chiranthproject-110907024417-phpapp02

8/2/2019 chiranthproject-110907024417-phpapp02

1/79

1

Title Of The Study

ADVERTISING & PROMOTIONAL STRATEGY ON

IDEA CELLULAR

EXECUTIVE SUMMARY

Idea is the flagship that comes from Idea Cellular Limited - a part of the biggest

private integrated telecom conglomerate, Idea Enterprises. Idea Enterprises has been at the

forefront of technology and has revolutionized telecommunications with its world class

products and services. Established in 1976, Idea has been a pioneering force in the telecom

sector with many firsts and innovations to its credit. Idea strives hard to make the quality of

your life better to its esteem customers. For them customers are unique, and so are their

needs. And because of its customers individuality they have a set of services pertinent to its

them!

Each of the department namely, Marketing, Finance, HR, and production are studied

in depth in order to understand the correct working of the department in the context of its


2/79

2

organization structure. The Marketing and HR department of the company was impressive

.The way they handle the issues, the way they market the products, the relationship

maintained by them with their dealers, the excellent distribution network which they have and

the counseling and importance given to the employee, the leave encashment system and their

ability to raise the ale capacity was very striking.

The ability to deliver goods quality product and services has resulted in the growth of

the company. They consistently high quality service every time, which in turn brings

customer back. Idea cellular tries to understand the needs of it customer and upgrade the

qualities of it product for increased customer satisfaction. The companys main aim I to

create a better and safer environment for all. Keep itself abreast of latest internationalstandard and practices in all the fields.

CONTENTS

PAGE NO.

1. INTRODUCTION2. LITERATURE REVIEW3. INDUSTRY PROFILE4. COMPNAY PROFILE 355. SWOT ANALYSIS 42


3/79

3

6. ADVERTISING STRATEGY7. PROMOTIONAL STRATEGY 448. FINDINGS AND SUGGESTIONS 509. CONCLUSION 5410. LEARNING EXPERIENCE

56

11. BIBLIOGRAPHY 57


4/79

4

INTRODUCTION


5/79

5

INTRODUCTION

Advertising is a persuasive communication attempt to change or reinforce ones prior

attitude that is predictable of future behavior. We are not born with the attitudes which we

hold toward various objects in our environment. Rather, we learn our feelings of favorability

or not favorability through information about the attitude object (e.g., advertising), or direct

experience with the attitude object (e.g., tasting a new brand of beer), or some combination of

the two.

Attitudes are not overt behaviors but rather are covert, or unobservable,

internal reactions. Furthermore, once a certain type of attitudes are formed and repeatedly

reinforced, the attitude toward objects is stored in consumers memory as a form of either

explicit or implicit memory. And those episodes of attitudes are retrieved automatically or

strategically at the time of decision making, which generate certain types of reactions.

Given that attitudes have traditionally been viewed as evaluations that are

stored in memory and persist over time, the constructs of memory and attitude are extremely

valuable construct to understand how advertising work. Also, the discussion about the

underlying mechanisms of forming attitude and memory should be addressed. Therefore, I

suggest a framework of "how advertising works" which starts from how consumers perceive

advertising stimuli to the very last step of the impact of advertising on consumers behavior.


6/79

6

NEED OF THE STUDY

The current study intends to measure the impact of idea advertisements on

consumer buying decisions. It is known fact that the recent idea advertisements which are

endorsed by Abhishek Bachan has become very popular. In this context there is a need to

understand how far the awareness created by these advertisements help company to increase

its sales.

OBJECTIVE OF THE STUDY

.

Objective of the study

To make a understanding about the Company IDEA

CELLULAR LTD.

To make a understanding about the product and services

which they providing

To measure the awareness levels of recent IDEA

CELLULAR advertisements

To measure how much influence these advertisements haveon customer buying decision

To design media planning for IDEA CELLULAR

advertisements

To design future advertisement strategies


7/79

7

sCOPE OF THE STUDY

SCOPE oF THE STUDY

To know about the customer base of the IDEACELLULAR.

To know the growth of the company in last years.

To know how to reach the target customer in the most

perfect way.

To create a better understanding about the company andtheir product.


8/79

8

METHODOLOGY

METHODOLOGY

The purpose of methodology is to describe the process

involved in research work. This includes the overall research

design, data collection method, the field survey and the

analysis of data.

For my project I did a small survey on 100 people in the areas

of Tolichowki, Lakdi ka pul, Musheerabad, Begumpet of

Hyderabad-Secunderabad and few more friends and relatives

ranging from age group of 15 to 30 yrs

SAMPLE METHOD

A random sampling method was used for the purpose of this study. Data

were collected from both customers and non customers of idea cellular.

DATA COLLECTION

For the purpose of the study data has been collected through two sources among that


9/79

9

1) Primary source

2) Secondary source

PRIMARY SOURCE:

For the primary source data is collected through structured questionnaire,

SECONDARY SOURCE:

For the secondary source I collected information from the company websites,

company broachers, from journals and articles about the company

TOOLS AND TECHNIQUES

Data has been analyzed using frequency tables, cross tabulations, pie diagrams and

bar charts.

LIMITATIONS

Questionnaires were administered at idea cellular show rooms and at few public

places.

As the data has been collected from the existing customers of idea cellular, their

previous experience with the company may have influenced current opinions.

Non customers of idea cellular may be the users of other cellular service providers, so

the experience with their current service provider may have influenced their opinions.


10/79

10

Timing of questionnaire administration may have influenced the data.

LIMITATION OF THE STUDY

This study is done in the few area like Hyderabad andsecunderabad. Thats why it will not give the clear picture of

the thinking of mobile subscriber about the company and its

products.

Limited database and short time span for the project.

Lack of professional approach since researcher are student.


11/79

11


12/79

12

CHAPTER : 2LITERATURE REVIEW


13/79

13

CHAPTER : 3INDUSTRY PROFILE


14/79

14

INDUSTRY PROFILE:

INDUSTRY OVERVIEW

Background

The Indian Telecommunications network is the third largest in the world and the

second largest among the emerging economies of Asia. Today, it is the fastest growing market

in the world. The telecommunication sector continued to register significant success during

the year and has emerged as one of the key sectors responsible for Indias resurgent Indias

economic growth.

Growth

This rapid growth has been possible due to various proactive and positive decisions of

the Government and contribution of both by the public and the private sector. The rapid

strides in the telecom sector have been facilitated by liberal policies of the Government that

provide easy market access for telecom equipment and a fair regulatory framework for

offering telecom services to the Indian consumers at affordable prices.

Wire line Vs Wireless


15/79

15

It has also undergone a substantial change in terms of mobile versus fixed phones and

public versus private participation. The preference for use of wireless phones has also been

predominant in the sector. Participation of the private entities in the telecom sector is rapidly

increasing rate there by presenting the enormous growth opportunities. There is a clear

distinction between the Global Satellite Mobile Communication (GSM) and Code Division

Multiple Access (CDMA) technologies used and the graph below shows the divide between

the two.

Segment wise Status

Wire line Services

With increasing penetration of the wireless services, the wireline services in the

country is becoming stagnant. On the other hand, Broadband demand has picked up and

promises to stabilise fixed line growth.

GSM Sector

In terms of the Global System for Mobile Communication (GSM) subscriber base this

now places India third after China and Russia.China had 401.7 million GSM subscribers

CDMA Services

CDMA technology was introduced in India as a limited mobility solution. The

introduction of CDMA services has created competition, lowered tariffs and offered many

citizens access to communication services for the first time

Internet Services

Internet services were launched in India on August 15, 1995. In November 1998 the

government opened up the sector to private operators. A liberal licensing regime was put in


16/79

16

place to increase Internet penetration across the country. The growth of IP telephony or grey

market is also a serious concern. Government loses revenue, while unlicensed operation by

certain operators violates the law and depletes licensed operators market share. New services

like IP-TV and IP-Telephony are becoming popular with the demand likely to increase in

coming years. The scopes of services under existing ISP license conditions are unclear.

Manufacture of Telecom Equipment

Rising demand for a wide range of telecom equipment, particularly in the area of

mobile telecommunication, has provided excellent opportunities to domestic and foreign

investors in the manufacturing sector. The last two years saw many renowned telecom

companies setting up their manufacturing base in India. Ericsson has set up GSM Radio Base

Station Manufacturing facility in Jaipur. Elcoteq has set up handset manufacturing facilities

in Mysore. Nokia set up its manufacturing plant in Chennai. LG Electronics set up plant of

manufacturing GSM mobile phones near Pune.

The Government has already set up Telecom Equipment and Services Export

Promotion Forum and Telecom Testing and Security Certification Centre (TETC). A large

number of companies like Alcatel, Cisco have also shown interest in setting up their R&D

centers in India. With above initiatives India is expected to be a manufacturing hub for the

telecom equipment.

POLICY AND INITIATIVES

Regulatory Framework

The Telecom Regulatory Authority of India (TRAI) was set up in March 1997

as a regulator for Telecom sector. The TRAIs functions are recommendatory,

regulatory and tariff setting in telecom sector.


17/79

17

Telecom Disputes Settlement and Appellate Tribunal (TDSAT) came into existence in

May, 2000. TDSAT has been empowered to adjudicate any dispute

Between a licensor and a licensee

Between two or more service providers

Between a service provider and a group of consumers

Hear and dispose of appeal against any direction, decision or order of TRAI

Tariffs for telecommunication services have evolved from a regime where tariffs weredetermined by Telecom Regulatory Authority of India to a regime where tariffs are largely

under forbearance. TRAI intervenes by regulating the tariffs for only those services, the

markets of which are not competitive.

Universal Service Obligation Fund (USOF) exclusively for meeting the Universal

Service Obligation was established in April, 2002. The Universal Service Levy is presently 5

per cent of the Adjusted Gross Revenue (AGR) of all telecom service providers except the

pure value added service providers like Internet, Voice Mail, E-Mail service providers etc.

Indian Telegraph Act has been amended in October2006 to provide support for all telegraph

services including mobile and broadband to bridge the digital divide. With the introduction of

the Unified Access Licensing Regime, operators can offer telecom access services to

consumers in a technology neutral manner, subject to fulfilling certain conditions.

Introduction of this regime has also broken the legal/regulatory impasse between the cellular

and basic service providers. Issuance of Intra-Circle Merger and Acquisition Guidelines

provide investors an opportunity to take stakes in existing telecom operations.

Government Initiatives

The Government has taken the following main initiatives for the growth of the Telecom

Sector:

All telecom services have been opened up for free competition for unprecedented

growth


18/79

18

217 (Information Technology Agreement) ITA-I items are at zero Customs Duty.

Specified capital goods and all inputs required to manufacture ITA-I, items are at zero

Customs Duty

Availability of low cost mobile handsets

The international Long Distance Services (ILDS) opened with effect from April 2002.

Calling Party Pays (CPP) regime was implemented with effect from 1st May

Guidelines for Unified Access Service License regime were issued in November

2003,

27 licenses out of 31 Basic Service Licenses were converted to Unified AccessService Licenses

In April 2004, license fee for Unified Access Service Providers (UAS) was reduced by

2 per cent

License fee for infrastructure Provider-II reduced from 15 per cent to 6 per cent of the

Adjusted Gross Revenue and spectrum charges between 2 to 4 per cent in June 2004

Entry fee for NLD licenses was reduced to Rs. 2.5 Crore from Rs. 100 Crore. Entry

fee for ILD reduced to Rs. 2.5 Crore from Rs. 25 Crore Lease line charges have been reduced to make the bandwidth available at competitive

prices to facilitate growth in IT enabled services

One India plan i.e. single tariff of Re. 1/-per minute to anywhere in India was

introduced from 1st March 2006 by the Public Sector Undertakings. This tariff was

emulated by most of the private service providers also. This scheme has led to death

of distance in telecommunication and is going to be instrumental in promoting

National Integration further

The robust telecom network has also facilitated the expansion of BPO industry that is

having 500,000 employees now and adding 400 employees per day.

Annual license fee for National Long Distance (NLD), International Long Distance

(ILD), Infrastructure Provider-II, VSAT commercial and Internet Service Provider

ISP) with internet telephony (restricted) licenses was reduced to 6 per cent of

Adjusted Gross Revenue (AGR) with effort from Jan 2006.

The Governments policy is neutral on use of technology by telecom service providers

subject to availability of scarce resources such as spectrum etc.


19/79

19

Licence Fees 6-10 per cent of Adjusted Gross Revenue (AGR)

COMPETITION OVERVIEW

Major Players

There are three types of players in telecom services:

State owned companies (BSNL and MTNL)

Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)

Foreign invested companies (Hutchison-Essar, Idea Tele-Ventures, Escotel, Idea

Cellular, BPL Mobile, Spice Communications)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Name : Bharat Sanchar Nigam Limited (BSNL)

Year of Establishment : 2000

Company Profile


20/79

20

Bharat Sanchar Nigam Ltd. is World's 7th largest Telecommunications Company

providing comprehensive range of telecom services in India: Wireline, CDMA mobile, GSM

Mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP services, IN

Services etc. Within a span of five years it has become one of the largest public sector unit in

India. It has a network of over 45 million lines

Global Presence/ Marketing

Covering 5000 towns with over 35 million telephone connections.

Acquisitions / Strategic Alliances Future Prospect

BSNL plans to expand its customer base from present 47 millions lines to 125

million lines and infrastructure investment plan to the tune of Rs. 733 crores (US$ 16.67

million) in the next three years.

MAHANAGAR TELEPHONE NIGAM LIMITED (MTNL)

Name : Mahanagar Telephone Nigam Limited (MTNL)


Company Profile


21/79

21

MTNL was set up by the Government of India to upgrade the quality of telecom

services, expand the telecom network, introduce new services and to raise revenue for

telecom development needs of India.s key metros. MTNL with a market share of about 13%

of the National telecom Network has a customer base of 5.92 million. The Govt. of India

currently holds 56.25% stake in the company.

Acquisitions / Strategic

MTNL has formed a Joint Venture company Nepal by the name of United Telecom

Ltd. (UTL) in collaboration with Telecom Consultants India Limited (TCIL) in 2001 forproviding WLL based basic services in Nepal. MTNL has set up its 100% subsidiary

Mahanagar Telephone Mauritius Limited.(MTML) in Mauritius, for providing basic, mobile

and international long distance

.

VIDESH SANCHAR NIGAM LIMITED (VSNL)

Name : Videsh Sanchar Nigam Limited (VSNL)


Company Profile

The Videsh Sanchar Nigam Limited (VSNL)a wholly Government owned corporation. The

company operates a network of earth stations, switches, submarine cable systems, and value


22/79


23/79

23

RELIANCE COMMUNICATION

Name : Reliance Communications


Company Profile

Reliance Telecom's cellular services are available in 340 towns within its eight-circle

footprint. Reliance Infocomm also offered for the first time in India, mobile data services

though its R- World mobile portal. This portal leverages the data capability of the CDMA 1Xnetwork. Reliance Infocomm offers a complete range of telecom services covering mobile

and fixed line telephony including broadband, national and international long distance

services, data services and a wide range of value added services and applications aimed at

enhancing productivity of enterprises and individuals.


Reliance Communications has IP-enabled connectivity infrastructure comprising over

150,000 kilometers of fiber-optic cable systems in India, the US, Europe, Middle East, and

the Asia Pacific region.


International wholesale telecommunications service provider, FLAG Telecom

amalgamates with Reliance Gateway, a wholly owned subsidiary of Reliance Infocom in

2004


24/79


25/79

25

BHARTI AIRTEL

Name : bharti airtel

Year of Establishment : july 7, 1995

Company Profile

Bharti Airtel Limited is a leading integrated telecommunications company with operations in

20 countries across Asia and Africa. Headquartered in New Delhi, India, the company ranks

amongst the top 5 mobile service providers globally in terms of subscribers. In India,

the company's product offerings include 2G, 3G and 4G services, fixed line, high speedbroadband through DSL, IPTV, DTH, enterprise services including national & international

long distance services to carriers. In the rest of the geographies, it offers 2G, 3G mobile

services. Bharti Airtel had over 246 million customers across its operations at the end of

February 2012.


Airtel, Indias leading mobile service, today gave the benefits of its 23 Circle All -Indiafootprint by announcing a significant reduction in roaming rates to Rs 1.99. The reduction in

roaming tariffs is Bhartis contribution towards the vision of One India & lower roaming

tariffs, envisaged by Mr. Dayanidhi Maran, Honble Minster of Communication & IT.


Bharti Airtel Limited (Bharti), Asias leading telecommunications service provider,

today announced that it has entered into a legally binding definitive agreement with Zain


26/79

26

Group (Zain) to acquire Zain Africa BV based on an enterprise valuation of USD 10.7

billion.

Future Prospect

Shares of Bharti Airtel were trading up by 2.86% at 332.50 on BSE in afternoon

trade. The company's shares had fallen over 3% yesterday as soon as the results were

announced, but the markets wiped out these losses to close 2.75% up at Rs 323.25 after

analysts gave a thumbs up to its future prospects due to launch of 3G services in India and

improved performance in Africa.

.

VODAFONE

Name : Vodafone

Year of Establishment

Acquired majority stake in Hutch Essar in India, by buying out complete stake of

Hutch in 2007, Essar is still minority stakeholder in company


27/79

27

Company Profile

Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced

operations in 1994 when its predecessor Hutchison Telecom acquired the cellular licence for

Mumbai. Vodafone Essar now has operations in 16 circles covering 86% of India's mobile

customer base, with over 45.78 million customers. Vodafone Essar, under the Hutch brand,

has been named the 'Most Respected Telecom Company', the 'Best Mobile Service in the

country' and the 'Most Creative and Most Effective Advertiser of the Year'. It has operations

in 25 countries across 5


Continents and 40

Network

Partner networks with over 200 million customers worldwide.

Acquisitions / Strategic Alliances Future Prospect

Vodafone Essar is expecting to touch over 35 million customers across 400,000 shops

andthousand of hutchs own employees along withemployees of its business associates.

Name : aircel


Company Profile


28/79

28

Aircel group is an Indian mobile network operator headquartered in Chennai, Tamil Nadu,

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.


On 19 May 2010, the 3G spectrum auction in India ended. Aircel paid 6499.46 crores for

spectrum in 13 circles - the least cost per circle compared to other operators. The circles it

will provide 3G in are Andhra Pradesh, Assam, Bihar, Jammu & Kashmir, Karnataka, Kerala,

Kolkata, Madhya Pradesh & Chhattisgarh, North East, Orissa, Punjab, Tamil Nadu, Uttar

Pradesh (East) & Uttarakhand and West Bengal.

On 11 June 2010, the broadband wireless access (BWA) spectrum auction in India ended.

Aircel paid 3438.01 crores for spectrum in 8 circles, the second highest wins overall - after

Reliance Communications. The circles it has won spectrum are Andhra Pradesh, Assam,

Bihar, Jammu & Kashmir, North East, Orissa, Tamil Nadu and West Bengal. It also has 3G

spectrum in all these circles.

Sponsorships

Aircel is one of the sponsors of the Indian Premier League Cricket Team Chennai Super

Kings. It is also the major sponsors for Chennai Open (the only ATP tennis tournament in

India), and Professional Golf Tour of India.


29/79

29

Future Prospect

Telecom service provider Aircel on Wednesday said it plans to invest USD 1.4 billion

(over Rs 6,474 crore) this year on expanding its operations and become a pan -India GSM

operator by June.

"We plan to invest USD 1.4 billion this year for expanding our networks and on

existing operations. By June 2010, we plan to have operations in all 23 telecom circles in thecountry," Aircel Chief Operating Officer Gurdeep Singh

Name : uninor

Year of Establishment :

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


30/79

30

equity investments of INR 61.35 billion into Unitech Wireless to take a majority stake in the

company.

Company Profile

Uninor is an Indian mobile network operator based in Gurgaon, India. Uninor offers mobile

voice and data services based on the GSM technology, currently on a 4.4 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 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 servicesare available from a more than 375,000 retail outlets serviced by 1,900 distributors all over

the country.


Uninor services are commercially available in 13 circles across India.

Tagline

Pay Less. Talk More. was introduced in 2011


A late entrant in the Indian telephony market, Uninor is determined to survive, Sigve Brekke,

managing director, Uninor, told Deepali Gupta in an interview. However, the company is not

looking to buy out other operators for at least three years because it needs neither their

customers nor 3G spectrum immediately , he said. The company is a joint venture between

Indian real estate major Unitech and Norway's Telenor.


31/79

31

Future Prospect

Uninor is targeting an 8% pan-India market share, breaking even on EBIDTA within

three years of launch and obtain positive operating cash flow within five years of launch. The

operational operational peak funding requirement is set at INR 155 billion.

Uninors strategy to reach its targets is based on three strategic pillars;

servicing the basics,

excellence in mass market distribution and

cost efficient operations

CHALLENGES AND OPPORTUNITIES

Opportunities

The telecom sector has been one of the fastest growing sectors in the Indian economy

in the past 4 years. This has been witnessed due to strong competition that has brought down

tariffs as well as simplification of policy environment that has promoted healthy competition

among various players..

The mobile sector alone has been growing rapidly and has emerged as the fastest

growing market in the whole worlds. Currently of a size nearing 70 million (GSM and

CDMA), this sector is expected to reach a size of nearly 200 million subscribers by financial


32/79


33/79

33

the country the government is taking proactive steps to develop this sector with the help of

the various players in this segment. For this purpose, the use of broadband technology is

being mooted and this will go a long way in improving the productivity of the Indian

economy as well as turn out to be the next big opportunity for telecom companies after the

mobile communications segment Non-voice services and VAS are the gold mines. The big

takeoff is expected with the rollout of 3G services in early 2007, once the spectrum issues are

sorted out. Internet users base fast reaching near the English speaking population base. Local

language and content required for further growth Infrastructure equipment cost is down to a

fraction of what prevailed just a few years ago.

Operators can plan better expansion plan now increased viability for the operators to

expand to semi-urban and rural markets, hence, Accelerate growth further Its not without

reason that India is tipped to be the worlds third-larges economy by 2050! No wonder if it

happens much earlier Investors can look to capture the gains of the Indian telecom boom and

diversify their operations outside developed economies that are marked by saturated telecom

markets and lower GDP growth rates.

At a time when global telecom majors are struggling to cope with their losses and the

rollout of 3G networks, which has been a non-starter for close to a year now; India, with its

telecom success story, represents an attractive and lucrative destination for investment.


34/79

34

COMPANY PROFILE

In 2000, Idea 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 twoentities was a reality. Thus Birla-Idea-AT&T, popularly known as Idea, was born and was

later branded as !dea.

Then Idea set sights on RPGs operations in Madhya Pradesh which was successfully

acquired, helping BaIdea 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

groups 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 companys network. In 2005, AT&T sold its investment in Idea, and the

year after Ideas also bid good bye to pursue an independent telecom business. And Idea was

left only with one promoter, the AV Birla group. When the companys st ock listed on the

bourses in March 2007, its subscriber base was 13 million with presence in 11 circles. In less

than three years, the subscriber numbers have more than quadrupled. The public issue was


35/79

35

oversubscribed 50 times and raised Rs 2,450 crore. In June 2011, Idea Cellular bought out

BK Modis stake in Spice Communications for Rs 2,700 crore adding Punjab and Karnataka

circles. Modis joint venture partner, Telekom Malaysia, invested Rs 7,000 crore for a

14.99% stake in Idea. Just around then, Ideas subsidiary, Aditya Birla Telecom sold a 20%

stake to US-based Providence Equity Partners for over Rs 2,000 crore.

In 2000, Idea 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-Idea-AT&T, popularly known as BaIdea, was born and was

later branded as !dea.

Then Idea set sights on RPGs operations in Madhya Pradesh which was successfully

acquired, helping BaIdea 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

groups 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 millionIndians were on the companys network. In 2005, AT&T sold its investment in Idea, and the

year after Ideas also bid good bye to pursue an independent telecom business. And Idea was

left only with one promoter, the AV Birla group. When the companys stock listed on the

bourses in March 2007, its subscriber base was 13 million with presence in 11 circles. In less

than three years, the subscriber numbers have more than quadrupled. The public issue was

oversubscribed 50 times and raised Rs 2,450 crore. In June 2011, Idea Cellular bought out

BK Modis stake in Spice Communications for Rs 2,700 crore adding Punjab and Karnataka

circles. Modis joint venture partner, Telekom Malaysia, invested Rs 7,000 crore for a

14.99% stake in Idea. Just around then, Ideas subsidiary, Aditya Birla Telecom sold a 20%

stake to US-based Providence Equity Partners for over Rs 2,000 crore.


36/79

36

KEY PEOPLE

BOARD OF DIRECTORS

Mr. Kumar Mangalam Birla (Chairman)

Smt. Rajashree Birla

Mr. M.R. Prasanna

Mr. Saurabh Misra

Mr. Sanjeev Aga (Managing Director)

Mr. Arun Thiagarajan

Ms. Tarjani Vakil

Mr. Mohan Gyani

Mr. Biswajit Anna Subramanian

Mr. Gian Prakash Gupta

MANAGEMENT TEAM CORPORATE LEADERSHIP TEAM

Mr. Sanjeev Aga, Managing Director

Mr. Anil J. Jhala, Chief Financial Officer

Mr. Anil K. Tandan, Chief Technology OfficerMr. Prakash K. Paranjape, Chief Information Officer

Mr. Pradeep Shrivastava, Chief Marketing Officer

Mr. Amar Babu R K, Chief Service Delivery Officer

Mr. Vinay K. Razdan, Chief Human Resource Officer

Mr. Rajat K. Mukarji, Chief Corporate Affairs Officer

Mr. Rajesh K. Srivastava, Chief Materials & Procurement Officer

Mr. Ambrish Jain, Chief Operating Officer, CorporateMr. Himanshu Kapania, Chief Operating Officer, Corporate

CIRCLE HEADS

Mr. Iyer Subbaraman S., Chief Operating Officer, Andhra Pradesh

Mr. Rajendra Chourasia, Chief Operating Officer, Delhi & NCR

Mr. Gururaj D. Kulkarni, Chief Operating Officer, Gujarat

Mr. Cherian Peter, Vice President - Operations, Haryana & Himachal Pradesh

Mr. T. G. B. Ramakrishna, Chief Operating Officer, Kerala


37/79

37

Mr. S. Sashi Shankar, Chief Operating Officer, Madhya Pradesh & Chattisgarh

Mr. P. Lakshminarayana, Chief Operating Officer, Maharashtra & Goa

Mr. Virad Kaul, Chief Operating Officer, Uttar Pradesh (West)

Mr. Subodh K. Srivastav, Vice President - Operations, Uttar Pradesh (East)

Mr. Puneet Krishnan, Vice President - Operations, Rajasthan

CUSTOMER SERVICE

The company has its retail outlets under the "My Idea" banner. The company has also

been the first to offer flexible tariff plans for prepaid customers]. It also offers GPRS services

in urban areas.

Idea Cellular won the GSM Association Award for "Best Billing and Customer Care

Solution" for 2 consecutive years. IDEA Cellular has been recognized as the 'Most Customer

Responsive Company' in the Telecom sector, at the prestigious Avaya Global Connect

Customer Responsiveness Awards.

HOLDING

Initially the Birlas, the Ideas and AT&T Wireless each held one-third equity in the

company. But following AT&T Wireless' merger with Cingular Wireless in 2004, Cingular

decided to sell its 32.9% stake in Idea. This stake was bought by both the Ideas and Birlas at

16.45% each.

Idea's foray into the cellular market with its own subsidiary, Idea Indicom, a CDMA-

based mobile provider, cropped differences between the Ideas and the Birlas. This dual

holding by the Ideas also became a major reason for the delay in Idea being granted a license

to operate in Mumbai. This was because as per Department of Telecommunications (DOT)

license norms, one promoter could not have more than 10% stake in two companies operating

in the same circle and Idea Indicom was already operating in Mumbai when Idea filed for its

license.
http://en.wikipedia.org/wiki/GPRShttp://en.wikipedia.org/wiki/GSM_Associationhttp://en.wikipedia.org/wiki/AT%26T_Wirelesshttp://en.wikipedia.org/wiki/Cingular_Wirelesshttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/CDMAhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Department_of_Telecommunicationshttp://en.wikipedia.org/wiki/Department_of_Telecommunicationshttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/CDMAhttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Cingular_Wirelesshttp://en.wikipedia.org/wiki/AT%26T_Wirelesshttp://en.wikipedia.org/wiki/GSM_Associationhttp://en.wikipedia.org/wiki/GPRS


38/79

38

The Birlas thus approached the DOT and sought its intervention, and the Ideas replied

by saying that they would exit Idea but only for a good price. On 10 April 2006, the Aditya

Birla Group announced its acquisition of the 48.18% stake held by the Ideas at Rs. 40.51 a

share amounting to Rs. 44.06 billion. While 15% of the 48.14% stake was acquired by Aditya

Birla Nuvo, a company in-charge of the Birlas' new business initiatives, the remaining stake

was acquired by Birla TMT holdings Private Ltd., an AV Birla family-owned company.

Currently, Aditya Birla Group holds 49.1% of the total shares of the company. Malaysia

based Axiata controls a 14.99% stake in the company.

3G

On 19 May 2010, the 3G spectrum auction in India ended. Idea paid 5768.59 crores

for spectrum in 11 circles. The circles it will provide 3G in are Andhra Pradesh, Gujarat,

Haryana, Himachal Pradesh, Jammu & Kashmir, Kerala, Madhya Pradesh, Maharashtra &

Goa, Punjab, Uttar Pradesh (East) and Uttar Pradesh (West).

On 28 March 2011, Idea launched 3G services in Gujarat, Himachal Pradesh and

Madhya Pradesh.[5]The launch cities were Ahmedabad, Shimla and Indore. This makes Idea

the sixth private operator (eighth overall) to launch its 3G services in the country following

Tata Docomo, Reliance Communications, Idea, Aircel and Vodafone.

Idea currently supports up to 21.1 Mbps over 2G speeds of 256 Kbps. However, different

handsets support different speeds, from 384 Kbps, 3.6 Mbps, 7.2 Mbps or 21.1 Mbps. Speedsalso depend on the 3G plan/recharge that users opt for.[6]
http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-4http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-4http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-4http://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/Tata_Docomohttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Idea_Cellular#cite_note-4http://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Western_Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Axiata_Group_Berhadhttp://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/w/index.php?title=Birla_TMT_holdings_Private_Ltd.&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Aditya_Birla_Nuvo&action=edit&redlink=1http://en.wikipedia.org/wiki/Aditya_Birla_Grouphttp://en.wikipedia.org/wiki/Aditya_Birla_Group


39/79

39

The operator announced that IDEA 3G services will be available in 200 towns of 11

3G circles by mid-April 2011, progressively growing at the rate of ten towns per day to cover

750 towns by mid-2011 and 4000 towns by the end of 2012.

3G Coverage

Ideas 3G service is currently available in the following cities in 11 telecom circles:

Source

Telecom Circle State/Region No. of

Towns

Cities/Towns

Andhra Pradesh Andhra Pradesh 0

Gujarat Gujarat 2 Ahmedabad, Daman

Haryana Haryana 8 Ambala, Bhiwani, Hansi, Hisar, Jhajjar,

Panipat, Rewari, Rohtak

Himachal Pradesh Himachal Pradesh 5 Shimla, Baddi, Mandi, Sundernagar,

Dharamshala

Jammu & Kashmir Jammu & Kashmir 0

Madhya Pradesh Madhya Pradesh 3 Indore, Bhopal, Gwalior

Chhattisgarh 0

Maharashtra and

Goa

Maharashtra 3 Nagpur, Nashik, Pune

Goa 3 Ponda, Panaji, Margao

Punjab Punjab 0

Delhi Delhi 1 Delhi

Kolkata Kolkata 1 Kolkata

Uttar Pradesh (East) Eastern Uttar

Pradesh

6 Allahabad, Azamgarh, Jhansi, Kanpur,

Lucknow, Sitapur

Excluding Mumbai
http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Idea_Cellular#cite_note-5http://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Pondahttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Sitapurhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Sitapurhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Kanpurhttp://en.wikipedia.org/wiki/Jhansihttp://en.wikipedia.org/wiki/Azamgarhhttp://en.wikipedia.org/wiki/Allahabadhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Punjab,_Indiahttp://en.wikipedia.org/wiki/Margaohttp://en.wikipedia.org/wiki/Panajihttp://en.wikipedia.org/wiki/Pondahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Nashikhttp://en.wikipedia.org/wiki/Nagpurhttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Gwaliorhttp://en.wikipedia.org/wiki/Bhopalhttp://en.wikipedia.org/wiki/Indorehttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Dharamshalahttp://en.wikipedia.org/wiki/Sundernagarhttp://en.wikipedia.org/wiki/Mandihttp://en.wikipedia.org/wiki/Baddihttp://en.wikipedia.org/wiki/Shimlahttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Rohtakhttp://en.wikipedia.org/wiki/Rewarihttp://en.wikipedia.org/wiki/Panipathttp://en.wikipedia.org/wiki/Jhajjarhttp://en.wikipedia.org/wiki/Hisar,_Haryanahttp://en.wikipedia.org/wiki/Hansihttp://en.wikipedia.org/wiki/Bhiwanihttp://en.wikipedia.org/wiki/Ambalahttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Damanhttp://en.wikipedia.org/wiki/Ahmedabadhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Andhra_Pradesh


40/79

40

SUBSCRIBER BASE

Idea's subscriber base as at the end of January 2011 according to the is as follows

Maharashtra and Goa - 12,075,220

Madhya Pradesh and Chhattisgarh - 8,401,422

Andhra Pradesh - 7,831,260

Kerala - 6,398,170

Kolkata -10,001,804

Gujarat - 6,632,034

Uttar Pradesh (West) & Uttarakhand - 7,361,534

Delhi - 3,609,746

Haryana - 2,847,079

Uttar Pradesh (East) - 4,935,224

Rajasthan - 2,823,910

Himachal Pradesh - 479,882

Mumbai - 1,822,280

Bihar & Jharkhand - 4,280,626

Tamil Nadu & Chennai - 1,202,343

Orissa - 985,737

Punjab (Spice) - 4,160,189

Karnataka (Spice) - 3,775,443

West Bengal - 1,728,308

Assam - 206,140

Jammu & Kashmir - 93,072

North East India except Assam - 128,807

Totaling to 84,289,641 or 10.93% (Approx.) of the total mobile connections in India.
http://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Maharashtra


41/79

41

COMPETITORS

Idea competes with 14 other mobile operators throughout India. They are Aircel, Idea

Cheers Mobile, BSNL, Loop Mobile, MTNL, MTS, Ping Mobile, Reliance Communications,

S Tel, Tata DoCoMo, Tata Indicom, Uninor, Videocon, Virgin Mobile and Vodafone.

HISTORY - IDEA CELLULAR

We were incorporated as Birla Communications Limited on March 14, 1995 and

granted a certificate of commencement of business on August 11, 1995. Our registered office

was in Mumbai, Maharashtra.

Our name was changed to Birla AT&T Communications Limited on May 30,

1996 following the execution of a joint venture agreement dated December 5,1995

between AT&T Corporation and Grasim Industrie S Limited pursuant to which the ditya

Birla Group held 51% of our Equity Share capital and AWS Group held 49% of our

Equity Share capital. Our registered office was transferred from Industry House, 1st

Floor, 159 Church Gate Reclamation, Mumbai 400 020, Maharashtra to SumanTower,

Plot No. 18,

Sector 11, Gandhinagar 382011 Gujarat on October 22, 1996. With effect from January

1, 2001 following our merger with Tata Cellular Limited the joint venture agreement

between AT&T Corporation and Grasim Industries Limited dated December 5, 1995 was

replaced by a shareholders agreement dated December 15, 2000 entered into between

Grasim Industries Limited on behalf of the Aditya Birla Group, Tata Industries Limited

on behalf of the Tata Group and AT&T Wireless Services Inc.on behalf of the AWS

Group following which our name was changed to Birla Tata AT&T Limited on

November 6, 2001. Consequent to the introduction of the Idea brand, our name was

changed to Idea Cellular Limited on May 1, 2002.

The AWS Group exited from the Company on September 28, 2005 by selling

371,780,740 Equity Shares of the Company, which constituted 50% of the holding of

AT&T Cellular Private Limited in our equity share capital, to ABNL and by transferring

the remaining 371,780,750 Equity Shares to Tata Industries Limited.
http://en.wikipedia.org/wiki/Aircelhttp://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/w/index.php?title=Cheers_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/BSNLhttp://en.wikipedia.org/wiki/Loop_Mobile_Indiahttp://en.wikipedia.org/wiki/MTNLhttp://en.wikipedia.org/wiki/MTS_Indiahttp://en.wikipedia.org/w/index.php?title=Ping_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/wiki/S_Telhttp://en.wikipedia.org/wiki/Tata_DoCoMohttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Uninorhttp://en.wikipedia.org/wiki/Videocon_Telecommunications_Limitedhttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Virgin_Mobile_Indiahttp://en.wikipedia.org/wiki/Videocon_Telecommunications_Limitedhttp://en.wikipedia.org/wiki/Uninorhttp://en.wikipedia.org/wiki/Tata_Indicomhttp://en.wikipedia.org/wiki/Tata_DoCoMohttp://en.wikipedia.org/wiki/S_Telhttp://en.wikipedia.org/wiki/Reliance_Communicationshttp://en.wikipedia.org/w/index.php?title=Ping_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/MTS_Indiahttp://en.wikipedia.org/wiki/MTNLhttp://en.wikipedia.org/wiki/Loop_Mobile_Indiahttp://en.wikipedia.org/wiki/BSNLhttp://en.wikipedia.org/w/index.php?title=Cheers_Mobile&action=edit&redlink=1http://en.wikipedia.org/wiki/Airtel_(India)http://en.wikipedia.org/wiki/Aircel


42/79

42

The Tata Group ceased to be a shareholder of the Company on June 20,2006

when Tata Industries Limited and Apex Investments (Mauritius) Holding Private imited

(formerly known as AT&T Cellular Private Limited) sold all their shares in the

Company to the Aditya Birla Group. On October 26, 2006, P5 Asia Investments

(Mauritius) Limited (P5Asia) acquired 14.60% of our Equity Share capital. Under a

Governance and Exit Rights Agreement dated October 23, 2006 between P5 Asia,

ABNL and Birla TMT, so long as an initial public offering has notoccurred and P5 Asia

holds no less than 10% of our Equity Shares,ABNL and Birla TMT are required to

procure that

(a) our Company and its Subsidiaries shall not take or pursue any of the following

actions without P5 Asias prior consent(such consent to be obtained in a board

and/or shareholders resolution) including in respect of:

(i) Any merger with, acquisition of, or amalgamation or consolidation with

another company or business;

(ii) Assuming or permitting to exist any borrowings or indebtedness in the nature

of borrowings if the amount of all such borrowings of our Company and its

Subsidiaries would exceed Rs. 6,800 million

(iii) Entering into a new line of business.

(iv) Increasing our authorized or issued share capital; or

(v) Entering into a joint venture and

(b) our Company makes available to P5 Asia certain financial information relating to our

Company and its Subsidiaries such as monthly management accounts, quarterly

unconsolidated balance sheet and profit and loss account and the annual audited

consolidated balance sheets and profit and loss accounts. P5 Asia also has a right to

appoint one director to our Board so long as it holds at least 10% of our total issued

and outstanding Equity Shares. Mr. Biswajit Subramanian has been appointed to our

Board by P5 Asia pursuant to the exercise of the above right. In addition, any IPO of

our Equity Shares requires P5 Asias written consent, and, further, in any such IPO,

P5 Asia hasthe right to offer for sale such number of Equity Shares representing up to

10% of the total Equity Shares which are held by it. By its letters dated December 2,

2006 to ABNL and Birla TMT, P5 Asia has given its written consent for the Issue and

has confirmed that it does not intend to offer for sale any of the Equity Shares heldby it in such Issue.


43/79

43

We, either directly or through our Subsidiaries, provide mobile services in the

Andhra Pradesh, Delhi, Gujarat, Haryana, Kerala, Madhya Pradesh, Maharashtra and

Uttar Pradesh (West) Circles, and have recently launched services and as such are in the

process of fully rolling-out our network in the Uttar Pradesh (East), Rajasthan and

Himachal Pradesh Circles pursuant to licenses issued by the DoT.

MAJOR EVENTS

The chronology of key events of the Company from incorporation is set out below:

1995: Incorporated as Birla Communications Limited Obtained licenses for providing

GSM-based services in the Gujarat and Maharashtra Circles following the original GSM

license bidding process

1996: Changed name to Birla AT&T Communications Limited following joint venture

between Grasim Industries and AT&T Corporation

1997: Commenced operations in the Gujarat and Maharashtra Circles

1999: Migrated to revenues share license fee regime under New Telecommunications

Policy (NTP)

2000: Merged with Tata Cellular Limited, thereby acquiring original license for the Andhra

Pradesh Circle.

2001: Acquired RPG Cellular Limited and consequently the license for the Madhya Pradesh

(including Chattisgarh) Circle Changed name to Birla Tata AT&T Limited

2001: Obtained license for providing GSM-based services in the Delhi Circle following the

fourth operator GSM license bidding process


44/79

44

2002: Changed name to Idea Cellular Limited and launched Idea brand name.

Commenced commercial operations in Delhi Circle . Reached the one million subscriber

mark.

2003: Reached the two million subscriber mark

2004: Completed debt restructuring for the then existing debt facilities and additional

funding for the Delhi Circle. Acquired Escotel Mobile Communications Limited

(subsequently renamedas Idea Mobile Communications Limited) Reached the four million

subscriber mark. First operator in India to commercially launch EDGE services.

2005: - Reached the five million subscriber mark

-Turned profit positive

- Won an award for the Bill Flash service at the GSM Association Awards in

Barcelona, Spain Sponsored the International Indian Film Academy Awards

- Sponsored the International Indian Film Academy Awards

2006:- Became part of the Aditya Birla Group subsequent to the TATA Group transferring its

entire shareholding in the Company to the Aditya Birla Group

- Acquired Escorts Telecommunications Limited (subsequently renamed as Idea

Telecommunications Limited)

- Restructuring of debt

- Launch of the New Circles

- Reached the 10 million subscriber mark

- Received Letter of Intent from the DoT for a new UAS License for the Mumbai Circle.

- Received Letter of Intent from the DoT for a new UAS License for the Bihar

- Circle through Aditya Birla Telecom Limited. ABNL, the parent of Aditya

- Birla Telecom Limited, pursuant to a letter dated November 22, 2006, agreed to transfer

its entire shareholding in Aditya Birla Telecom Limited to the Company for the

consideration of Rs. 100 million.


45/79

45

2007

- Won an award for the CARE service in the Best Billing or CustomerCare Solution at

the GSM Association Awards in Barcelona, Spain

- Initial Public Offering aggregating to Rs. 28,187 million and Listing of Equity Shares

on the Bombay Stock Exchange and theNational Stock Exchange

- Merger of seven subsidiaries with Idea Cellular Limited

- Reached the twenty million subscriber mark

2011

- Idea Cellular Ltd has informed that the Board of Directors of theCompany at itsmeeting held on October 20, 2011, inter alia, has appointed the following persons as

Directors on the Board of the Company:

1. Mr. R C Bhargava - Independent Director (Additional Director)

2. Mr. P Murari - Independent Director - (Additional Director)

3. Dr. Hans Wijayasuriya - Non Executive Director

(Nominee of TM International Bhd).

- Idea acquired 9 licences for Punjab, Karnataka, Tamil Nadu & Chennai, West Bengal,Orissa, Kolkata, Assam, North East and Jammu &Kashmir

- Acquired Spice Communications with the operating circles of Punjab and Karnataka

- Launched services in Mumbai metro in the largest single metro city launch, ever

- Launched services in Bihar 2009

- Subscriber base as on December 31, 2009: 57,611,872

- Idea becomes a pan-India operator

- Emerging Company of the Year - fastest growing mobile operator in the worlds fastest

growing telecom market


46/79

46

AWARD AND ACHIEVEMENT

The company has its retail outlets under the "My Idea" banner. The company has also

been the first to offer flexible tariff plans for prepaid customer. It also offers GPRS services

in urban areas Idea Cellular won the GSM Association Award for "Best Billing and Customer

Care Solution" for 2 consecutive years.

IDEA Cellular has been recognized as the 'Most Customer Responsive Company' in

the Telecom sector, at the prestigious Avaya Global Connect Customer Responsiveness

Awards 2011.

Vision:

One of the most common Vision statements Ive come across is to be the most

profitable company or to be the #1 in the category.

Mission

The Indian telecommunications market for mobile services is divided into 23

Circles. There are four metropolitan Circles, covering the cities of Mumbai, Delhi,

Kolkata and Chennai, and 19 Circles classified by the Government as category A, category

B or category C, which cover the rest of India. These classifications are based principally

on a Circles revenue generating potential, with metropolitan and category A Circles having

the highest revenue potential.
http://en.wikipedia.org/wiki/GPRShttp://en.wikipedia.org/wiki/GPRS


47/79

47

Companys Vision: To be the most customer-

focused mobile service brand, continuouslyinnovating to help liberate our customers fromthe shackles of time & space.

Companys Mission : We will delight our

customers while meeting their individualcommunication needs time anywhere. Wesurvive because of our customers.

Established Circles

We operate in the metropolitan Circle of Delhi, the category A Circles of Andhra

Pradesh, Gujarat and Maharashtra, and the category B Circles of Haryana,

Kerala, Madhya Pradesh and Uttar Pradesh (West).

Licenses for the Maharashtra and Gujarat Circles were awarded to us in

December 1995, with network rollout and commercial launch achieved in 1997.

Subsequently, in January 2000, we merged with Tata Cellular Limited, the mobile operator in


48/79

48

the Andhra Pradesh Circle, and integrated its operations into ours byJanuary 2001. In

February 2001, we acquired RPG Cellcom Limited, the mobile operator in the Madhya

Pradesh Circle, with full integration of this Circle with

ours achieved by June 2001. We acquired the license for the Delhi Circle during the fourth

mobile license auction in October 2001, with network rollout and

commercial launch by November 2002. Escotel Mobile Communications Private Limited

(Escotel), which we acquired in January 2004, was awarded the originallicenses in the

Circles of Haryana, Uttar Pradesh (West) and Kerala. We re-branded these Circles and

integrated them with ours by June 2004

TIER1- Metropolitan Circle

Customer Segmentation Description

Products pre-paid and post-paid mobile servicesServices GPRS, voice and SMS based entertainment services, call-

forwarding, call conferencing, regional, on-net, national and

international roaming, GSM gateways, vehicle tracking; and

Automatic Meter ReadingChannels Direct OutletsComplementors Ericsson, Nokia, SiemensUnique Competencies 6 SIGMA, Net Setter Data Cards & Blackberry Solution,

largest customer base, NLD License, market leader in the

Maharashtra, Strong distribution channels

.


49/79

49

TIER2- Urban Circle

Customer Segmentation Description

Products pre-paid and post-paid mobile servicesServices GPRS enabled information services like

internet browsing, data cards and mobile

email, call-forwarding, Ring Back Tones,

backgroundMusic, voice and SMS chat,

ringtones, horoscopes, expert advise and

subscription services;Channels Both Direct & IndirectComplementors Ericsson, Nokia, SiemensUnique Competencies 6 SIGMA, High quality network structure,

Centralization of several applications.


50/79

50

TIER3 Rural Circle

Customer Segmentation DescriptionProducts pre-paid and post-paid mobile servicesServices Krishi Voucher, NOKIA Life Tools,

Providing health care servicesChannels IndirectComplementors Ericsson, Nokia, SiemensUnique Competencies usage of solar power for Base

Transceiver Station (BTS), frequencyoptimization techniques

New Circles

In connection with the acquisition of Escotel, we also acquired Escorts

Telecommunications Limited (Escorts), which was awarded licenses for the

New Circles. Due to certain existing license conditions we were unable to complete the

transfer of shares of Escorts until June 2006. However, we ensured

that Escorts met the first phase of network requirements for these New Circles in June 2005

in accordance with the relevant licenses (as amended following the

payment of a penalty by us on behalf of Escorts).

Following significant investment by us in the roll-out of the network in the New

Circles, amounting to approximately Rs. 4,678 million upto September 30,

2006, we were able to achieve full commercial launch of mobile services in the New Circles


51/79

51

between September and November 2006 in a manner which also met the network roll-out

requirements of the licenses which were to be completed by

June 2007.


52/79

52

Area of operation

Idea's subscriber base as at the end of January 2011 according to the is as follows

Maharashtra and Goa - 12,075,220

Madhya Pradesh and Chhattisgarh - 8,401,422

Andhra Pradesh - 7,831,260

Kerala - 6,398,170

Kolkata -10,001,804

Gujarat - 6,632,034

Uttar Pradesh (West) & Uttarakhand - 7,361,534

Delhi - 3,609,746

Haryana - 2,847,079

Uttar Pradesh (East) - 4,935,224

Rajasthan - 2,823,910

Himachal Pradesh - 479,882

Mumbai - 1,822,280

Bihar & Jharkhand - 4,280,626

Tamil Nadu & Chennai - 1,202,343

Orissa - 985,737

Punjab (Spice) - 4,160,189

Karnataka (Spice) - 3,775,443

West Bengal - 1,728,308

Assam - 206,140

Jammu & Kashmir - 93,072 North East India except Assam - 128,807
http://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/North_East_Indiahttp://en.wikipedia.org/wiki/Jammu_%26_Kashmirhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Karnatakahttp://en.wikipedia.org/wiki/Punjab_(India)http://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Tamil_Naduhttp://en.wikipedia.org/wiki/Jharkhandhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Rajasthanhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Haryanahttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Goahttp://en.wikipedia.org/wiki/Maharashtra


53/79


54/79

54

Listing Mumbai,NSE

Financial Year End 3

Book Closure Month Sep

AGM Month Sep

Registrar's Name & Address Bigshare Services Pvt Ltd, E-2/3 Ansa Indl Est, Saki

Vihar Road, Sakinaka Andheri(E),

Mumbai - 400072. 91-22-28470652/53

91-22-28475207

DIRECTORS

Idea Cellular Ltd

Industry :Telecommunications - Service Provider

Designation Name Remunerations

Chairman Kumar Mangalam Birla 80,000.00

Director Rajashree Birla 80,000.00

Director Sanjeev Aga 79,430,000.00

Director Arun Thiagarajan 130,000.00

Director Tarjani Vakil 140,000.00

Director Mohan Gyani -

Director Biswajit Anna Subramanian 80,000.00

Director Gian Prakash Gupta 110,000.00

Company Secretary Pankaj Kapdeo -

Director R C Bhargava 20,000.00

Director P Murari 40,000.00

Director Rakesh Jain 80,000.00

Nominee Juan Villalonga Navarro -

Alternate Director Shridhir Sariputta Hansa Wijayasuriya 90,000.00


55/79

55

IDEA CELLULAR LTD

Industry :Telecommunications - Service Provider

(Rs in Crs)

Subsidiary Name Carlos Tower Ltd

Year Mar 10

No Of Shares 50000

Face Value (Unit Curr.) 10

Investment Cost 0.05

Holding (%) 100.00

Subsidiary's Year end 201003

NP in Holding Co a/cs (PY) 0.00

NP not in Holding Co a/cs (PY) 0.00

NP in Holding Co a/cs (CY) 0.00

NP not in Holding Co a/cs (CY) -0.01

Equity Subscribed 0.05

Subsidiary 's Reserves -0.01

Fixed Assets 0.00

Net Current Assets 0.00

Sales Turnover 0.00

Profit After Tax -0.01

Product1 -

Product2 -


56/79

56

MCKINSEYS 7S MODEL

Need For The Study

The need to undergo this training for a MBA student of Osmania University is to

fulfill the requirement of MBA Degree Course of Osmania University. This training is

undertaken during march 2012 and the main purpose of the training is to know the practical

implication and policies of the company.

Objectives of the Study

The objective of undergoing this training is to get the practical exposure of the

functional departments of the organization. During training, we study how the theoretical

knowledge is practically applied in different departments in the organization. During my

training I was also offered a research study titled , A Org Study On Idea Call service. The

prime objective of the study was to know about the advertising and promotion strategy

IDEA CELLULAR.

There are many management approaches, which talk about managing the things and

operations in an organization one of the famous model to analyze the pattern of the

management is the 7 S model better known as Mckensys 7 S this is because the two persons

who developed this model . Tom pet us and Robert waterman have been consultant at

Mckensys company at that time.

They described that as an organization is not just structure but consist of 7 features

which can be distinguished into so hard 55 and soft S. They published their 7 S model in the

article of "Structure is not organization" (1980) and their books The Art of Japanese

Management" and In search of Excellence: (1982).


57/79

57

The model is very much helpful in viewing the interrelationship of Strategy

formulation and interpretation. It focuses managers attention to a variety of activities that

many affect of the implementation of any Strategy. as the model originally developed as a

way of thinking more broadly about the problems of organizing effectively. It is or judge tool

for the implementation of strategies. While thinking comprehensively about a new Strategy

and the problem that arise in canopying it out. A manager must think about the ability of The

Company to get anything really accomplished as matter of moving a whole culture. Manager

need not to consider all factors of model for the successful implementation of any strategy.

The 7 S is mainly distinguished into Hard and Softs

The Hard elements are feasible and is to identity as they can be found in a strategy

statements corporate plans again: rational C banjoes and other documentation of the

company. They includes

Strategy

System

Structure

The soft Elements are basically feasible because of difficulty involved in describing them

as capabilities, values and element of corporate culture and frequently developing and

changing they include.

Style

Staff

Skills

Shared values


58/79

58

STRUCTRE : How is the company/team divided?

What is the hierarchy?

How do the various departments coordinate activities?

How do the team members organize and align themselves?

Is decision making and controlling centralized or decentralized? Is this as it should be,

given what were doing?

Where are the lines of communication? Explicit and implicit?

Organizational strucutre means it offers more organizanal management and relationship.

It gives the perfect picture about the person who is to take what decision and to what extent,

which is aouthorised perform what all duties and who is greatere than whom.

It corrects and provides with clear data of all relationship and provides frame work

within which all duties and activities takes place and grow


59/79

59

ORGANIZATION CHARTOF IDEA

CMD IDEA

DIRECTOR DIRECTOR DIRECTOR

PLANNING&NS

DIRECTOR CS&GM

(legal)

SR.DDG

(Vigilance)

CGMs

T.circle

Sr.DDG (CS)

Sr.DDG (MS)

Sr.DDG (NW&WS)

Sr.DDG (PG)

Sr.DDG (IT)

Sr.DDG (NM)

Sr.DDG (MIS)

Sr DDG (TS)

Sr. DDG (WS&I)

CGM(MTCE Reg)

-ETR

-NTR

- STR

- WTR

CGM (NCES)

CGM (T&D)

Sr.DDG (BBD)

Sr.DDG (CMTSOM)

DDG (CMTS)

DDG (COMML)

DDG (MKTG)

DDG (REGULN)

Sr.DDG (ARC)

Sr.DDG (BW)

SR.DDG (ELEC)

Sr.DDG (SP)

Sr.DDG (SW)

Sr.DDG (TX)

Sr.DDG (NS)

DDG (Broadband)

DDG (MM)

DDG (RN)

DDG (TF)

DDG (LTP)

Sr.DDG (EST)

Sr.DDG (PERS)

DDG (IR)

DDG (RESTR)

DDG (SR)

DDG (TRG)

CGM, ALTIC

CGM,BRBRAITT

Andman & Nicobar

Andhra Pradesh

Assam

Bihar

Chattisgarh

Gujrat

Haryana

Himachal Pradesh

Jhrakhand

Jammu & Kashmir

Karnataka

Kerala

Madhaya Pradesh

Marashtra

North East-I

North East-II

Orrisa

Punjab

Sr.DDG (EFC)

Sr.DDG (PF)

Sr.DDG (FP)

Sr.DDG (BBF)

Sr. DDG (CA)

Sr. DDG (IA)

Sr. DDG (TRF)

Sr. DDG (SPF)

DIRECTOR


60/79

60

SKILLS:

What are the strongest skills represented within the company/team?

Are there any skills gaps?

What is the company/team known for doing well?

Do the current employees/team members have the ability to do the job?

How are skills monitored and assessed?

Skill is the distinctive capabilities or competences of personal or of the organization as

whole. In other words it is what the company does the best in way of selecting capable

personas and well trained person. In IDEA all employees are skilled and well educated, insome area there is a need of training.

STYLE:

How participative is the management/leadership style?

How effective is that leadership?

Do employees/team members tend to be competitive or cooperative?

Are there real teams functioning within the organization or are they just nominal

groups?

Style basically means management behavior towards employees, customers, share

holders, suppliers, and every other person dealing with the company. A particular style

adopted by the company will have various implications over various people dealing with the

organization and thus it will have an impact over the relationship between the organization

and the other party.

With the shift with style in management IDEA is organization is able to improve

relationship with its internal and external customers over a period of time. It try to solve any

kind of disputes arising in the management activities to a peaceful dealings.


61/79

61

Authority flow from the top to bottom, thus the organization structure helps to grant the

authority to the people to carry out the duties of their jobs and determinations the

performance evaluation, management directs, coordinate and the control the activities.

STRATEGIES :

What is our strategy?

How do we intend to achieve our objectives?

How do we deal with competitive pressure?

How are changes in customer demands dealt with?

How is strategy adjusted for environmental issues?

Strategy is the choice of direction and action of the company adopt to achieve its

objectives in various situations. It explains the objectives of the organization and how the

company achieves them.

The company aims at customer satisfaction through high quality of service

The improvement in the performance is driven by a focus on cost reduction materials

and operating expenses as well as by increasing in sales volume.

SYSTEM :

What are the main systems that run the organization? Consider financial and HR

systems as well as communications and document storage.

Where are the controls and how are they monitored and evaluated?

What internal rules and processes does the team use to keep on track?

System in the 7S frame work refers to all the rules regulations and procedure both formal

and informal that compliment the organization structure. System is an assembly of things

connected or interrelated So as to form a complex unity, or whole composed of parts in

orderly arrangement according to Some scheme or, plan. This has been defined as an

organized or complex whole an assemblage combination of things or parts farming or

complex unitary whole.


62/79

62

A system basically a combination of parts, subsystems, each part may have various

Subparts. When a sub. System is considered as a system without reference to the system.

Which it is or Points it has the same features of a system.

STAFF:

What positions or specializations are represented within the team?

What positions need to be filled?

Are there gaps in required competencies?

Staffing is the process of acquiring human resources for the organization and

assuming that they have the Potential to contribute to the achievement of the organizational

good. In the Mckensys 7 s team work the term staff has a specific connotation. The term

staff refers to way organizations introduce young recruits into the mainstream of their

activities. Company's people resources and how they are trained, developed and motivated.

Presently the IDEA has around 1951 employees and group A 13 employees group B 274

group C 1572 and group D 78 employees.

SHARED VALUES

What are the core values?

What is the corporate/team culture?

How strong are the values?

What are the fundamental values that the company/team was built on?

Shared values means that the employees share the same guiding values are things that

you would strive for even they were demonstrably not profitable. Values act as an

organizations conscience, providing in times of crisis. Identifying corporate value is also the

first essential step in defining the organizations role in the larger community in which it

functions. In IDEA all the workers are well informed and educated about their work and also

The organization goal and principles which helps in achievement of the goals.


63/79


64/79

64

Indian market has become mature.

Opportunities

The company possesses a customized version of the Google search engine which will

enhance broadband services to customers. The tie-up with Google can only enhance the

Idea brand, and also provides advertising opportunities in Indian for Google.

Global telecommunications and new technology brands see Idea as a key strategic player

in the Indian market. The new iPhone will be launched in India via an Idea distributorship.

Another strategic partnership is held with BlackBerry Wireless Solutions.

Despite being forced to outsource much of its technical operations in the early days, this

allowed Idea to work from its own blank sheet of paper, and to question industryapproaches and practices - for example replacing the Revenue-Per-Customer model with a

Revenue-Per-Minute model which is better suited to India, as the company moved into

small and remote villages and towns.

The company is investing in its operation in 120,000 to 160,000 small villages every year.

It sees that less well-off consumers may only be able to afford a few tens of Rupees per

call, and also so that the business benefits are scalable - using its 'Matchbox' strategy.

Idea cellular is embarking on another joint venture with Vodafone Essar and Idea Cellularto create a new independent tower company called Indus Towers. This new business will

control more than 60% of India's network towers. IPTV is another potential new service

that could underpin the company's long-term strategy.

Threats

Idea and Vodafone seem to be having an on/off relationship. Vodafone which owned a

5.6% stake in the Idea business sold it back to Idea, and instead invested in its rival

Hutchison Essar. Knowledge and technology previously available to Idea now moves into

the hands of one of its competitors.

The quickly changing pace of the global

chiranthproject-110907024417-phpapp02

Documents