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.

1. PROJECT REPORT
ON
“ACCOUNT MANAGEMENT AND LEAD
GENERATION”
VODAFONE BUSINESS SOLUTIONS
UNDERTAKEN AT
VODAFONE, JAIPUR
Submitted in partial fulfilment for the award of degree of
Master of Business Administration
Submitted To:
Submitted By:
Mr. Sandeep Vyas
Neelam Meena
RTU MBA 3rd Semester
International School of Informatics and Management
Jaipur
Session 2012-2013
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2. Acknowledgement
I express my sincere thanks to my project guide, Mr Agam Mathur,
Designation Channel Sales Manager, Vodafone, Jaipur, for guiding me
right form the inception till the successful completion of the project. I
sincerely acknowledge him for extending his valuable guidance, support
for literature, critical reviews of project and the report and above all the
moral support he had provided to me with all stages of this project.
I would also like to thank my faculty members for their constant support
and motivation.
Neelam Meena
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3. Preface
The underlying aim of the project report as an integral part of MBA
program is to provide the students with practical aspects of the
organization – working environment. Such type of presentation helps a
student to visualize and realize about the congruencies between the
theoretical learning in the premises of college and actual followed by the
organization. It gives the knowledge of application aspect of the theories
learnt in the classroom.
This project Report presents a brief idea about the working of the big
MNC‘s and the detail description of the Vodafone‘s corporate plans, tell
that how hard a company has to try to survive in the market. I have tried
to include all the aspects of my project to the best of my knowledge. Still
some errors might have crept in this report.
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4. Executive Summary
This report contains the crux of the study of new concept presented by
Vodafone i.e. corporate plans tailor made for members of Jewellery
Association (JAS) that provide the various benefits. Also this report
covers the market survey of the members of the JAS to understand the
effectiveness of this plan. The crux of this project comes out to be is that
companies try very hard to survive in this competitive market. They do
whatever they can to control their market capture and so while opening a
new business, one should ponder upon all the aspects of it, so that the
probability of risk is reduced to very little level.
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5. Index
1. Introduction to Industry
a. Cellular Service Providers
i. Bharti Airtel
ii. Reliance Communication
iii. BSNL
iv. Vodafone
v. Tata Indicom
vi. Idea
vii. Aircel
viii. Uninor
b. Market Share of Indian Telecom Companies
2. Introduction to Vodafone
a. Brief
b. Mission
c. Vision
d. History
e. Vodafone Essar
f. Previous Brands
g. SWOT Analysis
h. Future Agenda
3. Introduction to Account Mapping and Lead
Generation-Vodafone Business Solutions
a. Corporate
b. Corporate Plan
c. Evaluating the Corporate Plan
d. Strategic Planning Methodology
e. Corporate Planning Process
f. Closed User Group
g. Jewellery Association (JAS)
4. Research Methodology
a. Introduction
b. Benefits of Study
c. Title of the Study
d. Duration of the Study
e. Objectives of the Study
f. Type of research
g. Sample Size and Method of Sampling
h. Scope of Study
5. Process of research
a. Problem Identification
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6. 6.
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9.
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b. Research Design
c. Data Collection and Sampling
d. Data Analysis and Interpretation
Facts and Findings
Conclusion
Annexure
Bibliography
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7. 1. Introduction to Industry
The telecom network in India is the fifth largest network in the world
meeting up with global standards. Presently, the Indian telecom industry
is currently slated to an estimated contribution of nearly 1% to India‘s
GDP. The Indian Telecommunications network with 110.01 million
connections is the fifth largest in the world and the second largest
among the emerging economies of Asia. Today, it is the fastest growing
market in the world and represents unique opportunities for U.S.
companies in the stagnant global scenario. The total subscriber base,
which has grown by 40% in 2005, is expected to reach 250 million in
2007.
According to Broadband Policy 2004, Government of India aims at 9
million broadband connections and 18 million internet connections by
2007. The wireless subscriber base has jumped from 33.69 million in
2004 to 62.57 million in FY2004- 2005. In the last 3 years, two out of
every three new telephone subscribers were wireless subscribers.
Consequently, wireless now accounts for 54.6% of the total telephone
subscriber base, as compared to only 40% in 2003. Wireless subscriber
growth is expected to bypass 2.5 million new subscribers per month by
2007. The wireless technologies currently in use are Global System for
Mobile Communications (GSM) and Code Division Multiple Access
(CDMA). There are primarily 9 GSM and 5 CDMA operators providing
mobile services in 19 telecom circles and 4 metro cities, covering 2000
towns across the country. India's mobile telecom sector is one of the
fastest growing sectors. Unlike in the 1990s when the mobile phone was
an elitist product, mobile operators now tap a mass market with mass
marketing techniques. "Unified licensing" rules allow basic and mobile
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8. operators into each other‘s territory, and have ushered in perhaps the
final phase of industry consolidation. It seems that only companies with
deep pockets can effectively compete as primary operators mobile
markets. Economies of scale, scope, and end-to-end presence in longdistance as well as local telecom, are desirable. There are, besides, new
challenges. Operators have to find new growth drivers for the wire line
business. There are problems of getting broadband to take off, of
technology choice, of when to introduce new technologies, and of
developing a viable business model in an era of convergence.
India has the fastest growing mobile markets in the world. The mobile
services were commercially launched in August 1995 in India. In the
initial 5-6 years the average monthly subscribers additions were around
0.05 to 0.1 million only and the total mobile subscribers base in
December 2002 stood at 10.5 million. However, after the number of
proactive initiatives taken by regulator and licensor, the monthly
subscriber additions increased to around 2 million per month in the year
2003-04 and 2004-05.
Although mobile telephones followed the New Telecom Policy 1994,
growth was tardy in the early years because of the high price of
handsets as well as the high tariff structure of mobile telephones. The
New Telecom Policy in 1999, the industry heralded several pro
consumer initiatives. Mobile subscriber additions started picking up. The
number of mobile phones added throughout the country in 2003 was 16
million, followed by 22 million in 2004, 32 million in 2005 and 65 million
in 2006. The only countries with more mobile phones than India with
156.31 million mobile phones are China – 408 million and USA – 170
million. India has opted for the use of both the GSM (global system for
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9. mobile communications) and CDMA (code-division multiple access)
technologies in the mobile sector. The mobile tariffs in India have also
become lowest in the world. A new mobile connection can be activated
with a monthly commitment of US$ 5 only. In 2005 alone 32 million
handsets were sold in India. The data reveals the real potential for
growth of the Indian mobile market.
a. Cellular Service Providers
As on Apr 2007 India has 167 million mobile phone subscribers. Out of
this 125 million are GSM users and 41 million CDMA users. BSNL,
Bharti Airtel, Hutch, Idea, Aircel, Spice and MTNL are the main GSM
providers in India. Reliance Communications and Tata Indicom are the
main CDMA providers in India.
i. Bharti Airtel
Bharti Airtel Limited commonly known as Airtel, is the largest Indian
telecommunications company that operates in 20 countries across South
Asia, Africa and the Channel Islands. It operates a GSM network in all
countries,
country
providing 2G, 3G and 4G services
of
operation.
Airtel
is
the
depending
upon
world's third-largest
the
mobile
telecommunications company with over 261 million subscribers across
20 countries as of August 2012. It is the largest cellular service
provider in India, with 200.00 million subscribers as of 09 August
2012. Airtel is the third largest in-country mobile operator by subscriber
base, behind China Mobile and China Unicom. Airtel is the largest
provider of mobile telephony and second largest provider of fixed
telephony in India, and is also a provider of broadband and subscription
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10. television services. It offers its telecom services under the airtel brand,
and is headed by Sunil Bharti Mittal. Bharti Airtel is the first Indian
telecom service provider to achieve Cisco Gold Certification. It also acts
as a carrier for national and international long distance communication
services. The company has a submarine cable landing station at
Chennai, which connects the submarine cable connecting Chennai and
Singapore.
It is known for being the first mobile phone company in the world
to outsource all of its business operations except marketing, sales and
finance. Its network—base stations, microwave links, etc.—is maintained
by Ericsson, Nokia Siemens Network and Huawei, and business support
is provided by IBM, and transmission towers are maintained by another
company (Bharti Infratel Ltd. in India). Ericsson agreed for the first time
to be paid by the minute for installation and maintenance of their
equipment rather than being paid up front, which allowed Airtel to
provide low call rates of 1/minute (US$0.02/minute). During the last
financial
year
(2009–10),
Bharti
negotiated
for
its
strategic
partner Alcatel-Lucent to manage the network infrastructure for the telemedia business. On 31 May 2012, Bharti Airtel awarded the three year
contract to Alcatel-Lucent for setting up a Protocol across the country.
This would help consumer‘s access internet at faster speed and high
quality internet browsing on mobile handsets.
History
Sunil Bharti Mittal founded the Bharti Group. In 1983, Mittal was in an
agreement with Germany's Siemens to manufacture push-button
telephone models for the Indian market. In 1986, Mittal incorporated
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11. Bharti Telecom Limited (BTL), and his company became the first in India
to offer push-button telephones, establishing the basis of Bharti
Enterprises. By the early 1990s, Sunil Mittal had also launched the
country's first fax machines and its first cordless telephones. In 1992,
Mittal won a bid to build a cellular phone network in Delhi. In 1995, Mittal
incorporated the cellular operations as Bharti Tele-Ventures and
launched service in Delhi. In 1996, cellular service was extended to
Himachal Pradesh. In 1999, Bharti Enterprises acquired control of JT
Holdings, and extended cellular operations to Karnataka and Andhra
Pradesh. In 2000, Bharti acquired control of Skycell Communications, in
Chennai. In 2001, the company acquired control of Spice Cell in
Calcutta. Bharti Enterprises went public in 2002, and the company was
listed on Bombay Stock Exchange and National Stock Exchange of
India. In 2003, the cellular phone operations were rebranded under the
single Airtel brand. In 2004, Bharti acquired control of Hexacom and
entered Rajasthan. In 2005, Bharti extended its network to Andaman
and Nicobar. This expansion allowed it to offer voice services all across
India. In 2009, Airtel launched its first international mobile network in Sri
Lanka. In 2010, Airtel acquired the African operations of the Kuwait
based Zain Telecom.In March 2012, Airtel launched a mobile operation
in Rwanda.
Organisational Structure
The organisational structure that existed until recently concentrated on
the hierarchy of the operations inside the company as a whole. The
structure depicts the corresponding operation/region of different incharges and it didn't hold anyone responsible for each of its services.
So, the company found it better to restructure its organizational chart.
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12. The transformed organisational structure will have two distinct Customer
Business Units (CBU) with clear focus on B2C (Business to Customer)
and B2B (Business to Business) segments. Bharti Airtel's B2C business
unit will comprehensively service the retail consumers, homes and small
offices, by combining the erstwhile business units—Mobile, Telemedia,
Digital TV, and other emerging businesses (like M-commerce, M-health,
M-advertising etc.). The B2C organization will consist of Consumer
Business and Market Operations. It is the largest telecommunication
company in India.
ii. Reliance Communication
Reliance Communications Ltd. (commonly called RCOM) is an Indian
broadband and telecommunications company headquartered in Navi
Mumbai, India. RCOM is the world's 15th largest mobile phone
operator with over 150 million subscribers and India's 2nd largest
telecom operator in India, only after Bharti Airtel. Established on 2004, a
subsidiary of the Reliance Group.
The company has five segments: Wireless segment includes wireless
operations of the company; broadband segment includes broadband
operations of the company; Global segment include national long
distance and international long distance operations of the company and
the wholesale operations of its subsidiaries; Investment segment
includes investment activities of the Group companies, and Other
segment consists of the customer care activities and direct-tohome (DTH) activities. It ranks among the top 5 telecommunications
companies in the world by number of customers in a single country.
Reliance Communications corporate clientele includes 2,100 Indian
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13. and multinational corporations, and over 800 global, regional and
domestic carriers. The company has established a pan-India, nextgeneration, integrated (wireless and wireline), convergent (voice, data
and video) digital network that is capable of supporting services
spanning the entire communications value chain, covering over 24,000
towns and 600,000 villages. Reliance Communications owns and
operates
the
next-generation IP-enabled
connectivity
infrastructure, comprising over 190,000 kilometres of fibre optic cable
systems in India, USA, Europe, Middle East and the Asia Pacific region.
Subsidiaries
Reliance Telecommunication Limited (RTL)
In July 2011, the company announced it was buying US-based
managed Ethernet and application delivery services company Yipes
Enterprise Services for a cash amount of 1200 crore (the equivalent of
US$300 million). The deal was announced of the overseas acquisition,
the Reliance group has amalgamated the United States-based Flag
Telecom for $210 million (roughly 950 crore). RTL operates in Madhya
Pradesh, West Bengal, Himachal Pradesh, Orissa, Bihar, Assam,
Kolkata and Northeast, offering GSM services.
Reliance Tech Services
Reliance Tech Services is the IT wing of Reliance Anil Dhirubhai Ambani
group. It provides IT consultancy, business process outsourcing and
software development for Reliance Communications and other ADA
group companies. It provides services to industry sectors such as
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14. telecommunications,
financial
services,
utilities,
entertainment,
infrastructure, BPO operations and health care.
Reliance Globalcom
RGL owns the world‘s largest private undersea cable system, spanning
65,000 km seamlessly integrated with Reliance Communications. Over
110,000 km of domestic optic fiber provides a robust Global Service
Delivery Platform, connecting 40 key business markets in India, the
Middle East, Asia, Europe, and the U.S.
Reliance Digital TV
Reliance Big TV launched in August 2008 and thereafter acquired 1
million subscribers within 90 days of launch, the fastest ramp-up ever
achieved by any DTH operator in the world. Reliance Big TV offers its
1.7 million customers DVD-quality pictures on over 200 channels using
MPEG-4 technology.
iii. BSNL
Bharat Sanchar Nigam Limited (abbreviated BSNL) is an Indian state
owned
telecommunications
company,
headquartered
in
New
Delhi, India. It is the largest provider of fixed telephony and fourth
largest mobile telephony provider in India, and is also a provider of
broadband services. However, in recent years the company's revenue
and market share plunged into heavy losses due to intense competition
in Indian telecommunications sector. BSNL is India's oldest and largest
communication service provider (CSP). It had a customer base of 95
million as of June 2011. It has footprints throughout India except for the
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15. metropolitan cities of Mumbai and New Delhi, which are managed
by Mahanagar Telephone Nigam (MTNL).
BSNL then known as the Department of Telecommunications had been
a near monopoly during the socialist period of the Indian economy.
During this period, BSNL was the only telecom service provider in the
country. MTNL was present only in Mumbai and New Delhi. During this
period BSNL operated as a typical state-run organization, inefficient,
slow, bureaucratic, and heavily unionised. As a result subscribers had to
wait for as long as five years to get a telephone connection. The
corporation tasted competition for the first time after the liberalisation of
Indian economy in 1991. Faced with stiff competition from the private
telecom service providers, BSNL has subsequently tried to increase
efficiencies itself. DoT veterans, however, put the onus for the sorry
state of affairs on the Government policies, where in all state-owned
service providers were required to function as mediums for achieving
egalitarian growth across all segments of the society. The corporation
(then DoT), however, failed to achieve this and India languished among
the most poorly connected countries in the world. BSNL was born in
2000 after the corporatisation of DoT. The corporatisation of BSNL was
undertaken by an external international consulting team consisting of a
consortium of A.F.Ferguson & Co, JB Dadachanji and NM Rothschild and was probably the most complex corporatisation exercise of its kind
ever attempted anywhere because of the quantum of assets (said to be
worth USD 50 Billion in terms of breakup value) and over half a million
directly and indirectly employed staff. Satish Mehta, who led the team
later confessed that one big mistake made by the consortium was to
recommend the continuation of the state and circle based geographical
units which may have killed the synergies across regions and may have
actually made the organisation less efficient than had it been a seamless
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16. national organisation. Vinod Vaish, then Chairman of the Telecom
Commission made a very bold decision to promote younger talent from
within the organisation to take up a leadership role and promoted the
older leaders to a role in licensing rather than in managing the
operations of BSNL. The efficiency of the company has since improved,
however, the performance level is nowhere near the private players.
The corporation remains heavily unionised and is comparatively slow in
decision making and its implementation, which largely acts at the
instances of unions without bothering about outcome. Management has
been reactive to the schemes of private telecom players. Though it
offers services at lowest tariffs, the private players continue to notch up
better numbers in all areas, years after year. BSNL has been providing
connections in both urban and rural areas. Pre-activated Mobile
connections are available at many places across India. BSNL has also
unveiled cost-effective broadband internet access plans (DataOne)
targeted at homes and small businesses. At present BSNL enjoy's
around 60% of market share of ISP services. BSNL provides almost
every telecom service in India.
Services Provided By BSNL:
Universal Telecom Services: Fixed wire line services and landline in
local
loop
(WLL)
using
CDMA
Technology
called bfone and
Tarang respectively. As of June 30, 2010, BSNL had 75% market share
of fixed lines.
Cellular Mobile Telephone Services: BSNL is major provider of
Cellular Mobile Telephone services using GSM platform under the brand
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17. name Cell one & Excel (BSNL Mobile). As of June 30, 2010 BSNL has
13.50% share of mobile telephony in the country.
WLL-CDMA Telephone Services: BSNL's WLL (Wireless in Local
Loop) service is a service giving both fixed line telephony & Mobile
telephony.
Internet: BSNL provides Internet access services through dial-up
connection (as Sancharnet through 2009) as Prepaid, (Net One) as
Post-paid and ADSL broadband (BSNL Broadband). BSNL held 55.76%
of the market share with reported subscriber base of 9.19 million Internet
subscribers with 7.79% of growth at the end of March 2010. Top 12 Dialup Service providers, based on the subscriber base, It Also Provides
Online Games via Its Games on Demand (GOD)
Intelligent Network (IN): BSNL offers value-added services, such as
Free Phone Service (FPH), India Telephone Card (Prepaid card),
Account Card Calling (ACC), Virtual Private Network (VPN), Tele-voting,
Premium Rae Service (PRM), Universal Access Number (UAN).
3G:BSNL offers the '3G' or the'3rd Generation' services which includes
facilities like video calling, mobile broadband, live TV, 3G Video portal,
streaming services like online full length movies and video on demand
etc.
IPTV: BSNL also offers the 'Internet Protocol Television' facility which
enables watch television through internet.
FTTH: Fibre to The Home facility that offers a higher bandwidth for data
transfer. This idea was proposed on post-December 2009
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18. Helpdesk: BSNL's Helpdesk (Helpdesk) provide help desk support to
their customers for their services.
VVoIP: BSNL, along with Sai Info system - an Information and
Communication Technologies (ICTs) provider - has launched Voice and
Video over Internet Protocol (VVoIP). This will allow making audio as
well as video calls to any landline, mobile, or IP phone anywhere in the
world, provided that the requisite video phone equipment is available at
both ends.
WiMax: BSNL has introduced India's first 4th Generation High-Speed
Wireless Broadband Access Technology with the minimum speed of
256kbit/s. The focus of this service is mainly rural customer where the
wired broadband facility is not available.
iv. Vodafone
Vodafone is another emerging GSM provider in India with coverage in
Kerala, Mumbai, Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh,
Karnataka and Punjab with a total subscriber base of 27 million.
v. Tata Indicom
Tata Teleservices Limited (TTSL) is
an Indian
broadband and
telecommunications service provider based in Mumbai, Maharashtra,
India. It is a subsidiary of the Tata Group, an Indian conglomerate. It
operates under the brand name Tata DoCoMo in various telecom circles
of India.
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19. In Nov 2008, Japanese telecom giant NTT DoCoMo picked up a 26 per
cent equity stake in Tata Teleservices for about Rs 13,070 crore ($2.7
billion) or an enterprise value of Rs 50,269 crore ($10.38 billion).
In Feb 2008, TTSL announced that it would provide CDMA mobile
services targeted towards the youth, in association with the Virgin
Group on a Franchisee model basis.
Tata Teleservices provides mobile services under the following brand
names:

Tata
DoCoMo (CDMA
&
GSM
mobile
operator,
wireless
broadband)

Virgin Mobile (CDMA & GSM mobile operator)

T24 Mobile (GSM mobile operator)
TATA DoCoMo, usually referred to as DoCoMo (not to be confused
with NTT DoCoMo), is an Indian cellular service provider on the
GSM and platform-arising out of the strategic joint venture between Tata
Teleservices (subsidiary of Indian conglomerate Tata Group) and
Japanese telecom giant NTT DoCoMo (subsidiary of Nippon Telegraph
and Telephone) in November 2008. It is the country's sixth largest
operator in terms of subscribers (including both GSM and CDMA).
Tata DoCoMo received a license to operate GSM telecom services in 19
telecom Circles and has been allotted spectrum in 18 of these circles,
under the brand "TATA DoCoMo". Tata DoCoMo launched GSM
services on 24 June 2009. It first launched in South India and currently
operates GSM services in 18 of 22 telecom circles. It has licence to
operate in Delhi but has not been allocated spectrum from the
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20. Government. DoCoMo
provides
services
throughout
India.
Tata
DOCOMO offers both prepaid and post-paid cellular phone services. It
has become very popular with its one second pulse especially in semiurban and rural areas. On 5 November 2010, Tata DOCOMO became
the first private sector telecom company to launch 3G services in India.
Tata DOCOMO had about 42.34 million users at the end of December
2010. On 20 October 2011, Tata DoCoMo brought its brands - GSM,
Photon, and INTERNET TATADOCOMO Walky - under the Tata
DoCoMo name. All subscribers to these services were migrated to the
DoCoMo brand on 20 October 2011.
Virgin Mobile India Limited is a cellular telephone service provider
company which is a joint venture between Tata Teleservices and
Richard
Branson's Virgin
Group.
Currently,
the
company
uses
Tata's CDMA network to offer its services under the brand name Virgin
Mobile, and it has also started GSM services in some states. ―Virgin
Mobile‖ branded services are being offered to the Indian consumers by
Tata Teleservices through a brand franchise with Virgin Mobile. Virgin
Mobile India provides Tata Teleservices with experience and expertise in
designing, marketing and servicing of ―Virgin Mobile‖ branded products
for the youth segment. Virgin Mobile offers prepaid and post-paid on
both GSM as well as CDMA. Virgin Mobile also offers wireless services
under the brand name Datamax. Virgin Mobile is also India's first
national youth-focused mobile service, with presence across 45, 00,000
outlets reaching over 3, 20, 00000 cities, towns and villages across
India.
It was also ranked as the No. 1 for customer satisfaction within the first
year of its launch with an overall score of over 95%. It have also been
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21. adjudged the 'Buzziest Brands of 2009' i.e. the most searched for brands
by surfers, in a survey carried out by a leading online portal in India.
vi. Idea
In 2000, Tata Cellular was a company providing mobile services in
Andhra Pradesh. When Birla-AT&T brought Maharashtra and Gujarat to
the table, the merger of these two entities was a reality. Thus Birla-TataAT&T, popularly known as Batata, was born and was later rebranded as
IDEA. Then Idea set sights on RPG‘s operations in Madhya Pradesh
which was successfully acquired, helping Batata have a million
subscribers, and the licence to be the fourth operator in Delhi was
clinched.
In 2004, Idea (the company had by then been rechristened) bought over
the Escorts group‘s Escotel gaining Haryana, Uttar Pradesh (West)
and Kerala — and licences for three more — UP (East), Rajasthan and
Himachal Pradesh. By the end of that year, four million Indians were on
the company‘s network. In 2005, AT&T sold its investment in Idea, and
the year after Tatas also bid good bye to pursue an independent telecom
business. And Idea was left only with one promoter, the AV Birla group.
Modi‘s joint venture partner, Telekom Malaysia, invested Rs 7,000 crore
for a 14.99% stake in Idea. Just around then, Idea‘s subsidiary, Aditya
Birla Telecom sold a 20% stake to US-based Providence Equity
Partners for over Rs 2,0000 crore.
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22. vii. Aircel
Aircel
group is
an
Indian mobile
network
operator headquartered
in Chennai, that provides wireless voice, messaging and data services in
India. It is a joint venture between Maxis Communications Berhad of
Malaysia and Sindya Securities & Investments Private Limited, whose
current shareholders are the Reddy family of Apollo Hospitals Group of
India, with Maxis Communications holding a majority stake of
74%. Aircel commenced operations in 1999 and today the leading
mobile operator in Tamil Nadu, Assam, North- East and Chennai. It is
India‘s fifth largest GSM mobile service provider & seventh largest
mobile service provider (both GSM and CDMA) with a subscriber base of
over 51.83 million, as of January 31, 2011. It has a market share of
6.72% among the GSM operators in the country. Additionally, Aircel has
also obtained permission from Department of Telecommunications (DoT)
to
provide International
Long
Distance
(ILD)
and National
Long
Distance (NLD) telephony services. It also has the largest service
in Tamil Nadu.
Aircel placed an actual dinghy lifeboat to a downtown billboard. A rope
with a sign reading, ―In case of emergency, cut rope‖, held up the
branded raft. July 15, 2009 the monsoon arrived with flooded streets and
so did Aircel customer service. The dinghy was cut down and
pedestrians were safely transported. What Aircel calls ―Corporate Social
Responsibility – A Solution‖. The company was able to generate positive
publicity and show consumers that they care.
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23. Beautification of Anna Flyover has been taken up Aircel for a period of
three years; the contract has been awarded by TNRIDC and executed
by Chennai based outdoor advertising agency Abra Media Networks.
This project boasts of first of its kind lighting solution for the entire
stretch of the bridge and many other landscapes to enhance the look of
the whole bridge. As far as the utility is concerned, they are building a
dedicated toilet for the police guarding the Anna Flyover and the US
Embassy. Once this flyover is beautified, Aircel plans to maintain it for 3
years. Aircel tied up with Tamil Nadu Public Works Department for
beautification and maintaining of Gandhi Mandpam, Guindy in opposite
of Anna University.
viii. Uninor
Uninor is an Indian mobile network operator based in Gurgaon, India.
The company holds Unified Access Service(UAS) licences[1] to offer
mobile telephony services in each of India‘s 22 telecom circles, and has
received spectrum to roll out services in 21 of these (excluding Delhi).
The
company
is
a
joint
venture
between Telenor
Group,
a
telecommunications company headquartered in Oslo, Norway, and
Unitech Group, an Indian real estate company. Telenor owns a
controlling majority stake in the company (67.25%), which has been
branded Uninor in the Indian market.
Uninor
offers
mobile
voice
and
data
services
based
on
the GSM technology, currently on a 5.4 MHz spectrum. Uninor services
are commercially available in 13 circles across India. With a ‗value for
money‘ proposition in the market, Uninor targets youth and other
23 | P a g e

24. communities within the Indian mass market. As of December 2011,
Uninor has 36 million customers and a total workforce of 17,500 people.
The company has more than 22,000 partners in India. Uninor products
and services are available from a more than 375,000 retail outlets
serviced by 1,900 distributors all over the country. The company Unitech
Wireless was until 2009 a subsidiary of Unitech Group, holding a
wireless services licence for all 22 Indian telecom circles since 2008. In
early 2009, Unitech Group and Telenor agreed to enter a joint venture
where Telenor Group would inject fresh equity investments of INR 61.35
billion into Unitech Wireless to take a majority stake in the company.
This was operating capital invested directly in Unitech Wireless by
Telenor Group.
Telenor Group conducted these investments in four tranches, and
subsequent to approvals from the Indian Foreign Investment Promotion
Board (FIPB) and the Cabinet Committee of Economic Affairs (CCEA)
took 67.25% ownership of Unitech Wireless. In September, the company
announced its brand name as Uninor. Uninor launched its first eight
circles on 3 December 2009, after completing one of the world‘s largest
GSM Greenfield launches which was also one of the fastest telecom rollouts ever in India. The brand was built around an ambition to serve the
young, aspiring India. Six months later, five additional circles were
launched including metros like Mumbai and Kolkata, making the brand
commercially operational in 13 telecom circles of India.
Uninor has facilitated rapid scaling of the company through a lean
operation model, where a large share of the network infrastructure is
outsourced to business partners. With a relatively recent infrastructure in
24 | P a g e

25. place, Uninor operates one of the most modern GSM networks in the
country. Uninor‘s modern equipment has enabled it to introduce targeted
offerings and serve a large audience with limited spectrum. As the first
mobile operator in India, Uninor introduced Dynamic Pricing, a concept
that gives consumers discounts that are based on current network traffic
at an individual site and change with location and time. About 40% of
Uninor‘s customers are on a Dynamic Pricing plan. Over the summer of
2010, the company further simplified its strategy with a focus on three
core areas – excellence in mass market distribution, basic services and
cost efficient operations. Changes were also made to the product mix
and marketing communication – making them simpler, more direct and
clearly positioning Uninor as an affordable mass market service. Uninor
has grown from 0 to 36 million customers (as of December 2011) within
less than two years, and is now emerging as the most successful of the
new entrants that obtained licenses in 2008. The company has more
than double the subscribers of all of the other entrants combined.
b. Market Share of Indian Telecom Companies
5%
4%
Vodafone
16%
7%
Idea
9%
12%
BSNl
Reliance
Bharti Airtel
11%
19%
Tata
Aircel
17%
Uninor
Other
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26. 2. Introduction to Vodafone
a. Brief
Vodafone is a mobile network operator headquartered in Berkshire,
England, UK. It is the largest mobile telecommunications network
company in the world by turnover and has a market value of about £75
billion (August 2008). Vodafone currently has operations in 25 countries
and partner networks in a further 42 countries.
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27. The name Vodafone comes from Voice data fone, chosen by the
company to "reflect the provision of voice and data services over mobile
phones." As of 2006 Vodafone had an estimated 260 million customers
in 25 markets across 5 continents. On this measure, it is the second
largest mobile telecom group in the world behind China Mobile. In the
United States, Vodafone owns 45% of Verizon Wireless.
b. Mission
Vodafone is primarily a user of technology rather than a developer of it,
and this fact is reflected in the emphasis of our work program on
enabling new applications of mobile communications, using new
technology for new services, research for improving operational
efficiency and quality of our networks, and providing technology vision
and leadership that can contribute directly to business decisions.
c. Vision
Our Vision is to be the world‘s mobile communication leader – enriching
customers‘ lives, helping individuals, businesses and Communities be
more connected in a mobile world.
d. History
In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd.
won one of two UK cellular telephone network licenses. The network,
known as Racal Vodafone was 80% owned by Racal, with Millicom and
the Hambros Technology Trust owning 15% and 5% respectively.
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28. Vodafone was launched on 1 January 1985. Racal Strategic Radio was
renamed Racal Telecommunications Group Limited in 1985. On 29
December 1986 Racal Electronics bought out the minority shareholders
of Vodafone for GB£110 million.
In September 1988 the company was again renamed Racal Telecom
and on 26 October 1988 Racal Electronics floated 20% of the company.
The flotation valued Racal Telecom at GB£1.7 billion On 16 September
1991 Racal Telecom was demerged from Racal Electronics as Vodafone
Group. In July 1996 Vodafone acquired the two thirds of Talkland it did
not already own for £30.6 million. On 19 November 1996, in a defensive
move, Vodafone purchased Peoples Phone for £77 million, a 181 store
chain whose customers were overwhelmingly using Vodafone's network.
In a similar move the company acquired the 80% of Astec
Communications that it did not own, a service provider with 21 stores. In
1997 Vodafone introduced its Speech mark logo, as it is a quotation
mark in a circle; the O's in the Vodafone logotype are opening and
closing quotation marks, suggesting conversation.
On 29 June 1999 Vodafone completed its purchase of AirTouch
Communications, Inc. and changed its name to Vodafone Airtouch plc.
Trading of the new company commenced on 30 June 1999. To approve
the merger, Vodafone sold its 17.2% stake in E-Plus Mobilfunk. The
acquisition gave Vodafone a 35% share of Mannesmann, owner of the
largest German mobile network.
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29. Vodafone’s original logo used until the introduction of the
speech mark logo in 1998
On 21 September 1999 Vodafone agreed to merge its U.S. wireless
assets with those of Bell Atlantic Corp to form Verizon Wireless. The
merger was completed on 4 April 2000.
In November 1999 Vodafone made an unsolicited bid for Mannesmann,
which was rejected. Vodafone's interest in Mannesmann had been
increased by the latter's purchase of Orange, the UK mobile operator.
Chris Gent would later say Mannesmann's move into the UK broke a
"gentleman's agreement" not to compete in each other's home territory.
The hostile takeover provoked strong protest in Germany and a "titanic
struggle" which saw Mannesmann resists Vodafone's efforts. However,
on 3 February 2000 the Mannesmann board agreed to an increased
offer of £112bn, then the largest corporate merger ever. The EU
approved the merger in April 2000. The conglomerate was subsequently
broken up and all manufacturing related operations sold off.
On 28 July 2000 the Company reverted to its former name, Vodafone
Group Plc. In April 2001 the first 3G voice call was made on Vodafone
United Kingdom's 3G network. In 2001 the Company took over Eircell,
then part of eircom in Ireland, and rebranded it as Vodafone Ireland. It
29 | P a g e

30. then went on to acquire Japan's third-largest mobile operator J-Phone,
which had introduced camera phones first in Japan.
On 17 December 2001 Vodafone introduced the concept of "Partner
Networks" by signing TDC Mobil of Denmark. The new concept involved
the introduction of Vodafone international services to the local market,
without the need of investment by Vodafone. The concept would be
used to extend the Vodafone brand and services into markets where it
does not have stakes in local operators. Vodafone services would be
marketed under the dual-brand scheme, where the Vodafone brand is
added at the end of the local brand. (i.e., TDC Mobil-Vodafone etc.)
In February 2002 Finland was added into the mobile community, as
Radiolinja is signed as a Partner Network. Radiolinja later changed its
named to Elisa. Later that year the Company rebranded Japan's J-sky
mobile internet service as Vodafone live! And on 3 December 2002 the
Vodafone brand was introduced in the Estonian market with signing of a
Partner Network Agreement with Radiolinja (Eesti). Radiolinja (Eesti)
later changed its name to Elisa.
On 7 January 2003 the Company signed a group-wide Partner
agreement with mobilkom Austria. As a result, Austria, Croatia, and
Slovenia were added to the community. In April 2003 Og Vodafone was
introduced in the Icelandic market and in May 2003 Vodafone Italy
(Omnitel Pronto-Italia) was rebranded Vodafone Italy. On 21 July 2003
Lithuania was added to the community, with the signing of a Partner
Network agreement with Bitė.
In February 2004 Vodafone signed a Partner Network Agreement with
Luxembourg's LuxGSM and a Partner Network Agreement with Cyta of
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31. Cyprus. Cyta agreed to rename its mobile phone operations to
Cytamobile-Vodafone. In April 2004 the Company purchased Singlepoint
airtime provider from John Caudwell (Caudwell Group) and approx
1.5million customers onto its base for £405million, adding sites in Stoke
on Trent (England) to existing sites in Newbury (HQ), Birmingham,
Warrington and Banbury. In November 2004 Vodafone introduced 3G
services into Europe.
In June 2005 the Company increased its participation in Romania's
Connex to 99% and also bought the Czech mobile operator Oskar. On 1
July 2005 Oskar of the Czech Republic was rebranded as OskarVodafone. Later that year on 17 October 2005 Vodafone Portugal
launched a revised logo, using new text designed by Dalton Maag, and a
3D version of the Speech mark logo, but still retaining a red background
and white writing (or vice versa). Also, various operating companies
started to drop the use of the SIM card pattern in the company logo.
(The rebranding of Oskar-Vodafone and Connex-Vodafone also does
not use the SIM card pattern.) A custom typeface by Dalton Maag
(based on their font family InterFace) formed part of the new identity.
On 28 October 2005 Connex in Romania was rebranded as ConnexVodafone and on 31 October 2005 the Company reached an agreement
to sell Vodafone Sweden to Telenor for approximately €1 billion. After
the sale, Vodafone Sweden became a Partner Network. In December
2005 Vodafone won an auction to buy Turkey's second-largest mobile
phone company, Telsim, for $4.5 billion. In December 2005 Vodafone
Spain became the second member of the group to adopt the revised
logo: it was phased in over the following six months in other countries.
31 | P a g e

32. In 2006 the Company rebranded its Stoke-on-Trent site as Stoke
Premier Centre, a centre of expertise for the company dealing with
Customer Care for its higher value customers, technical support, sales
and credit control. All cancellations and upgrades started to be dealt with
by this call centre. On 5 January 2006 Vodafone announced the
completion of the sale of Vodafone Sweden to Telenor. On February
2006 the Company closed its Birmingham Call Centre. In 1 February
2006 Oskar Vodafone became
Vodafone Czech Republic, adopting the revised logo and on 22
February 2006 the Company announced that it was extending its
footprint to Bulgaria with the signing of Partner Network Agreement with
Mobiltel, which is part of mobilkom Austria group.
On 12 March 2006 former chief, Sir Christopher Gent, who was
appointed the honorary post Chairman for Life in 2003, quits following
rumours of boardroom rifts. In April 2006 the Company announced that it
has signed an extension to its Partner Network Agreement with BITE
Group, enabling its Latvian subsidiary "BITE Latvija" to become the
latest member of Vodafone's global partner community. Also in April
2006 Vodafone Sweden changed its name to Telenor Sverige AB and
Connex-Vodafone became Vodafone Romania, also adopting the new
logo. On 30 May 2006 Vodafone announced the biggest loss in British
corporate history (£14.9 billion) and plans to cut 400 jobs; it reported
one-off costs of £23.5 billion due to the revaluation of its Mannesmann
subsidiary. On 24 July 2006 the respected head of Vodafone Europe,
Bill Morrow, quit unexpectedly and on 25 August 2006 the Company
announced the sale of its 25% stake in Belgium's Proximus for €2 billion.
After the deal, Proximus was still part of the community as a Partner
Network. On 5 October 2006 Vodafone announced the first single brand
32 | P a g e

33. partnership with Og Vodafone which would operate under the name
Vodafone Iceland and on 19 December 2006 the Company announced
the sale of its 25% stake in Switzerland's Swisscom for CHF4.25 billion
(£1.8 billion). After the deal, Swisscom would still be part of the
community as a Partner Network. Finally in December 2006 the
Company completed the acquisition of Aspective, an enterprise
applications systems integrator in the UK, signaling Vodafone's intent to
grow a significant presence and revenues in the ICT marketplace.
Early in January 2007 Telsim in Turkey adopted Vodafone dual branding
as Telsim Vodafone and on 1 April 2007 Telsim Vodafone Turkey
dropped its original brand and became Vodafone Turkey. On 1 May
2007 Vodafone added Jersey and Guernsey to the community, as Airtel
was signed as Partner Network in both crown dependencies. In June
2007 the Vodafone live! Mobile Internet portal in the UK was relaunched.
Front page was now charged for and previously "bundled" data
allowance was removed from existing contract terms. All users were
given access to the "full" web rather than a Walled Garden and
Vodafone became the first mobile network to focus an entire media
campaign on its newly launched mobile Internet portal in the UK. On 1
August 2007 Vodafone Portugal launched Vodafone Messenger, a
service with Windows Live Messenger and Yahoo! Messenger.
On 17 April 2008 Vodafone extended its footprint to Serbia as VIP
mobile was added to the community as a Partner Network and on 20
May 2008 the Company added VIP Operator as a Partner Network
thereby extending the global footprint to Macedonia. In May 2008 Kall of
the Faroe Islands rebranded as Vodafone Faroe Islands. On 30 October
2008, the company announced a strategic, non-equity partnership with
33 | P a g e

34. MTS group of Russia. The agreement adds Russia, Armenia,
Turkmenistan, Ukraine, and Uzbekistan to the group footprint.
e. Vodafone Essar
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35. Vodafone Essar, previously Hutchison Essar is a cellular operator in
India that covers 21 telecom circles in India. Despite the official name
being Vodafone Essar, its products are simply branded Vodafone. It
offers both prepaid and postpaid GSM cellular phone coverage
throughout India and is especially strong in the major metros.Vodafone
Essar provides 2G services based on 900 MHz and 1800 MHz digital
GSM technology, offering voice and data services in 22 of the country's
23 licence areas. Vodafone Essar is owned by Vodafone 52%, Essar
Group 33%, and other Indian nationals, 15%.
On February 11, 2007, Vodafone agreed to acquire the controlling
interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11.1
billion, pipping Reliance Communications, Hinduja Group, and Essar
Group, which is the owner of the remaining 33%. The whole company
was valued at USD 18.8 billion. The transaction closed on May 8, 2007.
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36. f. Previous Brands
In December 2006, Hutch Essar re-launched the "Hutch" brand
nationwide, consolidating its services under a single identity. The
Company entered into agreement with NTT DoCoMo to launch i-mode
mobile Internet service in India during 2007. The company used to be
named Hutchison Essar, reflecting the name of its previous owner,
Hutchison. However, the brand was marketed as Hutch. After getting the
necessary government approvals with regards to the acquisition of a
majority by the Vodafone Group, the company was rebranded as
Vodafone Essar. The marketing brand was officially changed to
Vodafone on 20 September 2007.
On September 20, 2007 Hutch becomes Vodafone in one of the biggest
brand transition exercises in recent times. Vodafone Essar is spending
somewhere in the region of Rs 250 crores on this high-profile transition
being unveiled today. Along with the transition, cheap cell phones have
been launched in the Indian market under the Vodafone brand. There
are plans to launch co-branded handsets sourced from global vendors
as well. A popular daily quoted a Vodafone Essar director as saying that
"the objective is to leverage Vodafone Group's global scale in bringing
millions of low-cost handsets from across-the-world into India." While
there is no revealing the prices of the low-cost Vodafone handsets, the
industry is abuzz that prices might start at Rs 666, undercutting Reliance
Communications' much-hyped 'Rang Barse' with cheap handsets
beginning at Rs 777.
Meanwhile, Vodafone Essar sources said there would be no discounts
or subsidized handset offers -- rather handset-bundled schemes for
customers. Incidentally, China's ZTE, which is looking to set-up a
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37. manufacturing unit in the country, is expected to provide several
Vodafone handsets in India. Earlier this year, Vodafone penned a global
low-cost handset procurement deal with ZTE.
g. SWOT Analysis
Strengths
Diversified geographical portfolio with strong mobile
telecommunications operations in Europe, the Middle East, Africa,
Asia Pacific and to some extent the US
Network infrastructure
Leading presence in emerging markets such as India
Large customer base
Complementary strengths of Vodafone & Hutch Esaar
The brand name it has in the Indian market
The kind of subscriber base it has in the Indian market
It has the 2nd highest market share in India(source : Wikipedia)
It has a 2nd highest subscriber base in India 1st being Airtel
Its strong advertising strategies and impact on people
Its India‘s 3rd biggest mobile carrier(source: Business standard)
Weaknesses
Low R&D
High customer churns (33.33%)
Rural India unable to relate to the brand
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38. Opportunities
Emerging markets and expansion abroad
Innovation
Product and services expansion
Growing data business and 3G auctioning
VAS as a means to increase ARPU (big boss, Zoo Z00)
Growing Enterprise solution market (10.2% in 2009 anticipated)
Large capital can be raised by listing Vodafone on Indian Stock
Exchange(IPO)
Tower sharing business with Indus Towers
Threats
Highly competitive market
Still lags behind major competitors in the US
h. Future Agenda
Supported by Vodafone Group, the Future Agenda is a cross-discipline
programme which aims to bring together thoughtful people from around
the world to address the greatest challenges of the next decade. In
doing so, it is mapping out the major issues, identifying and debating
potential
solutions
and
suggesting
possible
ways
forward.
We hope, as a consequence, that it will provide a platform for collective
innovation at a higher level than has been previously been achieved.
As the world responds to accelerating challenges, organisations are
seeking to gain clearer and more informed views of the future so that
they can place intelligent bets in terms of business strategy and
innovation focus. In order to understand emerging opportunities, we
believe organisations should look, beyond their traditional horizons, and
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39. use new combinations of insight and foresight methodologies. The
Future Agenda programme has already gained the support of a range of
corporate, government and third sector organisations keen to share
perspectives, challenge each other‘s views and identify ways forward
across
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the
topics
being
addressed.

40. 3. Introduction to Account Mapping and Lead
Generation-Vodafone Business Solutions
The introduction of the new corporate plans for JAS members was the
result of the business agreement between Vodafone Rajasthan and
Jewellers Association. The product portfolio has a complete range of
Mobility voice and data products and a wide range of fixed line products.
Some of the salient features are:
Single CUG across the association i.e. all members can talk for
free.
High discount on National and International roaming rates for all
members.
Up to 60% discount on ISD calling rates for foreign trade.
Facility of dedicated account management for better control and
turnaround times.
Facility of dedicated service manager to ensure 100% customer
support and satisfaction.
A variety of flexible tariff plans to choose from.
Vodafone offers mobile connect 3G USB stick/EDGE data cards to
work from anywhere with real time access to information.
Vodafone location tracker allows you to monitor movements with
automatic vehicle location system.
With free toll service, all JAS members can help their customers to
reach them anytime.
The facility of audio conference allows you to connect to 125
employees from different locations.
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41. For understanding the details of the project, first let‘s go through some
details of corporate, corporate plans, CUG and JAS.
a. Corporate
Pertaining
to corporations,
Corporations
are
the
most
common form of business organization, and one which is chartered by a
state and given many legal rights as an entity separate from its owners.
This form of business is characterized by the limited liability of its
owners,
the
issuance
of shares of
easily transferable stock,
and
existence as a going concern. The process of becoming a corporation,
called incorporation, gives the company separate legal standing from its
owners and protects those owners from being personally liable in the
event that the company is sued (a condition known as limited liability).
Incorporation
also provides companies with
a
more flexible way
to manage their ownership structure. In addition, there are different
tax implications for
corporations,
although
these
can
be
both
advantageous and disadvantageous. In these respects, corporations
differ from sole proprietorships and limited partnership.
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42. b. Corporate Plan
A corporate plan is very similar to an overall strategic plan but is more
inwardly focused on operations. The 2 share many common traits,
however. Both are long-range plans; both start in essence from a very
high, big-picture level and increasingly focus on details.
Look at a corporate plan as a "business improvement plan" that
examines
internal
capabilities
to
take
advantage
of
external
opportunities. This plan also contains action steps that are needed to
accomplish objectives, and therefore also supplies a map to benchmark
progress at regular periods. Essentially, a business improvement plan,
or corporate plan, is a road map that will allow the leader to guide the
business to another level.
Corporate plans are usually confined to very large organizations with
disparate systems that must be examined and catalogued so that the
organization can march forward to the future with a single mind. That
does not mean, of course, that smaller organizations should forgo the
exercise. No business can stand still in this increasingly competitive
environment. Indeed, some would say that a written corporate plan is
just as important for the entrepreneur because he or she is often so busy
dealing with day-to-day problems that it becomes difficult to act on some
half-thought-out strategy that exists only in the mind.
A corporate plan, like any strategic plan, usually contains these
elements:
A vision statement
A mission statement
An outline of the company's resources and scope
A listing of corporate objectives
A listing of strategies to reach those objectives
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43. c. Evaluating the Corporate Plan
We need an effective process to monitor and evaluate a plan throughout
the year, as well as a process to roll up the operational plan to report on
the overall strategic plan quarterly.
Start by establishing tangible, measurable goals that encompass the
critical areas of the business and that underpin your company‘s core
long-term strategy. Since the methods are too detailed to go into on this
forum, you may wish to reference the book "The Balanced Scorecard" by
Robert Kaplan. He discusses creating an integrated approach to
measuring the company's performance in key areas: learning and
growth, financial, customer and internal business processes. The
company and its resources then define the specific means of
measurement and reporting.
d. Strategic Planning Methodology
Strategic planning is a three-step process: analysis, decision-making
and strategic management. The first 2 of these are "pure" strategic
planning elements and should be carried out internally or by outside
consultants. Strategic management, in turn, is the entrepreneur's
responsibility.
There are a number of sites on strategic planning. BDC Consulting can
also help you prepare a strategic plan. Remember, the various strategic
elements to be analysed are not complex if assessed individually. In
fact, matters become muddled only if the various issues are lumped
together when attempting to make strategic decisions.
Strategic planning helps senior managers:
Gain insight
Make a structured review of its operations
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44. Below is a typical strategic planning model:
1. Introduction
Definition and goal of a strategic plan
Participants
Working methods
Steps
Schedule
Rules
2. The Company
Vision
Mission
Goals
Objectives
Values
3. Analysis of the External Environment
Social, economic, political, technological and ecological
4. Industry and Market
Industry characteristics, outlooks and trends
Issues, threats, obstacles and challenges
Key success factors
Market segmentation
Business opportunities (products, markets and territories)
5. The Competition
Strengths and weaknesses
6. Internal Environment
Strengths
and
weaknesses
(marketing/sales,
finance/accounting and management)
Competitive advantages
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operations,

45. 7. Strategies
Formulation of strategies and tactics (mixing together business
opportunities, competitor weaknesses and company strengths)
Products, services , markets and territories
Distinctive characteristics
Implementation (organization)
8. Action Plan
List of projects (description, leaders, goals and timetable)
Periodic re-evaluation of your business should be part of every business.
As change and innovation become the norm, most companies must
constantly re-evaluate their business strategies, and composing mission
statements is the heart of that strategic planning process. A mission is a
broad statement of what your organization wants to become, whereas
the vision is incorporated in the more practical mission statement. It will
apply no matter which strategic route you choose.
Here is a process to follow. First, develop your vision. Ask yourself
where you want to be personally in three to five years. What is your
situation relative to customers, your market and your top competition?
What value do you aim to produce when you exit your business?
Second, look at your current mission. Why was the business started?
What three issues facing your business are of most concern? Third,
revisit your mission. What is your business? Where do you concentrate
your efforts? To whom do you offer products or services? Who are your
stakeholders? To what is your business dedicated? Fourth, compose a
new mission. Ask yourself what your mission is. What values matter to
you and your team? What do leaders and key stakeholders believe?
What opportunities do you foresee for your business?
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46. e. Corporate Planning Process
It is the process of drawing up detailed action plans to achieve an
organization's goals and objectives, taking into account the resources of
the organization and the environment within which it operates. Corporate
planning represents a formal, structured approach to achieving
objectives
and
to
implementing
the
corporate
strategy
of
an
organization.
Success of the Plan depends on how best the resources (strength and
weakness) of the organization and the environment (opportunity and
threats) have been critically analysed.
f. Closed User Group (CUG)
A Closed User Group is a supplementary service offered by network
operators. It allows the creation of logical groups of users within the
operator‘s network. The CUG supplementary service enables users to
form groups to and from which access is restricted. A specific user may
be a member of one or more closed user groups. Members of a specific
Closed User Group can communicate among themselves but not, in
general, with users outside the group. The CUG supplementary service
is applicable to all telecommunication services.
A method and apparatus for providing closed user group service in a
packet radio system, which includes at least one network and at least
one group including a plurality of subscribers. The closed user group
access conditions for at least one subscriber are determined in the
network; the access conditions include at least one of the following
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47. conditions: right to communicate with parties outside the group, and right
to communicate with at least one member of the group without
communicating with all members of the group. The access conditions
are checked when packets are being sent to/from the subscriber. The
packets are transferred if the access conditions allow the transmission.
A closed user group (CUG) selection facility is a specific encoding
element that can be presented in a call request or an incoming call. A
CUG selection facility in a call request allows the source data terminal
equipment (DTE) (e.g. mobile handset unit) to identify the CUG within
which it is placing the call. A CUG selection facility in an incoming call
allows the destination DTE to identify the CUG to which both DTEs
belong.
g. Jewellery Association (JAS)
The Jewellers Association, Jaipur was established in the year 1927, for
the betterment and growth of Gem & Jewellery Trade of Jaipur. The
struggle for existence for the trade accentuated during the world war
when there was shortage of imported material. The appearance of
synthetics gave a fresh impetus to the trade and it was able to revive
quickly and attain its past glory. It is due to the growth of foreign market
and many of the crises the trade faced. It was clearly manifested to
every partner in the trade whether a cutter or a broker that they should
stand united under a single banner and thus the necessity to pay more
attention to the appeals for united action under the Association was
realized and members became more active and extended their fullest
cooperation to it.
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48. The Association has its own building in the midst of Johari Bazar, Jaipur.
The Association has acquired a leading place among Jewellery
Association in India. As Jaipur is ranked foremost in jewellery trade,
rightly also the Association has won its place in the jewellery trade on
the whole. The Association publishes a Bi-monthly magazine Gem
World wherein technical and organisational matters regarding the trade
are discussed.
The Association runs a Dharmshala aptly named Janopyogi Bhawan
situated at Janta Colony, Jaipur. It was especially made for the benefit of
the patients and their attendants coming to Pshycatric centre situated
nearby, by providing them accommodation at very nominal charges.
The Association also runs Dharam Kanta at its office premises. This
Dharam Kanta is considered to be accurate and authentic by the Gem &
Jewellery Trade of Jaipur. The Association has various sub-committees,
which helps in smooth functioning of association and trade as well, like
Trade Regulatory Sub Committee, Panch Faisla Sub Committee and
others.
The Jewellers Association Show (JAS) is country‘s most eminent Gems
& Jewellery Show in India & an annual flagship event of Jewellers
Association, of Jaipur. The 7th Jewellers Association Show is scheduled
from 19-22 July, 2013 at Jaipur‘s well known Birla Auditorium, Statue
Circle, Jaipur. JAS, an annual premier exhibition, highlights Loose
Gemstone, Studded Gemstone Jewellery, Gold Jewellery, Diamond
Jewellery, Kundan Meena Jewellery, Silver Jewellery, Thewa Jewellery,
machinery, equipments and publication etc. With the standard level of
promotion JAS has acquired popularity across the globe .The number of
visitors noted previous year (JAS-12) were more than 28000, including
about 3500 were NRI‘s, foreigners and outstation jewellery traders. The
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49. show gave an extreme effect to the exhibitors of JAS 12. JAS has
always proved to be a successful platform for affluent business
opportunities and has complimented the Jaipur Jewellery industry on a
grand level. Over 350 booths from India & overseas showcase their
latest collections and products. The four days of JAS-12 was visited by
around 28000 people, of which around 2000 trade visitors came from
outside of Jaipur from different parts of India and around 4500 NRI and
foreign trade visitors.
JAS '07 - The theme of the first event was 'The Aura of Colours'.
Each Participant displayed their exclusive collections of coloured
gemstones with great enthusiasm. The visitors witnessed latest
trends and technology in metal jewellery as well.
JAS '08 - The theme 'A Legacy of Colours' was delivered brilliantly in
the ethereal designs and range of gems showcased, the event was a
bigger success in terms of number of participants as well as visitors.
The amazing collection included national and international jewellery
which left the spectators craving for more.
AS '09 - The theme was 'A journey through Colours' which took the
visitors on a memorable journey through the world of sparking gems
and shining metal. The sales and number of visitors recorded a
tremendous increase exemplifying the huge impact JAS had mode.
JAS '10 - The theme 'Enduring Royalty' was yet again a magnificent
treat offered to the jewellery aficionados all over the country. An
exclusive hall with 70 stalls was dedicated to various precious and
semi-precious stones.
JAS '11 - 'Royal Reflections' was the theme for the year 2011 which
stood as as epitome of the grand past and the opulent present. The
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50. collection of coloured gemstones also included exotic Kundan-Meena
and Thewa jewellery. The show was a mega success in all aspects
with over 300 exhibitors attending the event.
JAS '12 - The last show was fashioned on the theme 'Grandeur of
Gemstones' and was symbolic of the resplendence and glory of the
entire gems and jewellery fraternity. The event received the biggest
ever number of exhibitors and visitors.
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51. 4. Research Methodology
a. Introduction
―Marketing research means the systematic gathering, recording,
analysing of data about problems relating to the marketing of goods and
services‖
Marketing research has proved an essential tool to make all the need of
marketing management. Marketing research therefore is the scientific
process of gathering and analysing of marketing information to meet the
needs of marketing management. But gathering of observation is must
be systematic. The systematic conduct of research requires:
 Orderliness, in which the measurements are accurate.
 Impartiality in analysis and interpretation.
All of research can be categorized into basic and applied.
BASIC RESEARCH: - Basic Research is that intended to expand
the body of knowledge for the use of others.
APPLIED RESEARCH: - Applied Research is one, which is carried
out to find the solution for a particular problem or for guiding a
specific decision. It is usually private in nature.
b. Benefits of Study
There are many benefits related to take this study. Some of the benefits
of taking this study are as follows:
 By analysing this information, the company would be able to better
design schemes & services & target right prospects‘ needs & wants.
 More people will get aware about Vodafone that will increase profit
level of Vodafone.
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52.  This study helps to identify the behaviour of consumer when the
company launches a new scheme in the market.
c. Title of the Study
―Account Mapping and Lead Generation‖- Vodafone Business Solution
d. Duration of the Study
45 Days
e. Objectives of the Study
To analyse and understand the corporate plans
To understand the needs of the JAS members.
To do research on the members for their views on the plan.
To target the members for increasing business of JAS.
f. Type of research
Descriptive Research
g. Sample Size and Method of Sampling
Total Sample size is of 200 and method of sampling is systematic
sampling.
h. Scope of Study
Areas of Jaipur i.e. Johari Bazar, Chandpole Bazar, Janta Colony, MI
road, Sitapura, C-Scheme, Civil Lines, Adarsh Nagar, Durgapura,
Shastri Nagar, Bapu Nagar.
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53. 5. Process of research
The marketing research is done in systematic process. The Researcher
has pursued the below process of marketing for my study at Vodafone:
Problem Identification
Research Design
Data Collection
Data Analysis & Interpretation
Research Report & Presentation
a. Problem Identification
The first and the most important step of marketing research is to
properly define the problem. In order to identify the research problem
two categories of problem should be carefully noticed.
Here the researcher‘s problems are:A number of customers are not aware about the CUG plan.
The Company does not know the type of response of the
customers regarding CUG.
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54. A number of customers are aware of the CUG plans but still they
do not use it.
Many customers want some more features in this plan
Many existing customers of this plan are also not satisfied with it.
b. Research Design
Research design indicates the methods and procedure of conducting
research study. Research design can be done in following three types:Exploratory Research:Exploratory research focuses on the discovery of new ideas and is
generally based on secondary data.
Descriptive Research:Descriptive research is undertaken when the researcher want to know
the characteristics of certain groups.
Causal or Experimental Researches:An experimental research is undertaken to identify causes and effect
relationship between two variables.
The Research Design used in this report is Descriptive Research
Design.
c. Data Collection and Sampling
A) Sources of Data Collection:Basically there are two types of data i.e. secondary and primary:
I)
Primary Data Collection:-
Primary data collection contains the following four types of methods: Observation Method:
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55. It
contains
Causal
observation,
Systematic
observation,
direct
observation and contrived observation.
Survey Method:
It contains Personal Interview, Telephone Interview and Mail Interview.
Experimental Method
Panel Method
II)
Secondary Data Collection: -
It can be collected from internal as well as external sources:
Internal Source:
Various internal sources like employee, books, sales activity, stock
availability, product cost, etc.
External Sources:
Libraries, trade publications, literatures, etc. are some important sources
of external data.
In this report primary data has been used for the core purpose of the
project and this primary data has been gathered by survey method.
B) Data collection Tools:
To conduct a survey, a structured questionnaire has been formed as an
instruction for gathering valuable information from the customers.
Questionnaire, which is used for the survey, is consisting of questions
and the feedback/suggestions.
C) Sampling Plan:
A sampling plan has been designed that consists of five decisions:
I)
Sampling unit:
All the JAS members have been chosen for survey.
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56. Sampling types:
There are two types of sampling i.e. Probability Sampling and Non –
probability Sampling.
i)
Probability Sampling : -
Probability sampling means each unit of the universe has equal chance
of getting selected. The most frequently used probability sampling
methods are as below:
a) Simple Random Sampling.
b) Stratified Random Sampling.
c) Multi-stage Random Sampling.
d) Cluster Sampling.
e) Multi – phase Sampling.
f) Replicated Sampling.
Non – Probability Sampling:-
ii)
Non – Probability sampling contains following methods:a) Judgment Sampling.
b) Convenience Sampling.
c) Panel Sampling.
d) Quota Sampling
e) Systematic Sampling
For this purpose we have used non probability systematic
sampling.
II)
Sample Size:
Sample size means limited numbers of respondents covered under the
research study from a population and we have taken a survey of 200
JAS members.
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57. III)
Sampling Area:
Johari Bazar, Chandpole Bazar, Janta Colony, MI road, Sitapura, CScheme, Civil Lines, Adarsh Nagar, Durgapura, Shastri Nagar, Bapu
Nagar in Jaipur.
IV)
Sampling Unit:
Here the researcher has randomly selected the respondents of the
Jaipur city.
d. Data Analysis and Interpretation
After all the above steps are completed now the important step is data
analysing and interpretation. For this there are various analytical and
statistical tools. Some of these tools are Percentage, Average,
Dispersion, Co-relation, Co-efficient, etc.
i. Are you a Vodafone user?
22%
Yes
No
78%
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58. ii. Are you a prepaid or post-paid user?
39%
Prepaid
61%
Postpaid
This shows that Vodafone most JAS members are post-paid users as
their usage is much high.
iii. From how much time have you been a JAS member?
28%
61%
From 6 months or less
11%
More than 6 months but
less than a year
More than a year
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59. This shows that JAS is quite popular among all the Jewellers and so
Vodafone has taken good initiative to capture this opportunity.
iv. Are you aware of CUG?
28%
Yes
No
72%
This pie chart shows that majority of members were not aware of CUG
and hence this created the opportunity of creating awareness among
them.
v. How much amount do you spend on mobile monthly?
34%
36%
0-500
500-1000
30%
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More than 1000

60. This pie chart shows that the spending of members on mobile is very
high as compared to other general customers.
vi. Do you often avail the roaming facility?
24%
Yes
No
76%
This shows that most JAS members have their clients outside Rajasthan
and hence again a good opportunity for Vodafone to reduce the roaming
call rate.
vii. How many employees work in your office?
16%
Less than 5
51%
33%
Between 5 and 10
More than 10
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61. This shows that all JAS members have majorly more than 10
employees and they can also be targeted to use CUG which could
increase the business of Vodafone.
viii. Out of the total mobile expense, what percentage is spent
on talking to other JAS members?
6%
28%
28%
0-25%
25-50%
50-75%
75-100%
38%
This shows that the need for CUG is present as JAS members
frequently talk among themselves regarding their business.
ix. Do you feel the requirement of tracking system for your
employees in your type of business?
34%
Yes
66%
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No

62. This shows that since business is of Jewellery so every JAS members
feels the requirement of tracking system and hence the business
opportunity for Vodafone.
x. Is your current service provider, providing you with
dedicated account management facility?
8%
Yes
No
92%
Again Vodafone has taken the new initiative of dedicated account
management facility as very few service providers have that.
xi. Is your current service provider, providing you with
dedicated service manager?
0%
Yes
No
100%
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63. This shows that no telecom company has the facility of dedicated
service manager for individual customers and hence Vodafone has
taken the 1st step in this.
xii. The international call rate provided by your service
provider is less or more than CUG?
21%
Less
More
79%
Since the call rates provided by Vodafone are much less, so JAS
members were automatically inclined towards this plan.
xiii. The roaming call rate provided by your service provider is
less or more than CUG?
39%
61%
Less
More
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64. This shows that since CUG is providing less roaming call rates than
other companies so again it is beneficial for the JAS members.
xiv. What is the total internet usage in your office per month?
17%
26%
Less than 500 MB
Between 500 MB and 1
GB
57%
More than 1 GB
This shows that internet facility can also be provided by Vodafone using
wireless or fixed line facility.
xv. Is your current service provider, providing you with
dedicated bill collection facility?
12%
Yes
No
88%
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65. This again calls for the addition of bill collection facility by Vodafone so
that customer is satisfied fully in all aspects.
xvi. Do you find the whole plan of CUG to be beneficial and
effective?
20%
Yes
No
80%
This clearly represents that Vodafone has done good work in giving
services to the Jewellers community.
xvii. Will you opt for Vodafone in the near future?
33%
47%
Yes
No
20%
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Can't Say

66. This shows that still much opportunity and scope is present in this
particular segment and can be achieved with regular hard work.
xviii. What rating you will give to Vodafone on a scale of 1 to 5,
1 being high and 5 being low?
17%
10%
One
10%
Two
19%
44%
Three
Four
Five
This concludes that in general, customers prefer Vodafone over other
companies.
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67. 6. Facts and Findings
Vodafone tried it‘s best to reach this particular market segment by
designing this plan as shown by the pie charts, but still lot of work has to
be done in order to make this plan well known in the market. The
complete research shows that still there are lot of improvements that
need to be done in this plan. Despite the improvements that need to be
done, the plan is good in itself. It has all the requirements and various
features that a good plan has. Since it has been tailor made for the JAS
members, so all the needs of the members have been kept in mind while
designing this plan. Still no effort is 100% in itself. So Vodafone has to
do a lot of work in order to fully avail the opportunity in this segment.
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68. 7. Conclusion
The crux of this project comes out to be is that companies try very hard
to survive in this competitive market. They do whatever they can to
control their market capture and so while opening a new business, one
should ponder upon all the aspects of it, so that the probability of risk is
reduced to very little level.
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69. 8. Annexure
Vodafone Corporate plan Survey
Name……………………………………………………………………………
Owner‘s Name…………………………………………………………………
1. Are you a Vodafone user?
2. Are you a prepaid or post-paid user?
3. From how much time have u been a member of JAS?
4. Are you aware of CUG?
5. How much amount do you spend on the mobile monthly?
6. Do you often avail the roaming facility?
7. How many employees work in your office?
8. Out of the total mobile expense, what percentage is spent on talking
to other JAS members?
9. Do you feel the requirement of tracking system for your employees in
your type of business?
10. Is your current service provider, providing you with dedicated
account management facility?
11. Is your current service provider, providing you with dedicated
service manager?
12. The International call rate provided by your service provider is less
or more than CUG?
13. The roaming call rate provided by your service provider is less or
more than CUG?
14. What is the total Internet usage in your office per month?
15. Is your current service provider, providing you with dedicated Bill
collection facility?
16. Do you find the complete plan of CUG to be beneficial and
effective?
17. Will you opt for Vodafone in near future?
18. What rating will you give to Vodafone on a scale of 1 to 5, 1 being
high and 5 being low?
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70. 9. Bibliography
http://www.vodafone.in/pages/aboutus.aspx?cid=raj
http://www.vodafone.com/content/index/about/about_us
http://www.jajaipur.com/Displaysubmenu.aspx?id=103
http://www.jajaipur.com/Displaysubmenu.aspx?id=100
https://www.vodafone.in/business/pages/business_home.a
spx
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