my summer trainning report 1

8/8/2019 MY Summer Trainning Report 1

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PREFACE

All the learning¶s in our MBA course is practice oriented. However, hands-on

experience in the corporate world during our course is very necessary to be able to

test the ability and extent of learning of the student before fully entering the corporate

world.

The two months training which I underwent at Reliance, SAI Agency,Bhilai in

was a wonderful learning experience. I was assigned with the project ³Analysis of reliance

communication with competitor´

With the guidance and suggestions provided by Mr. MANISH PANDEY, my

Industry Guide, I started first phase of my Project by doing a market analysis, After

that I started with the second phase which involved research work pertaining to the

customer analysis.

In this report I have explained what I undertook based on research and my personal

experience. I have also tried to understand business relations with the market

developers, business strategies, and ethics and work compliance in an industry as an

additional part of my study.

ANIMESH JHA

MBA II SEM



ACKNOWLEDGEMENT

It is my proud privilege to express a deep sense of gratitude and regard to

My guide Prof. P. VAKULA (Department of Management)

Her initiative Keen interest, expert and valuable guidance at every step

Provided a constant Source of inspiration and encouragement to me for

Intensive studies in the subject. I am deeply indebted to His.

I am very much thankful from bottom of my heart for precious contribution

of Mr. MANISH PANDEY, who provided his best help.

ANIMESH JHA

MBA II SEM



DECLARATION

I here by declare that project work ³Analysis of RelianceCommunication with competitor´ is an honest attempt, to put entirefinding on actual data gathered through personal investigation with themanagers, employee and market report of the Company.

The work presented is my original piece of work and not been submittedto any other place for any degree or diploma.

I also declare that all information gathered by me during the course of project at RELIANCE COMMUNICATION LTD.

DATE :

PLACE: ANIMESH JHA



TABLE OF CONTENTS

EXECUTIVE SUMMERY

CHAPTER 1: INTRODUCTION

O COMPANY PROFILE

o HISTORY OF THE ORGANIZATION

o VISION

o MISSION

o PERSONNEL

o OBJECTIVES

o ORGANISATIONAL STRUCTURE

o CONCEPT OF RELIANCE COMMUNICATION

o MARKET OVERVIEW

CHAPTER 2: MAIN STUDIES

O INTRODUCTION OF THE TOPIC

o THE PROBLEMS BEING FACED

o WHAT DOES COMPANY EXPECT TO DO BY SOLVING THE PROBLEM

o STRATEGIC WEAPON OF RELIANCE

o ADVERTISING & PROMOTION STRATIGIES

CHAPTER ± 3: RESEARCH OBJECTIVES &METHODOLOGIES

O RESEARCH PROBLEM

o RESEARCH OBJECTIVE & SUBJECT OBJECTIVE

o INFORMATION REQUIREMENT

o CHOICE OF RESEARCH DESIGN

o RESEARCH INSTRUMENT USED

o SCHEMES, PRODUCTS & SAMPLE SIZE

o FIELD WORK



CHAPTER 4: DATA ANALYSIS & INTERPRETATION

O DATA INTERPRETATION & FINDING OF CUSTOMER SURVEY

O MARKET SHARE OF MOBILE SUBSCRIBERS

CHAPTER 5: CONCLUSIONS

O CONCLUSION

O FINDING

CHAPTER 6: SUGGESTIONS

APPENDIXES

O BIBLIOGRAPHY

O QUESTIONNAIRE



EXECUTIVE SUMMARY

These days¶ organizations are looking forward to obtain competitive edge over their

competitors through highly developed employee skills, distinctive organizational

cultures, management processes and systems which are in contrast to traditional

emphasis on transferable resources such as equipment that can be purchased any time

by the competitors.

In RELIANCE also much work is done to develop the Marketing competencies so as

to have better results. In this context a part from the various departments the

Marketing sales department has got a crucial role to play.

In my study I have tried to study the analysis of reliance communication with

competitior. For this I had to go to different Retailers and find out what actually they

think of the services given by the company.

The research conducted with the objective to judge the impact of marketing on sales

for Reliance gave me the opportunity to obtain feedback from the retailers both

permanent and temporary, thereby analyzing it and finally obtaining the imperative

decision.

Similarly as a part of my schedule, I not only analyzed the analysis for RELIANCE but also got a chance to meet different retailers and know what are the

problems they are facing and how we can solve their problems. I also analyzed the

Channel distribution of Sai agency and got to know how communicat ion flow from

retailer to consumer. Thus the task was not only restricted in the purview of

interaction with the retailers but also providing an insight about understanding the

channel distribution.

Thus the induction programe followed by the associate manual not only makes the

employees familiar with the company but also make them enthusiastic to face

challenges and motivate to work for the growth of the organization.



The second part consists of data and their analysis, collected through a survey done

on 100 people. It covers the topic ³Analysis of reliance communication with

competitor´. The data collected has been well organized and presented. Hope the

research findings and conclusions will be of use. It has also covered why people are

not happy with the service provided by the salesman. The advisors can take further

steps to approach more and more people and indulge them for taking their advices.

The whole task was manual and interactive, giving me a chance to have a word with

the customers.



COMPANY PROFILE

Few men in history have made as dramatic a contribution to their country¶s economicfortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still have leftbehind a legacy that is more enduring and timeless.

As with all great pioneers, there is more than one unique way of describing the truegenius of Dhirubhai: the corporate visionary, the unmatched strategist, the proudpatriot, the leader of men, the architect of India¶s capital markets, the champion of shareholder interest.

But the role Dhirubhai cherished most was perhaps that of India¶s greatest wealthcreator. In one lifetime, he built, starting from the proverbial scratch, India¶s largestprivate sector enterprise.

When Dhirubhai embarked on his first business venture, he had a seed capital of barely US$ 300 (around Rs 14,000). Over the next three and a half decades, heconverted this fledgling enterprise into a Rs 60,000 crore colossus²an achievementwhich earned Reliance a place on the global Fortune 500 list, the first ever Indianprivate company to do so.

Dhirubhai is widely regarded as the father of India¶s capital markets. In 1977, whenReliance Textile Industries Limited first went public, the Indian stock market was aplace patronised by a small club of elite investors which dabbled in a handful of stocks

Undaunted, Dhirubhai managed to convince a large number of first-time retail investoto participate in the unfolding Reliance story and put their hard-earned money in theReliance Textile IPO, promising them, in exchange for their trust, substantial return ontheir investments. It was to be the start of one of great stories of mutual respect andreciprocal gain in the Indian markets.

Under Dhirubhai¶s extraordinary vision and leadership, Reliance scripted one of thegreatest growth stories in corporate history anywhere in the world, and went on tobecome India¶s largest private sector enterprise.

Through out this amazing journey, Dhirubhai always kept the interests of the ordinaryshareholder uppermost in mind, in the process making millionaires out of many of theinitial investors in the Reliance stock, and creating one of the world¶s largestshareholder families



The second son of a school teacher, Dhirubhai was born in 1932 in the village of Chorwad in

Gujarat in circumstances that can best be described as modest. Driven by hardshipand want, hehad to drop out of school early.

In 1949, at the age of 17, he went to Aden (now Yemen) in search of opportunity, andworked as adispatch clerk for A. Besse & Co. A couple of years later, the company became adistributor for Shell products and Dhirubhai was promoted to manage the company¶s oil -filling statioat the portof Aden. It was here that he dreamed of setting up and owning a refinery, which helater realizedwith his petrochemicals venture.

He returned to India in 1958 to launch his first business venture, a spice trading

company namedReliance Commercial Corporation.

In 1962, Dhirubhai identified an emerging opportunity in yarn trading and shifted to thenewbusiness. Three years later, he changed the name of his company to Reliance TextileIndustriesLimited.

In 1966, he purchased land in Naroda, Gujarat, to set up a textile mill. In 1975, atechnical teamfrom the World Bank recognised the Naroda mill as one of the best composite textile

mills in Indiaand certified it as µexcellent even by developed country standards¶.

In 1977, the company went public. Reliance ± Anil Dhirubhai Ambani Group, anoffshoot of the Reliance Group founded by Shri Dhirubhai H Ambani (1932-2002),ranks among India¶s top three private sector business houses in terms of net worth.The group has business interests that range from telecommunications (RelianceCommunications Limited) to financial services (Reliance Capital Ltd) and thegeneration and distribution of power (Reliance Infrastructure Limited).

Reliance ± ADA Group¶s flagship company, Reliance Communications, is India'slargest private sector information and communications company, with over 100 millionsubscribers. It has established a pan-India, high-capacity, integrated (wireless andwireline), convergent (voice, data and video) digital network, to offer services spanninthe entire infocomm value chain.



At the time of the Reliance Textiles IPO, participation in the Indian capital markets was largely

limited to a small but influential elite which dabbled in a handful of stocks. The great majority of India¶s middle class chose to stay away. Dhirubhai¶s decision to prefer the capital markets over

banks as the primary source of funding for his ambitious expansion plans, was as daring as it was

unprecedented.In the event, The Reliance IPO was an unlikely success. Against all odds,

Dhirubhai managed toconvince a sufficiently large number of sceptical middle class investors to

put their money, andfaith, in what was then a small, relatively unknown company.

The subsequent growth and success of Reliance and its philosophy of gene rously rewarding

shareholders rapidly gave Dhirubhai an iconic status in the Indian financial markets.Under Dhirubhai¶s charismatic leadership, the Annual General Meetings (AGM) of Reliance took

on the character of large public spectacles. Typically held in large public arenas, and attended by

thousands of adoring shareholders, the Reliance AGM became a day to remember in the annual

corporate calendar of India. In 1986, the Reliance AGM held in Cross Maidan, Mumbai, wasattended by as many as 30,000 stockholders²a record in India¶s corporate history.

By the mid-80s, Dhirubhai had become something of a living legend, widely hailed by peers and

critics alike as one of the greatest corporate visionaries in the history of post -Independent India.But Dhirubhai was never one to rest on his laurels. In the early 80s, he had taken the first

important step in strategic backward integration for Reliance with the commissioning of the

Patalganga plant which initially manufactured polyester filament yarn and polyester staple fibreIn 1991, he set up Reliance Hazira, for the manufacture of petrochemicals ²the next link in the

backward integration chain. At the time, Reliance Hazira represented the single largest investmen

made by a private sector group in India at a single location.

Meanwhile, Dhirubhai had firmed up plans of setting up a massive grassroots refinery ²the nextbig leap in his overall strategic roadmap for Reliance. Conceived as the world¶s largest grassroots

refinery at the time, Jamnagar in Gujarat was to have an annual capacity of 27 million tonnes.In the face of formidable challenges, including a massive cyclone that flattened the project sitemid-way through construction, Reliance commissioned the Jamnagar facility in 1999. It was a ful

integrated refinery, complete with a dedicated port and a captive supply of power.

The refinery was not only commissioned ahead of schedule, but also set up at a cost that wassignificantly lower than the prevailing global benchmark for a project of such magnitude .It was one of Dhirubhai¶s great dreams in life to see ordinary Indians enjoy the enormouseconomic benefits of being able to access affordable yet world class telecommunicationsinfrastructure. He wanted Reliance to spearhead a communications revolution that wou ld

dramatically cut down the cost of connectivity, and propel India into the digital age. His ultimate

ambition: To make the cost of a phone call cheaper than that of a post card. It was therefore

entirely logical for Reliance to enter the telecommunications space when the sector was opened

up for private participation in the 1990s.



The rest, as they say, is history.

Today, Reliance Communications is India¶s largest information and communications services

provider with over 20 million subscribers, and offers the full range of integrated telecom services

at prices that are, by far, the lowest anywhere in the world.

Dhirubhai left for his heavenly abode on July 6, 2002.



February 5

Reliance Mobile strengthens its religious content portfolio on Mobile by tie-up with Sadhana TV

February 14

RCOM in partnership with CanvasM, launches Mulitplayer Mobile Games

February 19

HDFC Bank ties up with RCOM, turns every Reliance Mobile into a credit card

February 27

Reliance Communications consolidates Global Telecom Business under ³Business Globalcom´

Reliance Communications forays into International Mobile Market with GSM License in

Uganda.

March 3

Reliance Communications drops prices of Internet Data Cards

March 10

Reliance Communications announces ESOPs for over 20,000 employees

March 20Reliance Communications and HTC forge Strategic Alliance

March 27

Corporation Bank Launches Banking Services on Reliance Mobile World

April 1

Reliance Communications forays into IT space, launches Reliance Technology Services

Company

April 9

RCOM launches Educational Portal on Reliance Mobile Phones

April 25

Reliance Globalcom unit Reliance Infocom BV, Netherlands acquires Global WiMAX Operator

eWave World

April 29

Reliance Communications Announces Unlimited Free STD calls

April 30

Reliance Globalcom Launches Passport Global SIM

RCOM's Net Profit up by 70.8% to Rs 5,401 crore

May 2Reliance Communications¶ Net Profit up by 70.8% to Rs 5,401 crore (US$ 1,350 million),

Revenues higher by 31.8% to Rs.19, 068 crore (US$ 4,765 million) and EBIDTA increases by

43.3% to Rs.8, 199 crore (US$ 2049 million)

May 12

Reliance Communications and Alcatel form Joint Venture to offer Managed Network Services to

telcos across the globe



May 26

Reliance Globalcom acquires UK based VANCO Group Limited

June 24

Reliance Globalcom, Stealth Communications forge Strategic Alliance to extend VOIP Network

across 50 countries

July 12

CA Exam Results on Reliance Mobile

July 22

Reliance Communications Mobile Subscriber base crosses 50 Million

July 29

CA Professional Exam Results on Reliance Mobile

July 31

Reliance Communications (RCOM) announces its financial results for the first quarter ended

June 30, 2008. Net Profit up by 23.9% to Rs. 1,512 crore (US$ 352 million)



VALUES :

By 2015, be amongst the top 3 most valued Indian companies,providing Information,Communication& Entertainment services, and being the industry benchmark in Customer Experience, Employee Centricity and Innovation.

We will put customer first at all times, and built long term relationship with them.

We shall believe interpretation and keep every commitment that we make.

We will operate with honesty and integrity interpretation all our dealings .

We treat every individual with dignity and respect.

We will approach every endeavor with zeal & an attitude towards excellence.

MISSION :

We will create world-class benchmarks by:

Meeting and exceeding Customer expectations with a segmented approach

Establishing, re-engineering and automating Processes to make them customer centric, efficient and effective

Incessant offering of Products and Services that are value for money and excite customers

Providing a Network experience that is best in the industry

Building Reliance into an iconic Brand which is benchmarked by others and leads industry in Intention

to Purchase and Loyalty

To attain global best practices and become a world-class communication service provider-

guided by its purpose to move towards greater degree of sophistication and maturity.

To work with vigor, dedication and innovation to achieve excellence in service quality, reliability, safetyand customer care as the ultimate goal.

To consistently achieve high growth with the highest levels of productivity.

To be a technology driven, efficient and financially sound organisation.

To contribute towards community development and nation building.

To be a responsible corporate citizen nurturing human values and concern for society, the

Environment and above all, the people.

To encourage ideas, talents and value systems.



INDIA ¶S LEADING INTEGRATED TELECOM COMPANY :

Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG)

of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is India¶s

leading integrated telecommunication company with over 80 million customers.

Our business encompasses a complete range of telecom services covering mobile and fixed linetelephony. It includes broadband, national and international long distance services and data servicesalong with an exhaustive range of value-added services and applications. Our constant endeavour isto achieve customer delight by enhancing the productivity of the enterprises and individuals weserve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding

with the joyous occasion of the late Dhirubhai Ambani¶s 70th birthday, was among the initialinitiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhai¶s dreamof ushering in a digital revolution in India. Today, we can proudly claim that we were instrumentalin harnessing the true power of information and communication, by bestowing it in the hands of thecommon man at affordable rates.

We endeavour to further extend our efforts beyond the traditional value chain by developing and

Deploying complete telecom solutions for the entire spectrum of society.

LOOKING BACK, LOOKING FORWARD

Reliance ± Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by ShriDhirubhai H Ambani (1932-2002), ranks among India¶s top three private sector business houses interms of net worth. The group has business interests that range from telecommunications (RelianceCommunications Limited) to financial services (Reliance Capital Ltd) and the generation anddistribution of power (Reliance Infrastructure Limited).

Reliance ± ADA Group¶s flagship company, Reliance Communications, is India's largest privatesector information and communications company, with over 80 million subscribers. It hasestablished a pan-India, high-capacity, integrated (wireless and wireline), convergent (voice, dataand video) digital network, to offer services spanning the entire infocomm value chain.

Other major group companies ² Reliance Capital and Reliance Infrastructure ² are widelyacknowledged as the market leaders in their respective areas of operation.

Reliance Energy Ltd. Reliance Mutual Fund



Harmony

Reliance Life Insurance

Reliance General Insurance

Reliance Big Entertainment

CHAIRMAN¶S PROFILE

Reliance Communications

Reliance Anil Dhirubhai Ambani Group

Reliance Portfolio Management Service

Regarded as one of the foremost corporate leaders of contemporary India,Shri Anil D Ambani, 48, isthe chairman of all listed companies of the Reliance ADA Group, namely, Reliance Communications,Reliance Capital, Reliance Energy and Reliance Natural Resources limited.

He is also Chairman of the Board of Governors of Dhirubhai Ambani Institute of Information and

Communication Technology, Gandhi Nagar, Gujarat.

Till recently, he also held the post of Vice Chairman and Managing Director of Reliance IndustriesLimited (RIL), India¶s largest private sector enterprise.

Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was centrally involved in



every aspect of the company¶s management over the next 22 years.

He is credited with having pioneered a number of path-breaking financial innovations in the Indiancapital markets. He spearheaded the country¶s first forays into the overseas capital markets withinternational public offerings of global depositary receipts, convertibles and bonds. Starting in 1991,he directed Reliance Industries in its efforts to raise over US$ 2 billion. He also steered the 100-year Yankee bond issue for the company in January 1997.

He is a member of:

Wharton Board of Overseers, The Wharton School, USA

Central Advisory Committee, Central Electricity Regulatory Commission

Board of Governors, Indian Institute of Management, Ahmedabad

Board of Governors Indian Institute of Technology, Kanpur

In June 2004, he was elected for a six-year term as an independent member of the Rajya Sabha,

Upper House of India¶s Parliament a position he chose to resign voluntarily on March 25, 2006.

Awards and Achievements:

Conferred the µCEO of the Year 2004¶ in the Platts Global Energy Awards

Rated as one of µIndia¶s Most Admired CEOs¶ for the sixth consecutive year in the BusinessBarons ± TNS Mode opinion poll, 2004

Conferred µThe Entrepreneur of the Decade Award¶ by the Bombay Management Association,October 2002

Awarded the First Wharton Indian Alumni Award by the Wharton India Economic Forum(WIEF) in recognition of his contribution to the establishment of Reliance as a global leader

in many of its business areas, December 2001

Selected by Asiaweek magazine for its list of µLeaders of the Millennium in Business andFinance¶ and was introduced as the only µnew hero¶ in Business and Finance from India, June1999.



PERSONNEL:

BOARD OF DIRECTORS

SHRI ANIL D. AMBANI - CHAIR MAN

PROF. J RAMACHANDRAN ± INDEPENDENT DIRECTOR

SHRI S.P. TALWAR ± INDEPENDENT DIECTOR

SHRI DEEPAK SHOURIE ± INDEPENDENT DIRECTOR

SHRI A.K .PURWAR ± INDEPENDENT DIRECTOR



OBJECTIVES:

Strengths and enhances existing business roles.

Drives greater empowerment, business focus, operational efficiencies and customer value.

Takes another significant steps towards institutionalization and building a conglomerateof the future.

CONCEPT OF RELIANCE COMMUNICATION

Anil Ambani: Telecom person of the year 2007

His marketing strategy has made millions of Indians happy, they got the best mobile

tariffs in the world-local call costs at 15 paise/minute, and STD call at 40 paise/minute

NEW DELHI, INDIA: When the VOICE&DATA jury, comprising eminent professionalsfrom the telecom field, met in Delhi in June to choose the Telecom Person of the Year 2007,the five-hour selection process was steamy.

The reason was obvious: The telecom sector is growing faster than any other segment andnaturally their CEOs have a lot to crow about. The jury had to select one from three CEOs,who had made it to the final list through nominations from the industry and the initialscrutiny. Among the three, one of the main contenders was a young CEO. The jury decidedthat he should come back next year to try and win the coveted award. The list now had twonames-both CEOs of two well-known companies. The pivotal difference between the two:one is an entrepreneur and the other is not so popular, as his credit is shared among a

number of his big daddies.

Following a five-hour closely held, hotly debated discussion, the name was announced: AnilDhirubhai Ambani, chairman of Reliance Communications. Anil Ambani joined RelianceIndustries (currently promoted by his brother Mukesh Ambani, following their split) in 1983as co-chief executive officer. Forbes ranked him number 104 among the World's RichestPeople in 2006. The Ambani family faced criticism when it announced its ambitious plans to

build a countrywide telecom network, as its prior expertise lay in commodities-textiles and petrochemicals-business only. Apart from that telecom needs a service-oriented mindset,critics felt. What they did not remember was how the family had served its millions of shareholders.



Policies in India are made in line with Ambani's vision, says an industry expert. HisBusiness acumen and closeness to politicians assisted him in making it to the Rajya Sabha inJune 2004, as an independent member. Ambani chose to resign voluntarily on March 25,2006.

The same association with politicos gave him negative returns too when the MayawatiGovernment in Uttar Pradesh put a spanner on his ambitious plans to build a 1,200-acreSEZ.

Media sees his aggression when he announces financial results for the Reliance ADA groupof companies, and when he attends the annual general meetings and faces questions fromshareholders. When he meets the press, he has answers to all their questions. He alsoremembers to call select journalists by name.

To merchant bankers he, who has already contributed immensely to the financial reforms of the country, is one of the financial wizards of the world. May be because of his expertise, hegave up in the race to grab Hutchison Essar stake, after indirectly jacking up the valuation.His negotiations with the Qualcomm chief are also a folk theory now.

How did Ambani become the VOICE&DATA Telecom Person of the Year 2007? What arehis personal and organizational achievements in the recent past?

His path-breaking marketing strategy that was put in by the strongest team of telecom professionals the country has ever seen has made millions of Indians happy as they got the best mobile tariffs in the world. The aggression resulted to adding to his already swollenkitty. Every hour India will be adding around 20,000 new mobile customers and RelianceCommunications over 4,000. When mobile telephony first began in India, a local call costRs 16 per minute; an STD Rs 50; and a call to the US Rs 100 per minute. With RelianceCommunication¶s pioneering price initiative, a local call now costs a mere 15 paise per minute, STD 40 paise, and a call to the US costs less than Rs 2 per minute. The presence of Reliance Communications is making the competition in India panicky. Global telecom

forces will also shortly start feeling the heat. Ambani has also recently announced his Rs1,200 crore buyout of Yipes Holdings.

Achiever's Pride

Undertook financial restructuring of Reliance communicationsTo spend Rs 16,000 crore to expand and strengthen network coverage

After expansion, Reliance Communications will have the single largest wireless network in the worldLaunched the lowest-cost classic brand handset at Rs 777

Subscriber base grew to over 28 mn during last fiscal, registering 60% growthTotal Revenue shot up to Rs 14,468 crore, an increase of 34%

Net Profit rises to Rs 3,163 crore, an increase of over 600%Revenues of the wireless business increased by 46% to Rs 10,728 crore

Broadband achieved revenue growth of 123% to Rs 1,144 crore

Market capitalization crossed Rs 100,000 crore

Will add 23,000 more towersTelecom services will be available in over 23,000 towns and 600,000 villages

Next generation DTH network has been launched end of the year



Reliance Communications' wireless subscriber base grew to over 28 mn last fiscal, registering a60% growth. This makes it one of the top two wireless operators in India.

"Economic growth in the future will be indexed to connectivity of millions of enterprise andindividual customers. Over the next few years, we will have over 100 million customers,making us one of the top 5 telecom players in the world. In four years, we put up a total of 14,000 towers across the country. This year alone we will add 23,000 more towers. Our wirelessnetwork is currently available in 10,000 towns. By the end of this year, it will be available inover 23,000 towns and 600,000 villages," Anil Ambani said at the first annual general meetingof Reliance Communications since the re-organization of the Reliance Group in June 2005.

"In four years of operations, we invested around Rs 32,000 crore. This year alone we will investover Rs 20,000 crore. At the end of this year, we will have covered over 90% of our population.If Version 1.0 of the Indian telecom story was all about affordability, Version 2.0 will be aboutreach. Our Network expansion will give us the power to drive the market and stay ahead of thecurve," Ambani adds.

According to Ambani, the financial restructuring of Reliance Communications is the biggestturnaround story in the history of corporate India. The inherited ownership structure of Reliance

Communications was complex. The reorganization has yielded a simple, fair, and transparentownership structure, and given Reliance Communications 100% ownership of all operationaland associate companies.

Reliance Communications is now among the three most valuable private sector companies inIndia, and the five most valuable telecom companies in Asia. In the current

Fiscal, Reliance Communications will spend Rs 16,000 crore to further expand and strengthenits network coverage across India and the rest of the world.

In addition to organic growth, Reliance Communications will leverage the advantages derived

from this impressive financial platform to explore and pursue any significant

Opportunities available in the telecommunications sector. "We are currently evaluating anumber of inorganic opportunities in select international markets to further expand our footprint," Ambani said.

Reliance Communication¶s One India, One Tariff plan allowed millions to connect across Indiaat just one rupee a minute. The company was the first one to break the Rs 1,000 entry-barrier with the launch of the lowest-cost classic brand handset at Rs 777.

As per its expansion plan, Reliance Communications will have the single largest wirelessnetwork in the world, covering over 900 mn Indians or more than 15% of the global population.It will cover 23,000 towns or every single Indian habitation with a population of over 1,000.

Reliance Communications will cover almost 100% of all rail routes, providing seamless voice,video, radio, and Internet connectivity to 14 mn commuters every day. It will also cover almost100% of all national highways, and 84% of all state highways, giving millions of users the

power to talk, text, surf, play, chat or simply stay in touch across nearly the entire length of India's 2,00,000-km-long road network.

Having achieved tremendous growth, the main challenge for Reliance Communications is toimprove quality of service and ARPU. Its enterprise business is also not in a position to

compete with the global majors. Stock market valuations may boost the fortunes of anentrepreneur, but Ambani needs to address the issues faced by the growing mobile customer

base, especially in India, where bureaucracy takes pride in checking the businessman.



(2) AN OVERVIEW OF CURRENT MARKET SCENARIO

Reliance Communications (formerly Reliance Communications Ventures) is one of India's

largest providers of integrated communications services. The company has more than 20

million customers and serves individual consumers, enterprises, and carriers, providing

wireless, wireline, long distance, voice, data, and internet communications services through

a number of operating subsidiaries. The company sells communications and digital

entertainment products and services through its chain of Reliance Web World retail outlets.

The company's Reliance Infocomm subsidiary provides wireless communications services

throughout India. Reliance Communications is part of the Reliance - Anil Dhirubhai

Ambani Group.

The current network expansion undertaken by Reliance is the largest wireless network

expansion undertaken by any operator across the world.

It was with this belief in mind that Reliance Communications (formerly RelianceInfocomm) started laying 60,000 route kilometres of a pan-India fibre optic backbone. This

backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhai¶s70th birthday, though sadly after his unexpected demise on 6 July 2002.

Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline) and convergent (voice, data and video) digital network. It is capable of delivering arange of services spanning the entire infocomm (information and communication) valuechain, including infrastructure and services ² for enterprises as well as individuals,applications, and consulting.

Today, Reliance Communications is revolutionizing the way India communicates andnetworks, truly bringing about a new way of life.

We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge information and communication services affordable to all individual consumers and businesses in India.

We will offer unparalleled value to create customer delight and enhance business productivity.

We will also generate value for our capabilities beyond Indian borders and enable millionsof India's knowledge workers to deliver their services globally.



ORGANIZATIONAL STRUCTURE

Reliance Communication Limited



CHAIR MAN

PRESIDENT PRESIDENT PRESIDENT(PERSONAL) (ENTERPRISES HOME BUSINESS)

SENIOR VICE

PRESIDENT

VICE PRESIDENT

GENERAL

MANAGER

DEPUTY GENERAL

MANAGER

ASSISTANT GENERAL

MANAGER

SENIOR

MANAGER

MANAGER

DEPUTY

MANAGER

ASST.MANAGER

MANAGEMENT

TRAINING



CHAPTER ± 2

MAIN STUDIES

O INTRODUCTION OF THE TOPIC

THE PROBLEMS BEING FACED

O WHAT DOES COMPANY EXPECT TO DO BY SOLVINGTHE PROBLEM

O STRATEGIC WEAPON OF RELIANCE

O ADVERTISING & PROMOTION STRATIGIES



SWOT template below includes sample questions, whose answers are inserted into the relevantsection of the SWOT grid. The questions are examples, or discussion points, and obviously can

be altered depending on the subject of the SWOT analysis. Note that many of the SWOTquestions are also talking points for other headings - use them as you find most helpful, and

make up your own to suit the issue being analyzed. It is important to clearly identify the subjectof a SWOT analysis, because a SWOT analysis is a perspective of one thing, be it a company, a

product, a proposition, and idea, a method, or option, etc.

Here are some examples of what a SWOT analysis can be used to assess:

a company (its position in the market, commercial viability, etc)

a method of sales distribution

a product or branda business idea

a strategic option, such as entering a new market or launching a new producta opportunity to make an acquisition

a potential partnershipchanging a supplier

outsourcing a service, activity or resource

an investment opportunity

(2) PROBLEM BEING FACED

Lack of communication between retailers and distributor

Lack of improper distribution channel

Competitors

Not regular visit of DSE and Runner

All retailers are not aware of new scheme of RCOM

Lack of sales promotion and advertisement

Retailer doesn¶t get claim at proper time

No visit of DL or any other person to the retailer¶s shop



RELIANCE COMMUNICATION LIMITED

Strength

Low Entry Cost

Commission Structure

Fast Activation Process

Network

Connectivity

Data GPRS

Opportunity

Preference of GSM over CDMA

New Specialist application

Rural Telephony

New Market, Vertical, Horizontal

Competitors` Vulnerabilities

Weakness

Branding Image

Distribution problem

Limited product portfolio- Only

Mobile

Lack of Competitive Strength

Limited Budget

Threat

Political destabilization.

New Entrants

IT Development

Market Demand

Seasonality,Weather Effects

(3) WHAT DOES COMPANY EXPECT TO DO BY SOLVING THE PROBLEM

Customer Satisfaction

Retailer Satisfaction

Increase in Sale

Sales Promotion

Proper Distribution Channel

STRATEGIC WEAPONS OF RELIANCE

The sharpest weapon that a corporation can develop to survive and thrive, in the globalized market

place is competitiveness. Its cornerstone, as articulated by strategy Guru Michael Porters is. its

ability to create more value, on a sustainable basis, for the customer than its rivels can. The



competitiveness of a corp. flow froms a clearly defined strategy, devised after analysis the different

forces in the industry impacting on the company, According to Porterian three generic alternatives:

Cost leadership, differentiation, or strategic focus.

Applying these principles along with the related ones of building entry barriers, erecting economics

of scale, developing marketing competitors Reliance has attained global levels of competitiveness

adopting a single unique route to attain competitive status (their competitive weapon is the scale of

operations).

TECHNOLOGY

Reliances led achievement in manufacturing is, of course, its comment once process technology

since its products do not need cutting edge. Not only has Reliance pushed its production capacity

beyond normal levels, its has develop supervisor processes to increase the utilisation and cost

efficiency levels.

The company has technical collaborations with Du-Pont Canada, Unipol/sheel technology Japan,

and Sinco technology Japan which name enhanced their capabilities in the areas of production

efficiency and quality improvements - this helping Reliance to supply to its customers the best of

quality at the right price.

Communication is the synergy of information and communication services brought about by the

digitalisation and convergence. In the fast moving and competitive knowledge era, Communication

is not only a driver of growth but also competitiveness. Reliance Communication is revolutionising

telecommunication in India by provisioning services that would match with the leading operators of

the most developed countries. These services are the outcome of state-of-the-art network

technologies that have been inducted in the Reliance Communication network.



Reliance's R&D efforts are through ongoing internal efforts as well as joint efforts in collaboration

with the premier research organizations in India such as National Chemicals Laboratory, University

Department of Chemical Technology (UDCT), Indian Institute of Technology (IIT) and the Bhabha

Atomic Research Centre (BARC).

Reliance's Product Applications Research Center (PARC) has been at the forefront of applications

research in India. PARC - the technical wing of Reliance - is active in various customer awareness

initiatives and development of new product applications.

Equipped with most modern instruments and equipment and manned by well talented technologists.

PARC is today a state of the art technology center in the Indian petrochemical industry. Its regular

publications and programs meet with great acceptance from customers. The many presentations

made by PARC teams over the year have been recognized as well researched and highly relevant.

These presentations and other PARC initiatives have established Reliance's position as a company

dedicated towards applying latest technology for the customer's benefit in an environment friendly

way.

We believe that : Our aims of employee development are not just about acquiring skills to solve

specific problems but also expanding minds to address problems and opportunity which have not

become apparent with full understanding of cross functional linkages.

Continuing personal development is the constant obligation of all employees and constant

responsibility of all Executives, Managers and Supervisors. The development and use of human

potential and a learning organization is our bridge to continue success in the future.

FUNDAMENTAL TO THE WORK OF THE RELIANCE ORGANISATION AND ITS

ULTIMATE competitive position, is a respect for the development of the employee through self-

help and guidance to foster common purpose and cohesion.

We believe that:



Our aims of employee development are not just about acquiring skills to solve specific

problems but also expanding minds to address problems and opportunities which have not

become apparent with a full understanding of cross-functional linkages.

Continuing personal development is the constant obligation of all employees and constant

responsibility of all Executives, Managers and Supervisors.

The development and the use of human potential and a learning organisation is Reliance¶s bridge to

continued success in the future.

YOUNG WORKFORCE

Reliance is a relatively young company. The average age of employee in the organisation is just 36

years. While wisdom comes from the top, decision making is pushed down below. More

importantly, people at Reliance have been drawn from diverse academic backgrounds - but with the

fire and enthusiasm to take on increase - kingly bigger challenges. There is a continuing emphasis

on inducting fresh talent. During the year 1997-98. as many as 216 fresh graduate engineer trainees

were inducted into Reliance.

Well-qualified

An emphasis has been placed on recruiting people with formal training that matches their job

profile.

VISION OF RELIANCE COMMUNICATION

Reliance Communication envisions a digital revolution that sweep the country and bring about a

New Way of Life. A digital way of life for a New India.

With mobile devices, netways and broadband systems linked to powerful digital networks, Reliance

Communication usher fundamental changes in the social and economic landscape of India.

Reliance Communication help men and women connect and communicate with each other. It

enable citizens to reach out to their work place, home and interests, while on the move. It enable

people to work, shop, educate and entertain themselves round the clock, both in the virtual world



and in the physical world. It make available television programmes, movies and news capsules on

demand. It unfurl new simulated virtual worlds with exhilarating experiences behind the screens of

computers and televisions.

Users of Reliance Communication's full range of services would no longer need audiotapes and

CDs to listen to music. Videotapes and DVDs would not be necessary to see movies. Books and CD

ROMs would not be needed to get educated. Newspapers and magazines would not be required to

keep abreast of events. Vehicles and wallets become unnecessary for shopping.

Reliance Communication disseminate information at a low cost. "Make a telephone call cheaper

than a post card". These prophetic words of Dhirubhai Ambani be a metaphor of profound

significance for Reliance Communications

Reliance Communication regularly unfold new applications. Continually adapt new digital

technologies. Create new customer experiences. Constantly strive to be ahead of the world.

Reliance Communication transform thousands of villages and hundreds of towns and cities across

the country. Above all, Reliance Communication pave the way to make India a global leader in the

knowledge age.

THE RELIANCE: LAUNCHING STRATEGIES

Reliance communication is in the process of establishing a nation-wide, high capacity, integrated

(wireless and wire-line) and convergent (Voice, data and video) digital network, to offer services

that span the entire communication value chain ± infrastructure, services for enterprises and

individuals, applications and consulting. The company¶s punch line for prospective customers

recalls Dhirubhai Ambani¶s words : ³Male a telephone call cheaper than a post card´.

The network based on code division multiple access (CDMA) technology aims to cover more than

65 percent of India¶s urban population. A senior Reliance official told frontline that the company

opted for this platform because CDMA is the best technology. GSM (global mobile

communications) is history. Reliance says the difference between the two technologies is



significant. ³Reliance¶s delayed launch is costing it not only in terms of revenue but in credibility as

well´ a telecom analyst said.

Having realised this, and in order to stymie its competitors from cornering the entire subscriber

base, Reliance is offering free access to its network until the commercial launched. The tactic

appears to be aimed at capturing subscribers who would not mind checking out the service. When it

is launched they would have realised its benefits and continue using it paying competitive fees. This

also gives them time to test the quantity of the network. By that time issues such as interconnect,

SMS (short messaging service) and Internet may get sorted out.

Mehesh Uppal, director, Telecommunications and Computer Information Systems, is critical of the

regulatory framework. ³We are perhaps the only country where CDMA-based mobile services are

treated as an extension / add-on of a fixed line service rather than like any other mobile service. The

two technologies compete aggressively in the mobile market the world over. That is what they

should do in India´. He pointed out that the ³real issue´ was not whether should be allowed or not.

Since 1999, the regulatory framework regards in technology natural terms except with respect to

the last mile.

The crux of the issue that has raised a controversy is whether CDMA-based can be used by fixed-

line operators on terms and conditions not of mobile licences but fixed-line basic licences come

with vastly different and much more favourable interconnect terms for fixed-line operators which

cellular operators do not have. Uppal believes that the earlier choice of GSM ³was a good one´.

³The market was nascent. It was a small market. Had there been different technologies, the market

would have been split and made it even more difficult to achieve volume efficiencies,´ he

remarked.

He argues: ³Since both technologies have came into their own, they should be allowed to compete

head-on. We should not have the current regulation, which applied different sets of terms and

conditions for their use. Technology neutrally is a must´. The Reliance strategy is to straddle all

three segments of operations in telecom ± fixed line, mobile and limited mobile, or services.



Analysts and commentators agree that TRAI is likely to remove the separate status as a category of

service that has been accorded to . The company already has a presence in national and

international long-distance telephony. TRAI¶s recent ruling on tariffs has benefited operators.

There are already murmurs that the ruling fits Reliance¶s requirements very well. Although cellular

operators, notable among them the Bharti Group, have alleged that they stand to lose Rs. 2,000

crores because of the free incoming calls mandated by TRAI charges, industry sources say that it is

now pay back time for cellular operators, who have consistently benefited from favoured treatment

at the hands of TRAI.

The clear losers are, however, the two publicly owned fixed-line telecom operators, Bharat Sanchar

Nigam Ltd. (BSNL). Although the new interconnect charges prescribed by TRAI appears to have

³levelled the field´ between and cellular operators, the regulator has tilted the balance in faviour of

the companies by fixing differential pulse rates for the two sets of operators. Subscribers of fixed-

line operators in a non-metro- typically of BSNL ± be charged on a pulse rate of 120

seconds if they call a phone. However, calls to a cell phone be charged at a pulse rate of 60

seconds. In effect, calls to call to a phone. It boils down to this: it is cheaper to call a phone than a

cell phone, although the two platforms are basically the same. The picture is even more gloomier

from the viewpoint of the two public sector companies, which have played a major part in

extending the reach of telecom in India in the last decade. First, their tariffs have been increased;

this implies that subscribers have greater incentive to migrate out of their networks, into the hands

of competitors who may be seen to be offering a better price for the service. Second, the structure

of the interconnect charges is such that the two public sector companies earn lower revenues if

their subscribers call subscribers belonging to rival companies, rather than cellular subscribers. In

effect, the TRAI ruling mandates that BSNL subsidize the services of rival companies.

Moreover, the regulator has prepared the ground for a shakeout in the telecom industry by, in effect,

pushing existing BSNL subscribers to migrate to another, preferably platform. And, if

the owner of that platform happens to be Reliance!



of Reliance are likely to be way off the mark because the tariff revision impact significantly on

their prediction.

The Bharati Group has been among the key beneficiaries of the regulatory system so far. Bharati

has operations in 15 cellular circles and five basic circles; it has era of ³managed competition´, it

have to make at least some way for Reliance. Reliance has licences that it had from the initial foray

in the first round of licence auctions. Instead, it appears to have placed its bets rather early on the

CDMA platform. In 2001, it gathered other services operators and lobbied successfully with the

Department of Telecommunications (DoT), the Union Communications Ministry, TRAI and the

apex tribunal to allow limited mobility within a short distance. Until then was perceived only as a

solution to bridge the ³last mile´ problem in the telecom network.

(The Reliance Group has a total revenue earnings of Rs.65,000 crores a cash profit of over Rs.7,500

crores, a net profit of over Rs. 3,600 crores and exports of Rs. 11,400 crores. The group has total

assets valued at Rs. 69,000 crores.)

A senior Reliance official told Frontline said that TRAI¶s ruling ³has worked in our favour´.

Although he lamented the plight of the ³average consumer´, he pointed out that they did have a

better alternative in Reliance. According to an informed source, TRAI ³may actually be a single

tariff regime´.

A Reliance Official Told An Economic Daily Recently: ³Don¶t Forget That Our Company May

Seem To Be Diversified, But It Has Built A Core Competence In Terrific Project Management And

Government Liaison Skills Which Are A Must Core Sector Ventures´. That, More Than Anything

Else Sums up the Behemoth¶s Foray into the Telecom Sector and the Regulations That Govern It.



What Should Reliance Do

Aggressive promotion of services and product with their competitive benefits than other

service provider in market. Only promoting the Unlimited STD offer not serves the purpose.

Come up with competitive plans in prepaid market also. At present we have only Rs700/-

and Rs435/- plan only in prepaid services for Unlimited STD. (Reliance has recently launch

the lowest prepaid plan starting from Rs150/-).

Still fighting to break the leadership of Airtel in cellular mark et , in spite of fact Reliance has

lowest call rates at present.

OPERATOR

Airtel

Idea

Reliance

Tata Indicom

Vodafone

BSNL

Total

(Source: COAI and AUSPI)

USER BASE(MILLION)

9.45

6.92

5.92

3.64

1.61

1.48

29.02

This is total user base of Delhi region. Airtel is maintaining the leadership in the market followed

by Vodafone and then comes Reliance.

Reason:

Airtel is a big old name in the cellular market.

Airtel always come up with some innovative plans and services for its customer for e.g.

Airtel was first one to come up with concept of Hello Tunes, Airtel was first one to launch

Advance Rental scheme, it has special plans for youth, women and senior citizens. Airtel

has something for all.

Vodafone has zero rental plans for its customer and very competitive call rates.

Both Vodafone and Airtel has roped up the best in the country as their brand ambassadors.

Vodafone has Rahul Dravid; Airtel has Shahrukh Khan and Imran Khan.

Airtel and Vodafone push large amount of money in the promotion of their services, and

keep inform their customers about any new plan in market.



Benefits of Reliance

With Reliance you can start enjoying the mobility from Rs1800/- only.

Reliance has postpaid plan starting from Rs99/-. No service provider has any plan lower

than Rs149/-. In this way Reliance cut down your initial cost for enjoying the mobility.



CHAPTER ± 3

RESEARCH OBJECTIVES &METHODOLOGIES

¾RESEARCH PROBLEM

¾RESEARCH OBJECTIVE & SUBJECT OBJECTIVE

¾INFOR MATION REQUIREMENT

¾CHOICE OF RESEARCH DESIGN

¾RESEARCH INSTRUMENT USED

¾SCHEMES, PRODUCTS & SAMPLE SIZE

¾FIELD WORK

(1) RESEARCH PROBLEM

Collection of Data of other companies ±Tata Indicom, Airtel & BSNL

Retailers some time gives wrong data

Limitation of time and money

(2) RESEARCH OBJECTIVE

To know the demand of RCOM bundle offer along with LGRD 3000 and 6100 as well

as the demand of RCOM Bachat pack Sim in the market

To help in development and introduction of new product

To identify the company position among competitors

To determine those factors which persuade retailers for sale of RCOM Sims/product

To find out which type of schemes retailers prefer and why?

To study the effect of irregular supply on the sale of the product

(3) SUBJECT OBJECTIVE

To compare the Airtel and Tata indicom Bundle offer with RDLG 3000, 3500 &

6100 for analyzing the status of RCOM Bundle Offer

To identify the Market share of RCOM



To find out the basic problems of retailers

To find out the performance of Distributor

To find out the basic problems of Channel of Distributor

To find out the Claims pending of Retailers

(4) INFOR MATION REQUIREMENT

Complete Price structure of RCOM, Airtel & Tata Indicom offer which includes

Sim Processing Fees

Discount Offered

Schemes offered

Service Tax

(5) SOURCES OF INFOR MATION

Data collected from the Company

Secondary Data

Internet

Retailers

Distributor

Sales Executives

Other Trainees (Runner)

(6) SCHEMES, PRODUCTS

RELIANCE PRODUCT

ZReliance Base Phone

ZReliance Mobile

ZReliance Data Card

ZReliance Voucher, E-Recharge

ZReliance PCO

ZReliance Broad Band



PRODUCTS FOR THE MONTH OF JUNE 2010

Rs. 10

Rs. 20

TOPRs. 30

UpsRs. 50

Rs. 100

Rs. 200

Rs. 300

Rs. 400

Rs. 500

Rs. 299

STVsRs. 599

Rs. 29/31/32

Rs. 250

RCVsRs. 888

Rs. 399

UN-Rs.599

LIMITED

E-

Rs. 11

SMS

FULL T.T of 7.07

FULL T.T of 16.13

TALK TIME of Rs. 25.20

TALK TIME of Rs.43.33

TALK TIME of Rs. 88.66

TALK TIME Of Rs.200

TALK TIME Of Rs.300

TALK TIME Of Rs.400

TALK TIME Of Rs.500

On-net Local@33PAISE, Off-Net Local@49 Paise (valid. 30 days)

FREE Calling R-R and R-O (validity 30days)

Free calling R-R and R-O, STD @ 50 paisa (validity 2 days)

F.T, TALKTIME RS. 888 AND VALI. OF 8 MONTHS

Talk Time 175/ & Local On-net Unlimited FREE ( 30 days)

Local Reliance Mobile & Reliance Vodafone Unlimited FREE ( 30 days)

Talk Time Rs. 399.37 & Local On-net FREE B/W 11pm to 6am, ( 30 D)

1 paisa per message & VALIDITY 30 DAYS



STD CALLING CARD

MRP

RS. 125

RS. 225

RS. 650

RS. 875

TALKTIME

113.33

226.65

589.30

793.29

VALIDITY

30 DAY

30 DAY

60 DAY

60 DAY

ON-NET

(NIGHT)

0.50

0.25

FREE

FREE

OTHER

.50

.50

0.50

0.50

RELIANCE MOBILE HAND-SET

MOBILE

RD LG 6300

RD LG 3500

RD LG 3600

RD LG 6150

CUSTOMER PRICE

1199/-

1299/-

1799/-

2699/-

RETAILAR PRICE

1165/-

1265/-

1690/-

2540/-



got the all information about the market and knew that how they work and how increase the

goodwill of Reliance Communication. They give the regular information about current

scheme & plan. We saw that there were more than 45 small & big counters under

the Sai Agency.

AREA OF DSR UNDER SAI AGENCY

Time of visited all retail counters with DSR I learnt all those thing how to explain in front of

retailer about the plan & schemes and main thing I learnt there how to convince for accepting

a big budget schemes. We familiarized with some kinds of problems those having been

retailer, in his working day with customers. After finishing all the counters I went again to the

main office for reporting my work to Ajay sir. Along with all work we had to also seen those

some counters which did not keep recharge voucher, E-recharge and some types of reliance

handset like GSK & CDMA. The main reason through which they can not keep the above

given facilities is that they were not telling their problem with us. For removing these

problems, there was only one way that they have to tell us their problem with us throughwhich we can remove that problem. Therefore at last I asked the problem and they shared

with us their problem. Since I was a junior therefore it was my responsibility to keep all the

problems in front of Mr. Ajay sir.

It was my marketing visiting for the 7 days which was the great experienced work for me. In

this period I learnt some kinds of idea for increasing the sale, also I got familiarized with

those problems which generally come in the market for selling purpose.

FULL NAME OF SOME KINDS OF SERVICE

LTV ± Life Time Validity

CAF ± Customer Application form

GSK ± Get started Kit

FWP ± Fix Wireless Phone

STV ± Special Tariff voucher

OTAF ± Over the Air Fulfillment

FRC ± First Recharge Coupon

GSM ± Global System of Mobility

CDMA ± Code Dual Module Assessment



APPROACH FOR NEW RETAIL COUNTER ± In the second phase of my training I got

the target for opening 45 new counters in the whole area that comes under in Mr. Ajay sir. I

achieved my target within 19 days for the 45 counters new approach I moved all around the

area which comes under in Mr. Ajay sir. I was having the different kinds of plans and

schemes through which I could make the new counters. Area was as follow:

Mohan garden, Rama garden, Peergadi, Uttam nagar,part-1,part-2 and Nangloi part-1 and

part-2,chankya place.

I got my 90% target. It was the good achievement for me and according to Mr. Ajay sir itwas the much appreciated work which was done by me.

TO LAUNCH NEW SCHEME THROUGH THE COMPANY ±

In the last phase of my training one new scheme was launched in the market place and this

work was conducted by the organization through me.

In the company, we had to achieved a target and the target was to provide a latest offer to the

customer directly launched by RIM service by reducing the call rate of RS.49/- SIM card

and after start the SIM recharge with 46 and call rates will be R2R-25p/m, R2O-50p/m and

STD-1 r/m. This offer was specially made for customer not for retail shopkeeper¶s .duringthe 7 days period of canopy we have to only analyze the response of customer upon this

offer. After that for the selling of SIM we have to provide this offer in the main location of

city or in the crowded area like opposite side of Big Bazaar, near of Nangloi, hastsal,

peeragadi,Uttam Nagar, Rama garden I got the target for selling 40 SIM cards in a single

canopy. But I got very good response from the customer and I sold more than 40 SIM card

in a single canopy. That was also my good achievement and I knew how to sale and provide

service with product to customer.

RESEARCH METHODOLOGY

Research methodology is a way to systematically do the job. It may be understood as a

science of studying how research is done scientifically. The most desirable approach with

regards to the selection of the research methodology depends on the nature of particular

work, time and resources available along with the desire level of accuracy.

Research Type

Data Source

Research Instrument

Type of Questionnaire

Sampling Unit

Sampling Method

Contact Method

-

-

Descriptive Research

Primary Data

Questionnaires

Structured

Retailer

Judgmental

Personal Interview



CHAPTER - 4

DATA ANALYSIS & INTERPRETATION

Data Interpretation & Finding of customer Survey

MARKET SHARE OF MOBILE SUBSCRIBERS

(1) DATA INTERPRETATION OF CUSTOMER¶S SURVEY

Age group ± Tabulating in percentage the age group of customers

Age Group

18-25

28-35

36-45

Above 45

Percentage (%)

25

47

22

6



Above figure shows that researcher having surveyed 18 respondents, 25% belong to age

group 18-28%, 47% belong to age group 28-35%, belong to age group 36-45 and 6% above

age of 45.

Income Level Tabulation

Income Group

8000

8000-12000

12000-20000

> 20000

Percentage (%)

42

34

18

6



It was found in the survey that 55% of the respondents intended to purchase either AirTel or

Rim services in the future. Out of this 55% more than ½ (that is 30% of the whole sample

size) intended to purchase AirTel and 25% intended to purchase RIM

Scaling About RCOM Service

Scale

Very good

Good

Satisfactory

Poor

Can¶t say

Percentage

40

35

30

25

20

15

10

5

0

Very good Good Satisfactory Poor

Percentage

20

25

40

10

5

Percentage

Can¶t say

The survey revealed that 40% of the respondents service RIM as satisfactory. This is a

telling comment. However the survey also found out that 20% and 25% of the respondents



service RIM as very good and good respectively. There were 5% of the respondents who

had nothing to say about the RIM. This is due to low service awareness and low penetration

level.

(2) MARKET SHARE OF MOBILE SUBSCRIBERS

MARKET SHARE OF CDMA IN BHILAI & DURG

RCOMM ± 44%

AIRTEL ± 56%

MARKET SHARE OF GSM IN BHILAI & DURG



AIRTEL ± 28%

VODAFONE ± 23%

IDEA-18%

MTNL ± 16%

RCOMM ± 12%

AIRCEL ± 3%



RETAILERS FINDING

Services provided by Retailers: -

All the retailers are dealing in all services i.e. providing Recharge Voucher,

SIM, and Tariff Voucher of all the cellular service companies present in

Chhattisgarh zone. Also most of them provide only pre-paid connection.

Satisfaction: -

Most of the retailers i.e. around 74% of respondents are satisfied with

RCOMM brand, 10% of them push RCOMM brand to the customer and rest

16% retailers are not satisfied with RCOMM brand due to claim pending and

the distributor. The retailers don¶t get schemes communicated in time by

distributor and distributor does not provide RCV & e-Top properly.

Problems: -

Around 15% of the respondents that there is network problem with RCOMM,

on the other hand they found its competitors viz. Airtel, VODAFONE, TATA

Indicom network connectivity of very good to good level.

Around 16% retailers which are under SAI AGENCY distributor projected

problem with distributors. They don¶t get schemes communicated in time by

distributor and distributor does not provide RCV & e-Top.

Support from company: -

Most of the retailers ensnared that they are supported by the companies¶

personnel & companies¶ helpline.

All companies provide POP at right time and in adequate number.

Claim process:-

In case of RCOMM process is be claimed very belatedly i.e. almost 77% of th

cases take 60-90 days, where as in case of Airtel most of the i.e. 88% is bein

finalized in time limit 0-30 days.

The claim process services of other competitors viz. AirCel, Vodafone, & Tata

Indicom are almost at par with the IDEA cellular ltd.



CHAPTER - 6

Suggestions

Appendixes

Bibliography

Questionnaire

Suggestions

On the basis of extensive study and research, here are some recommendation and

suggestion which may help the company to market the product and service more

profitability and increase its share in the Telecom market.

1. PROMOTIONAL ACTIVITIES

The company expand the budget allocation for promotional campaign in

center BHILAI & DURG. It has affected the sale service brand image of

Reliance especially in BHILAI. Low supports in promotion have lead to

fluctuation in sale

There may be some useful tools which can be su mmrized as follows:-

Advertising ± advertising should have a clear objective and message,which has not been found in recent ads. Reliance is a faster growing provider service in each state every offers and schemes they shouldshow with proper message for benefit to the customer. In busy lifecustomer do not remembered any offers and which service we can provided for the customer therefore they should by force showingadvertisement in growing market and among customer .customers wantscontinuously exposure in Cable and Local newspapers.

P ersuasive Advertising :- Now there is a need of persuasive advertising for Reliance service which

can be moved into the category of ³comparative advertising´. It will

help the company to establish the superiority of its brand service throughspecific comparison of one or more attributes and features.

(3)Technical Expertise:-

The advertisement should show the companies expertise, experience and

pride in market the product service sale.

Media A combination of print ads and TV commercial do a better job.

Local ads and publicity should be giving more stress. Hoardings,

banners, wall painting should be promoted, as some expenses are also

beard by dealers. Ads on Cable network result greater audienc e



attention. Schemes, gift offers etc. must be highlighted through Radio

and Local newspapers.

2. SALES PROMOTION

Cash discount

Premiums

Appointment of sale promoter

Financial schemes

3. OCCASIONAL DISCOUNT

The company may go for occasional discount offers or price off from time

to time specially during any festival. Off season discount may also prove

helpful to check fluctuating sales.

4. PRODUCT QUALITY AND TECHNICAL FEATURES

As for as some hand set mobile product quality is concerned, there is an

urgent need of technical up gradation of Reliance mobile product line. It

would be beneficial for company to launch some colors mobile ha nd set

with the some added feature and minimum price.



ANNEXURE 1

SAMPLE QUESTIONNAIRE

(FOR FINDING RIM INDICOM CUSTOMERS)

Name:

Occupation:

1.Do you have any Landline/Mobile Connection?

Yes e No

2.How many connections do you have? SOne STwo SMore than two

3.Are you a Reliance subscriber? eYes e No

4.Why did you choose Reliance?

1)For better services

2)Better Tariff plans

3)Value added services

4)Easily available connections

e

e

e

e

5. Is there a major difference between the services of Reliance and other service providers? eYes e No

6.Are you satisfied with the services and facilities of Reliance? eYes e No

7.What is the average monthly Outgoing call from your connection? S100-200 S201-400 S401 & above

8.What is your average monthly Bill? S300-500 S1500 & above

9.Do you have a STD facility? SYes S No

S501-1000 S1000-1500

10.Are you ready to pay more for Value Added Services?

SYes S No

11.Would you subscribe to services of other providers in case you get better services? eYes

Thank s

e No

my summer trainning report 1

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