PROJECT REPORT

ON

“ACCOUNT MANAGEMENT AND LEAD GENERATION”

VODAFONE BUSINESS SOLUTIONS

UNDERTAKEN AT

VODAFONE, JAIPUR

Submitted in partial fulfilment for the award of degree of

Master of Business Administration

Submitted To: Submitted By:

Mr. Sandeep Vyas Neelam Meena

RTU MBA 3rd Semester

International School of Informatics and Management Jaipur

Session 2012-2013

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Acknowledgement

I express my sincere thanks to my project guide, Mr Agam Mathur,

Designation Channel Sales Manager, Vodafone, Jaipur, for guiding me

right form the inception till the successful completion of the project. I

sincerely acknowledge him for extending his valuable guidance, support

for literature, critical reviews of project and the report and above all the

moral support he had provided to me with all stages of this project.

I would also like to thank my faculty members for their constant support

and motivation.

Neelam Meena

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Preface

The underlying aim of the project report as an integral part of MBA

program is to provide the students with practical aspects of the

organization – working environment. Such type of presentation helps a

student to visualize and realize about the congruencies between the

theoretical learning in the premises of college and actual followed by the

organization. It gives the knowledge of application aspect of the theories

learnt in the classroom.

This project Report presents a brief idea about the working of the big

MNC’s and the detail description of the Vodafone’s corporate plans, tell

that how hard a company has to try to survive in the market. I have tried

to include all the aspects of my project to the best of my knowledge. Still

some errors might have crept in this report.

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Executive Summary

This report contains the crux of the study of new concept presented by

Vodafone i.e. corporate plans tailor made for members of Jewellery

Association (JAS) that provide the various benefits. Also this report

covers the market survey of the members of the JAS to understand the

effectiveness of this plan. The crux of this project comes out to be is that

companies try very hard to survive in this competitive market. They do

whatever they can to control their market capture and so while opening a

new business, one should ponder upon all the aspects of it, so that the

probability of risk is reduced to very little level.

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Index

1. Introduction to Industrya. Cellular Service Providers

i. Bharti Airtelii. Reliance Communicationiii. BSNLiv. Vodafonev. Tata Indicomvi. Ideavii. Aircelviii. Uninor

b. Market Share of Indian Telecom Companies2. Introduction to Vodafone

a. Briefb. Missionc. Visiond. Historye. Vodafone Essarf. Previous Brandsg. SWOT Analysish. Future Agenda

3. Introduction to Account Mapping and Lead Generation-Vodafone Business Solutions

a. Corporateb. Corporate Planc. Evaluating the Corporate Pland. Strategic Planning Methodologye. Corporate Planning Processf. Closed User Groupg. Jewellery Association (JAS)

4. Research Methodologya. Introductionb. Benefits of Studyc. Title of the Studyd. Duration of the Studye. Objectives of the Studyf. Type of researchg. Sample Size and Method of Samplingh. Scope of Study

5. Process of researcha. Problem Identification

7991214181821222325262627272734363738

40414243434646475151515252525252525353

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b. Research Designc. Data Collection and Samplingd. Data Analysis and Interpretation

6. Facts and Findings7. Conclusion8. Annexure9. Bibliography

54545767686970

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1.Introduction to Industry

The telecom network in India is the fifth largest network in the world

meeting up with global standards. Presently, the Indian telecom industry

is currently slated to an estimated contribution of nearly 1% to India’s

GDP. The Indian Telecommunications network with 110.01 million

connections is the fifth largest in the world and the second largest

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

market in the world and represents unique opportunities for U.S.

companies in the stagnant global scenario. The total subscriber base,

which has grown by 40% in 2005, is expected to reach 250 million in

2007.

According to Broadband Policy 2004, Government of India aims at 9

million broadband connections and 18 million internet connections by

2007. The wireless subscriber base has jumped from 33.69 million in

2004 to 62.57 million in FY2004- 2005. In the last 3 years, two out of

every three new telephone subscribers were wireless subscribers.

Consequently, wireless now accounts for 54.6% of the total telephone

subscriber base, as compared to only 40% in 2003. Wireless subscriber

growth is expected to bypass 2.5 million new subscribers per month by

2007. The wireless technologies currently in use are Global System for

Mobile Communications (GSM) and Code Division Multiple Access

(CDMA). There are primarily 9 GSM and 5 CDMA operators providing

mobile services in 19 telecom circles and 4 metro cities, covering 2000

towns across the country. India's mobile telecom sector is one of the

fastest growing sectors. Unlike in the 1990s when the mobile phone was

an elitist product, mobile operators now tap a mass market with mass

marketing techniques. "Unified licensing" rules allow basic and mobile

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operators into each other’s territory, and have ushered in perhaps the

final phase of industry consolidation. It seems that only companies with

deep pockets can effectively compete as primary operators mobile

markets. Economies of scale, scope, and end-to-end presence in long-

distance as well as local telecom, are desirable. There are, besides, new

challenges. Operators have to find new growth drivers for the wire line

business. There are problems of getting broadband to take off, of

technology choice, of when to introduce new technologies, and of

developing a viable business model in an era of convergence.

India has the fastest growing mobile markets in the world. The mobile

services were commercially launched in August 1995 in India. In the

initial 5-6 years the average monthly subscribers additions were around

0.05 to 0.1 million only and the total mobile subscribers base in

December 2002 stood at 10.5 million. However, after the number of

proactive initiatives taken by regulator and licensor, the monthly

subscriber additions increased to around 2 million per month in the year

2003-04 and 2004-05.

Although mobile telephones followed the New Telecom Policy 1994,

growth was tardy in the early years because of the high price of

handsets as well as the high tariff structure of mobile telephones. The

New Telecom Policy in 1999, the industry heralded several pro

consumer initiatives. Mobile subscriber additions started picking up. The

number of mobile phones added throughout the country in 2003 was 16

million, followed by 22 million in 2004, 32 million in 2005 and 65 million

in 2006. The only countries with more mobile phones than India with

156.31 million mobile phones are China – 408 million and USA – 170

million. India has opted for the use of both the GSM (global system for

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mobile communications) and CDMA (code-division multiple access)

technologies in the mobile sector. The mobile tariffs in India have also

become lowest in the world. A new mobile connection can be activated

with a monthly commitment of US$ 5 only. In 2005 alone 32 million

handsets were sold in India. The data reveals the real potential for

growth of the Indian mobile market.

a. Cellular Service Providers

As on Apr 2007 India has 167 million mobile phone subscribers. Out of

this 125 million are GSM users and 41 million CDMA users. BSNL,

Bharti Airtel, Hutch, Idea, Aircel, Spice and MTNL are the main GSM

providers in India. Reliance Communications and Tata Indicom are the

main CDMA providers in India.

i. Bharti Airtel

Bharti Airtel Limited commonly known as Airtel, is the largest Indian

telecommunications company that operates in 20 countries across South

Asia, Africa and the Channel Islands. It operates a GSM network in all

countries, providing 2G, 3G and 4G services depending upon the

country of operation. Airtel is the world's third-largest mobile

telecommunications company with over 261 million subscribers across

20 countries as of August 2012. It is the largest cellular service

provider in India, with 200.00 million subscribers as of 09 August

2012. Airtel is the third largest in-country mobile operator by subscriber

base, behind China Mobile and China Unicom. Airtel is the largest

provider of mobile telephony and second largest provider of fixed

telephony in India, and is also a provider of broadband and subscription

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television services. It offers its telecom services under the airtel brand,

and is headed by Sunil Bharti Mittal. Bharti Airtel is the first Indian

telecom service provider to achieve Cisco Gold Certification. It also acts

as a carrier for national and international long distance communication

services. The company has a submarine cable landing station at

Chennai, which connects the submarine cable connecting Chennai and

Singapore.

It is known for being the first mobile phone company in the world

to outsource all of its business operations except marketing, sales and

finance. Its network—base stations, microwave links, etc.—is maintained

by Ericsson, Nokia Siemens Network and Huawei, and business support

is provided by IBM, and transmission towers are maintained by another

company (Bharti Infratel Ltd. in India). Ericsson agreed for the first time

to be paid by the minute for installation and maintenance of their

equipment rather than being paid up front, which allowed Airtel to

provide low call rates of  1/minute (US$0.02/minute). During the last

financial year (2009–10), Bharti negotiated for its strategic

partner Alcatel-Lucent to manage the network infrastructure for the tele-

media business. On 31 May 2012, Bharti Airtel awarded the three year

contract to Alcatel-Lucent for setting up a Protocol across the country.

This would help consumer’s access internet at faster speed and high

quality internet browsing on mobile handsets.

History

Sunil Bharti Mittal founded the Bharti Group. In 1983, Mittal was in an

agreement with Germany's Siemens to manufacture push-button

telephone models for the Indian market. In 1986, Mittal incorporated

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Bharti Telecom Limited (BTL), and his company became the first in India

to offer push-button telephones, establishing the basis of Bharti

Enterprises. By the early 1990s, Sunil Mittal had also launched the

country's first fax machines and its first cordless telephones. In 1992,

Mittal won a bid to build a cellular phone network in Delhi. In 1995, Mittal

incorporated the cellular operations as Bharti Tele-Ventures and

launched service in Delhi. In 1996, cellular service was extended to

Himachal Pradesh. In 1999, Bharti Enterprises acquired control of JT

Holdings, and extended cellular operations to Karnataka and Andhra

Pradesh. In 2000, Bharti acquired control of Skycell Communications, in

Chennai. In 2001, the company acquired control of Spice Cell in

Calcutta. Bharti Enterprises went public in 2002, and the company was

listed on Bombay Stock Exchange and National Stock Exchange of

India. In 2003, the cellular phone operations were rebranded under the

single Airtel brand. In 2004, Bharti acquired control of Hexacom and

entered Rajasthan. In 2005, Bharti extended its network to Andaman

and Nicobar. This expansion allowed it to offer voice services all across

India. In 2009, Airtel launched its first international mobile network in Sri

Lanka. In 2010, Airtel acquired the African operations of the Kuwait

based Zain Telecom.In March 2012, Airtel launched a mobile operation

in Rwanda.

Organisational Structure

The organisational structure that existed until recently concentrated on

the hierarchy of the operations inside the company as a whole. The

structure depicts the corresponding operation/region of different in-

charges and it didn't hold anyone responsible for each of its services.

So, the company found it better to restructure its organizational chart.

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The transformed organisational structure will have two distinct Customer

Business Units (CBU) with clear focus on B2C (Business to Customer)

and B2B (Business to Business) segments. Bharti Airtel's B2C business

unit will comprehensively service the retail consumers, homes and small

offices, by combining the erstwhile business units—Mobile, Telemedia,

Digital TV, and other emerging businesses (like M-commerce, M-health,

M-advertising etc.). The B2C organization will consist of Consumer

Business and Market Operations. It is the largest telecommunication

company in India.

ii. Reliance Communication

Reliance Communications Ltd. (commonly called RCOM) is an Indian

broadband and telecommunications company headquartered in Navi

Mumbai, India. RCOM is the world's 15th largest mobile phone

operator with over 150 million subscribers and India's 2nd largest

telecom operator in India, only after Bharti Airtel. Established on 2004, a

subsidiary of the Reliance Group.

The company has five segments: Wireless segment includes wireless

operations of the company; broadband segment includes broadband

operations of the company; Global segment include national long

distance and international long distance operations of the company and

the wholesale operations of its subsidiaries; Investment segment

includes investment activities of the Group companies, and Other

segment consists of the customer care activities and direct-to-

home (DTH) activities. It ranks among the top 5 telecommunications

companies in the world by number of customers in a single country.

Reliance Communications corporate clientele includes 2,100 Indian

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and multinational corporations, and over 800 global, regional and

domestic carriers. The company has established a pan-India, next-

generation, integrated (wireless and wireline), convergent (voice, data

and video) digital network that is capable of supporting services

spanning the entire communications value chain, covering over 24,000

towns and 600,000 villages. Reliance Communications owns and

operates the next-generation IP-enabled connectivity

infrastructure, comprising over 190,000 kilometres of fibre optic cable

systems in India, USA, Europe, Middle East and the Asia Pacific region.

Subsidiaries

Reliance Telecommunication Limited (RTL)

In July 2011, the company announced it was buying US-based

managed Ethernet and application delivery services company Yipes

Enterprise Services for a cash amount of  1200 crore (the equivalent of

US$300 million). The deal was announced of the overseas acquisition,

the Reliance group has amalgamated the United States-based Flag

Telecom for $210 million (roughly  950 crore). RTL operates in Madhya

Pradesh, West Bengal, Himachal Pradesh, Orissa, Bihar, Assam,

Kolkata and Northeast, offering GSM services.

Reliance Tech Services

Reliance Tech Services is the IT wing of Reliance Anil Dhirubhai Ambani

group. It provides IT consultancy, business process outsourcing and

software development for Reliance Communications and other ADA

group companies. It provides services to industry sectors such as

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telecommunications, financial services, utilities, entertainment,

infrastructure, BPO operations and health care.

Reliance Globalcom

RGL owns the world’s largest private undersea cable system, spanning

65,000 km seamlessly integrated with Reliance Communications. Over

110,000 km of domestic optic fiber provides a robust Global Service

Delivery Platform, connecting 40 key business markets in India, the

Middle East, Asia, Europe, and the U.S.

Reliance Digital TV

Reliance Big TV launched in August 2008 and thereafter acquired 1

million subscribers within 90 days of launch, the fastest ramp-up ever

achieved by any DTH operator in the world. Reliance Big TV offers its

1.7 million customers DVD-quality pictures on over 200 channels using

MPEG-4 technology.

iii. BSNL

Bharat Sanchar Nigam Limited (abbreviated BSNL) is an Indian state

owned telecommunications company, headquartered in New

Delhi, India. It is the largest provider of fixed telephony and fourth

largest mobile telephony provider in India, and is also a provider of

broadband services. However, in recent years the company's revenue

and market share plunged into heavy losses due to intense competition

in Indian telecommunications sector. BSNL is India's oldest and largest

communication service provider (CSP). It had a customer base of 95

million as of June 2011. It has footprints throughout India except for the

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metropolitan cities of Mumbai and New Delhi, which are managed

by Mahanagar Telephone Nigam (MTNL).

BSNL then known as the Department of Telecommunications had been

a near monopoly during the socialist period of the Indian economy.

During this period, BSNL was the only telecom service provider in the

country. MTNL was present only in Mumbai and New Delhi. During this

period BSNL operated as a typical state-run organization, inefficient,

slow, bureaucratic, and heavily unionised. As a result subscribers had to

wait for as long as five years to get a telephone connection. The

corporation tasted competition for the first time after the liberalisation of

Indian economy in 1991. Faced with stiff competition from the private

telecom service providers, BSNL has subsequently tried to increase

efficiencies itself. DoT veterans, however, put the onus for the sorry

state of affairs on the Government policies, where in all state-owned

service providers were required to function as mediums for achieving

egalitarian growth across all segments of the society. The corporation

(then DoT), however, failed to achieve this and India languished among

the most poorly connected countries in the world. BSNL was born in

2000 after the corporatisation of DoT. The corporatisation of BSNL was

undertaken by an external international consulting team consisting of a

consortium of A.F.Ferguson & Co, JB Dadachanji and NM Rothschild -

and was probably the most complex corporatisation exercise of its kind

ever attempted anywhere because of the quantum of assets (said to be

worth USD 50 Billion in terms of breakup value) and over half a million

directly and indirectly employed staff. Satish Mehta, who led the team

later confessed that one big mistake made by the consortium was to

recommend the continuation of the state and circle based geographical

units which may have killed the synergies across regions and may have

actually made the organisation less efficient than had it been a seamless

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national organisation. Vinod Vaish, then Chairman of the Telecom

Commission made a very bold decision to promote younger talent from

within the organisation to take up a leadership role and promoted the

older leaders to a role in licensing rather than in managing the

operations of BSNL. The efficiency of the company has since improved,

however, the performance level is nowhere near the private players.

The corporation remains heavily unionised and is comparatively slow in

decision making and its implementation, which largely acts at the

instances of unions without bothering about outcome. Management has

been reactive to the schemes of private telecom players. Though it offers

services at lowest tariffs, the private players continue to notch up better

numbers in all areas, years after year. BSNL has been providing

connections in both urban and rural areas. Pre-activated Mobile

connections are available at many places across India. BSNL has also

unveiled cost-effective broadband internet access plans (DataOne)

targeted at homes and small businesses. At present BSNL enjoy's

around 60% of market share of ISP services. BSNL provides almost

every telecom service in India.

Services Provided By BSNL:

Universal Telecom Services: Fixed wire line services and landline in

local loop (WLL) using CDMA Technology called bfone and

Tarang respectively. As of June 30, 2010, BSNL had 75% market share

of fixed lines.

Cellular Mobile Telephone Services: BSNL is major provider of

Cellular Mobile Telephone services using GSM platform under the brand

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name Cell one & Excel (BSNL Mobile). As of June 30, 2010 BSNL has

13.50% share of mobile telephony in the country.

WLL-CDMA Telephone Services: BSNL's WLL (Wireless in Local

Loop) service is a service giving both fixed line telephony & Mobile

telephony.

Internet: BSNL provides Internet access services through dial-up

connection (as Sancharnet through 2009) as Prepaid, (Net One) as

Post-paid and ADSL broadband (BSNL Broadband). BSNL held 55.76%

of the market share with reported subscriber base of 9.19 million Internet

subscribers with 7.79% of growth at the end of March 2010. Top 12 Dial-

up Service providers, based on the subscriber base, It Also Provides

Online Games via Its Games on Demand (GOD)

Intelligent Network (IN): BSNL offers value-added services, such as

Free Phone Service (FPH), India Telephone Card (Prepaid card),

Account Card Calling (ACC), Virtual Private Network (VPN), Tele-voting,

Premium Rae Service (PRM), Universal Access Number (UAN).

3G:BSNL offers the '3G' or the'3rd Generation' services which includes

facilities like video calling, mobile broadband, live TV, 3G Video portal,

streaming services like online full length movies and video on demand

etc.

IPTV: BSNL also offers the 'Internet Protocol Television' facility which

enables watch television through internet.

FTTH: Fibre to The Home facility that offers a higher bandwidth for data

transfer. This idea was proposed on post-December 2009

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Helpdesk: BSNL's Helpdesk (Helpdesk) provide help desk support to

their customers for their services.

VVoIP: BSNL, along with Sai Info system - an Information and

Communication Technologies (ICTs) provider - has launched Voice and

Video over Internet Protocol (VVoIP). This will allow making audio as

well as video calls to any landline, mobile, or IP phone anywhere in the

world, provided that the requisite video phone equipment is available at

both ends.

WiMax: BSNL has introduced India's first 4th Generation High-Speed

Wireless Broadband Access Technology with the minimum speed of

256kbit/s. The focus of this service is mainly rural customer where the

wired broadband facility is not available.

iv. Vodafone

Vodafone is another emerging GSM provider in India with coverage in

Kerala, Mumbai, Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh,

Karnataka and Punjab with a total subscriber base of 27 million.

v. Tata Indicom

Tata Teleservices Limited (TTSL) is an Indian broadband and

telecommunications service provider based in Mumbai, Maharashtra,

India. It is a subsidiary of the Tata Group, an Indian conglomerate. It

operates under the brand name Tata DoCoMo in various telecom circles

of India.

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In Nov 2008, Japanese telecom giant NTT DoCoMo picked up a 26 per

cent equity stake in Tata Teleservices for about Rs 13,070 crore ($2.7

billion) or an enterprise value of Rs 50,269 crore ($10.38 billion).

In Feb 2008, TTSL announced that it would provide CDMA mobile

services targeted towards the youth, in association with the Virgin

Group on a Franchisee model basis.

Tata Teleservices provides mobile services under the following brand

names:

Tata DoCoMo (CDMA & GSM mobile operator, wireless

broadband)

Virgin Mobile (CDMA & GSM mobile operator)

T24 Mobile (GSM mobile operator)

TATA DoCoMo, usually referred to as DoCoMo (not to be confused

with NTT DoCoMo), is an Indian cellular service provider on the

GSM and platform-arising out of the strategic joint venture between Tata

Teleservices (subsidiary of Indian conglomerate Tata Group) and

Japanese telecom giant NTT DoCoMo (subsidiary of Nippon Telegraph

and Telephone) in November 2008. It is the country's sixth largest

operator in terms of subscribers (including both GSM and CDMA).

Tata DoCoMo received a license to operate GSM telecom services in 19

telecom Circles and has been allotted spectrum in 18 of these circles,

under the brand "TATA DoCoMo". Tata DoCoMo launched GSM

services on 24 June 2009. It first launched in South India and currently

operates GSM services in 18 of 22 telecom circles. It has licence to

operate in Delhi but has not been allocated spectrum from the

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Government. DoCoMo provides services throughout India. Tata

DOCOMO offers both prepaid and post-paid cellular phone services. It

has become very popular with its one second pulse especially in semi-

urban and rural areas. On 5 November 2010, Tata DOCOMO became

the first private sector telecom company to launch 3G services in India.

Tata DOCOMO had about 42.34 million users at the end of December

2010. On 20 October 2011, Tata DoCoMo brought its brands - GSM,

Photon, and INTERNET TATADOCOMO Walky - under the Tata

DoCoMo name. All subscribers to these services were migrated to the

DoCoMo brand on 20 October 2011.

Virgin Mobile India Limited is a cellular telephone service provider

company which is a joint venture between Tata Teleservices and

Richard Branson's Virgin Group. Currently, the company uses

Tata's CDMA network to offer its services under the brand name Virgin

Mobile, and it has also started GSM services in some states. “Virgin

Mobile” branded services are being offered to the Indian consumers by

Tata Teleservices through a brand franchise with Virgin Mobile. Virgin

Mobile India provides Tata Teleservices with experience and expertise in

designing, marketing and servicing of “Virgin Mobile” branded products

for the youth segment. Virgin Mobile offers prepaid and post-paid on

both GSM as well as CDMA. Virgin Mobile also offers wireless services

under the brand name Datamax. Virgin Mobile is also India's first

national youth-focused mobile service, with presence across 45, 00,000

outlets reaching over 3, 20, 00000 cities, towns and villages across

India.

It was also ranked as the No. 1 for customer satisfaction within the first

year of its launch with an overall score of over 95%. It have also been

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adjudged the 'Buzziest Brands of 2009' i.e. the most searched for brands

by surfers, in a survey carried out by a leading online portal in India.

vi. Idea

In 2000, Tata Cellular was a company providing mobile services in

Andhra Pradesh. When Birla-AT&T brought Maharashtra and Gujarat to

the table, the merger of these two entities was a reality. Thus Birla-Tata-

AT&T, popularly known as Batata, was born and was later rebranded as

IDEA. Then Idea set sights on RPG’s operations in Madhya Pradesh

which was successfully acquired, helping Batata have a million

subscribers, and the licence to be the fourth operator in Delhi was

clinched.

In 2004, Idea (the company had by then been rechristened) bought over

the Escorts group’s Escotel gaining Haryana, Uttar Pradesh (West)

and Kerala — and licences for three more — UP (East), Rajasthan and

Himachal Pradesh. By the end of that year, four million Indians were on

the company’s network. In 2005, AT&T sold its investment in Idea, and

the year after Tatas also bid good bye to pursue an independent telecom

business. And Idea was left only with one promoter, the AV Birla group.

Modi’s joint venture partner, Telekom Malaysia, invested Rs 7,000 crore

for a 14.99% stake in Idea. Just around then, Idea’s subsidiary, Aditya

Birla Telecom sold a 20% stake to US-based Providence Equity Partners

for over Rs 2,0000 crore.

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vii. Aircel

Aircel group is an Indian mobile network operator headquartered

in Chennai, that provides wireless voice, messaging and data services in

India. It is a joint venture between Maxis Communications Berhad of

Malaysia and Sindya Securities & Investments Private Limited, whose

current shareholders are the Reddy family of Apollo Hospitals Group of

India, with Maxis Communications holding a majority stake of

74%. Aircel commenced operations in 1999 and today the leading

mobile operator in Tamil Nadu, Assam, North- East and Chennai. It is

India’s fifth largest GSM mobile service provider & seventh largest

mobile service provider (both GSM and CDMA) with a subscriber base of

over 51.83 million, as of January 31, 2011. It has a market share of

6.72% among the GSM operators in the country. Additionally, Aircel has

also obtained permission from Department of Telecommunications (DoT)

to provide International Long Distance (ILD) and National Long

Distance (NLD) telephony services. It also has the largest service

in Tamil Nadu.

Aircel placed an actual dinghy lifeboat to a downtown billboard. A rope

with a sign reading, “In case of emergency, cut rope”, held up the

branded raft. July 15, 2009 the monsoon arrived with flooded streets and

so did Aircel customer service. The dinghy was cut down and

pedestrians were safely transported. What Aircel calls “Corporate Social

Responsibility – A Solution”. The company was able to generate positive

publicity and show consumers that they care.

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Beautification of Anna Flyover has been taken up Aircel for a period of

three years; the contract has been awarded by TNRIDC and executed

by Chennai based outdoor advertising agency Abra Media Networks.

This project boasts of first of its kind lighting solution for the entire stretch

of the bridge and many other landscapes to enhance the look of the

whole bridge. As far as the utility is concerned, they are building a

dedicated toilet for the police guarding the Anna Flyover and the US

Embassy. Once this flyover is beautified, Aircel plans to maintain it for 3

years. Aircel tied up with Tamil Nadu Public Works Department for

beautification and maintaining of Gandhi Mandpam, Guindy in opposite

of Anna University.

viii. Uninor

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

The company holds Unified Access Service(UAS) licences[1] to offer

mobile telephony services in each of India’s 22 telecom circles, and has

received spectrum to roll out services in 21 of these (excluding Delhi).

The company is a joint venture between Telenor Group, a

telecommunications company headquartered in Oslo, Norway, and

Unitech Group, an Indian real estate company. Telenor owns a

controlling majority stake in the company (67.25%), which has been

branded Uninor in the Indian market.

Uninor offers mobile voice and data services based on

the GSM technology, currently on a 5.4 MHz spectrum. Uninor services

are commercially available in 13 circles across India. With a ‘value for

money’ proposition in the market, Uninor targets youth and other

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communities within the Indian mass market. As of December 2011,

Uninor has 36 million customers and a total workforce of 17,500 people.

The company has more than 22,000 partners in India. Uninor products

and services are available from a more than 375,000 retail outlets

serviced by 1,900 distributors all over the country. The company Unitech

Wireless was until 2009 a subsidiary of Unitech Group, holding a

wireless services licence for all 22 Indian telecom circles since 2008. In

early 2009, Unitech Group and Telenor agreed to enter a joint venture

where Telenor Group would inject fresh equity investments of INR 61.35

billion into Unitech Wireless to take a majority stake in the company.

This was operating capital invested directly in Unitech Wireless by

Telenor Group.

Telenor Group conducted these investments in four tranches, and

subsequent to approvals from the Indian Foreign Investment Promotion

Board (FIPB) and the Cabinet Committee of Economic Affairs (CCEA)

took 67.25% ownership of Unitech Wireless. In September, the company

announced its brand name as Uninor. Uninor launched its first eight

circles on 3 December 2009, after completing one of the world’s largest

GSM Greenfield launches which was also one of the fastest telecom roll-

outs ever in India. The brand was built around an ambition to serve the

young, aspiring India. Six months later, five additional circles were

launched including metros like Mumbai and Kolkata, making the brand

commercially operational in 13 telecom circles of India.

Uninor has facilitated rapid scaling of the company through a lean

operation model, where a large share of the network infrastructure is

outsourced to business partners. With a relatively recent infrastructure in

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place, Uninor operates one of the most modern GSM networks in the

country. Uninor’s modern equipment has enabled it to introduce targeted

offerings and serve a large audience with limited spectrum. As the first

mobile operator in India, Uninor introduced Dynamic Pricing, a concept

that gives consumers discounts that are based on current network traffic

at an individual site and change with location and time. About 40% of

Uninor’s customers are on a Dynamic Pricing plan. Over the summer of

2010, the company further simplified its strategy with a focus on three

core areas – excellence in mass market distribution, basic services and

cost efficient operations. Changes were also made to the product mix

and marketing communication – making them simpler, more direct and

clearly positioning Uninor as an affordable mass market service. Uninor

has grown from 0 to 36 million customers (as of December 2011) within

less than two years, and is now emerging as the most successful of the

new entrants that obtained licenses in 2008. The company has more

than double the subscribers of all of the other entrants combined.

b.Market Share of Indian Telecom Companies

16%

12%

11%17%

19%

9%

7% 5%4%

VodafoneIdeaBSNlRelianceBharti AirtelTataAircelUninorOther

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2.Introduction to Vodafone

a. Brief

Vodafone is a mobile network operator headquartered in Berkshire,

England, UK. It is the largest mobile telecommunications network

company in the world by turnover and has a market value of about £75

billion (August 2008). Vodafone currently has operations in 25 countries

and partner networks in a further 42 countries.

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The name Vodafone comes from Voice data fone, chosen by the

company to "reflect the provision of voice and data services over mobile

phones." As of 2006 Vodafone had an estimated 260 million customers

in 25 markets across 5 continents. On this measure, it is the second

largest mobile telecom group in the world behind China Mobile. In the

United States, Vodafone owns 45% of Verizon Wireless.

b.Mission

Vodafone is primarily a user of technology rather than a developer of it,

and this fact is reflected in the emphasis of our work program on

enabling new applications of mobile communications, using new

technology for new services, research for improving operational

efficiency and quality of our networks, and providing technology vision

and leadership that can contribute directly to business decisions.

c. Vision

Our Vision is to be the world’s mobile communication leader – enriching

customers’ lives, helping individuals, businesses and Communities be

more connected in a mobile world.

d.History

In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd.

won one of two UK cellular telephone network licenses. The network,

known as Racal Vodafone was 80% owned by Racal, with Millicom and

the Hambros Technology Trust owning 15% and 5% respectively.

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Vodafone was launched on 1 January 1985. Racal Strategic Radio was

renamed Racal Telecommunications Group Limited in 1985. On 29

December 1986 Racal Electronics bought out the minority shareholders

of Vodafone for GB£110 million.

In September 1988 the company was again renamed Racal Telecom

and on 26 October 1988 Racal Electronics floated 20% of the company.

The flotation valued Racal Telecom at GB£1.7 billion On 16 September

1991 Racal Telecom was demerged from Racal Electronics as Vodafone

Group. In July 1996 Vodafone acquired the two thirds of Talkland it did

not already own for £30.6 million. On 19 November 1996, in a defensive

move, Vodafone purchased Peoples Phone for £77 million, a 181 store

chain whose customers were overwhelmingly using Vodafone's network.

In a similar move the company acquired the 80% of Astec

Communications that it did not own, a service provider with 21 stores. In

1997 Vodafone introduced its Speech mark logo, as it is a quotation

mark in a circle; the O's in the Vodafone logotype are opening and

closing quotation marks, suggesting conversation.

On 29 June 1999 Vodafone completed its purchase of AirTouch

Communications, Inc. and changed its name to Vodafone Airtouch plc.

Trading of the new company commenced on 30 June 1999. To approve

the merger, Vodafone sold its 17.2% stake in E-Plus Mobilfunk. The

acquisition gave Vodafone a 35% share of Mannesmann, owner of the

largest German mobile network.

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Vodafone’s original logo used until the introduction of the

speech mark logo in 1998

On 21 September 1999 Vodafone agreed to merge its U.S. wireless

assets with those of Bell Atlantic Corp to form Verizon Wireless. The

merger was completed on 4 April 2000.

In November 1999 Vodafone made an unsolicited bid for Mannesmann,

which was rejected. Vodafone's interest in Mannesmann had been

increased by the latter's purchase of Orange, the UK mobile operator.

Chris Gent would later say Mannesmann's move into the UK broke a

"gentleman's agreement" not to compete in each other's home territory.

The hostile takeover provoked strong protest in Germany and a "titanic

struggle" which saw Mannesmann resists Vodafone's efforts. However,

on 3 February 2000 the Mannesmann board agreed to an increased

offer of £112bn, then the largest corporate merger ever. The EU

approved the merger in April 2000. The conglomerate was subsequently

broken up and all manufacturing related operations sold off.

On 28 July 2000 the Company reverted to its former name, Vodafone

Group Plc. In April 2001 the first 3G voice call was made on Vodafone

United Kingdom's 3G network. In 2001 the Company took over Eircell,

then part of eircom in Ireland, and rebranded it as Vodafone Ireland. It

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then went on to acquire Japan's third-largest mobile operator J-Phone,

which had introduced camera phones first in Japan.

On 17 December 2001 Vodafone introduced the concept of "Partner

Networks" by signing TDC Mobil of Denmark. The new concept involved

the introduction of Vodafone international services to the local market,

without the need of investment by Vodafone. The concept would be

used to extend the Vodafone brand and services into markets where it

does not have stakes in local operators. Vodafone services would be

marketed under the dual-brand scheme, where the Vodafone brand is

added at the end of the local brand. (i.e., TDC Mobil-Vodafone etc.)

In February 2002 Finland was added into the mobile community, as

Radiolinja is signed as a Partner Network. Radiolinja later changed its

named to Elisa. Later that year the Company rebranded Japan's J-sky

mobile internet service as Vodafone live! And on 3 December 2002 the

Vodafone brand was introduced in the Estonian market with signing of a

Partner Network Agreement with Radiolinja (Eesti). Radiolinja (Eesti)

later changed its name to Elisa.

On 7 January 2003 the Company signed a group-wide Partner

agreement with mobilkom Austria. As a result, Austria, Croatia, and

Slovenia were added to the community. In April 2003 Og Vodafone was

introduced in the Icelandic market and in May 2003 Vodafone Italy

(Omnitel Pronto-Italia) was rebranded Vodafone Italy. On 21 July 2003

Lithuania was added to the community, with the signing of a Partner

Network agreement with Bitė.

In February 2004 Vodafone signed a Partner Network Agreement with

Luxembourg's LuxGSM and a Partner Network Agreement with Cyta of

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Cyprus. Cyta agreed to rename its mobile phone operations to

Cytamobile-Vodafone. In April 2004 the Company purchased Singlepoint

airtime provider from John Caudwell (Caudwell Group) and approx

1.5million customers onto its base for £405million, adding sites in Stoke

on Trent (England) to existing sites in Newbury (HQ), Birmingham,

Warrington and Banbury. In November 2004 Vodafone introduced 3G

services into Europe.

In June 2005 the Company increased its participation in Romania's

Connex to 99% and also bought the Czech mobile operator Oskar. On 1

July 2005 Oskar of the Czech Republic was rebranded as Oskar-

Vodafone. Later that year on 17 October 2005 Vodafone Portugal

launched a revised logo, using new text designed by Dalton Maag, and a

3D version of the Speech mark logo, but still retaining a red background

and white writing (or vice versa). Also, various operating companies

started to drop the use of the SIM card pattern in the company logo.

(The rebranding of Oskar-Vodafone and Connex-Vodafone also does

not use the SIM card pattern.) A custom typeface by Dalton Maag

(based on their font family InterFace) formed part of the new identity.

On 28 October 2005 Connex in Romania was rebranded as Connex-

Vodafone and on 31 October 2005 the Company reached an agreement

to sell Vodafone Sweden to Telenor for approximately €1 billion. After

the sale, Vodafone Sweden became a Partner Network. In December

2005 Vodafone won an auction to buy Turkey's second-largest mobile

phone company, Telsim, for $4.5 billion. In December 2005 Vodafone

Spain became the second member of the group to adopt the revised

logo: it was phased in over the following six months in other countries.

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In 2006 the Company rebranded its Stoke-on-Trent site as Stoke

Premier Centre, a centre of expertise for the company dealing with

Customer Care for its higher value customers, technical support, sales

and credit control. All cancellations and upgrades started to be dealt with

by this call centre. On 5 January 2006 Vodafone announced the

completion of the sale of Vodafone Sweden to Telenor. On February

2006 the Company closed its Birmingham Call Centre. In 1 February

2006 Oskar Vodafone became

Vodafone Czech Republic, adopting the revised logo and on 22

February 2006 the Company announced that it was extending its

footprint to Bulgaria with the signing of Partner Network Agreement with

Mobiltel, which is part of mobilkom Austria group.

On 12 March 2006 former chief, Sir Christopher Gent, who was

appointed the honorary post Chairman for Life in 2003, quits following

rumours of boardroom rifts. In April 2006 the Company announced that it

has signed an extension to its Partner Network Agreement with BITE

Group, enabling its Latvian subsidiary "BITE Latvija" to become the

latest member of Vodafone's global partner community. Also in April

2006 Vodafone Sweden changed its name to Telenor Sverige AB and

Connex-Vodafone became Vodafone Romania, also adopting the new

logo. On 30 May 2006 Vodafone announced the biggest loss in British

corporate history (£14.9 billion) and plans to cut 400 jobs; it reported

one-off costs of £23.5 billion due to the revaluation of its Mannesmann

subsidiary. On 24 July 2006 the respected head of Vodafone Europe,

Bill Morrow, quit unexpectedly and on 25 August 2006 the Company

announced the sale of its 25% stake in Belgium's Proximus for €2 billion.

After the deal, Proximus was still part of the community as a Partner

Network. On 5 October 2006 Vodafone announced the first single brand

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partnership with Og Vodafone which would operate under the name

Vodafone Iceland and on 19 December 2006 the Company announced

the sale of its 25% stake in Switzerland's Swisscom for CHF4.25 billion

(£1.8 billion). After the deal, Swisscom would still be part of the

community as a Partner Network. Finally in December 2006 the

Company completed the acquisition of Aspective, an enterprise

applications systems integrator in the UK, signaling Vodafone's intent to

grow a significant presence and revenues in the ICT marketplace.

Early in January 2007 Telsim in Turkey adopted Vodafone dual branding

as Telsim Vodafone and on 1 April 2007 Telsim Vodafone Turkey

dropped its original brand and became Vodafone Turkey. On 1 May

2007 Vodafone added Jersey and Guernsey to the community, as Airtel

was signed as Partner Network in both crown dependencies. In June

2007 the Vodafone live! Mobile Internet portal in the UK was relaunched.

Front page was now charged for and previously "bundled" data

allowance was removed from existing contract terms. All users were

given access to the "full" web rather than a Walled Garden and

Vodafone became the first mobile network to focus an entire media

campaign on its newly launched mobile Internet portal in the UK. On 1

August 2007 Vodafone Portugal launched Vodafone Messenger, a

service with Windows Live Messenger and Yahoo! Messenger.

On 17 April 2008 Vodafone extended its footprint to Serbia as VIP

mobile was added to the community as a Partner Network and on 20

May 2008 the Company added VIP Operator as a Partner Network

thereby extending the global footprint to Macedonia. In May 2008 Kall of

the Faroe Islands rebranded as Vodafone Faroe Islands. On 30 October

2008, the company announced a strategic, non-equity partnership with

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MTS group of Russia. The agreement adds Russia, Armenia,

Turkmenistan, Ukraine, and Uzbekistan to the group footprint.

e. Vodafone Essar

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Vodafone Essar, previously Hutchison Essar is a cellular operator in

India that covers 21 telecom circles in India. Despite the official name

being Vodafone Essar, its products are simply branded Vodafone. It

offers both prepaid and postpaid GSM cellular phone coverage

throughout India and is especially strong in the major metros.Vodafone

Essar provides 2G services based on 900 MHz and 1800 MHz digital

GSM technology, offering voice and data services in 22 of the country's

23 licence areas. Vodafone Essar is owned by Vodafone 52%, Essar

Group 33%, and other Indian nationals, 15%.

On February 11, 2007, Vodafone agreed to acquire the controlling

interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11.1

billion, pipping Reliance Communications, Hinduja Group, and Essar

Group, which is the owner of the remaining 33%. The whole company

was valued at USD 18.8 billion. The transaction closed on May 8, 2007.

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f. Previous Brands

In December 2006, Hutch Essar re-launched the "Hutch" brand

nationwide, consolidating its services under a single identity. The

Company entered into agreement with NTT DoCoMo to launch i-mode

mobile Internet service in India during 2007. The company used to be

named Hutchison Essar, reflecting the name of its previous owner,

Hutchison. However, the brand was marketed as Hutch. After getting the

necessary government approvals with regards to the acquisition of a

majority by the Vodafone Group, the company was rebranded as

Vodafone Essar. The marketing brand was officially changed to

Vodafone on 20 September 2007.

On September 20, 2007 Hutch becomes Vodafone in one of the biggest

brand transition exercises in recent times. Vodafone Essar is spending

somewhere in the region of Rs 250 crores on this high-profile transition

being unveiled today. Along with the transition, cheap cell phones have

been launched in the Indian market under the Vodafone brand. There

are plans to launch co-branded handsets sourced from global vendors

as well. A popular daily quoted a Vodafone Essar director as saying that

"the objective is to leverage Vodafone Group's global scale in bringing

millions of low-cost handsets from across-the-world into India." While

there is no revealing the prices of the low-cost Vodafone handsets, the

industry is abuzz that prices might start at Rs 666, undercutting Reliance

Communications' much-hyped 'Rang Barse' with cheap handsets

beginning at Rs 777.

Meanwhile, Vodafone Essar sources said there would be no discounts or

subsidized handset offers -- rather handset-bundled schemes for

customers. Incidentally, China's ZTE, which is looking to set-up a

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manufacturing unit in the country, is expected to provide several

Vodafone handsets in India. Earlier this year, Vodafone penned a global

low-cost handset procurement deal with ZTE.

g.SWOT Analysis

Strengths

Diversified geographical portfolio with strong mobile

telecommunications operations in Europe, the Middle East, Africa,

Asia Pacific and to some extent the US

Network infrastructure

Leading presence in emerging markets such as India

Large customer base

Complementary strengths of Vodafone & Hutch Esaar

The brand name it has in the Indian market

The kind of subscriber base it has in the Indian market

It has the 2nd highest market share in India(source : Wikipedia)

It has a 2nd highest subscriber base in India 1st being Airtel

Its strong advertising strategies and impact on people

Its India’s 3rd biggest mobile carrier(source: Business standard)

Weaknesses

Low R&D

High customer churns (33.33%)

Rural India unable to relate to the brand

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Opportunities

Emerging markets and expansion abroad

Innovation

Product and services expansion

Growing data business and 3G auctioning

VAS as a means to increase ARPU (big boss, Zoo Z00)

Growing Enterprise solution market (10.2% in 2009 anticipated)

Large capital can be raised by listing Vodafone on Indian Stock

Exchange(IPO)

Tower sharing business with Indus Towers

Threats

Highly competitive market

Still lags behind major competitors in the US

h.Future Agenda

Supported by Vodafone Group, the Future Agenda is a cross-discipline

programme which aims to bring together thoughtful people from around

the world to address the greatest challenges of the next decade. In

doing so, it is mapping out the major issues, identifying and debating

potential solutions and suggesting possible ways forward.

We hope, as a consequence, that it will provide a platform for collective

innovation at a higher level than has been previously been achieved.

As the world responds to accelerating challenges, organisations are

seeking to gain clearer and more informed views of the future so that

they can place intelligent bets in terms of business strategy and

innovation focus. In order to understand emerging opportunities, we

believe organisations should look, beyond their traditional horizons, and

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use new combinations of insight and foresight methodologies. The

Future Agenda programme has already gained the support of a range of

corporate, government and third sector organisations keen to share

perspectives, challenge each other’s views and identify ways forward

across the topics being addressed.

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3.Introduction to Account Mapping and Lead

Generation-Vodafone Business Solutions

The introduction of the new corporate plans for JAS members was the

result of the business agreement between Vodafone Rajasthan and

Jewellers Association. The product portfolio has a complete range of

Mobility voice and data products and a wide range of fixed line products.

Some of the salient features are:

Single CUG across the association i.e. all members can talk for

free.

High discount on National and International roaming rates for all

members.

Up to 60% discount on ISD calling rates for foreign trade.

Facility of dedicated account management for better control and

turnaround times.

Facility of dedicated service manager to ensure 100% customer

support and satisfaction.

A variety of flexible tariff plans to choose from.

Vodafone offers mobile connect 3G USB stick/EDGE data cards to

work from anywhere with real time access to information.

Vodafone location tracker allows you to monitor movements with

automatic vehicle location system.

With free toll service, all JAS members can help their customers to

reach them anytime.

The facility of audio conference allows you to connect to 125

employees from different locations.

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For understanding the details of the project, first let’s go through some

details of corporate, corporate plans, CUG and JAS.

a. Corporate

Pertaining to corporations, Corporations are the most

common form of business organization, and one which is chartered by a

state and given many legal rights as an entity separate from its owners.

This form of business is characterized by the limited liability of its

owners, the issuance of shares of easily transferable stock, and

existence as a going concern. The process of becoming a corporation,

called incorporation, gives the company separate legal standing from its

owners and protects those owners from being personally liable in the

event that the company is sued (a condition known as limited liability).

Incorporation also provides companies with a more flexible way

to manage their ownership structure. In addition, there are different

tax implications for corporations, although these can be both

advantageous and disadvantageous. In these respects, corporations

differ from sole proprietorships and limited partnership.

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b.Corporate Plan

A corporate plan is very similar to an overall strategic plan but is more

inwardly focused on operations. The 2 share many common traits,

however. Both are long-range plans; both start in essence from a very

high, big-picture level and increasingly focus on details.

Look at a corporate plan as a "business improvement plan" that

examines internal capabilities to take advantage of external

opportunities. This plan also contains action steps that are needed to

accomplish objectives, and therefore also supplies a map to benchmark

progress at regular periods. Essentially, a business improvement plan,

or corporate plan, is a road map that will allow the leader to guide the

business to another level.

Corporate plans are usually confined to very large organizations with

disparate systems that must be examined and catalogued so that the

organization can march forward to the future with a single mind. That

does not mean, of course, that smaller organizations should forgo the

exercise. No business can stand still in this increasingly competitive

environment. Indeed, some would say that a written corporate plan is

just as important for the entrepreneur because he or she is often so busy

dealing with day-to-day problems that it becomes difficult to act on some

half-thought-out strategy that exists only in the mind.

A corporate plan, like any strategic plan, usually contains these

elements:

A vision statement

A mission statement

An outline of the company's resources and scope

A listing of corporate objectives

A listing of strategies to reach those objectives  

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c. Evaluating the Corporate Plan

We need an effective process to monitor and evaluate a plan throughout

the year, as well as a process to roll up the operational plan to report on

the overall strategic plan quarterly.

Start by establishing tangible, measurable goals that encompass the

critical areas of the business and that underpin your company’s core

long-term strategy. Since the methods are too detailed to go into on this

forum, you may wish to reference the book "The Balanced Scorecard" by

Robert Kaplan. He discusses creating an integrated approach to

measuring the company's performance in key areas: learning and

growth, financial, customer and internal business processes. The

company and its resources then define the specific means of

measurement and reporting.

d.Strategic Planning Methodology

Strategic planning is a three-step process: analysis, decision-making

and strategic management. The first 2 of these are "pure" strategic

planning elements and should be carried out internally or by outside

consultants. Strategic management, in turn, is the entrepreneur's

responsibility.

There are a number of sites on strategic planning. BDC Consulting can

also help you prepare a strategic plan. Remember, the various strategic

elements to be analysed are not complex if assessed individually. In fact,

matters become muddled only if the various issues are lumped together

when attempting to make strategic decisions.

Strategic planning helps senior managers: Gain insight

Make a structured review of its operations

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Below is a typical strategic planning model:

1. Introduction Definition and goal of a strategic plan

Participants

Working methods

Steps

Schedule

Rules

2. The Company Vision

Mission

Goals

Objectives

Values

3. Analysis of the External Environment Social, economic, political, technological and ecological

4. Industry and Market Industry characteristics, outlooks and trends

Issues, threats, obstacles and challenges

Key success factors

Market segmentation

Business opportunities (products, markets and territories)

5. The Competition Strengths and weaknesses

6. Internal Environment Strengths and weaknesses (marketing/sales, operations,

finance/accounting and management)

Competitive advantages

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7. Strategies Formulation of strategies and tactics (mixing together business

opportunities, competitor weaknesses and company strengths)

Products, services , markets and territories

Distinctive characteristics

Implementation (organization)

8. Action Plan List of projects (description, leaders, goals and timetable)

Periodic re-evaluation of your business should be part of every business.

As change and innovation become the norm, most companies must

constantly re-evaluate their business strategies, and composing mission

statements is the heart of that strategic planning process. A mission is a

broad statement of what your organization wants to become, whereas

the vision is incorporated in the more practical mission statement. It will

apply no matter which strategic route you choose.

Here is a process to follow. First, develop your vision. Ask yourself

where you want to be personally in three to five years. What is your

situation relative to customers, your market and your top competition?

What value do you aim to produce when you exit your business?

Second, look at your current mission. Why was the business started?

What three issues facing your business are of most concern? Third,

revisit your mission. What is your business? Where do you concentrate

your efforts? To whom do you offer products or services? Who are your

stakeholders? To what is your business dedicated? Fourth, compose a

new mission. Ask yourself what your mission is. What values matter to

you and your team? What do leaders and key stakeholders believe?

What opportunities do you foresee for your business?

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e. Corporate Planning Process

It is the process of drawing up detailed action plans to achieve an

organization's goals and objectives, taking into account the resources of

the organization and the environment within which it operates. Corporate

planning represents a formal, structured approach to achieving

objectives and to implementing the corporate strategy of an organization.

Success of the Plan depends on how best the resources (strength and

weakness) of the organization and the environment (opportunity and

threats) have been critically analysed.

f. Closed User Group (CUG)

A Closed User Group is a supplementary service offered by network

operators. It allows the creation of logical groups of users within the

operator’s network. The CUG supplementary service enables users to

form groups to and from which access is restricted. A specific user may

be a member of one or more closed user groups. Members of a specific

Closed User Group can communicate among themselves but not, in

general, with users outside the group. The CUG supplementary service

is applicable to all telecommunication services.

A method and apparatus for providing closed user group service in a

packet radio system, which includes at least one network and at least

one group including a plurality of subscribers. The closed user group

access conditions for at least one subscriber are determined in the

network; the access conditions include at least one of the following

conditions: right to communicate with parties outside the group, and right

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to communicate with at least one member of the group without

communicating with all members of the group. The access conditions

are checked when packets are being sent to/from the subscriber. The

packets are transferred if the access conditions allow the transmission.

A closed user group (CUG) selection facility is a specific encoding

element that can be presented in a call request or an incoming call. A

CUG selection facility in a call request allows the source data terminal

equipment (DTE) (e.g. mobile handset unit) to identify the CUG within

which it is placing the call. A CUG selection facility in an incoming call

allows the destination DTE to identify the CUG to which both DTEs

belong.

g.Jewellery Association (JAS)

The Jewellers Association, Jaipur was established in the year 1927, for

the betterment and growth of Gem & Jewellery Trade of Jaipur. The

struggle for existence for the trade accentuated during the world war

when there was shortage of imported material. The appearance of

synthetics gave a fresh impetus to the trade and it was able to revive

quickly and attain its past glory. It is due to the growth of foreign market

and many of the crises the trade faced. It was clearly manifested to

every partner in the trade whether a cutter or a broker that they should

stand united under a single banner and thus the necessity to pay more

attention to the appeals for united action under the Association was

realized and members became more active and extended their fullest

cooperation to it.

The Association has its own building in the midst of Johari Bazar, Jaipur.

The Association has acquired a leading place among Jewellery

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Association in India. As Jaipur is ranked foremost in jewellery trade,

rightly also the Association has won its place in the jewellery trade on

the whole. The Association publishes a Bi-monthly magazine Gem World

wherein technical and organisational matters regarding the trade are

discussed.

The Association runs a Dharmshala aptly named Janopyogi Bhawan

situated at Janta Colony, Jaipur. It was especially made for the benefit of

the patients and their attendants coming to Pshycatric centre situated

nearby, by providing them accommodation at very nominal charges.

The Association also runs Dharam Kanta at its office premises. This

Dharam Kanta is considered to be accurate and authentic by the Gem &

Jewellery Trade of Jaipur. The Association has various sub-committees,

which helps in smooth functioning of association and trade as well, like

Trade Regulatory Sub Committee, Panch Faisla Sub Committee and

others.

The Jewellers Association Show (JAS)   is country’s most eminent Gems

& Jewellery Show in India & an annual flagship event of Jewellers

Association, of Jaipur. The 7th Jewellers Association Show is scheduled

from 19-22 July, 2013 at Jaipur’s well known Birla Auditorium, Statue

Circle, Jaipur. JAS, an annual premier exhibition, highlights Loose

Gemstone, Studded Gemstone Jewellery, Gold Jewellery, Diamond

Jewellery, Kundan Meena Jewellery, Silver Jewellery, Thewa Jewellery,

machinery, equipments and publication etc. With the standard level of

promotion JAS has acquired popularity across the globe .The number of

visitors noted previous year (JAS-12) were more than 28000, including

about 3500 were NRI’s, foreigners and outstation jewellery traders. The

show gave an extreme effect to the exhibitors of JAS 12. JAS has

always proved to be a successful platform for affluent business

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opportunities and has complimented the Jaipur Jewellery industry on a

grand level. Over 350 booths from India & overseas showcase their

latest collections and products. The four days of JAS-12 was visited by

around 28000 people, of which around 2000 trade visitors came from

outside of Jaipur from different parts of India and around 4500 NRI and

foreign trade visitors.

JAS '07 - The theme of the first event was 'The Aura of Colours'.

Each Participant displayed their exclusive collections of coloured

gemstones with great enthusiasm. The visitors witnessed latest

trends and technology in metal jewellery as well.

JAS '08 - The theme 'A Legacy of Colours' was delivered brilliantly in

the ethereal designs and range of gems showcased, the event was a

bigger success in terms of number of participants as well as visitors.

The amazing collection included national and international jewellery

which left the spectators craving for more.

AS '09 - The theme was 'A journey through Colours' which took the

visitors on a memorable journey through the world of sparking gems

and shining metal. The sales and number of visitors recorded a

tremendous increase exemplifying the huge impact JAS had mode.

JAS '10 - The theme 'Enduring Royalty' was yet again a magnificent

treat offered to the jewellery aficionados all over the country. An

exclusive hall with 70 stalls was dedicated to various precious and

semi-precious stones.

JAS '11 - 'Royal Reflections' was the theme for the year 2011 which

stood as as epitome of the grand past and the opulent present. The

collection of coloured gemstones also included exotic Kundan-Meena

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and Thewa jewellery. The show was a mega success in all aspects

with over 300 exhibitors attending the event.

JAS '12 - The last show was fashioned on the theme 'Grandeur of

Gemstones' and was symbolic of the resplendence and glory of the

entire gems and jewellery fraternity. The event received the biggest

ever number of exhibitors and visitors.

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4.Research Methodology

a. Introduction

“Marketing research means the systematic gathering, recording,

analysing of data about problems relating to the marketing of goods and

services”

Marketing research has proved an essential tool to make all the need of

marketing management. Marketing research therefore is the scientific

process of gathering and analysing of marketing information to meet the

needs of marketing management. But gathering of observation is must

be systematic. The systematic conduct of research requires:

Orderliness, in which the measurements are accurate.

Impartiality in analysis and interpretation.

All of research can be categorized into basic and applied.

BASIC RESEARCH: - Basic Research is that intended to expand

the body of knowledge for the use of others.

APPLIED RESEARCH: - Applied Research is one, which is carried

out to find the solution for a particular problem or for guiding a

specific decision. It is usually private in nature.

b.Benefits of Study

There are many benefits related to take this study. Some of the benefits

of taking this study are as follows:

By analysing this information, the company would be able to better

design schemes & services & target right prospects’ needs & wants.

More people will get aware about Vodafone that will increase profit

level of Vodafone.

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This study helps to identify the behaviour of consumer when the

company launches a new scheme in the market.

c. Title of the Study

“Account Mapping and Lead Generation”- Vodafone Business Solution

d.Duration of the Study

45 Days

e. Objectives of the Study

To analyse and understand the corporate plans

To understand the needs of the JAS members.

To do research on the members for their views on the plan.

To target the members for increasing business of JAS.

f. Type of research

Descriptive Research

g.Sample Size and Method of Sampling

Total Sample size is of 200 and method of sampling is systematic

sampling.

h.Scope of Study

Areas of Jaipur i.e. Johari Bazar, Chandpole Bazar, Janta Colony, MI

road, Sitapura, C-Scheme, Civil Lines, Adarsh Nagar, Durgapura,

Shastri Nagar, Bapu Nagar.

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5.Process of research

The marketing research is done in systematic process. The Researcher

has pursued the below process of marketing for my study at Vodafone:

a. Problem Identification

The first and the most important step of marketing research is to properly

define the problem. In order to identify the research problem two

categories of problem should be carefully noticed.

Here the researcher’s problems are:-

A number of customers are not aware about the CUG plan.

The Company does not know the type of response of the

customers regarding CUG.

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Problem Identification

Research Design

Data Collection

Data Analysis & Interpretation

Research Report & Presentation

A number of customers are aware of the CUG plans but still they

do not use it.

Many customers want some more features in this plan

Many existing customers of this plan are also not satisfied with it.

b.Research Design

Research design indicates the methods and procedure of conducting

research study. Research design can be done in following three types:-

Exploratory Research:-

Exploratory research focuses on the discovery of new ideas and is

generally based on secondary data.

Descriptive Research:-

Descriptive research is undertaken when the researcher want to know

the characteristics of certain groups.

Causal or Experimental Researches:-

An experimental research is undertaken to identify causes and effect

relationship between two variables.

The Research Design used in this report is Descriptive Research

Design.

c. Data Collection and Sampling

A) Sources of Data Collection:-

Basically there are two types of data i.e. secondary and primary:

I) Primary Data Collection:-

Primary data collection contains the following four types of methods: -

Observation Method:

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It contains Causal observation, Systematic observation, direct

observation and contrived observation.

Survey Method:

It contains Personal Interview, Telephone Interview and Mail Interview.

Experimental Method

Panel Method

II) Secondary Data Collection: -

It can be collected from internal as well as external sources:

Internal Source:

Various internal sources like employee, books, sales activity, stock

availability, product cost, etc.

External Sources:

Libraries, trade publications, literatures, etc. are some important sources

of external data.

In this report primary data has been used for the core purpose of the

project and this primary data has been gathered by survey method.

B) Data collection Tools:

To conduct a survey, a structured questionnaire has been formed as an

instruction for gathering valuable information from the customers.

Questionnaire, which is used for the survey, is consisting of questions

and the feedback/suggestions.

C) Sampling Plan:

A sampling plan has been designed that consists of five decisions:

I) Sampling unit:

All the JAS members have been chosen for survey.

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Sampling types:

There are two types of sampling i.e. Probability Sampling and Non –

probability Sampling.

i) Probability Sampling : -

Probability sampling means each unit of the universe has equal chance

of getting selected. The most frequently used probability sampling

methods are as below:

a) Simple Random Sampling.

b) Stratified Random Sampling.

c) Multi-stage Random Sampling.

d) Cluster Sampling.

e) Multi – phase Sampling.

f) Replicated Sampling.

ii) Non – Probability Sampling:-

Non – Probability sampling contains following methods:-

a) Judgment Sampling.

b) Convenience Sampling.

c) Panel Sampling.

d) Quota Sampling

e) Systematic Sampling

For this purpose we have used non probability systematic

sampling.

II) Sample Size:

Sample size means limited numbers of respondents covered under the

research study from a population and we have taken a survey of 200

JAS members.

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III) Sampling Area:

Johari Bazar, Chandpole Bazar, Janta Colony, MI road, Sitapura, C-

Scheme, Civil Lines, Adarsh Nagar, Durgapura, Shastri Nagar, Bapu

Nagar in Jaipur.

IV) Sampling Unit:

Here the researcher has randomly selected the respondents of the

Jaipur city.

d.Data Analysis and Interpretation

After all the above steps are completed now the important step is data

analysing and interpretation. For this there are various analytical and

statistical tools. Some of these tools are Percentage, Average,

Dispersion, Co-relation, Co-efficient, etc.

i. Are you a Vodafone user?

23%

78%

YesNo

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ii. Are you a prepaid or post-paid user?

40%

61%

PrepaidPostpaid

This shows that Vodafone most JAS members are post-paid users as

their usage is much high.

iii. From how much time have you been a JAS member?

28%

12%61%

From 6 months or lessMore than 6 months but less than a yearMore than a year

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This shows that JAS is quite popular among all the Jewellers and so

Vodafone has taken good initiative to capture this opportunity.

iv. Are you aware of CUG?

28%

72%

YesNo

This pie chart shows that majority of members were not aware of CUG

and hence this created the opportunity of creating awareness among

them.

v. How much amount do you spend on mobile monthly?

36%

31%

34%

0-500500-1000More than 1000

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This pie chart shows that the spending of members on mobile is very

high as compared to other general customers.

vi. Do you often avail the roaming facility?

76%

24%

YesNo

This shows that most JAS members have their clients outside Rajasthan

and hence again a good opportunity for Vodafone to reduce the roaming

call rate.

vii. How many employees work in your office?

16%

34%

51% Less than 5Between 5 and 10More than 10

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This shows that all JAS members have majorly more than 10

employees and they can also be targeted to use CUG which could

increase the business of Vodafone.

viii. Out of the total mobile expense, what percentage is spent

on talking to other JAS members?

6%

28%

39%

28%

0-25%25-50%50-75%75-100%

This shows that the need for CUG is present as JAS members

frequently talk among themselves regarding their business.

ix. Do you feel the requirement of tracking system for your

employees in your type of business?

66%

34%

YesNo

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This shows that since business is of Jewellery so every JAS members

feels the requirement of tracking system and hence the business

opportunity for Vodafone.

x. Is your current service provider, providing you with

dedicated account management facility?

9%

92%

YesNo

Again Vodafone has taken the new initiative of dedicated account

management facility as very few service providers have that.

xi. Is your current service provider, providing you with

dedicated service manager?

100%

YesNo

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This shows that no telecom company has the facility of dedicated

service manager for individual customers and hence Vodafone has

taken the 1st step in this.

xii. The international call rate provided by your service

provider is less or more than CUG?

22%

79%

LessMore

Since the call rates provided by Vodafone are much less, so JAS

members were automatically inclined towards this plan.

xiii. The roaming call rate provided by your service provider is

less or more than CUG?

40%

61%

LessMore

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This shows that since CUG is providing less roaming call rates than

other companies so again it is beneficial for the JAS members.

xiv. What is the total internet usage in your office per month?

17%

57%

26%

Less than 500 MBBetween 500 MB and 1 GBMore than 1 GB

This shows that internet facility can also be provided by Vodafone using

wireless or fixed line facility.

xv. Is your current service provider, providing you with

dedicated bill collection facility?

13%

88%

YesNo

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This again calls for the addition of bill collection facility by Vodafone so

that customer is satisfied fully in all aspects.

xvi. Do you find the whole plan of CUG to be beneficial and

effective?

81%

20%

YesNo

This clearly represents that Vodafone has done good work in giving

services to the Jewellers community.

xvii. Will you opt for Vodafone in the near future?

48%

20%

33%

YesNoCan't Say

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This shows that still much opportunity and scope is present in this

particular segment and can be achieved with regular hard work.

xviii. What rating you will give to Vodafone on a scale of 1 to 5,

1 being high and 5 being low?

11%

45%19%

10%

17%

OneTwoThree FourFive

This concludes that in general, customers prefer Vodafone over other

companies.

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6.Facts and Findings

Vodafone tried it’s best to reach this particular market segment by

designing this plan as shown by the pie charts, but still lot of work has to

be done in order to make this plan well known in the market. The

complete research shows that still there are lot of improvements that

need to be done in this plan. Despite the improvements that need to be

done, the plan is good in itself. It has all the requirements and various

features that a good plan has. Since it has been tailor made for the JAS

members, so all the needs of the members have been kept in mind while

designing this plan. Still no effort is 100% in itself. So Vodafone has to

do a lot of work in order to fully avail the opportunity in this segment.

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7.Conclusion

The crux of this project comes out to be is that companies try very hard

to survive in this competitive market. They do whatever they can to

control their market capture and so while opening a new business, one

should ponder upon all the aspects of it, so that the probability of risk is

reduced to very little level.

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8.Annexure

Vodafone Corporate plan Survey

Name……………………………………………………………………………Owner’s Name…………………………………………………………………1. Are you a Vodafone user?2. Are you a prepaid or post-paid user?3. From how much time have u been a member of JAS?4. Are you aware of CUG?5. How much amount do you spend on the mobile monthly?6. Do you often avail the roaming facility?7. How many employees work in your office?8. Out of the total mobile expense, what percentage is spent on talking

to other JAS members?9. Do you feel the requirement of tracking system for your employees in

your type of business?10. Is your current service provider, providing you with dedicated

account management facility?11. Is your current service provider, providing you with dedicated

service manager?12. The International call rate provided by your service provider is less

or more than CUG?13. The roaming call rate provided by your service provider is less or

more than CUG?14. What is the total Internet usage in your office per month?15. Is your current service provider, providing you with dedicated Bill

collection facility?16. Do you find the complete plan of CUG to be beneficial and

effective?17. Will you opt for Vodafone in near future?18. What rating will you give to Vodafone on a scale of 1 to 5, 1 being

high and 5 being low?

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9.Bibliography

http://www.vodafone.in/pages/aboutus.aspx?cid=raj

http://www.vodafone.com/content/index/about/about_us

http://www.jajaipur.com/Displaysubmenu.aspx?id=103

http://www.jajaipur.com/Displaysubmenu.aspx?id=100

https://www.vodafone.in/business/pages/

business_home.aspx

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