SDM PROJECT – PART B

UNDERSTANDING SALES AND DISTRIBUTION AT

Submitted To

Prof Kapil Khandeparkar

Prof Manoj Motiani

Submitted by

Group 7, Section CE

Abhijith G Santhosh (2016PGP006)
Akhil Mohammed C P (2016PGP037)
Akole Ruchi Rajendra (2016PGP039)
Alisha Raul (2016PGP047)
Nayan Sharma (2016PGP225)
Sindhuja Gantayet (2016PGP378)
Supriya Karan (2016PGP396)
Shivani Gual (2016PGP361)

Vodafone – An Overview

Vodafone Group plc, headquarters in London, is a British multinational
telecommunications company. Amongst other mobile operator groups worldwide,
Vodafone is placed fifth by revenue and second (after China Mobile) in the total
number of connections (435.9 million) as of 2014.
Vodafone possesses and operates networks in twenty-six countries having partner
networks in over fifty other nations. Its Vodafone Global Enterprise division delivers
telecommunications and IT services to corporate customers in 150 nations.
Vodafone India is a 100% subsidiary of Vodafone Group. It initiated operations in
1994 after its forerunner Hutchison Telecom attained the cellular license for Mumbai.
The brand Vodafone was propelled in India in September 2007, once Vodafone Plc.
picked up a majority stake in Hutchinson Essar in May 2007. The business is
presently serving 31 million customers and stretched its operations through the
country to cover all 22 telecom groups.
Vodafone India is the second largest mobile network operator in India by subscriber
base, first being Airtel by a market share of 18.42%. It is headquartered in Mumbai,
Maharashtra. It has about200 million consumers as of August 2016. It deals with both
prepaid and postpaid GSM cellular mobile coverage all over India with improved
existence in the metro cities.

The company is presently directed by Sunil Sood who is the Managing Director and
CEO of Vodafone India Ltd.

Vodafone India has established various awards in the earlier years such as One of the
Best Companies to Work For in India in 2014 according to the national review piloted
by The Economic Times and recognized as the Most Trusted Brand in Telecom
Category conferring to Brand Trust Report in 2014.

Vodafone delivers an extremely linked network system where a complete set of
127,000 spots and 30,000 3G spots, across the nation, are connected. The complete
coverage establishes a full of 84 percent, while the rural dispersion is about 76
percent.

Annual report 2016. there are 5 stores.3 million. The circle head office is located in Bhopal. Vodafone India's active data consumer count in the quarter till June grew to 69. Data searching income growth of 22.8 million recharging stores. Bhopal. In Indore district. Current Market Trends for Vodafone: By the data of Vodafone India Ltd. Vodafone is involved in the CSR events as‘Vodafone Cares’ which is a platform that integrates the three columns of Education. . Gwalior.Vodafone has its existence across the nation through 1. However. b.8 million which was in the previous year. Bilaspur. that is 32. Ujjain and Sagar. 9 mini stores and 3 Wi-Fi hotspot stores beside the several retail stores that provide recharge and coupon facilities for Vodafone. There are offices of Vodafone in eight zones of Madhya Pradesh. over 9000 exclusive and 34 angel stores. Vodafone has 700 stores with having 3949 small stores and 293 Wi-Fi hotspot stores. Empowerment and Environment. Vodafone stated a 3. The zones are districts of Jabalpur. Vodafone Operations: In India. and its 3G/4G consumer count grew 46%.3% also reduced because of lesser purchaser growth.7 million from 66. Indore. Vodafone India had stated 45% growth in data income during financial year 2016 and 55% in the major six months of the previous financial year.4% fall in sales income to approximately Rs. 500croresas compared to the previous year.13. The drag down in the “slower data” revenue growth is on the account of condensed data dispersion at the lower and middle ends in the market. a. Satna. These 3Es bring into line the company’s exertions as being a socially responsible organization.

They judge potential dealers based on the following criteria:  Dealers must be financially sound  Dealers should have good reputation track record in market  Good market penetration by the dealer  The coverage for the dealer must be high Vodafone strives on building customer loyalty and hence they leverage their dealers for building customer relationships. As they are managed by local community members they act as key relationship hubs for the brand. These LalDukaans are entrepreneurial ventures located in 5. With the on-going information revolution in rural India. offering a uniform and consistent. mobile internet and new age technologies has resulted in changing customer needs. internationally benchmarked customer experience through 200+ stores in urban centers in India. Apart from distributing Vodafone products to retailers they have following responsibilities:  To run company sponsored promotional activities  To conduct recruitment under company guidance  Training of manpower  Providing post sale services . Vodafone has already marked its distinct presence through its rural mini stores. The increasing use of smart phones.Vodafone distribution system Vodafone believes in the importance of communication and helps its users with its far-reaching network made for uninterrupted network and clear conversations. Vodafone India has introduced Global Design Store which is an industry first retail format. Delhi & NCR and Kolkata today contributes to 30% of industry revenues and close to 50% of Vodafone India data revenues.000 plus villages in the near vicinity of all circles. Vodafone is strict while choosing their dealers. Karnataka. Vodafone follows the approach of “More is better!” Vodafone’s high-speed 4G services in Kerala. popularly known as LalDukaans. Mumbai.

a. A competitive tariff structure is maintained wherein technical and other training is provided to the staffs and financial incentives to service providers. prepaid and meant to be terminals. The distributor sales executives work for more than 60 outlets. In Tier-1. 4G fixed line and reach to end and service and services data consumer 1.Channel Structure Vodafone Indirect Exclusive Direct Modern Retail B2B Business Channel Channels Trade With a focus Primary focus Chain stores Enterprise Focused on on postpaid on postpaid. dealers and sales people. This channel also provides assistance for advertising campaigns and supports the development of both special retail outlets. 3G. independent dealers. for future services. Indirect Distribution: The extent of indirect distribution varies between markets. Vodafone uses third-party service providers. Vodafone Distributor Distributor sales executive Retailer . urban areas: The retailer outlets perform as unique electronic top-up outlets. agencies and mass marketing. sales data. growth of including mass market sold directly data. activating outlets and data selling outlets.

In Tier-2. Within 20km distance. rural areas: Main Town Direct distribution to village clusters within 20km Cluster of villages serviced by associate distributors(35km-40km) Migrant workers and a large percentage of prepaid users in these areas prefer to have a face to face interaction for availing services. direct distributors serve the village.b. Associate distributors serve cluster of villages which are in a span of 35km-40km. Vodafone have 700 stores and 3949 mini stores across India. Exclusive Retail: Majority of Vodafone’s sales happens in retail outlets. Following are major activities for which customers an outlet:  Postpaid connections  Prepaid connections and recharge cards  To get information on various plans  Bill payment  Demos and activation of different value added services  Queries and SIM replacement Vodafone exclusive retail Vodafone mini Vodafone mini Vodafone Store store(Urban and store(rural) Semi Urban) Experience Convinience Service and trust . 2.

They provide voice and data. Vodafone Red Zone. powerful brand. they have consistently been awarded for their best-in-class network. 3. calls are transferred from inbound call centers.  Convenience This is based on entrepreneurial model aimed for low costs. Agra. Vodafone supernet 4G services has been launched in places like Saharanpur. Gujarat. 5. .  In super call center. new role definition and new back office processes are developed.  Service and trust Vodafone has emerged as a differentiator in rural market with its LaalDukaan concept. Modern Trade  The modern retail stores of Vodafone features 3G Zone. Bareilly and many other locations which serve as cultural. B2B Business  Vodafone helps businesses that cater to a pan-India audience by bringing their communication systems on par with global standards. wireless and wireline services to help businesses harness the power of total communications. Experience: The stores are redesigned in every single aspect with new sales and service attention models. Direct Channels  This channel consists of direct sales agents who sell the services on feet by cold calling. After UP west and Uttarakhand the services were rolled out in Mumbai. Karnataka. educational and tourism hubs. Kolkata. West Bengal. North East. Since commencing operations in 2007. Vodafone has been focusing aggressively on closer engagement and enhancing customer experience in an endeavor to be ready for future. Kerala. Vodafone have been opening their global design stores as a part of Vodafone’s ‘Retail Of Tomorrow’ initiative. Self Service Kiosks. An immediate transfer is made to the DSA (Direct selling associate) in this tele calling setup. upselling to existing customer base. Zoo Zoo merchandise and a Go Post-Paid Zone. documentation and detailed design specification for the new store experience is also shared to the customers. An outbound tele-calling setup is used too by feet for street fulfillment model. Delhi and NCR. To provide seamless customer experience Vodafone has introduced instant 4G SIM exchange at all Vodafone stores and selected retail outlets. M-pesa Zone. A store manual with all the information. UP east. 4. Haryana. unique distribution and unmatched customer service. Maharashtra. Vodafone prepares the companies by providing them solutions to face the challenges of today and prepare for the future. Rajasthan. Dehradun. Tamil Nadu and Punjab Circles.

 For connecting global audience in businesses. no matter where they are. Vodafone’s National and International Roaming plans enable employees to stay constantly connected. Vodafone has set up an advanced system of GPRS enabled biometric devices with the systems integrator to track attendance on a daily basis through thumb impression or card swipe for a government body to monitor the attendance of employees. with low cost and quality services. In B2B business. . companies must ensure that their employees have the freedom to interact with customers across the globe.

Sales Operations: The sales team forms the backbone of a company and function as point of interaction between the product companies and the customers. The important aspects of sales operations are explained below: a. is instrumental in pushing the company from mere surviving to flourishing.involved in decision making process . Understanding the sales process is equally important in staying in sync with the industrial developments.Sales Management at Vodafone The discipline of Sales Management caters to the process of forming a sales force and application of sales techniques in sales operations in order to achieve the sales target fixed for a company. namely Sales Operations. In order to have a clear understanding. Hence it is of utmost importance to recruit the right fit of employees as a part of sales team but also provide them with required training from time to time. 1. Sales Strategy and Sales Analysis. The importance of this discipline lies in its functioning as an interface between the company and the customers where the latter may include end-users or retailers as the case may be. Effective sales management helps the company to generate revenues and gain profits and often. the sales process is divided into three broad umbrellas. Sales Team Composition The overall structure can be divided into three levels:  Senior .

demonstrating products and completing transactions.  Sales Person: His/her duties are majorly customer/distributor communication. ensuring targets are met and managing sales team his/her region  District Sales Manager: DSM has the responsibility of developing new direct business and mentors the Sales representatives for sales achievement. Major responsibility involves answering queries.  Daily Sales Executive: He / She is the main point of contact between an organization and its clients. Not very often. the sales team consist of following positions:  Relationship Manager: The responsibility of a relationship manager (RM) broadly includes handling customers and corporate clients and resolving their complaints. Middle . in large numbers . the Area Sales Manager or Zonal Manager accompanies the agents. Vodafone’s sales persons take care of visiting the different distributors in his territory and communicating product and service information.comprises of professionals of various fields acting as an interface between the rest two levels  Lower .  Sales Representative: Sales representative works with distributors and customers to communicate the product/ service information and conducts a smooth sales process. assistance. offering advice and introducing new plans.direct dealing with the customers The hierarchy of the sales department can be broadly categorized as:  National sales Department  Zonal Sales Department  Regional Sales Department  District Sales Department  Territory Sales Department Confining the scope to the last two categories. A sales person has the following items in his sales kit:  Leaflets on products and services information.  Area Sales Manager: ASM is responsible for overseeing sales operations.

Roles Performed: Key Performance indicators or KPIs are instrumental in gauging the progress of individuals and the team and the extent to which the business objectives are achieved by the company. This training impart knowledge on what to do out in the field and how to go about achieving targets. It is one of the most important KPI for the salespeople. Recruitment/Hiring Process: Vodafone has certain skill sets they look for in a candidate enrolling for sales role. d. 5 major tasks of distributor team in a day  New Activation Drivers: It is the responsibility of acquiring new customers. The retailer then decides customer price on the basis of their first recharge (Market Offer Price). The important ones are:  Good communication  Pro active  Quick learner  Have fair understanding of his/her territory  People friendly attitude  Focused and self motivated c. 5 which were then forwarded by the distributor to the retailer at the same rate. List of prospects and their addresses  Details on competitive scenario in his territory  Price information on various services Vodafone offers compared with prices of similar offers provided by competitors b. Training: Sales person undergoes initial training sessions soon after his recruitment. It goes through 3 stages where firstly company issue and bill new SIM cards to the distributor at the rate of Rs. . In Vodafone management considers around 35 KPIs as major ones for evaluation from among a set of 75-80 KPIs allocated to the Sales Team.

5%. Proper strategy formulation comes from awareness of the industry. secondary and tertiary stages. Schemes Offered to Retailers: In order to maximize the reach. This can be done by both the on roll and off roll employees. The primary and secondary are already explained above. Retailers decide their Market Offer Price (MOP) according to what they want to charge for.  Distribution: This is one of the major responsibilities of the Sales Team where they need to distribute the SIM cards and various vouchers in their regions or territory. The margin distributor get for this is 1. SALES STRATEGY: A series of tasks and processes help a company to make sure its products and services reach their users by following a sales pipeline. This signifies the quality as the higher the DAO. market trends and competitors’ moves. Vodafone generated around 20-25 % revenue in MPCG area from paper vouchers while the revenue generated from other states was around 35% in India. Thus making sure that minimum 20% of outlets deals with one activation on a daily basis. better the quality of new customers. This process follows various levels as described by the primary. Therefore. every telecom player offers variety of lucrative schemes to the retailers to establish a long-term relation with them and retain them. The better quality is ascertained by deciding the target percentage of the DAO. a. This process involves the customers coming to the retail store and making a purchase. The margin retailers get here is around 2.  Daily Activation Outlets (DAO): These are for generating better quality of new activation (new customers).5%. Vodafone generally target that minimum 20% Unique Acquisition Outlets (UAO) should be DAO. Appropriate sales strategies facilitate in positioning of the company ahead of its competitors. In the schemes offered to . Primary: This is the first stage where companies issue the free top ups and paper vouchers when distributors transfer them the money.  Secondary: The distributors then distribute the top ups and vouchers to the retailers. Tertiary stage involves selling from the retail store. dealing with the customers. product placement and promotion plans. This generally follows a push strategy. The sales strategy followed in Vodafone is outlined below. sales strategy includes careful setting of targets.

On achieving a targeted number of URO. they are given Rs15 per number which subsequently increase to Rs 20 per number if the count of activation crosses 30. The incentives are kept same i.  Unique Recharge Outlets (URO): Unique specifies the unique target count. b.  Data Selling Outlets (DSO): The Data Selling Outlets are places where the incentives are based on the amount of data provided. Rs 4 per acquisition. Theses outlets involves having minimum 500 Rs recharge done for a customer. These outlets sell paper vouchers and coupons.e. For the initial number of activations (1-10) per day. The incentive given is same as URO.4 Rs per acquisition. A specific target is given to the distributors and on achieving that target incentives are given which could be Rs 5 per new acquisition. d. Incentives to distributors: In order to push the services to ensure a wider reach. Distribution: There are 5 parameters on which distribution is judged. . Data Selling involves the data recharges and vouchers.  Unique Acquisition Outlets: These outlets have minimum 3 acquisitions (Activations) per month. The incentives also depends on the market-DPL (Dealer per leg) which involves the population of a geography. 4 Rs per acquisition is given as incentive.  Mobile Number Portability Outlets (MNPO): These outlets deal with specific request of mobile number portability. they are given Rs 10 per number. For the next slab (11-30 number of activations). Vodafone gives various incentives to the distributors on the basis of following factors: c. Acquisitions: Acquisitions involve acquiring new customers. the incentives are decided on the basis of different slabs set.the retailers.  Any Unique Acquisition Outlets (UAO): These outlets have minimum one acquisition per month.

SALES ANALYSIS: Analysis of targets set and targets achieved help in determining the success of the company. The average size of the deals each sales person brings in is compared across others and based on that he/she will be incentivized. . a. Average size of deals: Deal size is another metric in which performance is evaluated. These are the indicators of the performance of the sales performance team in particular and company in general. Targets Achieved: Sales persons and even the employees in managerial roles like ASMs and ZMs are evaluated in the basis of monthly Target achieved. b.

the company ranks amongst the top 3 mobile service providers globally and largest in India in terms of subscribers.588. Bharti Airtel had over 364 million customers across its operations at the end of December 2016. enterprise services including national & international long distance services to carriers. 3G. 2016) (Source. DTH.000 –Homes customers and 12. high speed DSL broadband. India. 2016) Customer base Africa: 80. the Business company's product offerings include 2G.102.853. In India. as a Public Limited Company Proportionate Rs.000 GSM mobile.Company website airtel.Competitor analysis We consider Bharti Airtel for the comparison of sales and distribution of Vodafone. 85. 2016-Audited) revenue As per Ind-AS Accounts Proportionate Rs. Headquartered in New Delhi.357million (ended December 31. 4G wireless services and mobile commerce.000. Established July 07. description mobile commerce. it offers 2G. 1995. Bharti Airtel – Company Profile: Name Bharti Airtel Limited.000 mobile customers (status as on December 31. 2016-Audited) EBITDA As per Ind-AS Accounts India: 265.000 GSM mobile customers. Digital TV Services (status as on December 31. SA: 1. 2. fixed line services.233. Bharti Airtel Limited is a leading global telecommunications company with operations in 17 countries across Asia and Africa.705 million (ended December 31. In the rest of the geographies.356. 3G and 4G wireless services.in) .938.

Karnataka circle. They also provide inputs and reviews of the corporate strategies and product direction. Mumbai circle. else a cluster of regions maybe allocated to a single circle.3% and that of the retailer is 2. easy balance services and promotion material to the retailers in the designated urban areas of their district. the retailers never go out of stock. All the retailers’ SIM falling under the UDs belt is mapped . The prime task of the territory manager is distributing products to the distributors as per the demand of the region. Easy Recharge. The following figure shows the hierarchy of supply chain of Airtel: Territory Manager Urban Rural Super Second degree Distributor Distributor distribution Via FSO network Third degree Rural distribution Retailer distributor network Via FSO Retailer  Urban Distributors (UDs): The Urban Distributors (UDs) are located at the District Headquarters. Replacement SIM to the retailers without encroaching into other distributor’s territories. Each territory has a Territory Manager (TM). In urban areas. e.g. Supply chain of Airtel Airtel divides its territories into circles on the basis of regions. The FSOs in turn supply it to the retailers. If a region is huge it is allocated one circle.a. Further the distributors handle the provisioning of documents. Due to this. The marketing and sales teams in each circle form regional organizations which are responsible for the sales and marketing strategies and expansion plans for their territories.7%. They are responsible for the distribution of SIM. The FSOs have to visit the retailer every alternate day and check whether the stock is adequate or not. They distribute the products.g. GSM Pay Phones. operation back up and distributing the product to the Field sales officers (FSOs). the distributor’s margin is 1. e. RCV (Recharge Vouchers).

To handle this. Easy balance is also transferred to them. the retailers obtain customer documents and forward them to the distributor after proper verification. and transfer easy balance to the retailers on behalf of the distributor i. Now the UDs distribute these items to the retailers depending on the demand and transfer the easy balance to them through the SIM of Field Sales Officers (FSOs). They must also utilize and display the promotional materials sent by the company appropriately and communicate to the customers about the schemes. The retailer also has the responsibility of purchasing products from their respective distributors only. Under one RSD there are maximum 12 RDs.  Third Degree Distribution Network: In rural markets. They sell the SIM. For activation of SIM. RCVs etc.  Retailers: Retailers are at the end of the supply chain from where the customers can buy Airtel products and Services. Now similar to the UDs. new offers and benefits. They are the point of communication between the distributor and the retailers for conveying of information to and fro. Rural markets have third degree distribution and hence the RSDs have RDs under them.  Rural Super Distributors (RSDs) and Rural Distributors: Rural Super Distributors (RSDs) and Rural Distributors have similar roles and functions as the UDs except that they cater to the rural markets. they are responsible for the secondary sales.  Field Sales Officer (FSO): Field Sales Officer (FSO) acts as the intermediary between the UD/RD and the retailers. GSM Pay Phones and RCVs (Recharge Vouchers) of various denominations to the UDs and RSDs. a three degree distribution network is generally used due to lesser population density and the large geographical spreads. The UDs also activate customers’ SIMs within their territory after verification from the documents received at the retailer and send them to the Circle Head Quarter.with a corresponding FSO SIM and this FSO SIM is mapped to the distributor (UD) SIM. In contrast to the UDs. They also distribute promotional materials received from the company among the retailers according to the allocation of TM and forward retailers’ claims and complaints to TM. the RSD distributes the above items first to Rural Distributors (RDs) and transfer easy balance to the RD’s SIM. This system is used for balance transfer. Airtel makes invoices of SIMs. demand is generally obscurely driven. Some retailers have the provision of transferring balances to customers via the retailer SIM mapped with a distributor SIM (via FSO SIM). . the RDs distribute these items to the retailers depending on the demand and transfer the easy balance to them through the SIM of Field Sales Officers (FSOs).  Second Degree Distribution Network: In urban markets.e.

campaigns etc. In case of Vodafone. Both companies make use of intermediaries between the distributors and the retailers. Responsibilities of the dealers: Airtel’s prime focus is in maintaining customer loyalty. Vodafone generally follows third degree distribution system throughout. on-time payment. since he/she acts as the face of the company to the customer. The following pre-requisites are mandatory to be an Airtel dealer:  The dealers must have a decent financial background.  The dealer must have a clean previous track record. The dealer selection criteria is also similar for both companies. c. no criminal background etc. whereas Vodafone has distinctive sales management strategies for its urban and rural markets. it expects its dealers to perform the following functions apart from selling its products:  Sales promotion via regular promotional schemes. Airtel specifically follows the second degree distribution system in its urban markets and third degree distribution system in its rural markets. Comparison of sales and distribution strategies of Vodafone and Airtel Airtel and Vodafone are one of the top players in the Indian telecom market. For this. they are called the Direct Sales Executives whereas for Airtel they are called the Field Sales Officers. The hierarchy of the distribution channel is greater in case of . It is on the discretion of the company officials to gauge the financial capability of a dealer. obtaining feedback and ensuring maximum customer satisfaction. The expenses are incurred by Airtel if the promotion is for the company and not of the dealer himself. This ensures that the company can reach out to maximum customers.  The dealer must have superior market penetration.  Training and development with assistance from company officials  After sales service  Customer relationship management activities like keeping in touch with the customers. Selection of channel members/dealers Airtel follows a stringent policy in the selection of its dealers. for example.  The dealer must cover a minimum geographical area depending on the company policy.  The dealer must have a good market reputation. Airtel does not market its products separately in the urban and rural markets.b. The distribution systems of both companies are also similar in terms of the methods and modes of distribution and channel management. d. though Vodafone has a better structure and coverage than Airtel in terms of its distribution hierarchy.  Promotion of other products of the company apart from those assigned to the dealer.

Vodafone seems to be better structured and extensive than Airtel. Airtel’s promotion strategy is more of connecting with their customers through stories about their everyday lifestyle. the recent ‘All India Coverage’ campaign. Airtel also has the first mover advantage in most of the technologies and schemes. For example. Thus we can see that both companies use pull strategies to promote their products more than push strategies. which makes it easier for them to push their products to the customers. the vast Airtel 4G campaign covering different parts of India. But in terms of schemes and promotions. in terms of distribution. Thus. . Vodafone’s promotion strategy has been mainly via the ‘Zoo-zoo advertising’ which have been a hit among the customers. Vodafone mini-stores and ‘Laal Dukaan’ explicitly for the rural areas. On the customer facing front. their ‘Har ek friend zaroori hota hai’ campaign. Vodafone has a better customer relationship management system with its exclusive Vodafone stores. Airtel leads Vodafone and provides greater incentives to the retailers and customers for buying their products.Vodafone and Airtel.

are the promising area to generate revenue. Whatsapp forced many operators to reduce prices further. This can be done when Opening the sim cards happen at the distributor or retailer point only. using social apps. watching videos or gaming. Users spend a mere 16% of their time on phone calls and the other 84% on activities like browsing the email. and Cloud Computing in a collaborative pattern with IT Service companies and strategic alliances with diverse industries. Health. stopped working or get blocked. Digital Classrooms. Medication Reminder Services. sms and device bundles. Event Management Systems. To keep up the revenue and profit. The customers purchase those cards. Enterprise and Small & Medium Business (SMB). The retailers than sell those cards at lower price when they are under the pressure to achieve the target number of customers. As people in rural areas prefer face to face interactions. Vodafone along with LaalDukaan can also introduce vans services. Government & Public Sector etc. camera and a representative to help villagers with documentation process and solve their queries in the process further. The key is to capitalize on the existing customer base and use that as a propeller to offer them a variety of services like mobile banking solution. Operators will have to venture into non- traditional services like Media/Entertainment. If a sim card is not activated. The service providers have to come up with new differentiating offers than the traditional voice. This method ensure the target number to be achieved but the quality of the acquisitions is not very good. Opening the sim card means that new connections are taken without any customers. the dealers focus on the DAOs. Mobile Payment solutions etc.  Distributors often follow shortcuts method to ensure the target number of acquisition or activations is achieved. A van will carry photocopy machine. use it and then throw away.Suggestions to Improve Channel Management  The traditional revenue for operators has dropped (sms. Skype. To improve the quality of acquisitions. operators now have to look at alternate revenue streams. van service can be of great help.  In rural areas. . Google. customers can go to these mobile vans and get their problems solved in less time and better clarity. voice) and now operators are not able increase the data revenue as most of them are prompted to offer unlimited usage at a flat rate due to competitions.

com/opinion/interviews/better-network-distribution-to- mark-airtel-in-rural-indian-market/articleshow/48690242.Major sources of our report are the ASM of Vodafone.indiatimes.htm 12.ece 11.in/documents/Pdfs/Pressreleases/Press%20Release%20- %20Vodafone%20H1FY17%20Results%2015th%20Nov.References 1.vodafone.airtel. Anshul and field visits 2.wikipedia. http://www.org/wiki/Vodafone 4. https://en.com/article/news-sector-retail/vodafone-is-now-one-of-india-s- largest-retailers-115090200133_1.indiainfoline.vodafone.org/wiki/Vodafone_India 3. http://economictimes.com/articleshow/53346612. http://www.pdf 7.wikipedia. http://www.cms?utm_source=contentofi nterest&utm_medium=text&utm_campaign=cppst 6.vodafone.html 10.pdf 8. http://www.thehindu.airtel.in/about-bharti/equity/ 13.in/about-us/ 5. http://economictimes. https://www. http://www.com/article/news-business/vodafone-is-now-one-of-indias- largest-retailers-115090300032_1. https://en.html 9.cms .in/partnerworld/Partner_Process_Selection.com/business/vodafone-india-turns-into-a-larger- retailer/article7612331. Mr.indiainfoline. Primary Research .indiatimes. http://www.com/content/annualreport/annual_report16/downloads/vodafone- full-annual-report-2016. http://www.