sales promotion and evaluation of rural telephony business
TRANSCRIPT
RESEARCH PROJECT REPORT
ON
SALES PROMOTION AND EVALUATION OF RURAL TELEPHONY BUSINESS
OF TTSL IN SDCA NASRULLAHGUNJ (SEHORE)”.
SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION
. BARKATULLAH UNIVERSITY, BHOPAL
ACADEMIC YEAR 2008-2010
S.I.R.T. BHOPAL
UNDER GUIDANCE OF : SUBMITTED BY :
Mrs kanchan Bhatiya(HOD ) Tapan Vishwakarma
S.I.R.T. BHOPAL Roll No. _______
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ACKNOWLEDGEMENT
Many people help me to complete this project, their valuable support and guidance helped
me to compile this project.
I would like to express my sincere gratitude to Mr. Pramod Mishra circle head TTSL
Bhopal, Also my thanks to Mr. Chandan Gupta Territory Manager ABU TTSL, Mr. Ritesh
Bhatnagar DSO Nasrullahgunj. for their valuable guidance and support.
I express my profound reverence and gratitude to Mrs. Neelam Rawat & Mrs kanchan
Bhatiya(HOD ) for his proper guideline towards the project.
Last but not the least my thanks to all distributor, MIS, Feeders, Junior engineers, Runners
of SDCA Nasrullahgunj.
Mrs kanchan Bhatiya(HOD )
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PREFACE
Each training program is very much useful for gaining the practical knowledge. It provides
an opportunity to a student to apply of his / her knowledge, skills and competencies required
during the Practical session. Training also helps the student to devote his / her skill to
analyze the problem to suggest alternative solution, to evaluate them and to provide feasible
recommendations on the provided data.
The training is on the topic of “SALES PROMOTION AND EVALUATION OF RURAL
TELEPHONY BUSINESS OF TTSL IN SDCA NASRULLAHGUNJ (SEHORE)”.
During this project I got chance to apply my marketing knowledge. Although I
have tried my level best to prepare this report error free. Every effort has been made to offer
the most authenticate position with accuracy.
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DECLARATION
I hereby declare that the following project report titled “SALES PROMOTION AND
EVALUATION OF RURAL TELEPHONY BUSINESS OF TTSL IN SDCA
NASRULLAHGUNJ (SEHORE)”. Is authentic work done by me.
This study was undertaken as a part of the course curriculum of M.B.A. program of
Barkatullah University, Bhopal.
TAPAN VISHWAKARMA
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CONTENTS
CHAPTER-I CONCEPTUALOVERVIEW 6
CHAPTER-II EXECUTIVE SUMMERY 9
CHAPTER-II TELECOM SECTOR IN INDIA 11
CHAPTER-IV COMPANY PROFILE 22
CHAPTER-V UNIVERSAL SERVICE OBLIGATION 28
RURAL TELEPHONY BUSINESS
CHAPTER-VI P’s OF RURAL TELEPHONY BUSINESS 31
CHAPTER-VII DATA COLLECTION AND INTERPRETATION 42
CHAPTER-VIII TRAINING PROGRAM 51
CHAPTER-IX SWOT ANALYSIS 53
CHAPTER-X SUGGESTIONS 57
CHAPTER-XI BIBLIOGRAPHY 59
ANNEXURE
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CHAPTER – I
CONCEPTUAL OVERVIEW
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SALES PROMOTION
Sales promotion is one of the four aspects of promotional mix. (The other three parts of the
promotional mix are advertising, personal selling, and publicity/public relations.) Sales
promotion is any initiative undertaken by an organization to promote an increase in sales,
usage or trial of a product or service. Media and non-media marketing communication are
employed for a pre-determined, limited time to increase consumer demand, stimulate
market demand or improve product availability. Examples include:
contests
point of purchase displays
rebates
free travel, such as free flights
Sales promotions can be directed at either the customer, sales staff, or distribution channel
members (such as retailers). Sales promotions targeted at the consumer are called
consumer sales promotions. Sales promotions targeted at retailers and wholesale are
called trade sales promotions..
CONSUMER SALES PROMOTION TECHNIQUES Price deal: A temporary reduction in the price, such as happy hour .
Loyal Reward Program: Consumers collect points, miles, or credits for purchases
and redeem them for rewards. Two famous examples are Pepsi Stuff and
Advantage.
Cents-off deal: Offers a brand at a lower price. Price reduction may be a percentage
marked on the package.
Price-pack deal: The packaging offers a consumer a certain percentage more of the
product for the same price (for example, 25 percent extra).
Coupons: coupons have become a standard mechanism for sales promotions.
Loss leader: the price of a popular product is temporarily reduced in order to
stimulate other profitable sales
Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper for
delivery.
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On-shelf couponing -Coupons are present at the shelf where the product is available.
Checkout dispensers: On checkout the customer is given a coupon based on
products purchased.
On-line couponing: Coupons are available on line. Consumers print them out and
take them to the store.
Online interactive promotion game: Consumers play an interactive game associated
with the promoted product. See an example of the Interactive Internet Ad for tomato
ketchup.
Rebates: Consumers are offered money back if the receipt and barcode are mailed
to the producer.
Contests/sweepstakes/games: The consumer is automatically entered into the event
by purchasing the product.
Point-of-sale displays:
o Aisle interrupter: A sign the juts into the aisle from the shelf.
o Dangler: A sign that sways when a consumer walks by it.
o Dump bin: A bin full of products dumped inside.
o Glorifier: A small stage that elevates a product above other products.
o Wobbler: A sign that jiggles.
o Lipstick Board: A board on which messages are written in crayon.
o Necker: A coupon placed on the 'neck' of a bottle.
TRADE SALES PROMOTION TECHNIQUES
Trade allowances: short term incentive offered to induce a retailer to stock up on a
product.
Dealer loader: An incentive given to induce a retailer to purchase and display a
product.
Trade contest: A contest to reward retailers that sell the most product.
Point-of-purchase displays: Extra sales tools given to retailers to boost sales.
Training programs: dealer employees are trained in selling the product.
Push money: also known as "spiffs". An extra commission paid to retail employees to
push products.
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Trade discounts (also called functional discounts): These are payments to distribution channel members for performing some function.
CHAPTER – II
EXECUTIVE SUMMARY
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EXECUTIVE SUMMARY
Topic: Sales promotion and evaluation of Rural Telephony Business of TTSL in SDCA
Nasrullahgunj (Sehore).
Objective:
Planning and execution of sales promotion activities like Canopy at haat/mandi, Van
activity and incentive scheme to channel man power through distributor.
Identification of potential villages also customer base to enhance the sales.
Appointment of runners at each USO villages within coverage area which is having a
population of less then 1000.
Revenue enhancement from existing customer base through customer service.
Channel team handling.
Identification of network of TTSL in SDCA Nashrullahgunj.
Sub-objective:
To study the market of Tata tele services limited in Rural Telephony Business.
To learn channel handling.
To find out the market penetration of TTSL in SDCA Nasrullahgunj.
Methodology:
Visit to the villages.
Approach to the customers through Feeders and Runners.
Network mapping with the help of JE, Runners and Feeders.
Sales promotion through company and Distributor and man power.
Secondary data
Books
Internet
Magazines.
Limitation-
The research is conducted in a particular area.
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Limitation of Time.
CHAPTER – III
TELECOM SECTOR IN INDIA
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TELECOM SECTOR IN INDIA
Telecom in the real sense means transfer of information between two distant points in
space. The popular meaning of telecom always involves electrical signals and nowadays
people exclude postal or any other raw telecommunication methods from its meaning.
Therefore, the history of Indian telecom can be started with the introduction of telegraph and
now it has reached to the internet.
The telecom network in India is the fifth largest network in the world meeting up with global
standards. Presently, the Indian telecom industry is estimated contributing nearly 1% to It’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 has become one of 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 millions. However, after the
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number of proactive initiatives taken by regulator and licensor, the monthly mobile
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 hand sets 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 country with more mobile phones than
India with 246 million mobile phones is China – 408 million.
India has opted for the use of both the GSM (global system for mobile communications) and
CDMA (code-division multiple access) technologies in the mobile sector. In addition to
landline and mobile phones, some of the companies also provide the WLL service.
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.
Revenue and growth
The total revenue in the telecom service sector was Rs. 86,720 crore in 2005-06 as against
Rs. 71, 674 crore in 2004-2005, registering a growth of 21%. The total investment in the
telecom services sector reached Rs. 200,660 crore in 2005-06, up from Rs. 178,831 crore in
the previous fiscal.
Telecommunication is the lifeline of the rapidly growing Information Technology industry.
Internet subscriber base has risen to 6.94 million in 2005- 2006. Out of this 1.35 million were
broadband connections. More than a billion people use the internet globally.
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Important Milestones of Indian Telecom
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MAJOR PLAYERS OF INDIAN TELECOM
There are three types of players in telecom services:
• -State owned companies (BSNL and MTNL)
• -Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)
• -Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures, Escotel, Idea
Cellular, BPL Mobile, Spice Communications)
BSNL
On October 1, 2000 the Department of Telecom Operations, Government of India became a
corporation and was renamed Bharat Sanchar Nigam Limited (BSNL). BSNL is now India’s
leading telecommunications company and the largest public sector undertaking. It has a
network of over 45 million lines covering 5000 towns with over 35 million telephone
connections.
The state-controlled BSNL operates basic, cellular (GSM and CDMA) mobile, Internet and
long distance services throughout India (except Delhi and Mumbai). BSNL will be expanding
the network in line with the Tenth Five-Year Plan (1992-97). The aim is to provide a
telephone density of 9.9 per hundred by March 2007. BSNL, which became the third
operator of GSM mobile services in most circles, is now planning to overtake Bharti to
become the largest GSM operator in the country. BSNL is also the largest operator in the
Internet market, with a share of 21 per cent of the entire subscriber base.
BHARTI
Established in 1985, Bharti has been a pioneering force in the telecom sector with many
firsts and innovations to its credit, ranging from being the first mobile service in Delhi, first
private basic telephone service provider in the country, first Indian company to provide
comprehensive telecom services outside India in Seychelles and first private sector service
provider to launch National Long Distance Services in India. Bharti Tele-Ventures Limited
was incorporated on July 7, 1995 for promoting investments in telecommunications services.
Its subsidiaries operate telecom services across India. Bharti’s operations are broadly
handled by two companies: the Mobility group, which handles the mobile services in 16
circles out of a total 23 circles across the country; and the Infotel group, which handles the
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NLD, ILD, fixed line, broadband, data, and satellite-based services. Together they have so
far deployed around 23,000 km of optical fiber cables across the country, coupled with
approximately 1,500 nodes, and presence in around 200 locations. The group has a total
customer base of 6.45 million, of which 5.86 million are mobile and 588,000 fixed line
customers, as of January 31, 2004. In mobile, Bharti’s footprint extends across 15 circles.
MTNL
MTNL was set up on 1st April 1986 by the Government of India to upgrade the quality of
telecom services, expand the telecom network, introduce new services and to raise revenue
for telecom development needs of India’s key metros – Delhi, the political capital, and
Mumbai, the business capital. In the past 17 years, the company has taken rapid strides to
emerge as India’s leading and one of Asia’s largest telecom operating companies. The
company has also been in the forefront of technology induction by converting 100% of its
telephone exchange network into the state-of-the-art digital mode. The Govt. of India
currently holds 56.25% stake in the company. In the year 2003-04, the company's focus
would be not only consolidating the gains but also to focus on new areas of enterprise such
as joint ventures for projects outside India, entering into national long distance operation,
widening the cellular and CDMA-based WLL customer base, setting up internet and allied
services on an all India basis.
MTNL has over 5 million subscribers and 329,374 mobile subscribers. While the market for
fixed wireline phones is stagnating, MTNL faces intense competition from the private players
—Bharti, Hutchison and Idea Cellular, Reliance Infocomm—in mobile services. MTNL
recorded sales of Rs. 60.2 billion ($1.38 billion) in the year 2002-03, a decline of 5.8 per
cent over the previous year’s annual turnover of Rs. 63.92 billion.
RELIANCE INFOCOMM
Reliance is a $16 billion integrated oil exploration to refinery to power and textiles
conglomerate (Source: http://www.ril.com/newsitem2.html). It is also an integrated telecom
service provider with licenses for mobile, fixed, domestic long distance and international
services. Reliance Infocomm offers a complete range of telecom services, covering mobile
and fixed line telephony including broadband, national and international long distance
services, data services and a wide range of value added services and applications. Reliance
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India Mobile, the first of Infocomm's initiatives was launched on December 28, 2002. This
marked the beginning of Reliance's vision of ushering in a digital revolution in India by
becoming a major catalyst in improving quality of life and changing the face of India.
Reliance Infocomm plans to extend its efforts beyond the traditional value chain to develop
and deploy telecom solutions for India's farmers, businesses, hospitals, government and
public sector organizations.Until recently, Reliance was permitted to provide only “limited
mobility” services through its basic services license. However, it has now acquired a unified
access license for 18 circles that permits it to provide the full range of mobile services. It has
rolled out its CDMA mobile network and enrolled more than 6 million subscribers in one year
to become the country’s largest mobile operator. It now wants to increase its market share
and has recently launched pre-paid services. Having captured the voice market, it intends to
attack the broadband market.
TATA TELESERVICES
Tata Teleservices is a part of the $12 billion Tata Group, which has 93 companies, over
200,000 employees and more than 2.3 million shareholders. Tata Teleservices provides
basic (fixed line services), using CDMA technology in six circles: Maharashtra (including
Mumbai), New Delhi, Andhra Pradesh, Tamil Nadu, Gujarat, and Karnataka. It has over
800,000 subscribers. It has now migrated to unified access licenses, by paying a Rs. 5.45
billion ($120 million) fee, which enables it to provide fully mobile services as well.
The company is also expanding its footprint, and has paid Rs. 4.17 billion ($90 million) to
DOT for 11 new licenses under the IUC (interconnect usage charges) regime. The new
licenses, coupled with the six circles in which it already operates, virtually gives the CDMA
mobile operator a national footprint that is almost on par with BSNL and Reliance Infocomm.
The company hopes to start off services in these 11 new circles by August 2004. These
circles include Bihar, Haryana, Himachal Pradesh, Kerala, Kolkata, Orissa, Punjab,
Rajasthan, Uttar Pradesh (East) & West and West Bengal.
VSNL
On April 1, 1986, the Videsh Sanchar Nigam Limited (VSNL) - a wholly Government owned
corporation - was born as successor to OCS. The company operates a network of earth
stations, switches, submarine cable systems, and value added service nodes to provide a
range of basic and value added services and has a dedicated work force of about 2000
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employees. VSNL's main gateway centers are located at Mumbai, New Delhi, Kolkata and
Chennai. The international telecommunication circuits are derived via Intelsat and Inmarsat
satellites and wide band submarine cable systems e.g. FLAG, SEA-ME-WE-2 and SEA-ME-
WE-3.
The company's ADRs are listed on the New York Stock Exchange and its shares are listed
on major Stock Exchanges in India. The Indian Government owns approximately 26 per cent
equity, M/s Panatone Finvest Limited as investing vehicle of Tata Group owns 45 per cent
equity and the overseas holding (inclusive of FIIs, ADRs, Foreign Banks) is approximately
13 per cent and the rest is owned by Indian institutions and the public. The company
provides international and Internet services as well as a host of value-added services. Its
revenues have declined from Rs. 70.89 billion ($1.62 billion) in 2001-02 to Rs. 48.12 billion
($1.1 billion) in 2002-03, with voice revenues being the mainstay. To reverse the falling
revenue trend, VSNL has also started offering domestic long distance services and is
launching broadband services. For this, the company is investing in Tata Telservices and is
likely to acquire Tata Broadband.
HUTCH (Vodafone)
Hutch’s presence in India dates back to late 1992, when they worked with local partners to
establish a company licensed to provide mobile telecommunications services in Mumbai.
Commercial operations began in November 1995. Between 2000 and March 2004, Hutch
acquired further operator equity interests or operating licences. With the completion of the
acquisition of BPL Mobile Cellular Limited in January 2006, it now provides mobile services
in 16 of the 23 defined licence areas across the country. Hutch India has benefited from
rapid and profitable growth in recent years. it had over 17.5 million customers by the end of
June 2006.
IDEA
Indian regional operator IDEA Cellular Ltd. has a new ownership structure and grand
designs to become a national player, but in doing so is likely to become a thorn in the side of
Reliance Communications Ltd. IDEA operates in eight telecom “circles,” or regions, in
Western India, and has received additional GSM licenses to expand its network into three
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circles in Eastern India -- the first phase of a major expansion plan that it intends to fund
through an IPO, according to parent company Aditya Birla Group
MARKET SHARE OF COMPANIES
Company Subscribers Percentage
AIRTEL(GSM) 61984721 23.77
RELIANCE(CDMA+GSM) 45453213 17.43
VODAFONE ESSAR(GSM) 44126243 16.92
BSNL(GSM+WLL) 40787682 15.64
TATA(CDMA) 24330231 9.33
IDEA(GSM) 24001573 9.21
AIRCEL(GSM) 10610428 4.07
SPICE(GSM) 4210669 1.61
MTNL(GSM+WLL) 3531478 1.35
BPL(GSM) 1294762 0.50
HFCL(CDMA) 298809 0.11
SHYAM(CDMA) 107104 0.04
TOTAL 260736913 100
MARKET SHARE OF TELECOM COMPANIES IN INDIA
25%
17%
17%
16%
9%
9% 4% 2%1%0%0%0%
AIRTEL RELIANCE VODAFONE ESSAR
BSNL TATA IDEA
AIRCEL SPICE MTNL
BPL HFCL SHYAM
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CDMA AND GSM
Code Division Multiple Access (CDMA) is a radically new concept in wireless
communications. It has gained widespread international acceptance by cellular radio system
operators as an upgrade that will dramatically increase both their system capacity and the
service quality. The majority of the winners of the United States Personal Communications
System spectrum auctions have likewise chosen it for deployment. It may seem, however,
mysterious for those who aren't familiar with it.
GSM (Global System for Mobile communications originally from Groupe Spécial
Mobile) is the most popular standard for mobile phones in the world. Its promoter, the GSM
Association, estimates that 82% of the global mobile market uses the standard.GSM is used
by over 3 billion people across more than 212 countries and territories. Its ubiquity makes
international roaming very common between mobile phone operators, enabling subscribers
to use their phones in many parts of the world. GSM differs from its predecessors in that
both signalling and speech channels are digital, and thus is considered a second generation
(2G) mobile phone system. This has also meant that data communication was easy to build
into the system.
GSM and CDMA subscription numbers:
Year
GSM
Subscribers
(millions)
GSM
Annual
growth
CDMA
Subscribers
(millions)
CDMA
Annual
growth
2000 3.1 94% - -
2001 5.05 76% - -
2002 10.5 91% 0.8 -
2003 22 110% 6.4 700%
2004 37.4 70% 10.9 70%
2005 58.5 57% 19.1 75%
2006 105.4 80% 44.2 131%
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2007 180 71% 85 92%
CDMA GROWTH DRIVERS
Nationwide roaming, Bundled Internet facility, CDMA phones come with a Data port where
consumers Can connect to Internet at 114kbps, Huge variety of content, Online bill view,
SMS based service activations, Aggressive launch. There was a big debate in India just
before the launch of CDMA services that will it succeed or not? Recent trends reveal that
CDMA is here to stay, but that doesn't mean that it is going to over power GSM. Nationwide
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roaming helped to boost subscribe base, option of connecting to Internet using a simple
data cable proved as a catalyst in promoting CDMA services in India.
CHAPTER – IV
COMPANY PROFILE
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TATA GROUP PROFILE
The Tata Group comprises 93 operating companies in seven business sectors: information
systems and communications; engineering; materials; services; energy; consumer products;
and chemicals. The Group was founded by Jamsetji Tata in the mid 19th century, a period
when India had just set out on the road to gaining independence from British rule.
Consequently, Jamsetji Tata and those who followed him aligned business opportunities
with the objective of nation building. This approach remains enshrined in the Group's ethos
to this day.
The Tata Group is one of India's largest and most respected business conglomerates, with
revenues in 2004-05 of $17.8 billion (Rs 799,118 million), the equivalent of about 2.8 per
cent of the country's GDP. Tata companies together employ some 215,000 people. The
Tata Group of companies delivers a wide variety of products and services. This subsection
lists these products and services under two heads: consumer products and services and
business products and services. The Group's 32 publicly listed enterprises — among them
standout names such as Tata Steel, Tata Consultancy Services, Tata Motors and Tata Tea
— have a combined market capitalisation that is the highest among Indian business houses
in the private sector, and a shareholder base of over 2 million. The Tata Group has
operations in more than 40 countries across six continents, and its companies export
products and services to 140 nations.
The Tata family of companies shares a set of five core values: integrity, understanding,
excellence, unity and responsibility. These values, which have been part of the Group's
beliefs and convictions from its earliest days, continue to guide and drive the business
decisions of Tata companies. The Group and its enterprises have been steadfast and
distinctive in their adherence to business ethics and their commitment to corporate social
responsibility. This is a legacy that has earned the Group the trust of many millions of
stakeholders in a measure few business houses anywhere in the world can match.
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CORE VALUES OF TATA
Purpose
The purpose of Tata Group is to improve the quality of life of the communities they serve.
The group do this through leadership in sectors of national economic significance, to which
the Group brings a unique set of capabilities.
This heritage is being continuously enriched by the formalization of the high standards of
behavior expected from employees and companies. The Tata name is a unique asset
representing leadership with trust. Leveraging this asset to enhance Group synergy and
becoming globally competitive is the route to sustained growth and long-term success.
The Tata Group has always sought to be a value-driven organization. These
values continue to direct the Group's growth and businesses. The five core Tata
values are:
Integrity: We must conduct our business fairly, with honesty and transparency.
Everything we do must stand the test of public scrutiny.
Understanding: We must be caring, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of the
communities we serve.
Excellence: We must constantly strive to achieve the highest possible standards in
our day-to-day work and in the quality of the goods and services we provide.
Unity: We must work cohesively with our colleagues across the Group and with our
customers and partners around the world, building strong relationships based on
tolerance, understanding and mutual cooperation.
Responsibility: We must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what comes
from the people goes back to the people many times over.
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TATA TELE SERVICES
Profile
Tata Teleservices (TTSL) spearheads the Tata Group's presence in the Indian telecom
sector. Incorporated in 1996, the company was the first to launch CDMA mobile services in
India (in the Andhra Pradesh circle). With the acquisition of Hughes Tele.com (India), now
Tata Teleservices (Maharashtra), in December 2002, the company swung into expansion
mode. TTSL currently offers services under the brand name 'Tata Indicom' in 20 circles in
India: Andhra Pradesh,Chennai, Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil
Nadu, Orissa, Bihar, Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (East),
Uttar Pradesh (West), Kerala, Kolkata, Madhya Pradesh and West Bengal.
TTSL, which heralded convergence technologies in the Indian telecom sector, is today the
market leader in the fixed wireless telephony market with a customer base of over 2.68
million.
Areas of business
TTSL pioneered the CDMA 3G1x technology platform in India. The company has
established a robust and reliable telecom infrastructure that ensures quality in its services. It
has partnered Motorola, Ericsson, Lucent and ECI Telecom to deploy a reliable and
technologically advanced network. TTSL's telephony services include mobile services, fixed
wireless phones (FWP), public booth telephony and wireline services. Among its value-
added services are voice portal, roaming, post-paid internet services, three-way
conferencing, group calling, wi-fi internet services and data services.
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The company has entered the 'prepaid' segment by launching, under the Tata Indicom
brand, its '100 % Sacchai True Paid' offering across all its circles. Tata Indicom also offers a
collection of 1,000 mobile games, the latest handsets, and new voice and data services
such as BREW games, picture messaging, polyphonic ring tones, and interactive
applications. TTSL, along with its subsidiary, Tata Teleservices (Maharashtra), currently
serves 4.58 million customers in over 1,400 towns in India.
TATA INDICOM
Tata Teleservices Limited (TTSL) is part of the INR 76,930 Crore (US$17.10 billion) Tata
Group, that has over 90 companies, over 220,000 employees and more than 2 million
shareholders. With an investment of over INR 9,000 Crore (US$ 2 billion) in Telecom, the
Group has a formidable presence across the telecom value chain.
Tata Teleservices spearheads the Group's presence in the telecom sector. Incorporated in
1996, Tata Teleservices was the first to launch CDMA mobile services in India with Andhra
Pradesh.
Starting with the major acquisition of Hughes Telecom (India) Limited [now renamed Tata
Teleservices (Maharashtra) Limited] in December 2002, the company has swung into
expansion mode. Tata Teleservices operates in 20 circles i.e. Andhra Pradesh, Chennai,
Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil Nadu, Orissa, Bihar, Rajasthan,
Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (E), Uttar Pradesh (W), Kerala, Kolkata,
Madhya Pradesh and West Bengal. The investment in Tata Teleservices Limited (including
Tata Teleservices (Maharashtra) Limited) as of March 2005 totals INR 14,446 Crores (US$
3.21billion).
Having pioneered the CDMA 3G1x technology platform in India, Tata Teleservices has
established a robust and reliable telecom infrastructure that ensures quality in its services.
It has partnered with Motorola, Ericsson, Lucent and ECI Telecom for the deployment of a
reliable, technologically advanced network. The company, which heralded convergence
- 26 -
technologies in the Indian telecom sector, is today the market leader in the fixed wireless
telephony market with a customer base of over 2.8 million for the period ended September
05.
Tata Teleservices' bouquet of telephony services includes Mobile services, Wireless
Phones, Public Telephony Booth, and Wire line services. Other services include value-
added services like voice portal, roaming, 3-way conferencing, group calling and data
services.
The company has launched Prepaid FWP and Public phone booths, a range of new
handsets, new voice & data services such as BREW games, picture messaging, polyphonic
ring tones, interactive applications like news, cricket, astrology, etc. These are in addition to
its existing services of Postpaid Mobile, Prepaid Mobile & Postpaid FWP.
Today, Tata Teleservices Limited along with Tata Teleservices (Maharashtra) Limited serve
more than 7 million customers in 1700 towns and aims at 4000 towns by March'06. With an
ambitious rollout plan both within existing circles and across new circles, Tata Teleservices
is offering world-class technology and user-friendly services in 20 circles.
MISSION VISSION AND VALUE OF TTSL
Tata’s Value: Fairness through meritocracy trust based o accountability Tenacity for result
pioneering sprit excellence in execution leadership with humility.
Tata’s Mission: To empower every Indian to connect with the world affordably.
Tata’s Vision: Trusted Service to 100 Million happy Customer by 2011.
TATA INDICOM IN BRIEF:
• Brand Name: TATA Indicom
• Network: CDMA 2000-1x
• Network Coverage: 6 Telecom circles
• Subscriber base: > 2 million
• Market Share: 8 – 10%
• Subscriptions: Post Paid, Pre Paid
- 27 -
CHAPTER –V
UNIVERSAL SERVICE OBLIGATION
RURAL TELEPHONY BUSINESS
- 28 -
Rural Telephony Business of TTSL
Universal service is handled by a fund allocated directly from the national budget i.e. the
collection is the tax mechanism. The aim is to increase coverage of the public telephone
service in low-income rural and urban areas. The fund is managed by a council consisting of
representatives from the different ministries and regions, who are appointed by the
President. The council, in conjunction with the relevant authorities, draws up annual
programs of projects and awards the contracts in open competitions.
The necessity arose because liberalization had dramatically reduced international and
national tariffs which were detrimental to rural telephony and universal service. All operators
are eligible to receive funds that subsidize the installation of public telephones in the
marginal low-income rural & urban areas. The bid evaluation emphasizes the lowest
proposed subsidy combined with the commitment to short delivery time.
The most striking feature is that no obligations have been placed on any of the operators.
With the combination of village payphones & individual and business lines, a few local
providers show healthy returns from revenues from access charges payment made by the
government to the operators for terminating calls generated from urban areas) which
sometimes accounts for more than half the revenue. The problem here in the Indian context
would be that many of the calls in these villages would be inter-village only & there would be
no attraction for similar access charges unless they are increased for these calls as well.
They should be higher than the urban access charges so that the operators have an
incentive to invest in the rural as against the urban areas though both are uneconomical
circles. Support through the government budget and by charging the operators a fixed
percentage from the operators: The case in point is Nepal. The above system was
envisaged but the till date the mechanics of the Rural development Fund are not yet in place
and so the government offers the subsidy through fund created from the budget.
There is a requirement that every operator offers a minimum of 2 lines under the USO and
there is a separate licensing programme for these licenses. The challenge here is in defining
the 2 lines because it is very possible that the lines are for areas in the vicinity of the towns /
cities only. The subsidy is provided through competitive bidding.
- 29 -
Tata Indicom has made consistent efforts to provide superior and affordable products and
services through its Rural Telephony Unit. Mobile vans are flagged off in various parts of the
country which serve as real visibility and customer touch points to experience the brand and
the various services it offers.
TTSL has an efficient distribution network across villages , where in people are appointed
and trained by TTSL – who visit villages on a bicycle or a two-wheeler at defined times on
defined days of the week, selling recharge vouchers and servicing equipment; each runner
covers between 200 to 300 customers.
TTSL has a strong 1.4 Million Rural USO base in 215 SDCAs(Short Distance Charging
Area) across 9 circles viz. Rajasthan, MP, Bihar, UP E & W, Punjab, Hariyana, Karnataka
and Maharashtra.
The rural telephony business is to connect the villages with the rest of the world through
telephone. In this business TTSL provides a Walky instrument with battery, charger, and
antenna (Pencil or Magnet or Patch panel),with free service commitment This special
scheme of pre paid walky connections is for only the villages which have less then 5000
population. In this Rural Telephony Business SDCA has made according to the STD code.
The DEL(Direct Exchange Line) of one SDCA does not work in other SDCA. e.g. the DEL
for the STD code 07561 not works in the area having code other then 07561. There is a
process of address verification of the DELs. If the Dels registered on the name of any
villager is working some where else then that DEL may be temporary disconnected by the
company and after replacing it in its right place and the address verification process if that is
a positive case then only it get reconnect by the company.
.In each SDCA(Short Distance Charging Area) there is a Distributor with his sales force of
Feeders and Runners. Who are the mean of direct sales. Also Distributor has a service
team of Junior Engineers (JE) for solving all the issues related to the services. There is a
procedure to get DEL connection. First the customer has to fill a CAF customer acquisition
form through runner or feeder with address prove and personal identity with their
photograph. This form goes to TTSL after verification by the Sarpanch of that village and by
the distributor. And then company verifies that acquisition form and allots the DEL number to
that customer. Then customer gets the walky with accessories from the distributor after
payment. The distributor’s force installs that walky to the customer’s home.
- 30 -
CHAPTER – VI
P’S OF RURAL TELEPHONY BUSINESS
- 31 -
PRODUCT
TTSL provides a good looking walky to their customers. It does not charge any money for
that walky, the money which customer pays to TTSL is for the connection only.There are
various models of walky provided by the company but these are not on the demond of
customer.Its all about the availability of stock.
The parts of an walky equipment-
1) Walky instrument. There are few models provided by company these are LSP
345LGP-800,LSP 430, LSP 350 T,SXP-2080 Smart PCO.
2) Antenna(Pencil, Magnet(Omni), Patch Panel)
3) Adaptor(Charger)
4) Battery
Detail of instrument
- 32 -
1. Menu Key
2. Message Key
3. End Key
4. Recall key/Soft
key
5. Clear/cancel key
6. Redial/Flash key
7. Navigation key
Left
8. Navigation Right
No data calls
from this handset
Features of walky
See who's calling with CLI (Caller Line Identification)
Get Missed Call details
Send and receive SMS
Store family and friends numbers in the in-built phone book
Get Receiver Off-hook Alarm
Receive calls when receiver off-hook (after the alarm period)
Avail Hotline with timer facility
Select from 10 in-built ring tones
Get alerts for unread messages
Talk more with 2 hours talk time & 24 hours standby time
Set Alarm and Reminder Alerts
Speed dial from Phone Book
Track calls with the Call Log Register
Dial frequently called numbers from memory and save time
Make an emergency call, even if your phone is disconnected
Install the phone without disfiguring your walls
Control cost with per minute alerts
Speaker Phone
Walky Wireless Service
Savings on monthly bills by paying just landline rates
Roam at home
Retain your number even when you change home or office
Get a quick connection
Save using Group Call across wireline, mobile and wireless phones
Enjoy voice based Infotainment services*
Avoid suffering dead phones or irritating linesmen
Book a connection from the comfort of your home
Security Features
- 33 -
Bar all calls except to select numbers
Prevent misuse with the Key Pad Lock
Enjoy enhanced privacy with CDMA technology
PRICE
Parameter RDEL 499 Package
Total Package price Rs. 499
Registration Charge (including ST) Rs. 399
Installation Charge Rs.100
Validity 2 Years
Free talk value (Local T2T only)* Rs.200
Free talk value validity (Local T2T only)* 30 Days
Free talk value (Local T2T only) is for limited period only
Voucher Denominations
All the current USO RCV will be applicable for this package. The details are:
MRP 50.00 100.00 200.00 300.00
Service tax @12.36% 5.50 11.00 22.00 33.00
Admin Fee (AF) 19.50 0.00 0.00 0.00
Talktime value (TT) 25.00 89.00 178.00 267.00
Validity (days) 30 30 60 90
Grace (days) 15 15 15 15
Inactive (days) 15 15 15 15
USO Plan- Call Charges
- 34 -
PLACE
In India the RTB is applicable in following states
Bihar
- 35 -
Haryana Punjab
Rajasthan Madhya Pradesh
Uttar Pradesh (West) Uttar Pradesh (East)
Karnataka Maharashtra
The RTB connection works in the villages which have population less then 5000. In this
Rural Telephony Business SDCA has made according to the STD code. The DEL(Direct
Exchange Line) of one SDCA does not work in other SDCA. e.g. the DEL for the STD code
07561 not works in the area having code other then 07563. There is a process of address
verification of the DELs. If the Dels registered on the name of any villager is working some
where else then that DEL may be temporary disconnected by the company and after
replacing it in its right place and the address verification process if that is a positive case
then only it get reconnect by the company.
- 36 -
DISTRICT (LDCA)
TAHSEEL (SDCA)
NOTAPPLICABLE
VILLAGE (POPULATION LESS THEN 5000)
VILLAGE (POPULATION MORE THEN5000)
APPLICABLE AREA
Applicability chart of RTB of TTSL.
DISRIBUTION CHANNEL
- 37 -
COMPANY (TTSL)
DISTRIBUTOR
FEEDER
PROMOTION
To promote the brand Tata Indicom Phone to the rural community a full blown van activity
was undertaken in key villages of Nasrullagunj. Also Canopy activity held in various
Haat/Bazars.For this company provided Cap,T-shirt,and Bag of Tata Indicom to Feeders
and Runners. Also Various Incentive scheme for Feeders and Runners was established
during my training period.
VAN Activity for Sales Promotion
- 38 -
RUNNER
COSTOMER
CANOPY Activity for Sales Promotion
- 39 -
SALARY AND INCENTIVE STRUCTURE FOR FEEDERs
FEDER INCENTIVE-
Basic Rs.3500 (on 70% achievements of target)
Incentive Rs.500 (Maintain own DRR, Maintain CAF quality and maintain Runner DRR)
Other Incentive Rs.10 /DEL on 100% Achievements of the target
Rs.15 / DEL on 115% Achievement of target.
DRR- Daily run rate, CAF- Customer acquisition form
RUNNER’s Commission
No. of sale Rs. / Del
- 40 -
1 to 5 50
6 to 8 60
9 to12 75
13 to 18 90
18 to 22 100
Other promotional schemes-
Promotional talk time- Company is giving 200 Rs. Promotional talk time for T2T (tata to
Tata) which is valid for 30 days from the date of activation.
Free incoming for life.
NIU provided by TTSL. Periodic Credit of Rs. 0.33 per day or Rs. 10 per month. This should
be possible even in INACTIVE stage.
CHAPTER – VII
DATA COLLECTION AND INTERPRETATION
- 41 -
MARKET POTENTIAL OF NASRULLAHGUNJ
DISTRICT SDCA VILLAGEHOUSE HOLD
EXISTING Del Potential Potential%
Sehore Nasrullaganj Ladkui 927 650 277 29.9
Sehore NasrullaganjRampura Chakaldi 800 450 350 43.8
Sehore Nasrullaganj Rhala 527 300 227 43.1
Sehore Nasrullaganj Ameerganj 403 205 198 49.1
Sehore Nasrullaganj Hameedganj 401 150 251 62.6
Sehore Nasrullaganj Borkheda Kalan 361 275 86 23.8
Sehore NasrullaganjSemalpani Kadeem 334 280 54 16.2
Sehore Nasrullaganj Gopalpur 337 215 122 36.2
Sehore Nasrullaganj Balagaon 331 111 220 66.5
Sehore Nasrullaganj Nimota 324 170 154 47.5
Sehore Nasrullaganj Basudeo 363 148 215 59.2
- 42 -
Sehore Nasrullaganj Chhipaner 365 280 85 23.3
Sehore Nasrullaganj Chhidgaonmouji 344 210 134 39.0
Sehore Nasrullaganj Tiladia 292 155 137 46.9
Sehore Nasrullaganj Basantpur 272 160 112 41.2
Sehore Nasrullaganj Shyampur 277 145 132 47.7
Sehore Nasrullaganj Chhapari 278 145 133 47.8
Sehore Nasrullaganj Tikamod 291 180 111 38.1
Sehore Nasrullaganj Chhidgaonkachhi 293 210 83 28.3
Sehore Nasrullaganj Soyat 350 250 100 28.6
Sehore Nasrullaganj Nimnagaon 246 125 121 49.2
Sehore Nasrullaganj Bhilai 229 35 18 7.9
Sehore Nasrullaganj Dimawar 280 125 155 55.4
Sehore Nasrullaganj Bhadakui 269 145 124 46.1
Sehore Nasrullaganj Sukarwas 270 135 135 50.0
DISTRICT SDCA VILLAGE HOUSE
HOLD
EXISTING
Del
Potential Potential%
Sehore Nasrullaganj Panchor 238 165 73 30.7
Sehore Nasrullaganj Gillaur 237 155 82 34.6
Sehore Nasrullaganj Itarsi 315 125 190 60.3
Sehore Nasrullaganj Chich 244 156 88 36.1
Sehore Nasrullaganj Nandgaon 250 115 135 54.0
Sehore Nasrullaganj Digwad 315 215 16 5.1
Sehore Nasrullaganj Kalwana 217 118 99 45.6
Sehore Nasrullaganj Bagwara 213 145 68 31.9
Sehore Nasrullaganj Magaria 212 120 92 43.4
Sehore Nasrullaganj Haliya
Khedi
205 115 90 43.9
Sehore Nasrullaganj Mahagaon
Jadeed
181 105 76 42.0
Sehore Nasrullaganj Dholpur 203 98 105 51.7
- 43 -
Sehore Nasrullaganj Itawa Kalan 180 125 65 36.1
Sehore Nasrullaganj Satrana 206 105 101 49.0
Sehore Nasrullaganj Hathighat 184 95 89 48.4
Sehore Nasrullaganj Gularpura 192 135 57 29.7
Sehore Nasrullaganj Sonthiya 239 200 39 16.3
Sehore Nasrullaganj Manji Khedi 90 20 70 77.8
Sehore Nasrullaganj Gorakhpur 95 25 70 73.7
Sehore Nasrullaganj Muhai 85 12 63 74.1
Sehore Nasrullaganj Neelkanth 130 70 60 46.2
Sehore Nasrullaganj Kumantal 161 110 51 31.7
Sehore Nasrullaganj Tajpura 167 125 42 25.1
Sehore Nasrullaganj Rithwar 144 40 104 72.2
Sehore Nasrullaganj Kharsania 180 120 60 33.3
Sehore Nasrullaganj Satdev 189 105 84 44.4
Sehore Nasrullaganj Babri 163 95 68 41.7
Sehore Nasrullaganj Seelkanth 149 95 54 36.2
DISTRICT SDCA VILLAGE HOUSE
HOLD
EXISTING
Del
Potential Potential%
Sehore Nasrullaganj Borkhedi 147 80 67 45.6
Sehore Nasrullaganj Chorsa Khedi 136 80 56 41.2
Sehore Nasrullaganj Seegaon 148 100 46 31.1
Sehore Nasrullaganj Chaunda Grahan 161 85 76 47.2
Sehore Nasrullaganj Sewaniya 105 60 45 42.9
Sehore Nasrullaganj Pandagaon 153 90 63 41.2
Sehore Nasrullaganj Baisad 178 85 93 52.2
Sehore Nasrullaganj Rujan Khedi 122 105 17 13.9
Sehore Nasrullaganj Richhadiya
Kadeem
113 60 53 46.9
Sehore Nasrullaganj Lanchor 140 100 40 28.6
Sehore Nasrullaganj Nipania 110 60 50 45.5
Sehore Nasrullaganj Gilhari 122 70 52 42.6
Sehore Nasrullaganj Jamonia 107 85 22 20.6
- 44 -
Kalan(Pandagaon
Sehore Nasrullaganj Shyamugaon 114 65 49 43.0
Sehore Nasrullaganj Badnagar 150 95 55 36.7
Sehore Nasrullaganj Ranipura 96 55 41 42.7
Sehore Nasrullaganj Beejla 114 25 89 78.1
Sehore Nasrullaganj Kishanpur 100 55 45 45.0
Sehore Nasrullaganj Dhaba 94 58 36 38.3
Sehore Nasrullaganj Jogala 118 75 43 36.4
Sehore Nasrullaganj Borkheda Khurd 97 53 44 45.4
Sehore Nasrullaganj Badgaon 76 34 42 55.3
Sehore Nasrullaganj Mariyado 74 30 44 59.5
MARKET POTENTIAL GRAPH
Potential
%
0 - 10 10 -20 20-30 30 -40 40 -50 50 -60 60 -70 70 -80
No. of
villages
2 3 9 15 31 8 3 5
- 45 -
Market Potential of Villages
0
5
10
15
20
25
30
35
0 to 10 10 to 20 20 to 30 30 to 40 40 to 50 50 to 60 60 to 70 70 to 80
Potential in %
No
. O
f V
illa
ges
NETWORK MAPPING OF VILLAGES
S.No. Distice SDCA Village Network
1 Sehore Nasrullaganj Ct Green
2 Sehore Nasrullaganj Ladkui Green
3 Sehore Nasrullaganj Rampura Chakaldi Blue
4 Sehore Nasrullaganj Rhala Green
5 Sehore Nasrullaganj Ameerganj Blue
6 Sehore Nasrullaganj Hameedganj (Tumdi) Blue
7 Sehore Nasrullaganj Borkheda Kalan Green
8 Sehore Nasrullaganj Semalpani Kadeem Blue
9 Sehore Nasrullaganj Gopalpur Blue
10 Sehore Nasrullaganj Balagaon Blue
11 Sehore Nasrullaganj Nimota Blue
12 Sehore Nasrullaganj Basudeo (Bansdeo) Blue
13 Sehore Nasrullaganj Chhipaner Blue
- 46 -
14 Sehore Nasrullaganj Chhidgaonmouji Green
15 Sehore Nasrullaganj Tiladia Blue
16 Sehore Nasrullaganj Basantpur Blue
17 Sehore Nasrullaganj Shyampur Blue
18 Sehore Nasrullaganj Chhapari Blue
19 Sehore Nasrullaganj Tikamod Blue
20 Sehore Nasrullaganj Chhidgaonkachhi Green
21 Sehore Nasrullaganj Soyat Blue
22 Sehore Nasrullaganj Nimnagaon Blue
23 Sehore Nasrullaganj Bhilai Blue
24 Sehore Nasrullaganj Dimawar Blue
25 Sehore Nasrullaganj Bhadakui Blue
26 Sehore Nasrullaganj Sukarwas Blue
27 Sehore Nasrullaganj Panchor Blue
S.No. Distice SDCA Village Network
28 Sehore Nasrullaganj Gillaur Blue
29 Sehore Nasrullaganj Itarsi Blue
30 Sehore Nasrullaganj Chich Blue
31 Sehore Nasrullaganj Nandgaon Blue
32 Sehore Nasrullaganj Digwad Blue
33 Sehore Nasrullaganj Kalwana Blue
34 Sehore Nasrullaganj Bagwara Blue
35 Sehore Nasrullaganj Magaria Blue
36 Sehore Nasrullaganj Haliya Khedi Blue
37 Sehore Nasrullaganj Mahagaon Jadeed Blue
38 Sehore Nasrullaganj Dholpur Blue
39 Sehore Nasrullaganj Itawa Kalan Blue
40 Sehore Nasrullaganj Satrana Blue
41 Sehore Nasrullaganj Hathighat Blue
42 Sehore Nasrullaganj Gularpura Green
- 47 -
43 Sehore Nasrullaganj Sonthiya Green
44 Sehore Nasrullaganj Manji Khedi Blue
45 Sehore Nasrullaganj Gorakhpur Blue
46 Sehore Nasrullaganj Muhai Blue
47 Sehore Nasrullaganj Neelkanth Blue
48 Sehore Nasrullaganj Kumantal Blue
49 Sehore Nasrullaganj Tajpura Blue
50 Sehore Nasrullaganj Rithwar Blue
51 Sehore Nasrullaganj Kharsania Green
52 Sehore Nasrullaganj Satdev Blue
53 Sehore Nasrullaganj Babri Blue
54 Sehore Nasrullaganj Seelkanth Blue
55 Sehore Nasrullaganj Borkhedi Blue
S.No. Distice SDCA Village Network
56 Sehore Nasrullaganj Chorsa Khedi Blue
57 Sehore Nasrullaganj Seegaon Blue
58 Sehore Nasrullaganj Chaunda Grahan Green
59 Sehore Nasrullaganj Sewaniya Blue
60 Sehore Nasrullaganj Pandagaon Blue
61 Sehore Nasrullaganj Baisad Green
62 Sehore Nasrullaganj Rujan Khedi Green
63 Sehore Nasrullaganj Richhadiya Kadeem Blue
64 Sehore Nasrullaganj Lanchor Green
65 Sehore Nasrullaganj Nipania Blue
66 Sehore Nasrullaganj Gilhari Blue
67 Sehore Nasrullaganj Jamonia Kalan(Pandagaon Blue
- 48 -
68 Sehore Nasrullaganj Shyamugaon Blue
69 Sehore Nasrullaganj Badnagar Blue
70 Sehore Nasrullaganj Ranipura Blue
71 Sehore Nasrullaganj Beejla Green
72 Sehore Nasrullaganj Kishanpur Blue
73 Sehore Nasrullaganj Dhaba Blue
74 Sehore Nasrullaganj Jogala Green
75 Sehore Nasrullaganj Borkheda Khurd Blue
76 Sehore Nasrullaganj Badgaon Blue
77 Sehore Nasrullaganj Mariyado Green
NETWORK ANALYSIS GRAPH
Network type Green Blue
No.of villages 15 61
- 49 -
Network of Villages
0
10
20
30
40
50
60
70
Green Blue
type of Network
No
. o
f V
illa
ges
Type of network
Green: Villages Where Pencil Antenna Works & network is good.
Blue: Villages Where Omni (Magnate) & Patch Penel Antenna Works.
Red: Villages Where Network is extremely poor & No antenna works.
- 50 -
CHAPTER – VIII
TRAINING PROGRAM
Responsibi l i t ies during training period
Appointment of runners and feeders as per the requirement.
Daily Sales planning.
Target setting and Feedback of runners and feeders.
Training of runners and feeders related to product.
- 51 -
Training of runners and feeders to present the product to the
customers.
Collection of data regarding population and network position of villages
so that market potential can be identifies.
New incentive structure was recommended so that feeders and
runners are adequately compensated. Improved incentive structure
can act as a effective motivating factor.
Accompanied runners to the field so that ground realities are known.
Motivation of sales team by explaining them that their future is bright if
they are associated with a TATA enterprise.
Replacement of Poor performing runners as per requirement.
Sales promotion through Van activity and canopy activity.
Proper execution of customer services.
- 52 -
CHAPTER – VIII
SWOT ANALYSIS
STRENGTHS
The package o f f e red i s ve ry a t t r ac t i ve .
Low i n i t i a l i nves tmen t .
Low l oca l ca l l r a tes .
Low denomina t i on p repa id vouche rs ava i l ab le .
No mon th l y r en ta l .
Ava i l ab i l i t y o f p roduc t t o cus tomer ve ry f as t .
- 53 -
Wire less Wa lky Phone w i t h a l l f ea tu res as i n a good Mob i l e e .g .
Ca l l e r I d , Massages , L i gh t on d i sp l y , Speake r phone , r i ng Tone ,
Ca lenda r , Wa tch , Ca l l Reco rd e t c , FM rad io i n some i ns t rumen ts .
Promo t i ona l Ta l k t ime 200 Ta ta t o Ta ta .
The company ’ s name , TATA , i s t he b igges t s t r eng th and suppo r t
beh ind t he p lan and i t he lps i n es tab l i sh ing t he f a i t h o f t he
cus tomer .
No wor thwh i l e compe t i t o r . B .S .N .L . i s t he ma in compe t i t o r s bu t
mon th l y r en ta l i s a b i g weak po in t f o r t hem.
The marke t h i t t i ng i s ve ry e f f i c i en t as t he dea le r i s us ing
pe rsona ; sa le t echn ique by us ing l oca l sa lesmen and p rov id i ng
se rv i ces doo r t o doo r .
WEAKNESSES
.
There i s no i den t i t y p roo f i s sued f r om the company ’ s s i de t o t he
sa lesman , so t he v i l l age rs a re no t show ing f a i t h t owards t hem.
The use r manua l s i s i n Eng l i sh . So , i t i s d i f f i cu l t f o r t he ma jo r i t y
o f r u ra l cus tomers t o unde rs tand .
The phone sys tem i s ba t t e r y ope ra ted and t he backup i s ve ry
sma l l . Due t o t he f r equen t e l ec t r i c i t y f a i l u re , t he ba t t e r y i s no t
pe r f o rm ing we l l .
Changes i n t he p lan a re no t t ime l y conveyed t o t he sa lesmen ,
t he re shou ld p rog rammed de l as ea r l i e r .
The dea le r i s no t show ing h i s commi tmen t t owards t he company
and a l so t he company i s no t p rov id i ng h im the su f f i c i en t suppo r t .
Fo r examp le :
The vouche r supp l y i s no t good .
The dea le r i s no t ve ry much i n te res ted i n p rov id i ng a f t e r
sa le se rv i ce t o cus tomer .
Stock sca rc i t y f o r se rv i ce .
Var ie t y o f mode l makes a cus tomer con fuse & des i r e s tock
w i l l no t make ava i l ab le by company .
- 54 -
OPPORTUNIT IES
I f company i nc reases i t s ne two rk t hen sa les w i l l be i nc rease .
The A IRTEL and t he REL IANCE a re cove r i ng ve ry sma l l a rea o f
t he v i l l ages and ma in l y cove r i ng t he commerc ia l connec t i ons
(STD, PCO) . So , t he re i s vas t a rea open f o r t he company i f t hey
imp rove and expand t he i r ne two rk .
The p lan t ha t RTB o f f e r i ng i s ve ry a t t r ac t i ve and economica l . I f
t hey sp read t he i r p l ans and commun ica te we l l w i t h t he cus tomer ,
t hey w i l l de f i n i t e l y sw i t ch t o t he Ta ta ’ s connec t i on .
By p rov id i ng on t ime and bes t se rv i ce t o t he cus tomer , t he
company can ga in cus tomer l oya l t y and cus tomer sa t i s f ac t i on .
The we l l - t r a i ned and mo t i va ted sa lesmen can p rove an asse t t o
t he company and can i nc rease sa les vo lume and cus tomer
sa t i s f ac t i on .
I f h i ghe r denomina t i on vouche rs a re i n t r oduced revenue w i l l
i nc rease .
I f t he company p rov ides t he des i r e se t t o t he cus tomer and
p rope r and t ime l y s tock f o r se rv i ces t hen de f i n i t e l y sa les w i l l be
i nc rease .
THREATS
The s tock supp l y and t he vouche r ava i l ab i l i t y a re ve ry poo r so i t
a f f ec t s t he cus tomer ’ s f a i t h and sa t i s f ac t i on .
The poo r se rv i ce sa t i s f ac t i on i s t he b igges t t h rea t t o t he
company . I f t he cus tomer w i l l no t ge t on t ime se rv i ce t hey w i l l
de f i n i t e l y sw i t ch t o t he o the r phone sys tem and sa les w i l l f a l l
down .
The rumors a re a l so t he ma jo r t h rea t t o t he bus iness . Be ing
i l l i t e ra te , r umors a f f ec t t he ru ra l cus tomers t he mos t and t he
company ’ s image ge t s a f f ec ted .
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The weak marke t i ng ac t i v i t y i s a l so t he t h rea t t o t he image . The
cus tomer i s no t ge t t i ng p rope r i n f o rma t i on abou t t he p lan and t he
dea le r and t he sa lesman a re f oo l i ng t hem.
The ra iny season i s a l so t he t h rea t t o t he sa les vo lume because
i t becomes d i f f i cu l t t o r each t he p rospec t i ve cus tomer .
I n some cases , t he cus tomer ’ s f o rm ge t accep ted bu t even a f t e r
two mon ths t he phone i s no t ac t i va ted , i f i t i s t he case o f
r e j ec ted f o rm then t he re j ec ted f o rm i s no t subm i t t ed back t o t he
sa lesman .
Changes i n t he p lan a re no t t ime l y conveyed t o t he sa lesmen .
The dea le r doesn ’ t g i ve due a t t en t i on t o t he impo r tan t i den t i t y
p roo f o f t he cus tomer subm i t t ed t o h im and a l so i n some cases i t
ge t m isp laced . I t i s a l so t he t h rea t as i t makes t he cus tomer t o
su f f e r .
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CHAPTER – IX
SUGGESTIONS
SUGGESTIONS
There is a need to provide adequate training to the salesman (Feeders and
Runners).
User manuals and the plan’s pamphlets should be printed in Hindi.
There should be identity cards and sales kit to the salesman and service kit to JE.
Length of the wire of antenna and their quality should be better.
Better quality batteries and chargers should be provided with the instrument.
The voucher’s retail outlet should be opened so that the customers get the voucher
easily.
There should be identity cards and sales kit to the salesman.
Length of the wire of antenna and their quality should be better.
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Service Mela should be arrange time to time in various Hat/Mela of the territory.
Del Activation should be more fast because customer want there activation
immediately.
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CHAPTER XI
BIBLIOGRAPHY
BIBLIOGRAPHY
Books and Magazines-
Kotlers,Philip.(1999):”Marketing Management” Prentice Hall of India
Pvt.Ltd. New Delhi.
Preptalk (Aug.)PT Education
Business world
Websites:
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www.tataindicom.com
www.telecomwatch.com
www. trai .gov.in
www. dot .gov.in
ANNAXURE
AXW P-800 LSP-430
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Promotion of RBT of TTSL
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