TATA INTERNSHIP PROJECT

IISWBM, Internship Project 2013-14
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About IISWBM
To give a new dimension to its sixty years celebration in 2013, the IISWBM, the premier
management educational institute in eastern India and India’s first B-school has introduced a unique
and futuristiceducational PG Diploma program in Telecom Management in collaboration with BSNL to
bridge the gap betweenthe existingtalentandhighlyskilledpersonnel to augment the telecom sector.
It is an interdisciplinary course which has been designed to develop future telecom managers who
comprehend telecom operations from management, legal, regulatory and finance perspectives.
IISWBM takes the pride of offering various management courses for different sunrise sectors
besides MBA to cater to the needs and demands of modern business world. However, the traditional
legacy and values, which IISWBM has imbibed from the day of its inception, still remains with this
institute. So this institute has taken up this decorous initiative to nurture and develop competent
telecom managers with cross functional skills for leadership roles by learning the latest telecom
technologieswhocanunderstandtelecomoperationsfromall perspectives, whether it is management
or technical.

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About TATA TELESERVICES LIMITED
TataGroupin CommunicationIndustry
Communication is among the Tata Group's larger investments, with over $7.5 billion already
committed. The Group'sobjective istoprovide end-to-endtelecommunications solutions for business
and residential customersacrossthe nationandinternationally. The Group's communications activities
are currently spread primarily over four companies:
Tata Teleservices Limited
Tata Teleservices (Maharashtra) Limited
Tata Communications (erstwhile VSNL)
Tata Sky
Together, these companies cover the full range of communication services, including:
 Telephony Services: Fixed and Mobile
 Media & Entertainment Services: Satellite TV
 Data Services:LeasedLines,ManagedData Networks,IP/MPLSVPN,Dial-upInternet, Wi-Fi and
Broadband
 Value-added Services: Mobile and Broadband Content/Applications, Calling Cards, Net
Telephony and Managed Services
 Infrastructure Services: Submarine Cable Bandwidth, Terrestrial Fiber Network and Satellite
Earth Stations and VSAT Connectivity
TataCommunications
Among these four companies, Tata Communications is the oldest one connecting 99.75% of the
world’sGDP.Tata CommunicationsisaUSD $3.2 billion(FY'13) global communicationsandenterprise IT
service provider that owns and operates the world’s most advanced subsea optic fibre cable network,
delivering first-class infrastructure, enterprise solutions and partnerships to carriers and businesses
worldwide.Itsnetworkistrulyglobal,extendingfromdevelopedmarketstothe world’sfastest growing
emerging economies.
TataTeleservicesLimited
Tata Teleservices Limited (TTSL) spearheads the Tata Group’s presence in the telecom sector.
Incorporatedin1996, Tata TeleservicesLimitedwasthe pioneerof the CDMA 1x technology platform in
India, embarking on a growth path after the acquisition of Hughes Tele.com (India) Ltd [renamed Tata
Teleservices (Maharashtra) Limited] by the Tata Group in 2002. In 2005, TTSL launched CDMA wireless
services under the brand, Indicom.
TTSL also has a significant presence in the 2G GSM space, through its joint venture with NTT
DOCOMO of Japan, andoffers differentiated products and services. Tata DOCOMO was born after Tata
Group’s strategic alliance with Japanese telecom major NTT DOCOMO in November 2008 when the
lattergot 26 percent stake of TTSL. It wasalsothe firstprivate operatortolaunch3G servicesinIndia. It
receivedapan-Indialicense to operate GSMtelecom services and rolled out GSMservices in all the 18

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telecomcirclesthatitreceivedspectruminfromthe Government of India—Tamil Nadu, Kerala, Orissa,
Karnataka, Andhra Pradesh, Maharashtra, Mumbai, Madhya Pradesh-Chhattisgarh, Haryana-Punjab,
Kolkata, Rest of West Bengal, Jharkhand, Bihar, UP (East), UP (West), Gujarat, Himachal Pradesh and
Rajasthan.
Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and has already
redefinedthe veryface of telecomsinIndia,beingthe first to pioneer the per-second tariff option part
of its ‘Pay for What You Use’ pricing paradigm. In a short time, the company’s market share shot up
from 9.39 per cent in end-September 2009 to 11.50 per cent in end-September 2010.
 OperationalAnalysis
TTSL downslide has been almost as rapid as its rise had been. The ambition that the company had
displayedin2009-10, whenit launchedGSMservices,ismissingtoday.Thiswas the same company that
had introduced the game-changing Pay for What You Use strategy that went on to influence industry
dynamics and led to the company adding over 4 million subscribers each month.
Today,however,the companyis in a tough spot owing to continuing losses, low subscriber growth
and mounting debt. Intense competition in the voice segment has led to low margins and declining
subscribermarketshare,while revenuesfromdataserviceshave beenunable tofullyoffsetthe shortfall
fromvoice services.Asof June 2013, TTSL’s subscribermarketshare stood at 7.40 per cent, according to
the TelecomRegulatoryAuthorityof India (TRAI), against 10.68 per cent as of end-June 2011. Company
officialspointoutthat TTSL was a late entrant into the GSMsegment and launched these services only
four years ago as compared to the incumbents, which have been operating in this space for 17 years.
This, perhaps, accounts for its low subscriber market share.
On the positive side,companyofficialsclaimthatTTSL has the fourthhighestrevenue market share.
In fact, they claim that the company has higher quarter-on-quarter revenue growth than most of its
competitors in the GSM segment. In addition, the visitor location registry (VLR), which provides
information on the active number of subscribers, improved from 48.02 per cent in June 2011 to 59.24
per cent in June 2012 and further to 67.96 per cent in June 2013. The improvement in the VLR was on
account of the disconnection of several inactive subscribers as part of a cost management exercise.
To improve profitability, TTSL has been optimizing its operations. The company has shut down
CDMA mobile operationsinthe Jammu& Kashmir,NortheastandAssamcirclesasitwas not viable forit
to continue operating in these circles after acquiring 2G spectrum at a high reserve price. It has also
discontinuedpostpaidservicesinthe WestBengal and Bihar circles, while increasing tariffs for prepaid
services in these circles and redeployed its infrastructure assets in other circles.
In eastern zone also, statistics shows that the voice is lagging far behind than non-voice segment,
especially data services and the losses incurred due to the lag in voice market is far away from getting
compensated by the profits earned from non-voice. Most importantly, it is mentioned that wireline
voice also needs special attention along with wireless voice to achieve the desired profitability.
However, the data sector is the strongest area for the company.
SME Segment
The small and mediumenterprise (SME) segment is another focus area for TTSL. The SME market is
valued at Rs 105 billion and is expected to increase to Rs 168 billion by 2018, opening up a plethora of
opportunitiesforthe company.TTSL can gainfrom itsextensive network coverage and large number of
channel partners across the country.

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At present, the company offers telecom services (fixed line, wireless, broadband, VoIP) and
managed services to the SME segment. In 2012-13, its SME business contributed about 11 per cent to
the overall revenues and registered 20 per cent year-on-year growth. For 2013-14, the company is
targeting a year-on-year revenue growth of 20 per cent and a market share of over 10 per cent. In this
regard, it is planning to invest 40 per cent of its total CAPEX in expanding its SME business.
AlthoughTTSLis targetingSME business,ithascontendedthatretainingsmall enterprise customers
for a long period is becoming difficult. The company is of the view that several of these customers
operate for a short period and then wind up their business. Retaining high-ARPU subscribers will be
crucial for TTSL as these customersare the earlyadoptersof dataservicesandhelp in increasing overall
revenue realizations. However, it may become difficult for TTSL to attract customers solely for data
services.Moreover,itisfacingcompetitionfromthe incumbentsBharti AirtelandVodafoneIndia,which
have alsoincreased their focus on the enterprise segment. Moreover, the late entrants in data sector,
Bharti Airtel and Vodafone India are doing aggressive pricing in data business to easily churn TTSL’s
existing SME customer base.
 Financial Analysis
TTSL’s losseswidenedfromRs13.34 billionforthe yearendedMarch2010 to Rs 33.89 billionforthe
year ended March 2011 and to Rs 42.28 billion for 2011-12. This was despite an increase in revenues
fromRs 63.97 billionforthe yearended March 2010 to Rs 100.02 billionforthe year ended March 2012.
For the periodApril-September2012, the company’snetlossesstoodatRs 26.27 billionasagainst a loss
of Rs 24.51 billion during the same period in 2011.
Accordingto TRAI,TTSL’s revenuesfell fromRs25.69 billionfor the quarter ended March 2012 to Rs
24.15 billion for the corresponding quarter in 2013. Declining revenues coupled with high interest
expenses had a major impact on the company’s profit margins.
TTSL, a jointventure of TataSonsand NTT DoCoMo, has posteditshighestloss of Rs 6,166 crores on
revenue of Rs 10,452 crores for 2013-14. TTSL had reported a loss of Rs 4,858 crores in 2012-13 on
revenue of Rs 10,770 crores.
Deteriorating financial health over the years led to Rs 2,480-crore fund infusion by promoter Tata
Sonsin January,usedtorepayloans.The Tatas will have toinvestRs2,000 crores inthe company in two
years.TTSL pre-paidRs1,000-crore loanto the LICI on May 19, 2014 to reduce itsfinance costs.The loan
was paid with a prepayment penalty and an additional interest of 2% a year for not maintaining the
fixed asset coverage ratio from January 2013 to May 2014. Its net worth eroded by Rs 1800 crores.
A sum of Rs 312 crores was paid by the company to LICI to achieve a yield-to-maturity return of
12.1 per cent on the non convertible debentures issues. The massive loss is one of main reasons NTT
DoCoMo has exercised its option to sell its 26.5% stake back to the Tatas at Rs 7,200 crores, 50% per
cent less than what the Japanese company had paid in 2009.
The only good news for TTSL is its telecom tower company Viom Networks has turned the corner
and made a profit of Rs 120 crores in 2013-14, up from Rs 80 crore a year ago. Viom is valued at $4
billion (Rs 24,000 crores) and with its 50% stake in the company; TTSL is sitting on a good investment.
Consideringthe balance sheetof three consecutive financial years, 2011-12, 2012-13 and 2013-14, it
becomes quite easy to interpret the financial health of the organization.
With the help of ratio analysis it is observed that:
 Gross Profit Percentage

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In the last fiscal year, 2013-14, TTSL experienced a gross profit of Rs. 187.69 crores while in the
previous year, 2012-13, TTSL incurred a loss of Rs. 487.17 crores which is much higher than its
previousyear,2011-12, whenthe losswasRs. 90.81 crores. So the Gross ProfitPercentage which
is calculated as (187.69/10352.77) * 100 = 1.81% in 2013-14 is very low as per the industry but in
company’sperspective,thisshows a positive sign compared to its last two financial years when
the company suffered huge losses.
 Net Profit Percentage
Besides gross profit, net profit is also very important to focus on. Net profit after interest, tax,
depreciation,amortization,foreignexchange andexceptional itemsappearsto be negative even
in FY 2013-14 when the organization experiences a 1.81% gross profit. Unquestionably, the
previoustwoconsecutiveyearsalsosufferedlosses but the loss amount kept on increasing year
after year from Rs. 4228.28 crores in 2011-12 to Rs. 4858.41 crores in 2012-13 and Rs. 6166.49
crores in 2013-14.
 Current Ratio
Current Ratio = (2997.42/10331.74) = 0.29 in FY 2013-14. It helps in measuring the solvency of
TTSL by comparing its current assets with its current liabilities. Though the company is solvent
but itsconditionis not very good and might have to struggle a lot to repay its current liabilities.
The rate of solvencyof TTSLfollowsaverylow wave patternover the years as the rate increased
to 0.38 in 2012-13 from 0.33 in 2011-12 but in 2013-14, it dipped down again.
 Liquidity Ratio
Liquidity Ratio = (2746.34/10331.74) = 0.26 in FY 2013-14. As this ratio is less than 1, the
company is not liquid enough and might have to struggle a lot to repay its debts. Compared to
the liquidity ratio of FY 2013-14, 2012-13 experienced 0.27 and 2011-12 had 0.28 which were
slightly higher than the last year’s but are negligibly less to compare.
 Debt Ratio
DebtRatio = 1.24 forthe FY 2013-14 whichimpliesthatthe companyissuffering from huge debt
and the situation has gone worse as compared to FY 2012-13 when the debt ratio was 1.07.
However, compared to these two fiscal years, FY 2011-12 was at a much better position as the
debt ratio was less than 1 and it was 0.89.
From these above five observations,itcanbe inferredthatthe financial healthof TTSL is not very
good, even it might be tough to state it as a going concern as the current ratio is much below a
positive figure. The organization needs to focus on different areas of concern where the
organizationislaggingtocompensate itslossesandlookforwardtowardsprofitabilitybydeveloping
various strategies.

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Scope of Summer Internship Program
The summer internship program at Tata Teleservices Limited has provided the Post Graduate
DiplomainTelecomManagementstudentsof IISWBM,a wide scope toexplore the present day’s highly
competitive telecom industry. TTSL opened its extensive periphery for the interns to explore and
understanditsvariouswingssothatthe managementstudentscanunderstandhow a telecom operator
operatesina telecommarketwhileconsideringthe sales,marketing,finance andbusinessdevelopment
other than its core competencies in backend network and technical specifications.
Moreover a significant advantage of this internship program was working with an organization
which is a group company under one brand. TTSL is actually a sister concern of TCL and both the
organizationsunder same group, Tata Sons, are competitors to each other as they are operating in the
same industry. This is where a budding manager gets to understand various business strategies and
policies to run a business successfully while identifying the core competencies of every organization
even when its biggest competitor is its own subsidiary organization.
Being a budding manager, a management trainee needs to improve one’s decision making and
analytical capability along with developing one’s own personality and communication skills. This
summerinternship program has enriched the interns with all these attributes to make them ready for
the future telecom market.

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PROJECTS
PROJECT A: TCL toTTSL Broadband Migration
PROJECT B: TCLto TTSLILL Migration
PROJECT C: Wallet Share of TTSL
PROJECT D: Product Analysis
TCLtoTTSLMigration
Going forward in the communication industry, Tata Group will be making all its future
investments for SME segment under Tata Teleservices Limited. So, all the accounts for SME segments
under Tata Communications Limited are in the process of migration to Tata Teleservices Limited.
Companyislookingforwardfor100 % Revenue conversionto TTSL from TCL. This migration from TCL to
TTSL is done to provide more customized and customer centric service to its SME customers.
While carrying out this process, the company has faced several challenges owing to its unique
and diverse customerbase todooverall migrationactivity.Onthe otherside, this migration project has
also provided a huge opportunity for the company to bridge the gap between the organization and its
customerswhile enhancingthe interactionwiththe customersandthe company-customerrelationship.
PROJECT A
 BroadbandMigration
The broadband migration project included the following steps:
 Gettingintouch withthe customers from the existing database and making them understand
the need and the course of action of the migration process as the migration process would
have never been successful without their co-operation.
 The customershad beenpriorintimatedbyemail regarding the change in organizational body
of theirbroadbandaccountsso that they get the primary information regarding the migration
process and to minimize the inconvenience during the meeting between the customers and
company representatives.
 The subscriberswere of bothtypes: individual and commercial and hence the KYC documents
to support their accounts as per TRAI regulations were slightly different and that required
special attention while collecting the documents from the customers.
 Evenif there was anydiscrepancywiththe documentssubmittedearlier, service or complaint,
those issues were also considered and resolved as much as possible following the company
rules and regulations.
At a glance the broadband migration project appears to be quite simple but through this project,
the company got to hear the voice of their valuable customers which called for special managerial
attentionandanalysisfordeveloping the company’s business strategy while upgrading their very own
services.The voice of the customers is very valuable for every organization as it smoothens the way to
success. This project also helped to upgrade the existing customer database of this organization.
There are some importantobservationsthathave been collected while executing this project and
have been stacked down below.

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Observations
During the interaction session with customers, a lot of customer questions were faced and while
solving those queries and convincing them regarding various issues, it becomes quite easy to
comprehend customer behavior. The most common queries are penned down below:
 What isthe needformigrationfromone companytoanother when both are under same group
and in same industry?
 Moreover when the migration decision is on company’s end and an internal procedure, why
TTSL needstocollectfreshKYCdocuments from the customers rather than collecting the same
from TCL which the customers have already provided to them.
 The customersare quite worriedaboutthe service and package they are enjoying under TCL as
they doubt that those might get changed after getting migrated under TTSL. Moreover, the
advance payment made to TCL is also a great matter of concern for them.
 Few customers were very much reluctant to get migrated to TTSL from TCL and though some
were convinced, others churned out.
 There are some customers who refused to cooperate and decided to switch over to other
brandsby losingfaithonTATA'sbrand value raisingthe point thatunlike TCL,at thisinitial stage
of migrationprocess,TTSLturnedoutto be incapable as their representatives have repeatedly
failed to keep their words after promising the customers to meet them to collect the KYC
documents.
 While working with this project, the company has also been able to amend their existing
database as ithas been found that a number of prepaid customers are either in dormant stage
or have already churned out days or years back, which is not in company’s record. So this
modifieddatabasehasfacilitatedthe companytounderstandtheirexistingmarketshare onthis
product (broadband) which ultimately lightens the path to plan its future approach.
On a special note, the following is the broadband customer database that has been attended by me
(Reeha Paul) from the actual database containing 680 customer information provided by TTSL to
execute this migration project by all the interns.
DATASHEET
SL.
NO. NAME ADDRESS
REMAR
KS
1
APS CONSULTANCY
SERVICES 18/3, DOVER LANE, FLAT-3A KOLKATA-29
COLLEC
TED
2
FAST CAPITAL MARKETS
LTD 4 BISHOP LEFROY RD, FLAT-10 700020.
COLLEC
TED
3 ANIL BHARGAVA
222 ,AJC BOSE ROAD, BECK BAGAN
700017
COLLEC
TED
4 M G ENTERPRISE 1/1B HAZRA ROAD 1ST FLOOR. KOL-26
COLLEC
TED
5 MAQSUD SIDDIQUI 28/1A GARIAHAT RD(S), KOL-19
COLLEC
TED
6
SYNERGY INDUSTRIAL
SERVICE PVT LTD 30/1 BALLYGAUNGE PLACE KOLKATA-19
COLLEC
TED
7
ASHOK RAMCHANDRA
DESAI
6 SARAT BOSE ROAD, ROOM NO 4A
,SARAT BOSE RD KOL-700020
COLLEC
TED
8 UDAY BHANU BANERJEE
29/7 ,BALLYGAUNGE PARK, SOUTH
CALCUTTA ,700019
COLLEC
TED
9 VRINDA HARALALKA 118/B ,ATM ROAD BHOWANIPORE 700025
COLLEC
TED

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10 MUKESH PANSARI
32 EZRA STREET,6TH FLOOR, DALHOUSIE
700001
COLLEC
TED
11 INDRANIL KAR
47/1H, BADRIDAS TEMPLE STREET ,PARESH
NATH TEMPLE KOL-,700004
COLLEC
TED
12
CONSULTANTS
ENGINEERS
2/1C SEVAK BAIDYA STREET KOLKATA
700026
COLLEC
TED
13 CHOKSI IMAGINE LTD
186 SARAT ,BOSE ROAD OPP MARKOPOLO
RESTURANT ,KOL- 700026
COLLEC
TED
14 PARAMITA SARKAR
,45A, RASHBEHARI AVENUE, 1ST FLOOR
,SBI ,KOL- 700026
COLLEC
TED
15
PRESSCO ADVERTISING
PVT LTD.
101 B RASH BEHARI AVENUE KOLKATA
700026
COLLEC
TED
16 SUDEEPTO SEN
204 DR S P MUKHERJEE ROAD
,DESHAPRIYA PARK ,700026
COLLEC
TED
17 SUNANDA DE
36/2A ,JATIN DAS RD,FLAT NO-1B, 1ST
FLR KALIGHAT 700026
COLLEC
TED
18 GAUR BISWAS
36A, SELIMPUR LANE, FLAT 18, ASIM
MEMORIAL PLAY GRND KOL-31
COLLEC
TED
19
UNICRAFT MACHINERY
TROLLEY P LTD
P-45 KASBA INDUSTRIAL ESTATE PHASE-II,,
KOL-107
COLLEC
TED
After the completion of this entire project by all the interns in two weeks attending total of 111
customers successfully and the rest remained unsuccessful due to various reasons or untouched,
analytical reports were generated based on the entire consolidated database of 680 customers that
helped in SWOT identification in broadband services at SME section of TTSL.
The database has been segmented for analysis based on:
 Customer feedback
 Geographical area
 Account type (Prepaid/Postpaid)
 Account status (Active/Inactive)
The entire geographical areawithinKolkataTelecomCirclehasbeenbroadlyclassifiedintosix zones
for the convenience in understanding the analytical report. The zones are:
1) Park Circus-Gariahat-Jadavpur (SOUTH KOLKATA 1)
2) Alipur-Behala (SOUTH KOLKATA 2)
3) Dalhousie-Exide (CENTRAL KOLKATA)
4) Shyambazar-Dunlop (NORTH KOLKATA)
5) Saltlake-Ultadanga-VIP
6) Outside Kolkata
This is done to identify and understand the following in different zones:
- customer status
- potential areas
- areas that need special attention
- areas having high churn rate
- areas where migration project has yet not been carried out either by the third party
agencies or by the interns
- areas where maximum number of deceitful information regarding the customers lie.

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The analytical reports generated by applying SPSS are presented by the following pictorial
representations:
The histogram shows that:
 Database appears to be dubious in the some zones and hence special attention is required
during customer acquisition in those zones.
 Churn rate is highest in Zone: South Kolkata 1 which is almost to touch 60% and it might be an
aftermath of the above reason.
 From the above point,itmaybe concludedthat either the customers are not satisfied with the
service providedinthiszone orthe customers are of variety seeking nature according to Henry
Assael Model.
- If service is the issue then TTSL needs to give special attention as dissatisfaction with
broadband service originates mainly due to two reasons: downtime and price. For
downtime,the networkdivisionneedstotake special care butif price is the issue thenthere
is hardly anything that a telecom company can do for a particular urban zone.
- For variety seeking customers, stickiness is very hard to achieve for a company no matter
how improved and better service it provides.
 Prepaid customers are more prone to get churned out while customer stickiness is more
observed in postpaid connection.
The above histogramisnowcombined and analyzed with respect to account type and status which
has been represented below:

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Thishistogramclearlyrepresentsthe statusof prepaidandpostpaidcustomersalongwithactive
and inactive accounts zone wise. This pictorial representation provides a great scope to understand a
number of attributes about the status of broadband database of TTSL at a glance and enables to
interpret it quite easily.
However to understand the total number of prepaid and postpaid customers in every zone, a
simple bar graph is sometimes more easy to comprehend rather than a histogram representing a
numberof attributeslike the one above.Hence the followingbargraph isgeneratedto understand only
the account types in various zones.

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From this above bar graph, it is clearly understood that the inference drawn from the above two
graphs are complying with the reality. The observations from this bar graph are:
 The zones with maximum prepaid customers are more prone to churn rate or the accounts are
in dormant stage.
 There are a lotof customers whose account types are also not known and hence TTSL needs to
identify the account type and status of such customers to upgrade its database.
PROJECT B
 ILLMigration
The Internet Leased Line (ILL) migration project included the following steps:

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 Similar to broadband migration project, ILL migration project also includes similar procedure
like getting in touch with the customers from the existing database and making them
understand the need and the course of action of the migration process as the migration
process would have never been successful without their co-operation.
 Prior intimation had also been done to the ILL customers via email regarding this migration
project.
 All the ILL customersare commercial subscribersandhence the KYC documents along with the
Service Level Agreement(SLA) tosupporttheiraccountsasper TRAIregulationsrequirespecial
care and attention.
ILL customersare consideredaspremiumcustomersinatelecom company and hence TTSL also
providesspecial attentionand additional interesttowardsthe welfare of these customers.Forboth
the SME and corporate houses, high performance, dedicated and 24-hour a day access Internet
Leased Line connection is highly beneficial as business relationships can be easily jeopardized
because of the inabilitytocommunicate effectively and securely and hence ILL are preferred over
broadband connections.
The following is the ILL customer database that has been provided by TTSL to execute this
migration project.
DATASHEET
SL.
NO. COMPANY BANDWIDTH IP ADDRESS
1 OUTSOURCEBIZ INDIA PVT. LTD. 2048 61.16.242.108
2 BALJIT SECURITIES PVT LTD 2048 61.16.242.240
3
SANKALP COMMODITY BROKERS PVT
LTD 2048 61.16.243.80
4 MALLCOM INDIA LTD 2048 61.16.242.16
5 TRADE CITY SECURITIES PVT LTD. 1024 203.196.159.144
6 AKB POWER CONSULTANTS PVT LTD 1024 61.16.240.244
7 AMRIT EXPORTS PVT LTD 1536 61.16.243.224
8 IDEAL STOCK BROKING PVT LTD 1024 61.16.145.64
9 BANKA BULLIONS PVT LTD 1024 61.16.145.144
10 RAWMET COMMODITIES PVT LTD 2048 61.16.146.96
11
YASH WEBTECH INDIA PRIVATE
LIMITED 1024 61.16.144.48
12 KOVAIR SOFTWARE PVT LTD. 6144 61.16.147.48
13 MSR IT SOLUTION PVT. LTD. 3072
14
BENGAL UNITECH UNIVERSAL
INFRASTRUCTURE PVT. LTD 1024 61.16.147.24
15
H S B INTERNATIONAL (INDIA) PVT.
LTD 1024 61.16.147.128
16 HARI MACHINES LTD 2048 61.16.147.20
17 MICROSEC CAPITAL LTD 4096 61.16.147.28
18 SIEMENS INFORMATION SYSTEMS LTD 4096
19 IIHM 2048
20 CDE ASIA LTD 2048 61.16.242.224
21 TAJ BENGAL UNIT OF INDIAN HOTEL 2048 61.16.144.112
22 ASCOT DIGITAL PVT LTD 2048 61.16.144.96

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23 BALJIT SECURITIES PVT LTD 1024 61.16.241.204
24
GLOBAL SYSTEM TECHNOLOGIES INDIA
PVT. LTD 4096 61.16.240.232
25 GREEN TOUCH PROJECTS LTD 2048 61.16.240.248
26 EMBEE SOFTWARE PVT LTD 2048 61.16.241.216
27
TECHNOPRO SOLLUTIONS PRIVATE
LIMITED 4096
28 ESOLZ TECHNOLOGIES PVT LTD 10240 203.196.159.32
29 NEXVAL INFOTECH PVT LTD 20480 61.16.243.28
30 INFODRIVE INDIA 2048 61.16.242.64
31 SOFFRONT SOFTWARE PVT.LTD. 3072 61.16.147.248
32
DREAM FEATHERS TECHNOLOGY PVT
LTD 3072 61.16.242.140
33
KEROSS RESEARCH AND
DEVELOPMENT CENTRE PVT LTD 5120 61.16.146.208
34 PROCENTRIS (INDIA) LTD 1024 203.196.159.140
35 NETWOVEN INDIA PVT LTD 6144 61.16.144.52
36 MINDTECK INDIA LIMITED 2048 203.196.159.52
37 STRYKER INDIA PVT. LTD 2048 203.196.159.224
38
CIRRUS MEDIA RESEARCH PVT.
LTD.(MUDRA COMMINICATION) 2048 61.16.240.236
39 ITC INFOTECH INDIA LTD 1024 61.16.243.192
40 CD EQUISEARCH PVT. LTD. 4096 61.16.146.0
41
INFRASTRUCTURE PROFESSIONALS
ENTERPRISE PVT. LTD. 1024 61.16.144.128
42 INFOSOFT GLOBAL PVT LTD 4096 61.16.243.12
43
PAREKH INTEGRATED SERVICES PVT.
LTD. 1024 61.16.146.32
44
LEARNINGMATE SOLUTIONS PRIVATE
LIMITED 10240 61.16.241.76
45 SUPREME INFRASTRUCTURE INDIA LTD. 2048 203.196.159.16
46 DENTSPLY INDIA PVT LTD 3072 61.16.144.92
47 AECOM INDIA PVT LTD 2048 61.16.146.212
48 STEWARTS & LLOYDS OF INDIA LTD 2048
49 MATRIX MEDIA SOLUTIONS PVT LTD 2048 61.16.241.192
50 OPAQUE SOLUTIONS PVT LTD 2048 203.196.159.64
51 KREDENT BROKERAGE SERVICES LTD 2048 61.16.145.96
52 BRAND VALUE COMMUNICATIONS LTD 8192 61.16.146.64
53 BRAND VALUE COMMUNICATIONS LTD-2 2048 61.16.147.224
54
ARJUN INFOSERV & E-SERVICES (P)
LTD 5120 61.16.148.64
55 KREDENT BROKERAGE SERVICES LTD 4096 61.16.148.96
56 MSR IT SOLUTION PVT. LTD 8192 61.16.145.48
57 LINCOLN INSTITUTE OF TECHNOLOGY 2048 61.16.241.168
58
FINANCIAL INCLUSION NETWOK &
OPERATIONS LTD 1024 61.16.242.56
59 EAGA ENERGY INDIA (P) LTD 10240 61.16.240.228
60 WEBSPIDERS INDIA PVT LIMITED 10240 61.16.243.184

15
61 MINICRAFT ENTERPRISE PVT.LTD. 2048 61.16.243.188
62 DESCON LIMITED 3072 61.16.242.156
63
AVANT GARDE WEALTH MANAGEMENT
PVT.LTD. 2048 61.16.243.100
64
PRATIGYA HOUSING FINANCE &
CONSTRUCTION COMPANY LTD 3072 61.16.147.192
65 RESPONZE TECHNOLOGIES P. LTD. 8192 61.16.241.64
66
KREDENT BROKERAGE SERVICES PVT.
LTD. 4096 61.16.241.144
67 SARA COMMOTRADE PRIVATE LIMITED 4096 61.16.147.196
68
ATLAS HEALTHCARE SOFTWARE INDIA
PVT. LTD. 12288 61.16.148.120
69 LEARNING SPIRAL PVT. LTD. 4096 61.16.242.44
70 SAROJ SUNRISE PVT LIMITED 2048 61.16.243.156
71
RAVI KIRAN OUTSOURCING &
TECHNOLOGIES PVT LTD 4096 61.16.144.28
72 MAVEN INFOTECH PVT LTD 20480 61.16.146.120
73
CIRCAR CONSULTING SERVICES PVT
LTD 1024 61.16.144.232
74 PARK INDICOM PVT. LTD. 10240 61.16.148.128
75 SKY B BANGLA PVT LTD 1024 61.16.147.252
76 DOT COM E SERVICES 2048 61.16.148.168
77
CHEMGEN PHARMA INTERNATIONAL
PVT LTD. 2048 61.16.242.176
78
SIMOCO TELECOMMUNICATIONS (SOUTH
ASIA) LTD 2048 61.16.147.176
79
HYTONE MANAGEMENT SERVICES
PVT LTD 2048 61.16.148.144
While executingthe migrationprocess,asurveywassimultaneouslycarriedoutwiththe help of
a questionnaireonasample of 15 customersfromthispopulationof 79 ILL customerstounderstandthe
customer feedback more notably. The highlighted ones are covered by me (Reeha Paul) which is
considered as the sample here for this survey.
The surveyquestionsare the followingwhichare ratedona LikertScale from 1 to 5 according to
customer feedback.
1 = very poor
2 = poor
3 = average
4 = good
5 = very good
0 = not applicable
Survey Questions
 How would you rate the ILL service you are enjoying from TTSL?
 How much successful is TTSL in meeting the SLA regarding downtime?
 How much active is the TTSL support team when a complaint is lodged or resolving any
other issues?

16
 How will you complement the billing system of TTSL?
 How would you rate the overall service provided by TTSL?
 If you are using other TTSL products, how would you rate their services?
 Compared to other ILL providers, how would you rate TTSL?
 Comparing with the present market, how would rate the price as per plan of TTSL?
 How would you rate the brand TATA?
Applying SPSS on the customer feedback, the following has been observed:
Nine components/variableshave beenmeasuredbasedonthe nine survey questions which are
abbreviated to be used for analysis using SPSS. Applying Factor Analysis, it is observed that nearly
77.569% of all the components are explained by two factor components among which one has a share
of almost 66.216%.
The two factor components derived from Principal Component Analysis are termed as:
a) FAC1_1: service renamed as FAC1_1service
b) FAC2_1: brand value renamed as FAC2_1brand value

17
This graph represents the relation between each of the nine components with respect to the
two factor components, renamed as service and brand value. The relations are explained below:
a) ILL service,downtime,overall service,active support and billing platform, all these five components
depend closely on both service related factor as well as brand value.
b) Other components like price as per plans, TATA as a brand and comparison with competitors are
closely related to service related factor.
c) Only one component, services of other TTSL product is closely related to brand value.

18
The two factor components,renamedasservice andbrandvalue are usedto plotthe above
graph where REGR factorscore 1 andREGR factor score 2 representsservice andbrandvalue
respectively.Thisgraphhelpsinclusteranalysiswhichclearlyrepresents thatthere are three distinct
groupsin the customerdatabase andthisclusteranalysishelpsinprovidingalotof informationabout
the customers.
Observations
Withthe help of cluster analysis, three distinct clusters have been identified which are the following:
 TYPE A: High Service and High Brand Value
There is a group of customers for whom both high service and high brand value matter to get
holdof a service andestablish a relationship with a company and hence they deal with TTSL as
theyenjoy the qualityserviceprovidedbyTTSL and have enough faith on the brand TATA. For a
company, this cluster is very favorable as customer stickiness is more observed in this type of
customers.
 TYPE B: High Service
There isa clusterof customersforwhom highservice isthe onlycriteriatoprocure a service and
start a relationship with an organization and so as TTSL provides quality service, this set of
customers rely on TTSL. Brand value is just a mere factor for them when compared to service.
 TYPE C: Variety Seeking Type
There is a set of customers for whom neither high service nor high brand value matters to
procure a service andestablisharelationshipwithacompany.These customersare generally of
varietyseekingtype andprefertoexperience differentplansandservicesfromdifferentbrands.
Sometimes this variety seeking nature sustains due to price factor. Such customers generally
switchfromone brand to anotherto enjoythe lowest price plans, no matter how the service is
or which brand are they adopting.

19
PROJECT C
 WalletShareofTTSL
For every premium account of TTSL, mainly in SME segment, a customer account
manageris assignedwhotakescare of all the service,technical andbilling related issues of that
particular account. That particular account solely belongs to that account manager and he is
responsible for that account. Moreover the customer account managers keep on generating
business by farming on the existing customer base.
In this wallet share project, the following steps were included:
 Customer base with all the accounts handled by Mr. Sunil Saha, Customer Account Manager,
SME Segment has been provided by TTSL.
 Withprior appointmentfor meeting, the customers are attended to understand their telecom
expenditure (total aswellasbreakups),suggestthembetterandcosteffectiveplansorservices
while generatingleadsforup-sellingandcross-sellingandtoknow their grievances or any other
service related issues regarding any product or service.
 Thismeetingwitheverycustomerhashelpedtoreinforce the foundationof customer-company
relationship.
While dealingwiththese accounts,abusinessstrategyhasbeendevelopedbyanalyzing
the wallet share of those accounts. This wallet share analysis also enables to identify the:
(i) high potential-high involvement customers
(ii) high potential-low involvement customers
(iii) low potential-high involvement customers
(iv) low potential-low involvement customers
Moreover, this analysis also identifies the product-wise market share and allows
understanding the position of TTSL on today’s date as compared to other service providers.
Before going into the details of the analytical report, an overview of the product portfolio is
highly essential.

20
DATASHEET
SL.
NO.
CUSTOMER NAME PRODUCT PORTFOLIO
1 LONGIA MOTORS
CENTREX, LANDPHONE, DATA CARD, COCP
MOBILE, ILL, SERVER
2 BALARAMPUR CHINI MILLS LTD.
PRI, LANDPHONE, MPLS, ILL, VIDEO
CONFERENCING, DATA CARD, SERVER
3 CORDLIFE SCIENCES INDIA PVT. LTD. LANDPHONE, DATA CARD, COCP MOBILE, SERVER
4 PRB SECURITIES PVT. LTD. LAND PHONE, SERVER, P2P, ILL
5 TELE TRADE SHOPPING SKY SHOP
LAND PHONE, ILL, DATA CARD, SERVER, COCP
MOBILE
6 ICRA ONLINE LTD LAND PHONE, DATA CARD, ILL
7 ROYAL INFRACONSTRU LTD.
LAND PHONE, MPLS, ILL, DATA CARD, COCP
MOBILE, SERVER
8 MICROSEC HEALTH BUDDY LIMITED LAND PHONE, P2P, ILL, COLO
9 LEXUS MOTORS
LAND PHONE, ILL, DATA CARD, MPLS, COCP
MOBILE
10 AVJ INFOTECH PVT LTD LANDPHONE
11
ANUDIP FOUNDATION FOR SOCIAL
WELFARE
LAND PHONE, DATA CARD, ILL, MPLS, COCP
MOBILE, AUDIO & VIDEO CONFER
12 AMENITY APPLIANCES PRIVATE LIMITED LAND PHONE, DATA CARD
13 FUTURE PLUS ENTERPRISE LAND PHONE, ILL, DATA CARD, COCP MOBILE
14 ARC INFOTECH PVT LTD LAND PHONE, COCP MOBILE, DATA CARD
15 NEW KENILWORTH HOTEL PVT LTD PRI, ILL, DATA CARD, COCP MOBILE
16 DIAMOND HERITAGE ENTERPRISES PRI, LANDPHONE, ILL, DATA CARD, COCP MOBILE
17 DAFFODIL DIAGNOSTIC PRIVATE LIMITED PRI, ILL
18 THE STRATEGY ACADEMY LAND PHONE, ILL, DATA CARD, COCP MOBILE
19 SECURITIES PERFORMANCE ALGORITHMS ILL
20 ACTION CONSTRUCTION EQUIPMENT LTD LAND PHONE, ILL, COCP MOBILE, DATA CARD
21 RUCHI REALTY HOLDINGS LTD
LAND PHONE, ILL, COCP MOBILE, DATA CARD,
MPLS
22 UNIQUE INTERNATIONAL PRIVATE LIMITED PRI, COCP MOBILE, ILL, VOIP
23 INDIA GREEN REALITY PRIVATE LIMITED
PRI, LAND PHONE, COCP MOBILE, P2P, ILL,DATA
CARD
24 APHRODITE 4WHEELS PVT LTD WALKY, P2P, ILL, COCP MOBILE, LAND PHONE

21
25 ASL MOTORS PVT LTD PRI, LAND PHONE, COCP MOBILE, ILL
26
BEBBCO COMMERCIAL VEHICLES PRIVATE
LIMITED LAND PHONE, COCP MOBILE, ILL
27 DYNASTY AUTO PRIVATE LIMITED LAND PHONE, DATA CARD, COCP MOBILE
28 GANGA REGENCY PRI, ILL, COCP MOBILE
29 HI TECH CHEMICALS PRIVATE LIMITED LAND PHONE, COCP MOBILE, DATA CARD
30 HIGHCO ENGINEERS PRIVATE LIMITED PRI, LAND PHONE, DATA CARD, COCP MOBILE
31 J M T AUTO LTD CENTREX, COCP MOBILE, DATA CARD, ILL
32
KYOCERA CTC PRECISION TOOLS PRIVATE
LIMITED LAND PHONE, ILL, DATA CARD, COCP MOBILE
33 METALSA INDIA PVT LTD LAND PHONE, PRI, ILL, COCP MOBILE
34 R K CONSTRUCTION LAND PHONE, COCP MOBILE
35
SD SINGH CONSTRUCTION COMPANY PVT
LTD LAND PHONE, ILL, COCP MOBILE
36 SPARX TECHNOLOGIES PVT LTD CENTREX, LAND PHONE, ILL, COCP MOBILE
37 TML DRIVELINES LIMITED DATA CARD, ILL, P2P
38
WINGS INSTITUTE OF BUSINESS
MANAGEMENT LAND PHONE, COCP MOBILE
39 BASUDEB AUTO LIMITED LAND PHONE, COCP MOBILE, DATA CARD
40
JAGMOHAN LAL GUPTA ESTATES PRIVATE
LTD PRI, COCP MOBILE, DATA CARD, ILL
41 KASHISH DEVELOPERS LIMITED PRI, DATA CARD, ILL, LAND PHONE
42 KAVERI DIVYA HOTELS PRIVATE LIMITED
PRI, LAND PHONE, DATA CARD, ILL, COCP
MOBILE
43 TENUGHAT THERMAL POWER STATION LAND PHONE, ILL, COCP MOBILE
44 SHIVAM STOCK BROKING COMPANY PRI, ILL, COCP MOBILE
45
HIMADRI CHEMICALS AND INDUSTRIES LTD
PRI,DATA CARD,MPLS/VPN,ILL,AUDIO & VIDEO
CONFER, COCP MOBILE,MAIL SERVICE
46 SHRIRAM EPC LTD
PRI, DATA CARD ,ILL,VIDEO CONFERENCING,COCP
MOBILE
47 PREMIER CARWORLD PRIVATE LIMITED PRI,MOBILE DATA,ILL,COCP
48 OUTOTEC INDIA PRIVATE LIMITED
PRI,MOBILE DATA,MPLS/VPN,ILL,AUDIO & VIDEO
CONFERENCING,COCP MOBILE
49 JIA AUTO SALES PVT.LTD PRI,ILL,MOBILE DATA,COCP MOBILE
50 MSR IT SOLUTION PRI,ILL,COCP MOBILE
51 A P FASHIONS PVT LTD PRI/LANDLINE
52
ADVENT COMMODITIES PVT LTD & ADVENT
STOCK BROKING PVT LTD PRI,COCP MOBILE,P2P,ILL
53 TODI SECURITIES PVT LTD PRI,P2P
54 LGW LIMITED PRI, COCP MOBILE, ILL, DATA CARD
55 INFOSOFT DIGITAL SERVICES PVT LTD VOIP,LANDLINE,ILL,ERP,
56
GLOBAL SYSTEM TECHNOLOGIES INDIA PVT
LTD PRI,ILL,ERP,MAIL SERVICE
57 GAMA HOSPITALITY PRIVATE LIMITED PRI, COCP MOBILE, DATA CARD
58 PRITY TUBES PVT LTD PRI, COCP MOBILE, ILL
59
KARAM CHAND THAPAR & BROS COAL
SALES LTD PRI, ILL, DATA CARD, MPLS/VPN
60 GURMAN AUTOMOBILES PRIVATE LIMITED WALKY, ILL, DATA CARD,COCP MOBILE
61
R R CONSUMER TRADELINKS PRIVATE
LIMITED LANDLINE, P2P
62 AB FINANCIAL SERVICES LANDLINE,ILL
63 POPULAR RUBBER WORKS PVT LTD PRI/LANDLINE, DATA CARD
64
ULTIMATE GLOBAL SOLUTION PRIVATE
LIMITED ILL
65 MAA SARADA EDUCATION TRUST WALKY, DATA CARD, COCP MOBILE

22
After collecting data from these accounts on account mapping forms provided by TTSL like the
sample givenbelow,the datahasbeenconsolidatedandnecessarycalculationhasbeendone onagiven
format in spreadsheet.
The information of the highlighted company in the above datasheet is provided in the sample
given below:
ACCOUNT MAPPING FORM
A c c o u n t D e t a i l s
CSM/ PAM Name SUNIL SAHA Date : (dd-mm-yy) 05-08-2014 Time (HH:MM)
BP Name (if reqd) AM Name Interviewer’s no.
Name of Organization TELE TRADESHOPPING SKYSHOP
Address 12/5 MOMINPUR ROAD, GR FLOOR, KOLKATA-700023
Website
Telephone Fax
Locations Name ofParentCompany
B u s i n e s s I n f o r m a t i o n
Nature ofBusiness
(Tick or write in Others)
IT / ITES KPO/ BPO/Call Centre
(ifOthers - Specify)
ONLINETRADEBFSI Education
Manufacturing Others
Turn-Over for last
financial year (in Crores)
Rs. Head Office (City) KOLKATA
No. of Offices (PAN India ) 6
Total number ofemployees (all
branches)
Average annual IT
Expense (HW+SW+AMC)
< Rs 15 Lakhs
Rs 16 to 30
Lacs
Rs.31 to
50 Lacs
Rs 51 to
100 Lacs
>= Rs 101
Lacs
Average annual Telecom
Expense (Data+Voice+MS)
< Rs 15 Lakhs
Rs 16 to 30
Lacs
Rs.31 to
50 Lacs
Rs 51 to
100 Lacs
>= Rs 101
Lacs
O r g a n i z a t i o n H i e r a r c h y
Designation Name Direct Number Email
MD/ CEO
CFO/ Finance Head
IT Head / CTO VIKAS GOEL 9038080600
IT/ EDP/ MIS
O p e r a t i n g E x p e n s e s o n I T & C o m m u n i c a t i o n s f o r t h e C o m p a n y ( p . a )
Product / Service Vendor No Rs.(Lacs) Product / Service Vendor No Rs.(Lacs)
Make & nos. PCs (AMC –
Annual) –Type 1
ASSEMBLED
Make & nos. Servers (AMC –
Annual) –Type 1
INHOUSE
Make & nos. PCs2 (AMC –
Annual) –Type 2
Make & nos. Servers 2 (AMC –
Annual) –Type 2
ERP(SAP, My SQL, etc.) INHOUSE
Mail Service (Mail Box) (Annual
Charges)
PRI/ Land Line Phone
TTSL, BSNL,
AIRTEL
247 45.6 lacs pa COCP Mobiles phones TTSL 30 3.12 lacs pa
Company paidMobile data
card (Photonetc)
RELIANCE 1 0.09 lacs pa IOCR Mobile phones
P2P / NLD Services
Office Wi-Fi (Access points
MaintenanceCharges)
MPLS VPN (no. of locations&
Monthly Charges for all)
Broadband Services TTSL, BSNL 2 0.36 lacs pa
Internet Leased Line TTSL, AIRTEL 2 7.68 lacs pa Asset Tracking Service
Anti-Virus (Annual charges ) QUICKHEAL
Firewall/ UTM (AMC – Annual
Charges)
IDC Co-location (space : Us) Managed Hosting Service
Cloud Server VOIP Services

23
Audio-conferencing
Services
Video Conferencing Services
V e n d o r D e t a i l s
Product / Services Vendor Name Product / Services Vendor Name
PC / Laptop ASSEMBLED Server
Software / customizedS/w Mailing/ BrandedSoftware
Firewall/ UTM/ Anti-virus QUICKHEAL UPS / Power Solution
CCTV AMC Vendor:
T A T A E x i s t i n g S e r v i c e s D e t a i l s
Product & Services Quantity B/w, etc. Using since Monthly Charges
Mobile Communications 30 Rs. 26000/-
Mobile Data Services
Internet Leased Line 1 3 Mbps Rs. 54000/-
Land Line / PRI Services 212 Rs. 320000/-
P2P/ NLD Services
Data Center – Hosting / Colocation
Managed Security
International Voice (VOiP etc.)
MPLS VPN
Mailing Services
Cloud Server (InstaCompute)
CDN
Broadband Services 1 Rs. 1500/-

24
Others
Toll-free 1 Rs. 20000/-
PLANNING FOR
1. VIDEO CONFERENCING
C o m m e n t s

25
The consolidateddata(basedonrevenue inlacs) hasbeenusedasa sample andfinallybeen
analyzedinthe followingways:
(i) Overall Market Share
SL. NO. SERVICEPROVIDER WIRELINEVOICE COCP MOBILE WIRELESS LANDLINE ILL MPLS DATA CARD
1 TTSL 90.442 16.524 3.254 118.74 8.48 48.9732
2 AIRTEL 23.7 52.932 0.1 10.64 14.86 8.853
3 VODAFONE 0 53.674 0 8.25 8.5 1.275
4 RELIANCE 1.2 4.5 0.69 4 0 7.432
5 BSNL 9.318 0 0 0 0 0
6 MTS 0 0 0 0 0 18.804
7 TCL 0 0 0 2.5 15 0
8 SIFY 0 0 0 3 1.16 0
9 AIRCEL 0 0 0 1 0 0
10 IDEA 0 26.4 0 0 0 0
Overall Market Share
This graph clearly represents the distribution of revenue earned from different product
segmentsof TTSL as usedbythiscustomerbase.Moreover,thispictorial representation also shows the
position of its competitors with respect to different product segments which provides a clear picture
about the company's strengths and threats.
(ii) Share of revenue generatedbyTTSL from wirelessandwireline products
SL NO. PRODUCTS TTSL
1 WIRELINEVOICE 92.842
2 WIRELESS VOICE 19.778
3 WIRELINEDATA 145.52
4 WIRELESS DATA 48.9732

26
Revenue generated from wireless and wireline products
This pie chart clearly represents the revenue generated from four major segments of TTSL
productsand it showsthatwhile wireline dataisthe strengthof the company,wirelessvoice is its major
weakness.Thoughthisanalysisisdone ona givencustomerdatabase,thisdatabase acts as a sample for
the entire population of TTSL customers. So wireless voice is a major area subjected to a lot of
improvement to increase its market share.
(iii) Wireline Voice MarketShare
SL. NO. SERVICEPROVIDER WIRELINEVOICE
1 TTSL 90.442
2 AIRTEL 23.7
3 RELIANCE 1.2
4 BSNL 9.318
Wireline Voice Market Share
In wireline voice whichincludesboth PRI and landline, Airtel is the biggest competitor for TTSL
as from the given customer base, Airtel earns 19% of its revenue while TTSL earns 73% of its revenue.

27
(iv) COCPMobile MarketShare
COCP Mobile Market Share
As stated earlier also, in wireless voice, especially in COCP Mobile, TTSL is facing a huge
challenge as it earns only 11% of its revenue from this existing customer base whereas Vodafone and
Airtel,itsbiggestchallengersearns35%and 34% of theirrevenue respectively from the same customer
base. Even Idea is in a leading position with respect to TTSL.
(v) Wireless Landline Market Share
SL. NO. SERVICEPROVIDER WIRELESS LANDLINE
1 TTSL 3.254
2 AIRTEL 0.1
3 RELIANCE 0.69
Wireless Landline Market Share
SL. NO. SERVICEPROVIDER COCP MOBILE
1 TTSL 16.524
2 AIRTEL 52.932
3 VODAFONE 53.674
4 RELIANCE 4.5
5 IDEA 26.4

28
In wirelesslandline(eg. Walky),TTSLearns80% of its revenue fromthiscustomerbase while
Reliance isthe majorcompetitorinthisproductcategorythoughitis muchbehindinthe competition.
(vi) ILL Market Share
SL. NO. SERVICEPROVIDER ILL
1 TTSL 118.74
2 AIRTEL 10.64
3 VODAFONE 8.25
4 RELIANCE 4
5 OTHERS (TCL, SIFY, AIRCEL) 6.5
ILL Market Share
Wireline data, especially ILL is biggest strength of TTSL and this has been proved again in this
analysisasit showsthatthe company isgenerating80% of itsrevenue from this customer base through
ILL and its competitors are far behind in this race. Any threat to this sector will probably bring a huge
impact on the overall performance and sustainability of TTSL.
(vii) MPLSMarket Share
SL. NO. SERVICEPROVIDER MPLS
1 TTSL 8.48
2 AIRTEL 14.86
3 VODAFONE 8.5
4 TCL 15
5 SIFY 1.16

29
MPLS Market Share
MPLS is a major part of wireline data and in this product TTSL is far behind compared to its
group competitor TCL and Airtel as both earn 31% of their revenue from this customer base while the
former earns only 18%.
(viii) DataCard Market Share
SL. NO. SERVICEPROVIDER DATA CARD
1 TTSL 48.9732
2 AIRTEL 8.853
3 VODAFONE 1.275
4 RELIANCE 7.432
5 MTS 18.804
Data Card Market Share
In wireless data (eg. Data card- Photon), MTS offers a major threat to TTSL as MTS generates 22% of its
revenue from this customer base while TTSL is little ahead with respect to MTS with 57% of revenue
generation in this product category.

30
PROJECT D
 ProductAnalysis
Product: Primary Rate Interface (PRI)
A PRI(PrimaryRate Interface) line isanendtoenddigital circuit which is a form of ISDN
(IntegratedServicesDigitalNetwork) line which is a telecommunication standard that enables
traditional phone lines to carry voice, data and video traffic, among others. PRI is a local
exchange accessservice thatcreatesadirectdigital connectionof 30 channels of 64 kbps each,
(2Mbps for a PRI/E1 link) from the operator’s switch to provide voice, data, image and video
servicesona single line. There is only one line physically terminating on the customer EPABX
but still a PRI line can receive/send 30 calls simultaneously. A PRI line can connect to both
Analog/Mixed EPABX systems and also the newer IP EPABX systems. A PRI Card / Interface
might be required to terminate the PRI circuit on the EPABX.
Features of PRI
 DirectInwardDialing(DID): For each PRI line, the service provider would provide more around
100-500 numberswhichcan be usedby outsiderstocall the extensiondirectly,insteadof having
to go throughthe PBX Auto-attendant.thevice versahappensforDirectOutward Dialing (DOD).
 Since all the extensions have their own number, this unique number will be displayed in the
phonesthattheyare callingto. Some call centre applications are based on the unique caller ID
number for differentiation of services.
 It ispossible tooffer both voice and data in the PRI line. Some service providers have dynamic
offerings where data is transmitted in all the channels that are free (not occupied by voice) at
that given point of time.
 Call hunting is possible by default with a PRI connection, but for the analog trunks this facility
needstobe extendedbythe service providerandenabledonthe PBX, involving additional cost
at times. (Call hunting is where the call lands in any channel that is free, instead of the called
number specifically – For example, if there is one board number but a number of people are

31
callinginat the same time and still thenachannel isallocatedtothem.Withanalog lines, if one
number is busy, they need to call in another number manually.)
 PRI linescanbe usedfor voice connectivity, dataconnectivity, videoconferencing,faxing and all
the above can be done simultaneously too on different channels.
 Extension Wise Billing on PRI provides the user with the capability to track usage on each PBX
extension & control the cost.
 Since they are digital lines, PRI lines provides better clarity and are more reliable and trouble
shootingisalsoeasierwiththem. They are mostly on a fiber core ring and hence there is some
redundancy.
Disadvantages of PRI lines
 A PRIline iseconomical onlyif the minimumrental chargedbythe service providerfora PRI line
ismore thanthe average value of calls with analog trunk lines every month in an organization.
Otherwise,the usage maynotevencrossthe free call value providedbythe service provider for
a PRI line.
 A PRI line is not so economical for long distance/ international calling.
 Interbranch communicationbetween the branches is not free of cost with PRI lines (Some PRI
service providersprovide thisfacility,butall yourbranchesmayneedto have PRI lines from the
same service providerandthere alsomightbe aminimumrevenue commitment for the same).
 The cost of a single PRI card to connect to your EPABX/ IP PBX is still very high. Most of these
cards are proprietary, meaning you can buy them only from your EPABX vendor.
Competitors of PRI
 SIP TRUNK
Unlike intraditional telephony,where bundles of physical wires are delivered from the service
provider to a business, a SIP (Session Initiated Protocol) trunk allows a company to replace these
traditional fixedPSTN lines (PRI/BRI) with a SIP trunk over an IP based transport network. SIP Trunking
helpsconnecta private business-class phone system with an IP based PSTN. Scalability on a single link
varies from 20 simultaneous calls to 1500 simultaneous calls.
SIP is the technology of the future. But traditional PRI service is still heavily relied upon by
business large and small.
Advantages of SIP Trunks versus PRI
 Cost - Inexpensive. An ITSP or SIP trunk service provider who takes the calls over the internet
might charge much lesser for international long distance calls.
 Easy and quick to scale if you have bandwidth
 Great for disaster recovery if using SIP over internet
 Verycheapto get"local" numbers from all around the world. With VOIP systems, inter-branch
communication can be done over internet/ leased lines hence reducing the cost drastically.

32
Architecture difference with Traditional Solution
 CENTREX
Centrex is a fully managed, hosted service that offers the functionality of PBX system. The
solutionofferstoconnectall yourofficeswithinthe citylimitsaswell asall across India. Centrex is a
virtual EPABXhostedatoperator’s24X7 networkoperatingcenterwith built in 'Intercom' facilities.
Since there isnoEPABX at subscriber’spremisesthereare noAMCs,electricpower bills and battery
expensespayable.The operatormaintainsthe Centrex solutionatitspremises.Itiseasytoadd lines
and/or features and when you add more employees or offices for increasing the extensions.
Advantages of Centrex versus PRI
 DID number for each extension
 Short Digit Dialing between offices spread across nation
 Call Forward – (no reply /on busy / immediate)
 Multi party conference
 Call pickup (Direct and Group)
 Dynamic Locking and user level restriction
 Authentication code : make calls using roaming password

33
Conclusion & Suggestions
The findings from the research carried out through the various projects give us a complete
picture of the functioning of Tata Teleservices Limited as a telecom operator. The recent years of
operationhasbeen through troubled times, where it has been learnt from the financials how the Tata
Sons have come in to rescue the degrading health of the company. The feedbacks received from the
customershave beenonthe negative side thanapositive impressionthat it had created while entering
the market.
Beinga late entrant in the market it had a huge road block as the incumbent operators already
held major share in the market. The promising fortune that it showed as an entrant with some out of
the box and pioneerplanschanging the market dynamics were soon copied and with years it seems to
have run out of options.The wireline data segment has been a constant source of revenue generation
and isthe sector contributingmajorpartof itsrevenue collection. The wireless voice with poor service
in its network availability has made customers to churn out. The number of additions per month has
been compensated and at times taken over by the churn out numbers. This has been a major factor in
revenue generation.
Thus the recentactivityof focusingtowardsretainingandaddressingthe existingcustomerbase
will provide some hopeandneedstobe cautiouslymonitored.Since the wirelessvoice hasalreadybeen
on the decline forthe companyitneedstoshiftitsattentiontowardsthe wirelineandwireless data and
wireline voice that have been its strength. It has an unparallel product portfolio which has not been
pitchedtothe customersas perthe facilitiesthe company has provided. The marketing and sales team
needs more active participation in making its customers aware of the variety of services and products
that it offers. Niche and untapped markets need to be recognized and seized before the incumbents
reach out.

TATA INTERNSHIP PROJECT

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