- Mobile virtual network operators (MVNOs) purchase bulk airtime from mobile network operators and utilize existing network infrastructure to launch services without owning spectrum or building networks themselves.
- MVNOs have the potential to increase competition in India's telecommunications market but regulators have been hesitant to formally allow MVNOs.
- Some companies like Virgin Mobile have launched MVNO-like partnerships to enter the market while awaiting final regulatory approval.
Marketing strategy of telecom sector in india(project)ankan sengupta
The document provides an overview of the telecom sector in India and marketing strategies of major telecom companies. It discusses the rapid growth of the telecom sector in India due to government policies and entrepreneurship. It then summarizes the key services and marketing strategies of major players like Bharti Airtel, Reliance Communications, Vodafone, and BSNL to gain customers and market share. The objectives and methodology of the study are also outlined which involves primary research through surveys to analyze customer preferences and challenges faced by telecom companies.
Telecommunication is one of the sectors in India which has witnessed the fundamental and structural and institutional reforms since 1991. Consider the great potential for the growth of telephone demand with the accelerated growth of economic activities, the government of India announced the National telecom policy in 1999. It provided the participation of private sector in this industry.
The entry of mobile virtual network operators (MVNOs) in India could open opportunities but also faces challenges. MVNOs could make efficient use of unused telecom infrastructure and offer more affordable services, helping expand coverage. However, the Indian market is already highly competitive with low prices. MVNOs may struggle to partner with network operators and offer discounted rates. While some niche segments could see opportunities, MVNOs are unlikely to significantly impact the market. Their success will depend on regulatory costs and how they can differentiate their offerings.
Its the explanation about the joint venture of NTT Docomo and Tata teleservice ltd and their achievements and future strategy to be implemented for its growth in highly technological driven market of Telecom industry. and regarding the Mergers and Acquisition in telecom industry.
This document provides an overview of the Indian telecom sector, including:
1. A brief history of telecom in India from the 1850s to present.
2. Details on the rapid growth and increasing subscribers in India's telecom market, which has the highest growth rate in the world.
3. Descriptions of the key players and technologies in both the fixed line and growing mobile segments, including 3G and upcoming 4G technologies.
Porters five force analysis for telecom industryAkash Agamya
The telecom industry in India is highly competitive with over 15 players. The top players, Airtel, Vodafone and Idea, capture over 75% of the market share. While competition is intense, the industry is still growing with a focus on expanding to rural areas. The financials of the top players remain strong, however future consolidation in the industry is expected as players seek to improve margins. Overall, the telecom sector in India is one of the fastest growing globally due to strong competition and regulatory reforms that have promoted further expansion.
Marketing strategy of telecom sector in india(project)ankan sengupta
The document provides an overview of the telecom sector in India and marketing strategies of major telecom companies. It discusses the rapid growth of the telecom sector in India due to government policies and entrepreneurship. It then summarizes the key services and marketing strategies of major players like Bharti Airtel, Reliance Communications, Vodafone, and BSNL to gain customers and market share. The objectives and methodology of the study are also outlined which involves primary research through surveys to analyze customer preferences and challenges faced by telecom companies.
Telecommunication is one of the sectors in India which has witnessed the fundamental and structural and institutional reforms since 1991. Consider the great potential for the growth of telephone demand with the accelerated growth of economic activities, the government of India announced the National telecom policy in 1999. It provided the participation of private sector in this industry.
The entry of mobile virtual network operators (MVNOs) in India could open opportunities but also faces challenges. MVNOs could make efficient use of unused telecom infrastructure and offer more affordable services, helping expand coverage. However, the Indian market is already highly competitive with low prices. MVNOs may struggle to partner with network operators and offer discounted rates. While some niche segments could see opportunities, MVNOs are unlikely to significantly impact the market. Their success will depend on regulatory costs and how they can differentiate their offerings.
Its the explanation about the joint venture of NTT Docomo and Tata teleservice ltd and their achievements and future strategy to be implemented for its growth in highly technological driven market of Telecom industry. and regarding the Mergers and Acquisition in telecom industry.
This document provides an overview of the Indian telecom sector, including:
1. A brief history of telecom in India from the 1850s to present.
2. Details on the rapid growth and increasing subscribers in India's telecom market, which has the highest growth rate in the world.
3. Descriptions of the key players and technologies in both the fixed line and growing mobile segments, including 3G and upcoming 4G technologies.
Porters five force analysis for telecom industryAkash Agamya
The telecom industry in India is highly competitive with over 15 players. The top players, Airtel, Vodafone and Idea, capture over 75% of the market share. While competition is intense, the industry is still growing with a focus on expanding to rural areas. The financials of the top players remain strong, however future consolidation in the industry is expected as players seek to improve margins. Overall, the telecom sector in India is one of the fastest growing globally due to strong competition and regulatory reforms that have promoted further expansion.
The document provides an overview of the Indian telecom industry, including its history, scope, major players, market trends, and future developments. It discusses how the industry has evolved from telegraphic and telephonic systems in the 19th century to modern 3G technology. The major players, including Airtel, BSNL, Vodafone, Reliance, and Idea, are described. Market trends like increasing acceptance of wireless services and the strategies employed by major players are summarized. Future trends around industry convergence and partnerships are also outlined.
The telecom sector in India has undergone significant reforms and liberalization since the 1990s. Prior to 1991, the sector was operated as a public sector monopoly by BSNL, MTNL and VSNL. The National Telecom Policy of 1994 opened up the sector to private players. The sector is now regulated by TRAI, which was established in 1997 as an independent regulator. Reforms have led to rapid growth, with India now having the third largest telecom network globally. However, further reforms are still needed to address issues around spectrum management and rural connectivity.
The document provides an overview of the Indian telecom industry. It discusses the history and development of telecom in India from the 1850s to present day. It describes the key players in the industry such as Bharti Airtel, BSNL, Vodafone, Reliance, and Idea Cellular. The telecom market in India is divided into 22 circles, with 4 major players allowed per circle. The industry has grown rapidly since the 1990s with reforms and now has over 1 billion subscribers. However, the industry still faces challenges in further developing rural connectivity.
I am not putting any restrictions on this PPT. But, it will be very great, if you acknowledge my work. It will cost nothing. And, of course you can appreciate my work :) .Surprisingly, it also costs NOTHING. Happy to help you :)
I tried to acknowledge everything ,(not usually cut,copy and paste and then forgetting..) that helped me to make this ppt. May be why I ended up with a job in a research co. because of this.
Industry analysis conducted at vodafoneProjects Kart
This is detailed management project conducted at Vodafone to analyse the industrial trends in telecom. Visit us for more information on http://www.projectskart.com/p/contact-us.html
The telecom sector in India has undergone significant reforms since the 1980s. It was initially a state-owned monopoly but has since been opened up to private players. The key milestones were the National Telecom Policies of 1994 and 1999 which aimed to improve tele-density and make services more affordable. Major players in the sector include Reliance Communications, Bharti Airtel, Tata Communications, BSNL, MTNL and Idea Cellular. The sector is regulated by bodies like TRAI and DoT and has significant growth potential given India's large population and low current tele-density compared to other nations.
The Price War of Telecommunication Giants in IndiaSubham Chauhan
This document provides an overview of the price war between major telecommunication companies in India. It discusses the growth of the telecom industry in India in recent decades, with subscriber numbers increasing rapidly. This substantial growth in demand has led to intense competition between companies like Bharti Airtel, Vodafone, Idea Cellular, and Reliance as they try to acquire more subscribers by continually lowering prices for services like calls and internet access, resulting in a price war. The document analyzes how this price war impacts both customers, who benefit from lower prices, and the companies' profits.
The document provides an overview of the Indian telecom sector in 2002, including the key players and market structure at that time. There were three main types of players - state-owned companies (BSNL, MTNL), private Indian companies (Reliance Infocomm, Tata Teleservices), and foreign invested companies (Vodafone, Bharti). BSNL, MTNL and private operators like Bharti were making major investments and expanding operations. The sector was moving from a monopoly to increased competition and private sector participation under regulatory reforms, though it remained an oligopolistic market with high barriers to entry and price competition between major players.
This document provides an overview of the Indian cable television industry and challenges faced by Multiple System Operators (MSOs). It discusses how new technologies and the increasing demand for quality viewer experiences are creating opportunities for MSOs. However, MSOs face challenges like competition from other distributors, a shortage of set-top boxes, and low average revenue per user. The document recommends that MSOs adopt new business models and technologies like video on demand and over-the-top services to remain competitive in the evolving market.
telecommunication industry after reliance ANKUR BAROT
History of telecom
Introduction to Telecom Sector
Reliance Communication
Other Players of Telecom Industry
Analysis of Reliance Communication
Role of Government
This document analyzes the telecommunication sector in India. It discusses the history and growth of the sector. Currently, India has over 922 million subscribers. Major players include BSNL, Reliance, Bharti Airtel, Tata, and Idea. It provides profiles of these companies, including their mission/vision, SWOT analysis, and competitive advantages. While the threat of new entry is low, competition between existing providers is high due to similar offerings and saturation in basic services. Rural areas remain an important untapped market opportunity.
The mobile telecom sector in Bangladesh has experienced substantial growth over the last ten years. Mobile subscribers have increased from less than 1% of the population before 2000 to over 20% in 2007. There are currently over 30 million mobile subscribers across six operators in Bangladesh. Intense competition among operators has led to reduced tariffs, improved quality, and increased innovation in services. The mobile sector now generates over US$1 billion in annual revenue and covers over 95% of the country's geography.
This document provides an overview of Bharti Airtel, the largest cellular service provider in India. Some key points:
- Bharti Airtel has over 124 million subscribers as of 2010, making it the third largest single-country mobile operator globally and the largest in India.
- It offers mobile, fixed line, broadband, and DTH (direct-to-home) television services across India.
- In the mobile market, Bharti Airtel has a 24.6% share while Reliance Communications and Vodafone Essar have 17.7% and 17.4% shares respectively.
- The document discusses Bharti Airtel's
Telecommunication industry of bangladeshSarker Shuvo
This presentation provides an overview of the telecommunication industry in Bangladesh. It introduces the group members giving the presentation and provides background on the liberalization of the telecom sector in Bangladesh in the late 1980s. It then summarizes the leading mobile operators in the country, including Grameenphone, Banglalink, Robi, Airtel, Citycell, and BTCL. For each operator, it gives key details like ownership, subscribers, services offered, and financial information. The presentation aims to inform the audience about the major players and development of the telecom sector in Bangladesh.
Bharti Airtel is the largest private telecom company in India and the third largest wireless operator worldwide. It has a pan-India presence and offers integrated telecom services including wireless, fixed line, broadband, DTH, and enterprise services. Airtel follows a strategy of partnering with global technology leaders and outsourcing non-core operations. It focuses on increasing ARPU and minutes of usage to tap the growing Indian telecom market where demand is rising due to factors like increasing income and urbanization.
Marketing Strategies of Bharti Airtel in Northeastluchercrisis
This document is a summer internship project report submitted by a student towards their post graduate diploma in management. It provides an overview of Bharti Airtel's marketing strategies in Northeast India. The report includes an introduction to the telecommunications industry in India, profiles of Bharti Airtel and its competitors, an analysis of Airtel's marketing strategy in Northeast India, the objectives and methodology of the study, findings from research conducted, a SWOT analysis of Airtel, and conclusions from the report.
This document summarizes a presentation on the telecom industry in India. It provides an overview of the industry, highlighting that India has the second largest wireless network in the world. It discusses how the industry is an attractive sector for investment due to factors like growth potential. The regulatory framework and emerging trends like infrastructure sharing are examined. Major players in the industry are identified, and a SWOT analysis of the sector is presented.
A project report on comparative analysis of airtel and bsnl landlineBabasab Patil
This document summarizes a project report that analyzes and compares the landline services of Airtel and BSNL in India. It conducted a survey of 300 customers and found that BSNL had the largest market share of landline customers at 52%. The report also found that most BSNL customers were satisfied with the coverage provided, though some felt call rates could be lower. It suggests that telecom companies focus on pricing, enhancing coverage, and leveraging existing market share to gain more customers.
The telecom sector in India has experienced tremendous growth over the past decade and now has the second largest network in the world. Key factors fueling growth include the increasing subscriber base, which is expected to reach 696 million by 2014, growth of mobile value added services to $10.8 billion by 2015, and increasing smartphone sales. While the sector is competitive with 15 operators, the top players are Bharti Airtel with a 19.94% market share, followed by Reliance and Vodafone. The government aims to further expand broadband access and local manufacturing through policies like the National Telecom Policy 2012.
Mohamed Hisham El-Said is seeking an internship in management and human resources. He graduated from Helwan University in 2014 with a BSc in Business Information Systems and has experience in customer service, training, and administration. He is fluent in English and Arabic and has strong computer and communication skills.
This document discusses the development of an instructional innovation for elementary education in Thailand. It aims to improve students' English performance while also instilling pride in local Thai culture. The innovation consists of 8 lessons covering the history, geography, arts, environment, and culture of a particular Thai province. It was implemented with a Grade 4 class. Assessments found that the innovation helped promote English language learning and appreciation for local Thai culture, in line with national education goals.
aCelera WAN optimization controllers accelerate applications,
speed data transfers and reduce bandwidth costs using a
combination of application, network and protocol optimization.
The document provides an overview of the Indian telecom industry, including its history, scope, major players, market trends, and future developments. It discusses how the industry has evolved from telegraphic and telephonic systems in the 19th century to modern 3G technology. The major players, including Airtel, BSNL, Vodafone, Reliance, and Idea, are described. Market trends like increasing acceptance of wireless services and the strategies employed by major players are summarized. Future trends around industry convergence and partnerships are also outlined.
The telecom sector in India has undergone significant reforms and liberalization since the 1990s. Prior to 1991, the sector was operated as a public sector monopoly by BSNL, MTNL and VSNL. The National Telecom Policy of 1994 opened up the sector to private players. The sector is now regulated by TRAI, which was established in 1997 as an independent regulator. Reforms have led to rapid growth, with India now having the third largest telecom network globally. However, further reforms are still needed to address issues around spectrum management and rural connectivity.
The document provides an overview of the Indian telecom industry. It discusses the history and development of telecom in India from the 1850s to present day. It describes the key players in the industry such as Bharti Airtel, BSNL, Vodafone, Reliance, and Idea Cellular. The telecom market in India is divided into 22 circles, with 4 major players allowed per circle. The industry has grown rapidly since the 1990s with reforms and now has over 1 billion subscribers. However, the industry still faces challenges in further developing rural connectivity.
I am not putting any restrictions on this PPT. But, it will be very great, if you acknowledge my work. It will cost nothing. And, of course you can appreciate my work :) .Surprisingly, it also costs NOTHING. Happy to help you :)
I tried to acknowledge everything ,(not usually cut,copy and paste and then forgetting..) that helped me to make this ppt. May be why I ended up with a job in a research co. because of this.
Industry analysis conducted at vodafoneProjects Kart
This is detailed management project conducted at Vodafone to analyse the industrial trends in telecom. Visit us for more information on http://www.projectskart.com/p/contact-us.html
The telecom sector in India has undergone significant reforms since the 1980s. It was initially a state-owned monopoly but has since been opened up to private players. The key milestones were the National Telecom Policies of 1994 and 1999 which aimed to improve tele-density and make services more affordable. Major players in the sector include Reliance Communications, Bharti Airtel, Tata Communications, BSNL, MTNL and Idea Cellular. The sector is regulated by bodies like TRAI and DoT and has significant growth potential given India's large population and low current tele-density compared to other nations.
The Price War of Telecommunication Giants in IndiaSubham Chauhan
This document provides an overview of the price war between major telecommunication companies in India. It discusses the growth of the telecom industry in India in recent decades, with subscriber numbers increasing rapidly. This substantial growth in demand has led to intense competition between companies like Bharti Airtel, Vodafone, Idea Cellular, and Reliance as they try to acquire more subscribers by continually lowering prices for services like calls and internet access, resulting in a price war. The document analyzes how this price war impacts both customers, who benefit from lower prices, and the companies' profits.
The document provides an overview of the Indian telecom sector in 2002, including the key players and market structure at that time. There were three main types of players - state-owned companies (BSNL, MTNL), private Indian companies (Reliance Infocomm, Tata Teleservices), and foreign invested companies (Vodafone, Bharti). BSNL, MTNL and private operators like Bharti were making major investments and expanding operations. The sector was moving from a monopoly to increased competition and private sector participation under regulatory reforms, though it remained an oligopolistic market with high barriers to entry and price competition between major players.
This document provides an overview of the Indian cable television industry and challenges faced by Multiple System Operators (MSOs). It discusses how new technologies and the increasing demand for quality viewer experiences are creating opportunities for MSOs. However, MSOs face challenges like competition from other distributors, a shortage of set-top boxes, and low average revenue per user. The document recommends that MSOs adopt new business models and technologies like video on demand and over-the-top services to remain competitive in the evolving market.
telecommunication industry after reliance ANKUR BAROT
History of telecom
Introduction to Telecom Sector
Reliance Communication
Other Players of Telecom Industry
Analysis of Reliance Communication
Role of Government
This document analyzes the telecommunication sector in India. It discusses the history and growth of the sector. Currently, India has over 922 million subscribers. Major players include BSNL, Reliance, Bharti Airtel, Tata, and Idea. It provides profiles of these companies, including their mission/vision, SWOT analysis, and competitive advantages. While the threat of new entry is low, competition between existing providers is high due to similar offerings and saturation in basic services. Rural areas remain an important untapped market opportunity.
The mobile telecom sector in Bangladesh has experienced substantial growth over the last ten years. Mobile subscribers have increased from less than 1% of the population before 2000 to over 20% in 2007. There are currently over 30 million mobile subscribers across six operators in Bangladesh. Intense competition among operators has led to reduced tariffs, improved quality, and increased innovation in services. The mobile sector now generates over US$1 billion in annual revenue and covers over 95% of the country's geography.
This document provides an overview of Bharti Airtel, the largest cellular service provider in India. Some key points:
- Bharti Airtel has over 124 million subscribers as of 2010, making it the third largest single-country mobile operator globally and the largest in India.
- It offers mobile, fixed line, broadband, and DTH (direct-to-home) television services across India.
- In the mobile market, Bharti Airtel has a 24.6% share while Reliance Communications and Vodafone Essar have 17.7% and 17.4% shares respectively.
- The document discusses Bharti Airtel's
Telecommunication industry of bangladeshSarker Shuvo
This presentation provides an overview of the telecommunication industry in Bangladesh. It introduces the group members giving the presentation and provides background on the liberalization of the telecom sector in Bangladesh in the late 1980s. It then summarizes the leading mobile operators in the country, including Grameenphone, Banglalink, Robi, Airtel, Citycell, and BTCL. For each operator, it gives key details like ownership, subscribers, services offered, and financial information. The presentation aims to inform the audience about the major players and development of the telecom sector in Bangladesh.
Bharti Airtel is the largest private telecom company in India and the third largest wireless operator worldwide. It has a pan-India presence and offers integrated telecom services including wireless, fixed line, broadband, DTH, and enterprise services. Airtel follows a strategy of partnering with global technology leaders and outsourcing non-core operations. It focuses on increasing ARPU and minutes of usage to tap the growing Indian telecom market where demand is rising due to factors like increasing income and urbanization.
Marketing Strategies of Bharti Airtel in Northeastluchercrisis
This document is a summer internship project report submitted by a student towards their post graduate diploma in management. It provides an overview of Bharti Airtel's marketing strategies in Northeast India. The report includes an introduction to the telecommunications industry in India, profiles of Bharti Airtel and its competitors, an analysis of Airtel's marketing strategy in Northeast India, the objectives and methodology of the study, findings from research conducted, a SWOT analysis of Airtel, and conclusions from the report.
This document summarizes a presentation on the telecom industry in India. It provides an overview of the industry, highlighting that India has the second largest wireless network in the world. It discusses how the industry is an attractive sector for investment due to factors like growth potential. The regulatory framework and emerging trends like infrastructure sharing are examined. Major players in the industry are identified, and a SWOT analysis of the sector is presented.
A project report on comparative analysis of airtel and bsnl landlineBabasab Patil
This document summarizes a project report that analyzes and compares the landline services of Airtel and BSNL in India. It conducted a survey of 300 customers and found that BSNL had the largest market share of landline customers at 52%. The report also found that most BSNL customers were satisfied with the coverage provided, though some felt call rates could be lower. It suggests that telecom companies focus on pricing, enhancing coverage, and leveraging existing market share to gain more customers.
The telecom sector in India has experienced tremendous growth over the past decade and now has the second largest network in the world. Key factors fueling growth include the increasing subscriber base, which is expected to reach 696 million by 2014, growth of mobile value added services to $10.8 billion by 2015, and increasing smartphone sales. While the sector is competitive with 15 operators, the top players are Bharti Airtel with a 19.94% market share, followed by Reliance and Vodafone. The government aims to further expand broadband access and local manufacturing through policies like the National Telecom Policy 2012.
Mohamed Hisham El-Said is seeking an internship in management and human resources. He graduated from Helwan University in 2014 with a BSc in Business Information Systems and has experience in customer service, training, and administration. He is fluent in English and Arabic and has strong computer and communication skills.
This document discusses the development of an instructional innovation for elementary education in Thailand. It aims to improve students' English performance while also instilling pride in local Thai culture. The innovation consists of 8 lessons covering the history, geography, arts, environment, and culture of a particular Thai province. It was implemented with a Grade 4 class. Assessments found that the innovation helped promote English language learning and appreciation for local Thai culture, in line with national education goals.
aCelera WAN optimization controllers accelerate applications,
speed data transfers and reduce bandwidth costs using a
combination of application, network and protocol optimization.
Array Networks’ Application Delivery Solutions Now Available Through Promark ... Array Networks
Array Networks Inc., a global leader in application delivery networking, today announced that it has entered into a distribution agreement with Promark Technology, a premier U.S.-focused value-added distributor (VAD) and wholly-owned subsidiary of Ingram Micro Inc. Under the terms of the agreement, Promark will offer Array’s application delivery networking products and solutions, including load balancing, SSL VPN and WAN optimization, as well as Array’s line of next-generation virtualized appliances.
The Dawes Act of 1887 was created by Senator Henry Dawes to force assimilation of Native Americans by allotting tribal land holdings into individual plots and extending state laws over tribes. It aimed to get land from Native Americans and assimilate them into white culture by ending communal land ownership and traditions. The act negatively impacted tribes by reducing their land bases and imposing foreign laws and culture upon them.
The document appears to be a schedule listing flight details for pilgrims traveling from Surabaya, Indonesia for Hajj in 1436H/2015M. It includes dates and times for pilgrims entering dormitories, departing for airports in East Java and Bali, flight numbers, dates and times of arrival in Medina and Jeddah, and return flight information from Jeddah to Indonesia. There are 53 scheduled flights listed from August 2015 through October 2015.
El documento describe varios métodos para controlar el crecimiento de microorganismos, incluyendo la esterilización por calor húmedo y seco, la pasteurización, y el uso de agentes químicos y físicos. También explica cómo factores como el tiempo de exposición, la concentración del agente, y las condiciones ambientales afectan la eficacia del control microbiano. Finalmente, define conceptos clave relacionados como esterilización, desinfección, antimicrobianos y más.
This document provides an overview of Reliance Jio, including its organizational profile and products. Reliance Jio is a subsidiary of Reliance Industries focused on providing 4G mobile and broadband services in India. It holds pan-India licenses and spectrum and aims to provide high-speed internet connectivity and digital services. Reliance Jio offers various apps and services and is building out a next-generation network to handle increasing demand for data and voice.
A small secondary research on Mobile Value Added Services Industry in India. I did it during my Summer Internship as a area of interest. Data is collected through Internet.
India has over 1 billion telecom subscribers as of 2015, making it the second largest telecom market globally. The telecom industry is a major contributor to India's GDP and is expected to continue growing due to increased rural connectivity and demand for smartphones and internet access. Key opportunities for growth include expanding rural coverage, increased adoption of 3G and broadband services, and the development of value-added services. Infrastructure sharing can also help reduce costs for telecom providers.
barriers and use case study of mobile internet for the age group above 40-- A...Shwetanshu Gupta
Bharti Airtel is India's largest telecommunications company with over 287 million customers across 20 countries in Asia and Africa. The document discusses Airtel's operations, services, and competitors in the Indian telecom market. It provides an overview of Airtel's history, leadership, financials, and subsidiaries. The key points are that Airtel is a leading global telecom provider, it offers various mobile and fixed line services in India, and it has the largest market share of wireless subscribers in India.
The document discusses the growth of India's telecommunications sector after liberalization in 1991. It summarizes key statistics on the growth of cell phone users from 1989 to 2016. It also discusses the company's plans to differentiate its mobile services and rollout new retail concepts. Finally, it provides background on India's telecom industry, licensing framework, the National Telecom Policies of 1994 and 1999, and the establishment of an independent regulator.
Reliance Jio Infocomm Limited (RJIL), a subsidiary of Reliance Industries Limited, is India's largest telecom operator providing 4G services nationwide using LTE technology. Formerly known as Infotel Broadband Services Limited, RJIL was incorporated in 2007 and is headquartered in Navi Mumbai. RJIL aims to provide high-speed internet connectivity, communication services, and digital services across India to enable access to innovative content and applications. RJIL is also deploying advanced network infrastructure to handle large demand for data and voice.
A STUDY ON CUSTOMER SATISFACTION REGARDING CELL PHONES SERVICESPrashant Kumar
This document is a project report submitted by Prashant Kumar to his faculty guide Dr. Devendra Kumar Pandey on a study of customer satisfaction with cell phone services. The report includes an introduction on India's growing telecom sector, objectives to study customer satisfaction levels and awareness of new phones. It also reviews literature and describes the methodology used, including hypotheses. Key findings and suggestions will be analyzed, with the goal of understanding customer satisfaction.
This document provides an overview of Bharti Airtel's marketing strategies in India. It discusses Airtel's market segmentation, targeting, positioning, and marketing mix. Airtel segments the market based on demographics like age and income. It targets youth, professionals, and women. Airtel positions itself as a provider of expressive services. The marketing mix discusses Airtel's mobile, broadband, and enterprise services and its pricing, placement, and promotion strategies. A SWOT analysis identifies Airtel's strengths in market leadership, pan-India presence, and opportunities in rural markets, while threats include competition.
This document is a study report on customer satisfaction towards Reliance Jio submitted by Sushant LakshmyNarayanan to the University of Mumbai. It includes an introduction to the telecommunications industry in India and Reliance Jio. It outlines the objectives and scope of the study, as well as the research methodology used. The analysis and interpretation chapter will examine Reliance Jio's product lifecycle and Porter's Five Forces model. The conclusion will discuss the findings, limitations, and recommendations.
This document provides an overview of a project report submitted by Neelam Meena for her MBA program. The report examines Vodafone's corporate plans tailored for members of the Jewellery Association (JAS) in India. It acknowledges the guidance of her project guide. The preface states that the project aims to provide practical insights into working in an organization. The executive summary indicates that companies work hard to survive in competitive markets by controlling market share, and risks should be minimized when opening new businesses.
Indian Telecom Industry & role of HR in it, With emphasis on Airtelmini244
The document summarizes the growth of the Indian telecommunication industry. It discusses key metrics like India surpassing the US to become the second largest wireless network, achieving the world's lowest call rates and fastest growth in subscribers. It also outlines government initiatives to support growth, trends in rural connectivity, key players in mobile services, and investments being made to continue expansion. The telecom industry is expected to see further investments to support reaching 500 million subscribers by 2010.
Impact of reliance jio on telecom sectorAdil Hussain
The document provides an overview of India's telecom industry and policies. It discusses:
- The rapid growth of India's telecom sector since liberalization in the 1990s, with cell phone users growing from zero in 1989 to over a billion by 2016.
- The introduction of the National Telecom Policy in 1994 which facilitated private sector entry and Internet growth on telecom networks.
- The establishment of TRAI in 1997 to regulate tariffs and fulfill commitments of telecom liberalization.
- The introduction of the New Telecom Policy in 1999 to further encourage private investment and address viability concerns of private operators.
Tata Docomo is a cellular service provider in India operating on the GSM platform as a result of a strategic joint venture between Tata Teleservices and Japanese telecom company NTT Docomo. The document provides an overview of Tata Docomo, including its vision, services offered, areas of operation, and partnership with NTT Docomo to introduce advanced technologies and services to India. Key responsibilities during the internship included understanding Tata Docomo's unique customer service model and activities to improve customer satisfaction.
A project report on comparative analysis of marketing strategies of vodafone ...Projects Kart
The document provides information about a project report on the comparative analysis of marketing strategies of Bharti Airtel and Vodafone. It includes an introduction to the topic, background details on the telecom sector in India and profiles of Airtel and Vodafone. It also describes the objectives of the study, research methodology used and the contents that will be covered in the report such as the marketing strategies, SWOT analysis, suggestions and conclusions.
Deloitte's Technology, Media, Telecom Center of Excellence (TCOE) was established in China to leverage Deloitte's experience in the TMT sector and provide thought leadership to companies in the China TMT industry. The document discusses the global MVNO market and analyzes strategies used by successful MVNOs, including leveraging existing resources like brands, distribution channels, or content. Key elements for MVNO success include having an advantage like these resources, clearly differentiating services, and targeting specific customer segments with tailored offerings rather than direct price competition with telecom operators.
This document provides an overview of the telecom sector in India. It discusses the history and growth of the telecom industry in India. Some key points discussed include:
- The rapid growth of the Indian telecom industry, with over 60 million new mobile connections added in 2008.
- The various technologies used like GSM, CDMA, 3G, and upcoming technologies like 4G.
- Major players in the industry like Airtel, Vodafone, Idea, Reliance, and government players like BSNL and MTNL.
- Initiatives by companies to invest billions to expand networks and subscriber bases.
- The telecom industry contributing around 1% to India
January 2015 Edition of BEACON, A Monthly Newsletter by SIMCON.
Inside this issue:
About Us
Our Team
INDUSTRY ANALYSIS : Telecom Industry
COMPANY ANALYSIS : Idea Cellular
BRAND ANALYSIS : Nike
Event Report
Concept of the month
Vodafone is the largest mobile telecommunications company in the world based on revenue. It has operations in 25 countries across 5 continents serving over 200 million customers worldwide. The document provides an overview of major telecom companies operating in India including state-owned companies (BSNL and MTNL), private Indian companies (Reliance Infocom, Tata Teleservices), and foreign invested companies (Bharti Tele-Ventures, Hutchison-Essar). It discusses the size and growth of the Indian telecom market as well as the services offered by these major players.
Airtel is a major Indian telecommunications company that provides cellular, internet, and landline services. It is owned by Bharti Airtel and has over 7 million customers across India. Airtel was the first company to offer GSM mobile services in India and has since expanded to offer 3G and 4G services. Airtel also offers prepaid services which allow customers to pay for talk time in advance, giving them control over their cellular expenses. According to a survey in Noida, 40% of customers preferred Airtel for its coverage and schemes compared to competitors like Reliance and BSNL.
Indian Telecom Sector – Witnessing a RevolutionIOSR Journals
The document summarizes the growth and revolution of the Indian telecom sector over the past few decades. It notes that the contribution of services to India's GDP has grown from 45% in 2000 to 55% in 2010. The telecom industry in particular has witnessed explosive growth, with mobile subscribers increasing from just 1 million in the early 1990s to over 500 million by 2009. Key factors driving this growth include reforms allowing private operators to enter the market in the early 1990s, lowering of mobile call rates, and the rollout of improved technologies like 3G. The rapid expansion of telecom infrastructure and services has brought about a tremendous revolution in Indian society by connecting more people across economic classes.
Similar to Mobile Virtual Network Operators- will it florish in India by Shweta Berry and Dhananjay Pavgi (20)
Mobile Virtual Network Operators- will it florish in India by Shweta Berry and Dhananjay Pavgi
1. Article for Press Release
Mobile Virtual Network Operators - Will it be the next success story in India?
Authored by Shweta Berry & Dhananjay Pavgi – Portfolio Management Group, Tech Mahindra Ltd.
The Indian telecommunications industry is one of the fastest growing in the world and as predicted by Boston Consulting Group,
the Indian telecom market will surpass a psychological $100 billion-mark by 2015, despite host of concerning factors such as
intense competition on the back of low-tariff structures and ensuing decline in ARPUs in the sector. Also, with the Indian
government’s determination for making the radio airwaves pricing market-driven, delinking license from spectrum, penalizing
the operators who could not roll 3G services after winning start-up spectrum and powering the consumers with ease to switch
operators with the launch of mobile number portability across the country, it is quite clear that there is an increase in the
regulatory intervention designed to lower the barriers for market entry and ultimately increasing competition.
Given the regulatory and market conditions, it is quite intriguing to see how the telecom service providers, especially the new
entrants who are yet to turn profitable or those who lost 3G auctions or even those who even after winning, could not launch
services and are under the threat to loose their spectrum would meet the pressure of sustaining in one of the toughest telecom
markets. In such a scenario, will the much talked about mobile virtual network operator (MVNO) business model make a
success story in India? Before we assess whether MVNO’s will flourish or struggle on the Indian soil, let us understand what
MVNO stands for and how are they different from mobile operators.
A MVNO is a mobile operator that does not have any spectrum of its own. It purchases bulk airtime from Mobile Network
Operator (MNO) and may also utilize the infrastructure of an incumbent telecom operator, also called Home Network operator
(HNO) to launch its services. The efficiency is obtained by the nature of the MVNO business model as an MVNO does not incur
the significant capital expenditure on spectrum and infrastructure that an MNO does, nor does it have the time consuming task
of rolling out extensive radio infrastructure.
As MVNOs enter into a market already dominated with incumbent players, they have to offer a definitive advantage in the form
of brand value, attractive content or a segment specific service offering to lure the customers. Various types of MVNO (see
figure 1.) exist which define the level of involvement in the telecom operations and nature of arrangement between the MVNO
& the incumbent operator.
Figure 1. Types of MVNOs
Article
2. Article for Press Release
An MVNO may depend on mobile virtual network enablers(MVNE) for providing back office services such as consulting and
integration services, end-to-end enablement services, messaging platforms, data platforms and billing solutions. MVNO may or
may not have any prior telecom experience. MVNC&SI acts as a trusted advisor and provides industry specific expertise to the
MVNO in areas such as strategy and planning, business case and operational models, system integration and end-to-end testing
etc.
MVNOs have a fair share of both successes and failures throughout the world. As per Ovum's latest forecasts, global MVNO
connections will reach 85.6 million by 2015, and revenues will reach $9.5 billion. While the established MVNO markets will drive
this growth, the emerging markets are also warming up to introduce MVNOs. Western Europe has pioneered the MVNO space
worldwide with approximately 357 active MVNOs. USA & Canada stand second on the charts with an approximate number of 72
MVNOs active. MVNOs are expected to move into markets in Brazil and Chile in South and Central America; Turkey in the
Middle East; and India, Pakistan, and Vietnam in Asia-Pacific. Currently there are no true MVNOs in these markets, but it is
expected that new MVNOs would enter from 2011 with India and Indonesia leading the way. South America is not to be left far
behind with Brazil planning to release regulations for MVNOs.
If we critically evaluate the entry of MVNOs into the Indian market, we can see various forces working in favor of and against
MVNOs. The mobile penetration is expected to go up to nearly 100% by 2015 and Mobile Value Added Services (MVAS) to
generate Rs 48,000cr worth of revenue, MVAS is clearly slated to drive the vehicle for inclusive growth in India. (Source: Study
on “Mobile Value Added Services (MVAS) by ASSOCHAM & Deloitte). This fusion of wireless and entertainment industry led by
the profound industry shift from being a voice-only market to one dominated by a glut of non-voice and mobile value added
services is creating a much larger and more profitable market. The revenue growth potential, large pool of churn customers,
emerging broadband wireless technologies and compelling economics are creating market conditions conducive to give thrust
to the MVNO business model.
Though the Indian telecom regulatory authorities are keenly studying these developments and formulating their
recommendations on MVNOs, the decision for allowing MVNOs to operate in India has been pending since 2008. As per the
Telecom Regulatory Authority of India (Trai), to maintain an exponential growth, introduction of MVNO is seen as a natural
progression towards enhancing free market principles and contributing to efficient use of existing telecommunication
infrastructure. Trai came up with a paper on the recommendations On Mobile Virtual Network Operator in August 2008. Table
1. summarizes the implications of the Trai recommendations for setting up MVNO business in India. Another positive
development took place in February 2009 when the Telecom Commission gave consent to the proposal of allowing MVNOs to
launch their services in the country. But post commission’s approval, the Indian government is yet to issue a formal notification
along with guidelines for MVNOs to operate in India. The final decision is still pending with the Department of
Telecommunication (DoT).
3. Article for Press Release
In the mid of January 2011, Trai issued yet another consultation paper on "Issues related to Telecom Infrastructure Policy",
incorporating initial comments from stakeholders on whether or not the MVNOs should be allowed to operate in the country. It
has asked the industry and other stakeholders to give inputs on the issues raised in the paper by January 31, and send in
counter-comments on February 7. Also, in its recent press release, Trai has further recommended that any firm which wishes to
become a MVNO should also be granted a universal access service licence (UASL) without any spectrum. Such companies can
subsequently enter into a spectrum sharing arrangement with an operator having spectrum. As part of the recommendations
the Trai has also said MVNOs should fulfill all the obligations of a telecom licensee.
It is interesting to note that while the market still awaits final verdict from the government on MVNOs entry in India, companies
vying to take the first mover advantage, are finding innovative ways of addressing to MVNO needs of the market. Table 2
presents a snapshot of existing MVNO like business models:
Table 1: Implications of the TRAI recommendations (2008) for setting up MVNO business in India
Source: Telecom Regulatory Authority of India, paper on the ‘Recommendations On Mobile Virtual Network Operator (MVNO) ‘published on 6 August 2008.
4. Article for Press Release
Host
Operator
Franchisee
/ Partner
Year of
partnership
Business
Model
Brand Service Target
Segment
Value Proposition
Tata
Teleservices
Future
Group,
India’s
largest retail
chain
February
2010
Marketing
alliance
Talk24
(T24)
GSM
Only the
Customers of
Future Group
'Shop More, Talk
More and Talk more,
Shop More'
Works like a loyalty
programme, wherein a
customer of Future
Group will get some
talk time when he
shops at Future Group
and vice-versa.
Aircel
Blyk, a
Finland based
successful
Youth MVNO
Company
November
2009
Revenue-
share
Blyk GSM
Youth
segment
Interactive text and
multimedia messaging
as an advertising
format, with opt-in
subscribers.
Subscribers get
freebies, according to
individual interests.
Tata
Teleservices
Virgin Group,
a leading
branded
venture
capital
organization
of Sir Richard
Branson
March 2008
Revenue
share
Virgin
Mobile
CDMA &
GSM
Urban Youth
segment
across 300
cities
Pocket Friendly,
innovative offerings
such as “Get paid for
incoming”, “New 50 P
STD Local” etc to meet
their style, budget &
aspirational quoitent
Table 2:Snapshot of existing MVNO-like Business Models
Tata Teleservices have been the pioneers, having two partnerships based on likes of the MVNO model. The latest one is with
India’s largest retail chain, the Future Group and the first one was with Virgin Mobile. The combined subscriber base for TATA
Indicom and Docomo which has 26% investment since Mar 2009, is 80,817,298 as on October 2010(source: Telecom Track)
while Virgin Mobile claims that it is now adding more than ten per cent of Tata Tele's subscriber base every month and that its
Indian operations are the second largest, globally in terms of subscriber base.
Virgin Mobile has revenue share arrangement with Tata Teleservices and targets the youth segment across 300 cities which is
about 30-40 per cent of the market opportunity. Virgin has its own design team for the handset which works with the
manufacturers to develop customized devices. The company has been able to drive adoption of value-added services to 30 per
cent of its revenues compared to market average of just 10 per cent. This has also pushed up its average revenue per user to
double that of other CDMA players. The company was offering CDMA-based mobile services till recently and has now moved
into the GSM space as well. For Tata Teleservices, there is benefit in terms of the additional customers as well as increased
minutes of use on its network.
Future Group’s Talk 24 (T24) mobile services are sold only to the Future Group customers, thus, functioning like a loyalty
programme wherein a customer of Future Group will get some talk time when he shops at Future Group and vice-versa. This is a
unique marketing alliance between a retailer and a telecom operator in India. It offers TATA direct access to millions of Future
Group customers through its widespread retail presence across India in over 75 cities and 65 rural destinations.
The success of TATA’s may aspire the incumbent operators like BSNL who don’t see marketing & branding as their core
strengths and would consider leasing out excess network capacity to MVNOs for better utilization of resources and an venue for
alternate revenue generation.
5. Article for Press Release
Another innovative way of market entry is that of Blyk, headed by ex-Nokia head. Though Blyk operates as a MVNO with ad-
funded model in other countries, it has taken a content service provider route in India, launching its content services on the
Aircel platform. The Aircel subscribers have to pay an additional service charge of Rs. 74 to become a Blyk subscriber. Blyk has
already signed up more than 100,000 subscribers since its launch in November 2010. The partnership is on a revenue-share
basis, with Aircel providing the connectivity and Blyk taking care of advertisement sales and campaign management. The real
value to advertisers (and merchants, governments, developers, enterprises and other upstream customers) is from having
access to a seriously large numbers of end-user customers willing to accept advertising and other telecom-enabled VAS services.
This makes the two-sided telecom opportunity most valuable to larger operators and also to the operator community working
collaboratively. The success of this model remains to be seen in the Indian market as such a platform will only thrive when it has
an larger pool of retail partnerships in place for revenue generation and also provides an effective end-to-end service delivery.
For example, identification, authentication, advertising, billing, content delivery, customer care & contact centre management
has to be effectively coupled with a very strong product management capability. And all this has to be done in most cost
effective manner to stay profitable.
Hence, with the initial success stories of the MVNO like business models, time is not far when MVNOs would start flourishing on
the Indian soil as well. Some of the likely players from India could come from retail, banking and finance, or even government
sectors like the Indian Post. International players like Telekom Malaysia, Mobile ESPN and ValueFirst are planning to take the
MVNO route and are already looking for strategic alliances in India. Government’s latest initiatives towards making the
spectrum on demand would mean more value-added services (VAS) like Internet browsing and downloading being possible on
2G as well. Also, operators missing out on 3G licensing can take the MVNO route to carve a share of 3G pie as only four out of
the 10 or so operators in each circle have 3G spectrum. The MVNO model opens up the possibility of such services being
launched by more and more players.
Owning the customer with the lowest possible build and operate costs is the success mantra for the MVNO business model.
Hence, players devising their entry strategy must ensure that they have the right mix of services and a lean but scalable Business
and Operations Support system which enables reduced time to market. MVNOs need to conduct due diligence for selecting
their IT partners and opt for solutions which could be customized to suit their business objectives without sacrificing on the
ability to come out with innovative offerings. The solutions need to be evaluated on features such as flexibility of bundling voice
services with VAS, customize billing and rating engine for creating innovative product offerings, converged billing and preferably
have inbuilt support for using business intelligence to device promotions and campaigns, execute loyalty programs and
customer care initiatives for managing the customer experience throughout their lifecycle. Right IT solution is the backbone of
MVNO business, driving growth and revenues. And equipped with a strong backbone, MVNO’s would be able to device
innovative pricing structures which help in faster customer acquisition as they pass cost benefits to customers.
For the customer, the introduction of MVNO would mean a wide variety of services packaged together in one bouquet with the
option of customization at very affordable prices. This would improve the overall Customer satisfaction level and would help
stabilizing and increasing the current ARPU levels of the operator. They would have ample number of choices not only in terms
of network parameters, but also, favored brand, brand loyalty, specific discounts and schemes available, etc.
However, given the nature Indian market which has high price sensitivity and low profit margins due to falling ARPU’s, the
financial viability and sustainability needs to be worked out before exploring the turf. Little differentiation in value proposition
from exiting MNO offerings, inability in understanding and addressing to the needs of the niches identified or a flawed business
model which overlooks the need for developing strong distribution capability are some of the marketing failures an MVNO must
be thoroughly prepared to avoid. Another major reason of failure is bad customer experience with the service fulfillment and
delivery. Customer churn increases with repeated bill shocks, call drops and failure of service provider to respond well in time.
Churn due to over-billing and revenue leakages and frauds due to under-billing, wrong billing or no billing due to inconsistent IT
systems and network outages can lead to a complete failure of an MVNO. Hence, critical evaluation of products on reliability,
scalability and efficiency as well as ensuring vendor’ after sales service support is a must. Similarly, in case of a hosted partner,
MVNOs must select an experienced partner with established repute, ensure that all the critical SLA’s are defined properly, there
is no room for ambiguity in responsibilities and the partner is committed to deliver. Same is true while choosing an MNO as well
as capital investors. A serious dent is caused to business profitability when the relationship with the host mobile operator is
strained or they are simply not motivated to encourage the MVNO it hosts to be successful or when investors under capitalize
the business. It goes without saying that business will only be successful when organizational competency and good program
management with right partner ecosystem is developed. And last but not least, costs such as entry fee, licenses, investing in
evaluating and tying up with an MNO, establishing a service delivery platform have to be factored in and weighted against cost
of exit, in case business does not flourish.
6. Article for Press Release
In parallel, devising the right strategy to approach the Indian market and gain mileage from its natural demographic advantage
due to high percentage of youth population and burgeoning middle class with pro-spending habits will play a crucial role in
defining success for the MVNO. The Indian diversity offers a number on niches based on languages (22 languages have status of
official languages in the constitution of India), 23 regions with each having its own culture and community lifestyle, huge NRI
population in pockets of Kerala & Punjab; in addition to the existence of varied socio-economic and demographic segments, that
can be tapped successfully. Another crucial aspect is the enablement of IT and network platform for supporting the subscriber
base with flawless service delivery. It would be wise not to opt for reinventing the wheel when they can partner with a solution
provider who offers ready to use service delivery platform on a hosted model and enables quick launch to market.
It will be indeed interesting to watch how MVNOs will identify their niches going beyond age & economic strata and kickoff
another revolution by catalyzing 100% adoption of telecom services in India. In the nutshell, MVNO’s are in a strong position to
appeal to the customers with service innovation, enabling rapid customer acquisition. They have the dual benefit of making the
market more efficient on the cost side and expediting the adoption of services on the revenue side. Though individual
performances of players would vary, but MVNOs do have the potential of changing the structure, economic flows and culture of
the Indian wireless industry for years to come.
==