations, effort expectations, social impact, enabling circumstances, and perceived risk. Each of the aforementioned variables has a major impact on how users utilise mobile banking applications. The outcome will assist the service provider in comprehending the user's history with mobile banking applications.
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONSIAEME Publication
Technology upgradation in banking sector took the economy to view that payment mode towards online transactions using mobile applications. This system enabled connectivity between banks, Merchant and user in a convenient mode. there are various applications used for online transactions such as Google pay, Paytm, freecharge, mobikiwi, oxygen, phonepe and so on and it also includes mobile banking applications. The study aimed at evaluating the predilection of the user in adopting digital transaction. The study is descriptive in nature. The researcher used random sample techniques to collect the data. The findings reveal that mobile applications differ with the quality of service rendered by Gpay and Phonepe. The researcher suggest the Phonepe application should focus on implementing the application should be user friendly interface and Gpay on motivating the users to feel the importance of request for money and modes of payments in the application.
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINOIAEME Publication
The prototype of a voice-based ATM for visually impaired using Arduino is to help people who are blind. This uses RFID cards which contain users fingerprint encrypted on it and interacts with the users through voice commands. ATM operates when sensor detects the presence of one person in the cabin. After scanning the RFID card, it will ask to select the mode like –normal or blind. User can select the respective mode through voice input, if blind mode is selected the balance check or cash withdraw can be done through voice input. Normal mode procedure is same as the existing ATM.
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMYIAEME Publication
Our life journey, in general, is closely defined by the way we understand the meaning of why we coexist and deal with its challenges. As we develop the "inspiration economy", we could say that nearly all of the challenges we have faced are opportunities that help us to discover the rest of our journey. In this note paper, we explore how being faced with the opportunity of being a close carer for an aging parent with dementia brought intangible discoveries that changed our insight of the meaning of the rest of our life journey.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
Living in 21st century in itself reminds all of us the necessity of police and its administration. As more and more we are entering into the modern society and culture, the more we require the services of the so called ‘Khaki Worthy’ men i.e., the police personnel. Whether we talk of Indian police or the other nation’s police, they all have the same recognition as they have in India. But as already mentioned, their services and requirements are different after the like 26th November, 2008 incidents, where they without saving their own lives has sacrificed themselves without any hitch and without caring about their respective family members and wards. In other words, they are like our heroes and mentors who can guide us from the darkness of fear, militancy, corruption and other dark sides of life and so on. Now the question arises, if Gandhi would have been alive today, what would have been his reaction/opinion to the police and its functioning? Would he have some thing different in his mind now what he had been in his mind before the partition or would he be going to start some Satyagraha in the form of some improvement in the functioning of the police administration? Really these questions or rather night mares can come to any one’s mind, when there is too much confusion is prevailing in our minds, when there is too much corruption in the society and when the polices working is also in the questioning because of one or the other case throughout the India. It is matter of great concern that we have to thing over our administration and our practical approach because the police personals are also like us, they are part and parcel of our society and among one of us, so why we all are pin pointing towards them.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...IAEME Publication
Globally, Millions of dollars were spent by the organizations for employing skilled Information Technology (IT) professionals. It is costly to replace unskilled employees with IT professionals possessing technical skills and competencies that aid in interconnecting the business processes. The organization’s employment tactics were forced to alter by globalization along with technological innovations as they consistently diminish to remain lean, outsource to concentrate on core competencies along with restructuring/reallocate personnel to gather efficiency. As other jobs, organizations or professions have become reasonably more appropriate in a shifting employment landscape, the above alterations trigger both involuntary as well as voluntary turnover. The employee view on jobs is also afflicted by the COVID-19 pandemic along with the employee-driven labour market. So, having effective strategies is necessary to tackle the withdrawal rate of employees. By associating Emotional Intelligence (EI) along with Talent Management (TM) in the IT industry, the rise in attrition rate was analyzed in this study. Only 303 respondents were collected out of 350 participants to whom questionnaires were distributed. From the employees of IT organizations located in Bangalore (India), the data were congregated. A simple random sampling methodology was employed to congregate data as of the respondents. Generating the hypothesis along with testing is eventuated. The effect of EI and TM along with regression analysis between TM and EI was analyzed. The outcomes indicated that employee and Organizational Performance (OP) were elevated by effective EI along with TM.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...IAEME Publication
Banking regulations act of India, 1949 defines banking as “acceptance of deposits for the purpose of lending or investment from the public, repayment on demand or otherwise and withdrawable through cheques, drafts order or otherwise”, the major participants of the Indian financial system are commercial banks, the financial institution encompassing term lending institutions. Investments institutions, specialized financial institution and the state level development banks, non banking financial companies (NBFC) and other market intermediaries such has the stock brokers and money lenders are among the oldest of the certain variants of NBFC and the oldest market participants. The asset quality of banks is one of the most important indicators of their financial health. The Indian banking sector has been facing severe problems of increasing Non- Performing Assets (NPAs). The NPAs growth directly and indirectly affects the quality of assets and profitability of banks. It also shows the efficiency of banks credit risk management and the recovery effectiveness. NPA do not generate any income, whereas, the bank is required to make provisions for such as assets that why is a double edge weapon. This paper outlines the concept of quality of bank loans of different types like Housing, Agriculture and MSME loans in state Haryana of selected public and private sector banks. This study is highlighting problems associated with the role of commercial bank in financing Small and Medium Scale Enterprises (SME). The overall objective of the research was to assess the effect of the financing provisions existing for the setting up and operations of MSMEs in the country and to generate recommendations for more robust financing mechanisms for successful operation of the MSMEs, in turn understanding the impact of MSME loans on financial institutions due to NPA. There are many research conducted on the topic of Non- Performing Assets (NPA) Management, concerning particular bank, comparative study of public and private banks etc. In this paper the researcher is considering the aggregate data of selected public sector and private sector banks and attempts to compare the NPA of Housing, Agriculture and MSME loans in state Haryana of public and private sector banks. The tools used in the study are average and Anova test and variance. The findings reveal that NPA is common problem for both public and private sector banks and is associated with all types of loans either that is housing loans, agriculture loans and loans to SMES. NPAs of both public and private sector banks show the increasing trend. In 2010-11 GNPA of public and private sector were at same level it was 2% but after 2010-11 it increased in many fold and at present there is GNPA in some more than 15%. It shows the dark area of Indian banking sector.
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...IAEME Publication
An experiment conducted in this study found that BaSO4 changed Nylon 6's mechanical properties. By changing the weight ratios, BaSO4 was used to make Nylon 6. This Researcher looked into how hard Nylon-6/BaSO4 composites are and how well they wear. Experiments were done based on Taguchi design L9. Nylon-6/BaSO4 composites can be tested for their hardness number using a Rockwell hardness testing apparatus. On Nylon/BaSO4, the wear behavior was measured by a wear monitor, pinon-disc friction by varying reinforcement, sliding speed, and sliding distance, and the microstructure of the crack surfaces was observed by SEM. This study provides significant contributions to ultimate strength by increasing BaSO4 content up to 16% in the composites, and sliding speed contributes 72.45% to the wear rate
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...IAEME Publication
The majority of the population in India lives in villages. The village is the back bone of the country. Village or rural industries play an important role in the national economy, particularly in the rural development. Developing the rural economy is one of the key indicators towards a country’s success. Whether it be the need to look after the welfare of the farmers or invest in rural infrastructure, Governments have to ensure that rural development isn’t compromised. The economic development of our country largely depends on the progress of rural areas and the standard of living of rural masses. Village or rural industries play an important role in the national economy, particularly in the rural development. Rural entrepreneurship is based on stimulating local entrepreneurial talent and the subsequent growth of indigenous enterprises. It recognizes opportunity in the rural areas and accelerates a unique blend of resources either inside or outside of agriculture. Rural entrepreneurship brings an economic value to the rural sector by creating new methods of production, new markets, new products and generate employment opportunities thereby ensuring continuous rural development. Social Entrepreneurship has the direct and primary objective of serving the society along with the earning profits. So, social entrepreneurship is different from the economic entrepreneurship as its basic objective is not to earn profits but for providing innovative solutions to meet the society needs which are not taken care by majority of the entrepreneurs as they are in the business for profit making as a sole objective. So, the Social Entrepreneurs have the huge growth potential particularly in the developing countries like India where we have huge societal disparities in terms of the financial positions of the population. Still 22 percent of the Indian population is below the poverty line and also there is disparity among the rural & urban population in terms of families living under BPL. 25.7 percent of the rural population & 13.7 percent of the urban population is under BPL which clearly shows the disparity of the poor people in the rural and urban areas. The need to develop social entrepreneurship in agriculture is dictated by a large number of social problems. Such problems include low living standards, unemployment, and social tension. The reasons that led to the emergence of the practice of social entrepreneurship are the above factors. The research problem lays upon disclosing the importance of role of social entrepreneurship in rural development of India. The paper the tendencies of social entrepreneurship in India, to present successful examples of such business for providing recommendations how to improve situation in rural areas in terms of social entrepreneurship development. Indian government has made some steps towards development of social enterprises, social entrepreneurship, and social in- novation, but a lot remains to be improved.
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...IAEME Publication
Distribution system is a critical link between the electric power distributor and the consumers. Most of the distribution networks commonly used by the electric utility is the radial distribution network. However in this type of network, it has technical issues such as enormous power losses which affect the quality of the supply. Nowadays, the introduction of Distributed Generation (DG) units in the system help improve and support the voltage profile of the network as well as the performance of the system components through power loss mitigation. In this study network reconfiguration was done using two meta-heuristic algorithms Particle Swarm Optimization and Gravitational Search Algorithm (PSO-GSA) to enhance power quality and voltage profile in the system when simultaneously applied with the DG units. Backward/Forward Sweep Method was used in the load flow analysis and simulated using the MATLAB program. Five cases were considered in the Reconfiguration based on the contribution of DG units. The proposed method was tested using IEEE 33 bus system. Based on the results, there was a voltage profile improvement in the system from 0.9038 p.u. to 0.9594 p.u.. The integration of DG in the network also reduced power losses from 210.98 kW to 69.3963 kW. Simulated results are drawn to show the performance of each case.
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...IAEME Publication
Manufacturing industries have witnessed an outburst in productivity. For productivity improvement manufacturing industries are taking various initiatives by using lean tools and techniques. However, in different manufacturing industries, frugal approach is applied in product design and services as a tool for improvement. Frugal approach contributed to prove less is more and seems indirectly contributing to improve productivity. Hence, there is need to understand status of frugal approach application in manufacturing industries. All manufacturing industries are trying hard and putting continuous efforts for competitive existence. For productivity improvements, manufacturing industries are coming up with different effective and efficient solutions in manufacturing processes and operations. To overcome current challenges, manufacturing industries have started using frugal approach in product design and services. For this study, methodology adopted with both primary and secondary sources of data. For primary source interview and observation technique is used and for secondary source review has done based on available literatures in website, printed magazines, manual etc. An attempt has made for understanding application of frugal approach with the study of manufacturing industry project. Manufacturing industry selected for this project study is Mahindra and Mahindra Ltd. This paper will help researcher to find the connections between the two concepts productivity improvement and frugal approach. This paper will help to understand significance of frugal approach for productivity improvement in manufacturing industry. This will also help to understand current scenario of frugal approach in manufacturing industry. In manufacturing industries various process are involved to deliver the final product. In the process of converting input in to output through manufacturing process productivity plays very critical role. Hence this study will help to evolve status of frugal approach in productivity improvement programme. The notion of frugal can be viewed as an approach towards productivity improvement in manufacturing industries.
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENTIAEME Publication
In this paper, we investigated a queuing model of fuzzy environment-based a multiple channel queuing model (M/M/C) ( /FCFS) and study its performance under realistic conditions. It applies a nonagonal fuzzy number to analyse the relevant performance of a multiple channel queuing model (M/M/C) ( /FCFS). Based on the sub interval average ranking method for nonagonal fuzzy number, we convert fuzzy number to crisp one. Numerical results reveal that the efficiency of this method. Intuitively, the fuzzy environment adapts well to a multiple channel queuing models (M/M/C) ( /FCFS) are very well.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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• Three (3) key tips to maintain a disciplined workplace.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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1. WORLD TELECOM MARKET
According to Yoshio Utsumi, the secretary general of the International
Telecommunication Union (ITU), the world market has changed almost beyond
recognition over the last twenty years.1
The erstwhile features of the traditional state owned
telecom market is rapidly being replaced by competition and privatization. Nevertheless,
the pace and growth varies in different regions of the world.
1.1Recent trends in the world telecom market
The changes in the world telecom market can be described as follows:
Private: The traditional state ownership of telecom is replaced by private ownership.
Privatization has influenced the telecom operators in every part of the globe. The developed
countries have already privatized their telecom operators and most of the developing countries
too are moving in a similar direction, for example, India, China and many countries in
the African continent. Whereas, twenty years ago only a handful of countries had
private public telecom operators, today these form the majority. By 2002, more than half of
the countries in the world had partially or fully privatized their telecom operators. Europe,
South Asia and the Pacific have partly or fully privatized telecom operators. India and China
are notable holdouts in Asia, where privatization exists in bits and pieces. India’s incumbent
internet service operator, VSNL 2
and the fixed line operator in the metro cities of Delhi and
Mumbai, MTNL3
and the nationwide fixed line operator and cellular provider in some
regions of India, BSNL4
, are already privatized. Africa, the least privatized continent,
has also accelerated its pace of privatization in the recent years. It has 10 countries,
which have partly privatized incumbent telecom operators, and yet more are on the way, for
example, Burundi, Cameroon, Kenya and Malawi5
.
Privatization has brought a new relationship between government and telecom operators
and at the same time has created a lot of competition, which had led to further increase in
the number of players.
Competition: If there are several players, all seeking to maximize profits, an increase in
competition is inevitable. A majority of countries allow competition in the mobile and
internet segment (though the majority of countries still retain monopoly in fixed line
services such as local and long distance). However, the competition is quite uneven. On the
other hand, the growth in competition can itself result in an increase in the number of
operators. For instance, competition in fixed and mobile services in India has attracted a
number of private operators6
.
Mobile: Telecom services are now becoming highly mobile and are delivered by the medium
of radio waves. Whereas, until some 50 years ago majority of international calls were through
short wave radio. This is because with a handheld device anyone can be reached
anytime and anywhere unlike the fixed device. Handheld devices are capable of receiving
updates from website and real time video streams from multiple sources around the globe.
This makes the handheld device much more practical and convenient to get the latest
information. So now radio is increasingly used to provide access networks, while wired
networks provide the long distance component. However, research shows that constant usage
of handheld radio wave devices could increase the possibility of health hazards due to
radio waves. If the health consequence is adverse then it may even retard the usage of
handheld devices in the long run7
.
3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 4, Issue 3, May- June (2013)
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Voice to data: During the early years of the invention of telecommunication most of the
information was transferred as data through telegraph. Later, telephony took over, shifting
the focus from data to voice. Now, once again, the focus shifts from voice to data with the use
of radio waves. Most of the information can be received in the form of data in mobile phones
as well as through wired network via internet. The shift from voice to data makes telecom
services highly mobile and assists globalization8
.
Global: Globalization has made a great impact on telecom industry and it three main effects
are as follows. First, many telecom operators from major developed countries have holdings
in operators in other nations, with consequent rationalization, specialization and the rise of
strategic investors from developing countries. A second indicator of telecommunication
globalization is the rising influence of regional and multilateral organizations such as the
World Trade Organization (WTO) in lowering the barrier for traditional goods. A third
indicator of globalization is new global services, such as mobile cellular roaming, that allow
customers to continue to use a service away from their home country9
.
Digital divide: Digital divide refers to the unequal availability of Information and
Communications Technology (ICTs) to different socio- economic groups within the
world and within individual countries. The digital divide exists between countries at
different levels of development, and within a country, separating urban from rural areas, the
rich from the poor, educated from uneducated, men from women, and the young from the
elderly. An example of a country with a big digital divide is India10
.
However, within certain groups and countries, the digital divide isn’t too wide, making it hard
to generalize as a problem. Example, Thailand, where women make up almost 50 per cent of
all internet users or the USA, where women make up over 50 per cent of all internet users.
Changing balance of power: At the outset of the telecom revolution, the regions of
Americas and Europe had many more subscribers for telecom services than Africa and
Asia-Pacific. But now the Americas and Europe are nearly saturated whereas subscribers
in Asia-Pacific region are increasing faster. It is predicted that, ten years from now, Asia-
Pacific will be the region with the largest number of subscribers in the world11
.
Shift from engineering to finance: Gone are the days when interest in telecom was
confined only to engineers. With privatization, a new psychology has been created;
there has been a shift in attention from engineering to finance. Today telecom operators
are private companies publicly traded on stock exchanges12
.
To summarize, the recent trends in the world telecom market are: increase in private
ownership, competition, data based mobile and global communication, trade and finance
oriented operators, and rapid increase in subscribers from the developing nations. Several
of these trends (such as increase in privatization, competition, mobile communication,
digital divide) also exist in the Indian submarket.
1.2 Submarkets
The submarkets of the world telecommunications market can be divided into broad
categories based on
• Geography, and
• Technology.
The submarkets based on geography are formed due to regional proximity, regional co-
operation and the influence of multilateral organizations such as WTO, ITU etc. on them.
Different regions have regional telecom organizations which oversee telecom activities
4. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 4, Issue 3, May- June (2013)
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in the respective regions. For example, in the Asia-Pacific Telecommunity based in
Bangkok, Thailand, oversees telecom activities in the Asia Pacific region while the
African Telecommunications Union based oversees the African region in Nairobi, Kenya.
The geographical submarkets are as follows13
:
i. North America
ii. Latin America
iii. Western Europe
iv. Central and Eastern Europe
v. Africa and Middle East
vi. Asia-Pacific
The submarkets based on technology are: 14
i. Telecommunications services, and ii. Telecommunications equipment
The telecommunication services submarket includes fixed and mobile telephony, data
processing, internet and broadband, image transmission, electronic publishing and
software services. The telecom services offered pave the way to a broad and large telecom
equipment submarket.
The telecommunication equipment submarket includes public networks equipment, private
systems and terminals, LAN/WAN equipment15
, infra- structure for mobile network,
cables, fiber optics, mainframes, personal computers, peripherals and datacom equipment.
To summarize, the submarkets of the world telecom market are mainly classified
according to geographical location, and according to the technology used. India comes
under the Asia Pacific geographical submarket.
1.3 Major players
The number of players in the world telecom market has surged dramatically in the last
few decades owing to recent developments in the telecom market, such as privatization and
globalization.
The monopolist public telecom services providers and equipment manufacturers
in most parts of the world telecom market are now increasingly replaced by private
service providers and equipment manufacturers. This is evident from Table 1 which
shows the major players of the world telecom market in the fixed service, mobile service and
equipment market, according to the reports of one of Europe’s leading skills centres,
specializing in analysis of the information and communications technologies sectors
called IDATE in France, in 2003. The ranking of fixed services and equipment companies is
on the basis of revenue in USD in2001, and the ranking of mobile services is on the
basis of subscribers in mid 2002.
The surge in the use of data and wireless communication has created many new
segments of players in world telecom market. For example, infrastructure segments such as
cables, optic fibers, datacom equipment, peripherals, etc.
With globalization and internationalization, business communication has become highly
mobile, increasing dramatically both mobile service providers and competition.
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Rank Fixed Services Equipment Mobile Services`
1 NTT (Japan) Nokia (Finland) China Mobile (China)
2 Verizon (USA) Motorola (USA) Vodafone (UK)
3 AT&T (USA) Alcatel (France) T-mobile (Germany)
4 SBC (USA) Ericsson (Sweden) NTT Do Como (Japan)
5 Deutsche
Telekom(Germany)
Siemens
(Germany)
Orange (France)
6 France Telecom(France) Lucent (USA) Telecom Italia Mobile(Italy)
7 MCI WorldCom (USA) Nortel (Canada) Verizon (USA)
8 Vodafone (UK) NEC (Japan) Telefonica Moviles
9 Telefonica (Spain) PTIC (China) ATT Wireless (USA)
10 Telecom Italia (Italy) Samsung (Korea) SBC (USA)
11 British Telecom (UK) Avaya (USA) mmO2 (UK)
12 Sprint (USA) Corning (USA) Bell South (USA)
13 BellSouth (USA) Fujitsu (Japan)
14 KDDI (Japan) Marconi (UK)
15 China Telecom (China) Hitachi (Japan)
Table 1: Major players of the world telecom market in the fixed service, mobile service and
equipment market16
2. INDIAN TELECOM MARKET AT A GLANCE
2.1 India as a huge and growing market
India, the world’s largest democracy, with the world’s second highest population
and seventh largest area, is also the fourth largest economy in terms of purchasing power
parity.17
With Delhi in the north as the political capital, a large number of states and union
territories, and the neighbouring countries (Sri Lanka which is not in the map is the neighbour
to south). India’s richness and diversity of culture, geographic and climatic conditions,
natural and mineral resources are matched by few other countries in the world.
At the time of 2001 census in India, there were 638,691 villages and 5,161 towns. In
1991, the total number of villages and towns were 634,000 and4, 689 respectively. The largest
number of villages was in Uttar Pradesh (123,950) and the least in Lakshadweep (24). The
average size of villages also varied from state to state, depending upon the nature of the
terrain. It also shows that, among the states, the villages in Kerala have the largest population
(17,281 persons) on average, followed by Haryana (2,152) and Tamil Nadu (2,137). The
lowest size of village is in Arunachal Pradesh (214) followed by Himachal Pradesh (273) and
Meghalaya (308).Among the states, Maharashtra has the largest average size of
towns(108,518) followed by Andhra Pradesh (97,636) and Gujarat (78,097). Uttar Pradesh has
the largest number of villages and second largest number of towns but comparatively
smaller villages (1,224) as well as medium size towns (49,024).
India’s enduring institutions, rooted in the principles of democracy and justice,
ensure a relatively transparent, predictable and secure environment for domestic and foreign
private investors. The existence of an independent judiciary, strong legal and accounting
6. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 4, Issue 3, May- June (2013)
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system, a free and vibrant press, reservoir of highly skilled personnel and use of English
as the principal language of business and administration are some of the attractive features of the
Indian business environment. Table 2 shows some basic facts about India and Table 3 gives
an overview of the key economic and telecom indicators of India.
India Factsheet
Capital : New Delhi
Location : 8.4-37.6° north latitude, 68.7-97.25°east longitude
Size : 3,214 km (north to south), 2,933 km (east to west)
Area : 3,287,263 sq km
Divisions : 28 states and 7 Union Territories
Neighbours : Pakistan, Afghanistan, Bangladesh, Burma, Nepal, China, Tibet, Bhutan & Sri
Lanka
Population : 1.3 billion and above
Official languages : Hindi, English, 15 regional languages, 1500 languages & dialects
Government : Parliamentary Democracy
Currency : Indian Rupee & paisa
Table 2: India factsheet17
Key Economic & Telecom indicators
GDP at market price (2005-2006): USD 723.30 billion
GDP - Real Growth Rate (2005-2006) : 8.1 %
Wholesale price index (WPI) (Mar. 2006) : 4.1 %
Inflation (Feb. 2006) based on WPI : 4.1 %
Foreign exchange reserve (Mar. 2006): USD 145.1 billion
Exports (2005-2006) : USD 74.98 billion
Imports (2005-2006) : USD 108.80 billion
Foreign exchange rate (Apr. 2006) : 1 USD=INR 44.89
Telephone lines (Jun. 2006) : 153.4 million, (Fix: 47.4, Mob: 106)
World's largest telephone network (May 2006) : 5th
position
Teledensity (Jun. 2006) : 13.95%
Growth in teledensity (Mar. 2006) : 12.80%
Total subscriber growth (2005-2006) : 140.32 million, 42.60% in a year
Subscriber growth in a month (Jun. 2006) : Fix: 0.02, Mob: 4.78 (in million)
FDI in Telecom Sector (Sep. 2004) : USD 9.20 billion
Table 3: Key economic and telecom indicators of India18
The Indian economy was characterized by a highly regulated business environment, by a
pervasive license system and by high tariff barriers until1991. Sweeping reforms, introduced in
1991 and continued by successive Governments, have radically changed the course of the
Indian economy. Today, a new spirit of economic freedom is stirring India, bringing
sweeping changes in its way and unleashing the vast potential of the Indian economy. A series of
reforms aimed at further deregulating and stimulating foreign investment have moved India firmly
into the front ranks of growing international economies. India’s known strength in software and
Information Technology (IT) and tremendous e-commerce potential ensures progressive trend in
the Indian economy. There exists a strong political consensus on economic liberalization at central
as well as state government levels. This augurs well for the continuation and progressive
strengthening of investor friendly policies that have created ample of opportunities for
domestic and foreign investors. These measures have had a significant impact on promoting the
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development of infrastructure facilities in India, at least in the telecom sector. The telecom
industry is thought to have the highest potential for investment in India. The growth in demand for
telecom services in India is not limited to basic telephone services. India has witnessed
rapid growth in cellular services, radio paging, value-added services, internet services and
global mobile personal communication by satellite (GMPCS). A large number of foreign
investors, ranging from Fortune 500 companies to small and medium sized enterprises, have
already invested in the Indian telecom sector. One of the key factors responsible for focusing the
interest of foreign investors in India over the last few years has been the sheer size and growth
potential of the Indian market. Recognizing that the telecom sector is one of the prime
movers of economy, the Government’s regulatory and policy initiatives have been directed
towards establishing a world-class telecommunications infrastructure in thecountry.19
India is Asia’s second largest emerging economy next to China. However, India and China are
very different in most respects. The most obvious difference between India and China is
the political system. India’s democratic set-up has taken such a deep root in the country that
even the illiterate part of India’s electorate understands and accepts the rules and procedures
of a multi-party system, whereas China still remains a one-party dictatorship in the totalitarian
mould of the former Soviet Union. This is one of the important reasons for political stability in
China as long as it lasts.
Initial bureaucratic hurdles to enter India may be greater than in China but once
established in India it is difficult to be removed. This is because, unlike China, India has a
highly developed judicial system. Also, based on parliamentary democracy and of course
on the British legacy, India has developed the rule of law with all the institutions and
procedures that are common in the industrialized countries in the West. In China, once the
government decides on an economic priority it makes sure that the foreign investor gets a
speedy and efficient treatment, at the same time, the investor can be faced with rapid policy
changes that can negatively affect his business, as well as with difficult situations in which
there is often no recourse to establish legal procedures.
The other difference is that although on the surface in China the bigger cities appear to be much
more westernized than in India, the fact that English is the language of the Indian elites, makes
this country much easier for a foreign investor.
Culturally and religiously too India has greater diversity than China. Daily life in India
confronts people with much more diversity than is the case in China.
It is true that as compared to China, India lags behind in a number of important fields
specially in attracting foreign direct investment, but economic show a complete picture. This
is evident from the fact that the Indian middle class (which is one of the fastest growing
stratum of the Indian society) is both in terms of purchasing capacity and in terms of
personal assets considerably more advanced than the Chinese middle class. In brief India is a
destination for an investor with a long-term perspective, while China a destination for an
investor with a short-term perspective. Table 4 shows an overview of key parameters for
comparing the two emerging economies, India and China.
To summarize, India is one of the world’s largest and Asia’s second largest emerging economy
next to China. Since a decade, it has been attracting a large number of foreign investors
especially in the telecom sector ever since the liberalization and privatization of the Indian
telecom market. The country is believed to be a good market for investment despite bureaucratic
hassles and shortages of infrastructure. It presents vast potential for overseas investment and is
actively encouraging the entrance of foreign players into the market. Moreover, the use of
English as the language for business and administration, and government policies, offer an
investor friendly environment. No company, of any size, aspiring to be a global player can for
long ignore this country which is one of the top two emerging economies.
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Parameters India China
World ranking
Size 7 2
Population 2 (1 billion) 1 (1.3 billion)
Road network 2 (3319644 km) 4 (1698012 km)
Rail network 3 (63000 km) 5 (59100 km)
Economies by GDP 12 (USD 477.3 billion) 6 (USD 1159 billion)
Economies by purchasing
power
4 (USD 2930 billion) 2 (USD 5111 billion)
Industrial output 13 (USD 114 billion) 3 (USD 593 billion)
Global competitiveness 36 28
Business environment 38 37
Business operating cost 28 27
Business software piracy 22 2
Expenditure on research and
development
37 26
Least corrupted 73 59
Telecom figures
Telecom figures Mobile users 7 million 150 million
Cellular subscriber growth 1 million per month 4 million per month
Qualitative facts
Strength Manufacturing Technical & Services
Merchandise Export ~ USD 0.9 trillion ~ USD 0.1 trillion
IT & Services Export ~ USD 0.1 billion ~ USD 30 billion
FDI ~ USD 60 billion (2004) ~ USD 5 billion (2004)
Average age of work force between 20-30 yrs between 30-40 yrs
Market opportunity Better
Management capability Better
Manpower quality/
availability
Better
Language capability Better
Overall country risk Better
Political stability Better
Cultural & religious diversity Greater Lesser
Press Vibrant and Free
Potential investor Long term perspective Short term perspective
Table 4: Indo-China comparison20
2.2 The Indian telecom market
Telecommunications came to India almost at the same time as in other advanced
countries. The first telegraph link experiment in 1839 between Calcutta 21
and Diamond
Harbour, 21 miles apart, was the harbinger of telecommunication in India. India’s present
telephone network of 153.37 million lines is one of the largest in the world and the second
largest among emerging economies, after China. Indian telecom market has a wide range of
services - basic or fixed, cellular, internet, paging, VSAT, etc. The telephone penetration
rate per hundred population (or tele-density) in India is about 5, which is well below the global
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average. This low teledensity suggests the vast scope for growth of the Indian telecom market.
Moreover, the teledensity is expected to be increase to and 15% by 2010. This translates
into an investment requirement of approximately USD 69 billion by 2010. It is, therefore, not
surprising that India has one of the fastest growing telecommunication systems in the world
with an average annual growth of about 22% for fixed telephone services and over 100%
for cellular and internet services. Telephone lines added to the basic services network over the
last 5 years have been one and a half times that added over the preceding five decades.22
Some of the key features of the Indian telecom market are summarized below:
5th largest network in the world with a wide range of services - fixed, cellular, internet, paging,
VSAT, etc.
Cellular subscribers are increasing ten times more than the fixed subscribers but the
fixed subscribers are also growing rapidly approximately at a rate of 22 percent.
As per New Telecom Policy 1999 tele-density is proposed to be increased to 15 percent
(175 million telephone connections) by 2010. However, already in June 2006 the Indian
telecom market touched 153.4 million connections. Current players include state-owned
operators as well as private operators Both sorts of operators are on a ‘level-playing field
‘Independent regulatory body-Telecom Regulatory Authority of India(TRAI) Independent
dispute settlement body-Telecom Dispute Settlement and Appellate Tribunal (TDSAT)23
Until 1990, the state owned monopoly, the Department of Telecommunications (DoT)
obtained super-normal profits as it was not only the monopoly provider of services, but also
the monopoly buyer of equipment, as well as the sole network operator, not to mention the
supreme regulator. The role of foreign companies in the telecom market was confined to the
supply of equipment. In 1992, the government decided to open up the ‘value added services’
category to private sector participation. This category included cellular, paging, e-mail, VSAT,
video-conferencing, and data communications services. Later, cellular services by foreign
companies were allowed but only as joint ventures. Still later, they could even provide value
added services. At present even the basic services sector is open to foreign companies. But private
operators especially those in the cellular segment, faced problems not only because of the
regulatory framework but also because of the fact that they had to bid far too high for obtaining
licenses. As a result, they had a hard time achieving profits. Companies were also forced to
charge high tariff, which had the effect of cutting demand.24
Before the government opened up the telecom sector, the prices were high and service
was poor. Today, prices are much lower while the service is much better. Indian consumers
have access to world class products and the latest technology. In the old days of the monopoly
of the Department of Telecommunication, there was little or no customer service.
Telephones were not marketed, only rationed or approved. There were also unreasonably
high security deposits and long waiting periods. Today, there are all kinds of incentives offered to
the customer. There are 24 hour help- lines. The waiting list is almost gone in the bigger market
and the customer is the king. In the last several years, the number of cellular subscribers has grown
many fold, for example, from table 3 it can be observed that the subscriber growth for cellular
service in a month is more than 4.5 million.
To summarize, India had a traditional telecom market, which was dominated by
public sector monopoly till 1990. Later, it was privatized by bits and pieces and now allows
private sector participation in almost all the sectors of telecom in the nation. It has a rapidly
increasing subscriber base. It allows investor friendly environment and has set up regulatory
bodies to ensure justice to all players. In brief, the present Indian telecom sector is marked by
choice, competition, subscriber growth, improvement in quality and service, and a shift from
monopoly to oligopoly to true competition.
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2.3 Submarkets in Indian telecom market
The classification of the submarkets of the Indian telecom market, though similar to that of
the world telecom market, is different to some extent due to various internal factors associated
with the country such as its huge size, population, tele-density, digital divide, etc. The
submarkets of the Indian telecom market are primarily divided according to the technology
used for service such as fixed service, cellular service and internet service and several others.
For the services submarket, the country is geographically divided into 21 telecom‘circles’25
.
Circles correspond approximately to states and are categorized as either ‘A’, ‘B’ or ‘C’
according to size and importance. For example, Category ‘A’ includes the heaviest volume
areas such as Delhi, Uttar Pradesh, Maharashtra, Gujarat, Andhra Pradesh, Karnataka and
Tamil Nadu. For National Long Distance (NLD) service, the country is divided into 21 such
circles. The circles have been further divided into 322 Long Distance Charging Areas (LDCAs)
and these LDCAs have been split into Short Distance Charging Areas (SDCAs). For cellular
mobile services, the country is divided into 20 circles and 4 metro cities.
The submarkets of the Indian telecom market based on technology are nearly the
same as the submarket at the world level, with the exception that the infrastructure segment
forms a submarket too. This is due to the differing rules and regulations that apply to
different segments. So the Indian telecom market can be divided into three submarkets- (i)
Services, (ii) Equipment and (iii) Infrastructure providers (IP). The services submarket can
be further classified into three segments namely (a) basic service, (b) cellular service and
(c) value added services. The equipment submarket too is further classified into three segments-
(a) digital switching(b) transmission system and (c) terminal equipment. Infrastructure providers
are divided into (a) Infrastructure providers ‘Category I’ and (b) Infrastructure Providers
z‘Category II’.26
Basically the two categories meet different needs and the rules of the
government for the two are different. Figure 1 shows the submarkets of the Indian telecom
market, which are discussed in detail in the following sub sections.
2.3.1 Services submarket
The services submarket consists of basic services, cellular services and value added
services. They are discussed in detail below.
Basic services market is further segmented into Basic Telephone Service, National Long
Distance Service (NLDS) and International Long Distance Service (ILDS).
Basic Telephone Service involves the provision of basic or fixed line connections. The
obligations concerned are linked to the establishment of Points of Presence (POP) in a Short
Distance Charging Area (SDCA), which is a specified geographic region. For this purpose
the country is divided into 21 territorial service areas called circles. As mentioned earlier, each
circle is further classified into category A, B and C according to its size, importance, eligibility
conditions, performance, guaranties, etc. For example, Category ‘A’ includes the heaviest
volume areas such as Delhi, Maharashtra, etc. Category ‘B’ includes comparatively lesser volume,
and Category ‘C’ includes the hilly regions of India.
Category A Andhra Pradesh, Delhi, Gujarat, Karnataka, Maharashtra (including Mumbai &
Goa), Tamil Nadu (including Chennai)
Category B Haryana, Kerala, Madya Pradesh (including Chhattisgarh), Punjab Rajasthan,
Uttar Pradesh (East), Uttar Pradesh (West)- (including Uttaranchal), West Bengal (including
Kolkata)
Category C Andaman & Nicobar, Assam, Bihar (including Jharkhand), Himachal Pradesh,
Jammu & Kashmir, North East, Orissa
National Long Distance Service (NLDS) gains its importance from the enormous
geographical extensiveness of the country. This involves carrying inter-circle long distance voice
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and data traffic. Intra-circle traffic can also be carried on the basis of mutual agreement
between basic service operators.
Figure 1: Submarkets of the Indian telecom market
The service area for NLDS is the whole of India. So it is not divided into circles and
categories.
International Long Distance Service (ILDS) involves the carriage of international long
distance traffic. This service is also on an all-India basis.
The cellular services market consists of Cellular Mobile Service and Global Mobile Personal
Communication by Satellite (GMPCS).
Sub markets of
Indian telecom
market
Services Equipment Infrastructure
Providers (IP)
Basic
services
Cellular
services
Value
added
services
Digital
switching
Trans-
mission
System
Terminal
Equpmen-t
IP Cat-
egory I
IP Cat-
egory IIBasic
telephone
service
Cellular
mobile
service
Internet
service
Radio tra- nsmission
system
National
long
distance
service GMPCS
VSAT
service
Satellite system
International long
distance service
Radio paging
service
Wireless local
loop system
Other value
added services
Optical fibre trans-
mission system
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Cellular Mobile Service. For the purpose of cellular mobile service the country is
divided into 20 circles and 4 metro cities. They are permitted to carry their own long distance
traffic within their service area.
Category A: Andhra Pradesh, Gujarat, Karnataka, Maharashtra (except New Mumbai&
Kalyan), Tamil Nadu ( including MEPZ, Minjur & Mahabalipuram)
Category B Haryana (except Faridabad & Gurgaon), Kerala, Madya Pradesh(including
Chhattisgarh), Punjab, Rajasthan, Uttar Pradesh (East), Uttar Pradesh (West)- (including
Uttaranchal but excluding Ghaziabad & NOIDA), West Ben gal (except Kolkata)
Category C Andaman & Nicobar, Assam, Bihar (including Jharkhand), Himachal
Pradesh, Jammu & Kashmir, North East, Orissa
Metro cities Chennai (including MEPZ, Minjur & Mahabalipuram), Delhi (including
Faridabad, Gurgaon, NOIDA & Ghaziabad), Kolkata, Mumbai(including New Mumbai &
Kalyan)
Global Mobile Personal Communication by Satellite (GMPCS). GMPCS operators provide
voice and non-voice messages, data service and information services utilizing any type
of network equipment, including circuit and/or packet switches that meet the relevant
International Telecommunication Union (ITU)/Telecommunication Engineering
Centre(TEC) standards. Like NLDS and ILDS, GMPCS is also on all-India basis.
The value added services market consists, for example, of Internet service, VSAT Service, and
Radio Paging Service (RPS).
Internet Service involves the carriage of internet traffic by international gateways through
satellite or submarine cable. For the purpose of internet service the country is divided into the
following categories.
Category A All over India
Category B Any of the 20 territorial telecom circles or major telephone districts
Ahmadabad, Ban galore, Chennai, Delhi, Hyderabad, Kolkata, Mumbai and Pune
Category C Any Secondary Switching Area SSA),excluding major cities covered in category
B above
V-SAT Services involve data communication via very small aperture terminals. The service
area for V-SAT is exclusively on all India bases.
Radio Paging Service (RPS) is available in 243 cities in India at present and has 600,000
subscribers. The RPS uses radio waves to provide paging services within particular
areas of operation. For the purpose of Radio Paging Service the service area is divided
into territorial circles and 27 major cities.
Other Value Added Services include public mobile radio trunking, which is provided on a
city-by-city basis, voice mail/audio-Text domestic data using VSAT, etc. There is increasing
demand for a range of value added services with the growth in telecommunication and
information technology infrastructure. There has been significant investment from
domestic and foreign investors in new evolving services such as tele-education, tele
medicine, tele-banking, call centre etc.27
2.4 Foreign Direct Investment
During the period from August 1991 to January 2004, 926 proposals for Foreign
Direct Investment (FDI) of a total of USD 12.73 billion were approved and the actual
inflow of FDI during the above period was USD2.2 billion. In terms of approval of FDI
in India, the telecom sector is second largest after the power & oil refinery sector.
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Service/Item FDI in USD in Million Percentage
Basic Telephone Service 87.48 4
Cellular Mobile Telephone
Service
574.71 26.26
Radio Paging Service 20.22 0.92
E-mail Service 15.28 0.70
VSAT Service 6.24 0.29
Cable TV Network + Internet
Service
37.86 1.73
Satellite Telephone Service 10.68 0.49
Radio Trunking Service 1.57 0.07
Manufacturing &
Consultancy
350 16.03
Holding Companies 1076 49.05
Other Value Added Services 5 0.23
Automatic Route 8 0.37
Total 2193.89
Table 5: shows the submarket-wise actual inflow of foreign direct investment in the
Indian telecom market from August 1991 to January 2004
3. CONCLUSION
To summarize, the Indian telecom services market caters to the demand in basic
telecom services, as well as in cellular services and in the value added services importance, the
whole nation is divided into circles and categories to cater ices segment. Depending on the
size, population density, economic to the demand in a particular region. Privatization of the
telecom sector and the growing subscriber base encourages new investors, and attracts foreign
investors. It also offers the investor a choice of telecom segment and region for operation.
REFERENCES
1. World Telecommunication Development Report, ITU (2002), p. iii.
2. Stands for Videsh Sanchar Nigam Limited.
3. Stands for Mahanagar Telephone Nigam Limited.
4. Stands for Bharat Sanchar Nigam Limited.
5. World Telecommunication Development Report, ITU (2002), p. 3.
6. World Telecommunication Development Report, ITU (2002), p. 3.
7. Levitt (1995), p. 272, http://news.bbc.co.uk/1/hi/health/314363.stm., BSNL portal (3 March
2006).
8. World Telecommunication Development Report, ITU (2002), pp. 67 ff.
9. World Telecommunication Development Report, ITU (2002), p. 4.
10. World Telecommunication Development Report, ITU (2002), p. 25.
11. ITU Asia Pacific Telecommunications Indicators (2000), p. 7., Digiworld, IDATE (2003),
p. 63., BSNL Portal (7 March 2006).
12. World Telecommunication Development Report, ITU (2002), p. 2.
14. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
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13. Digiworld Atlas, IDATE (2003), p.2., World Telecommunications Services Market,
IDATE (2003).
14. World Telecom Equipment Market, IDATE (2003), Digiworld, IDATE (2002), p. 26.
15. Stands for Local Area Network/Wide Area Network.
16. Digiworld, IDATE (2003), pp. 45, 47, 55.
17. www.indiatouristoffice.org.
18. Economic Survey (2005-2006), p. 2., The Management Accountant (June 2006), p.
470., TRAI Press Release No. 60/06, 66/06 (28 June & 12 July 2006), Annual Report, DoT
(2004-2005), p. 12
19. Ecensusindia (2001), www.censusindia.net, Indian Telecommunications (2003), p.1.
20. Survey conducted by Interlink India and Xerox Corporation (1998), Indian
Economy(Feb. 2004), Talk at the Annual General Meeting of SICC on India and China
by Urs Schoettli ( June 2003), World in Figures (2004), Business Week, European
Edition(22-29 August 2005).
21. Refers to present day Kolkata
22. Indian Telecommunications (2003), p. 3.
23. Indian Telecommunications (2003), pp. 2 ff.
24. India Infrastructure (2002), p. 16.
25. The term circle will be consistently used after here in this thesis.
26. Indian Telecommunications (2003), pp. 5, 12.
27. Indian Telecommunications (2003), pp. 4 ff.
28. Sreekumar.D.Menon and Dr Baby M.D, “Customer Satisfaction of a Public Sector
Telecom Company (BSNL) in Land Line”, International Journal of Management (IJM),
Volume 3, Issue 3, 2012, pp. 62 - 71, ISSN Print: 0976-6502, ISSN Online: 0976-6510
AUTHORS
Anil Kumar Mishra (Research Scholar& corresponding author)*
Bhagwant University, Sikar Road Ajmer (Rajasthan)
Mohd.Irfan Khan (Research Scholar)
Bhagwant University, Sikar Road Ajmer (Rajasthan)
Prof. (Dr.) Y.P.Singh (Director, I.I.S.E., Lucknow (U.P.))