A

Project Report
On

“EXTRAMARKS EDUCATION PRIVATE LIMITED”

Bachelor of Business Administration (Marketing)

Submitted in partial fulfillment of the requirements for

award of Bachelor of Business Administration of Tilak
Maharashtra Vidyapeeth, Pune.

Submitted by:
Nainshi Singh
PRN: 07117007820
0f
Centre name
Institute of Business Studies and Research
Tilak Maharashtra Vidyapeeth,Gultekdi,Pune 411037
 ACKNOWLEDGEMENT
I would like to convey my heartiest gratitude to several people for
their support and guidance which helped me complete my internship.

First and foremost, I would like to thank my college –Institute of

Business studies and Research for giving me this opportunity. I would
like to thank Dr.M.L.Monga (Executive Director), Dr.Sumita Sarkar
(Dean) and Dr.Shilpi Agrawal(Deputy Director academics) for their
valuable guidance.

It was pleasure working with Extramarks Education Private Limited. I

had a great learning experience during the project. My special
appreciation extends to Miss Vipasha Rathore and Mr.Utkarsha
Mishra(Regional Manager) who gave me constant encouragement
throughout the internship; instructed me with the work procedures
and dealt with great patience at all times.

Last but not the least, I thank all the members of organization with
whom I interacted and had a chance to learn about the organization,
who helped me to complete the project .Their constant help kept me
motivated.

I had a great experience during the project. The report is complete as

per the requirement of the project.

Thank you!
 TABLE OF CONTENTS
CHAPTER TOPICS PAGE NUMBER
NUMBER

1. General Introduction

(Industrial background)

2. Introduction to the problem

2.1 Title of the project

2.2 Statement of the problem

2.3 Purpose of the Study

2.4 Objective of the Study

2.5 Scope of the Study

3. Profile of the Company

4. Theoretical Prospective

5. Research Methodology
5.1 Data collection methods/ sources
5.2 Sampling plan
6. Data Analysis and Interpretation

7. Findings

8. Limitations

9. Conclusions and Recommendations

Appendix

Copies of form/Questionnaires

Bibliography
 CHAPTER 1

GENERAL INTRODUCTION

(INDUSTRIAL BACKGROUND)
INDUSTRIAL BACKGROUND

Ed-Tech, or education technology, encompasses everything

from the simple use of computers to teach math’s and reading to
children in elementary schools by Stanford University professors
in the sixties, to the submission of homework online, entire online
degree platforms, informal mobile learning applications,
gamification or virtual reality techniques.

The digital era has disrupted and improved most major segments
of our economy, education and training, which goes under a
technological revolution.

As we witnessed the digitalization of the media industry via the

profusion of new content, audience fragmentation, data centricity
and the convergence between content and platform players, so
they will impact the education in market, leading to a raft of
opportunities for innovators in Ed-Tech.

However, Ed-Tech is not just about reformatting books and

training manuals, or even about the individual technologies
themselves. It is about applying digital technology to deliver a
new form of learning architecture. An architecture that harnesses
the social reach of the internet, that delivers personalized
learning and training that can automatically adjust to an
individual’s learning competence and that uses big data analysis
to understand the most effective ways for learners to progress.
IMPORTANCE OF ED-TECH

In changing the traditional architecture of education, Ed-Tech

has the power to create efficiencies, cut costs and enable new
levels of standardization and democratized access.

It is set to transform the future of how education is resourced,

taught, consumed and ultimately, the results that it can then yield
–both for the individual and for society as a whole as we continue
to build the knowledge economy.

The knowledge economy that we invest in for our children via the
school system and right through to higher education and on-
going, professional development and training is a fundamental
support to the rest of our economic lives.

Without it, we will lose our ability to develop skilled workers, build
competitive advantages as nations and generate growth.

To keep developing the knowledge economy, we need to

ensure, as with other sectors, that we maintain a level of
innovation to improve the efficacy and efficiency of our learning
systems.
ED-TECH IN INDIA

If we look back at 2019, it had been a great year for Ed-tech in

India, both from market opportunity and business scales
perspectives, as well as from a funding perspective. Investors
are looking at the education sector more favorably. Total funding
flowing into the education sector crossed $500 million in 2019,
after a muted last couple of years.

Few companies claimed to have crossed the Rs.1000 crore

revenue benchmark, and many claim tp have crossed Rs.100
crore revenue benchmark.

The early stage start-up ecosystem is seeing a lot of traction

across sectors from K-12 (Kindergarten to 12 grade) to test
preparations to higher education and professional education.

As well all know, education is a large market in India, and there

are many layers of inefficiencies built in this sector, this allows
entrepreneurs and early-stage companies to build meaningful
education companies across sectors. The sheer size of the
education sector in India commands not just a couple of billion-
dollar companies, but at least 10 billion-dollar companies. And
this year has shown some really interesting trends, which augurs
well for the India EdTech ecosystem.
The K-12 segment enrolls 250 million learners in India and the
quality of education is not of the best quality, and that has
allowed companies like Byju`s, Cuemath, Toppr and Vedantu to
build very interesting business in this space.

In India, a government job is considered to be the safest and one

of the best aspirational career choice, and for some government
posts, over 100 aspirants apply. Many companies such as
Testbook, OnlineTysri, and Unacademy are looking to capture
this ecosystem with robust product offering and differentiate
business model.

Professional education is also heating up with Simplilearn,

Eruditus, UpGrad and global companies such as Udacity,
Coursera, and edX trying different approaches to target over 50
million working professionals with their unique offerings.

Beyond these specific large segments, many companies are

looking at creating a strong position in their own right, from pre-
kindergarten education to carrer counselling to overseas
education.

Therefore, there has been rapid growth in the Ed-Tech sector in

India.
 CHAPTER 2
INTRODUCTION TO THE PROBLEM
2.1 Title of the Project
2.2 Statement o
2.3 Purpose of study

According to my understanding my study is going

to be beneficial for me as I have learned a lot
about Ed-Tech industry like Extramarks Education
and various IT tools used by these industries .

I have learned a lot about its marketing strategies

and its growing market share.

My study will be beneficial for my company as I

have made a database for future references.
7
2.4 Objective of the study
2.5 Scope of the study
 CHAPTER 3
Profile of the Company
 EXTRAMARKS EDUCATION PRIVATE LIMETED

Introduction

Extramarks is promoted by Mr. Atul Kulshrestha to provide 360º new age

education solutions to school students. In a short period from its launch in
2009, the company's products have gained extreme popularity and are
used by prestigious institutions and students all across India. The
company establishes Technology Enabled Classrooms in schools which
use especially developed digital content while imparting education in the
class rooms.

The Pedagogy followed at Extramarks aims to provide an engaging, child-

centric, teaching-learning environment focused on over all development
of the child. The company also establishes virtual labs and assessment
centers. School Study programme initiated by Extramarks has more than
one million learners using the company's product actively. Today, the
company has presence in about 250 cities across India and employs 600
persons permanently, with another about 2000 persons being employed
on contractual obligations.

The After School Study programme of Extramarks is used by about

7,00,000 lakh students. These services are offered through internet,
which enable students to study anywhere-any time. Extramarks has also
created a community of Students, Teachers and Parents which has
become very popular with the internet users in a short period.
M/s. Reliance Strategic Investments Ltd., a wholly owned subsidiary of
M/s. Reliance Industries Ltd., has made a strategic investment of Rs1,250
million and owns 38.5% of Equity of the Company.

Keeping pace with today’s globalization and technological changes in

education - Extramarks Education Private Limited, in association with the
largest-listed company, Reliance Industries, provides 360º new age digital
education solutions, thereby, empowering Indian youth to step in with the
latest technology and have anytime, anywhere access to quality study
support. Also, in the long run, being a Computer Aided Learning (CAL)
Company, Extramarks desires to reach out to the students in the remotest
corner of the country. It endeavors to add new dimension in the learning
process by making it more user-friendly, effective and affordable. And with
its unique contribution, Extramarks was awarded with the Special JURY
Award for Best ICT enabled content for K-12 segment in India awards
2011.

Presence
With the Registered Office in Delhi and Corporate Office in Noida,
Extramarks has a total of 8 offices in India with a total employee strength
(including that of employed on contractual obligations) of 2600 persons.
The company's products are used in 250 cities all across India. Presence
all across India.

Running 6000+ Extramarks Smart Learn Classrooms in over 1300

schools including leading institutions like Mayo Ajmer, Sophia, Father
Angel, Air force School. 350+ team of dedicated academicians - with vast
experience in school management & teaching processes. All learning
tools created in-house. Over 7.5 lakhs students studying through
Extramarks site. Government Projects like KVs, JNVs, state government
implementing ICT program in over 2500 schools.
Vision of the Company

To provide 360º education support in schools and after school, to make

the teaching learning process engaging and interesting.

Mission of the Company

Extramarks aims to provide new age Digital Education Solutions

that…

• Bring the best of global technology to provide an engaging, child-

centric teaching-learning environment in the classroom and at
home.

• Empower the teaching fraternity with the latest education

pedagogy.

• Provide the best learning and teaching tools so that the schools
are at par with the latest developments in education.

• Ensure overall development of the child and bring the World into
the classroom- always connected, always updated!
Values
Extramarks believes that the educational aspirants are simplicity in
learning and continuous child engagement. The values that drive us
underscore our com Extramarks believes that the educational
aspirations are simplicity in learning and continuous child engagement.
The values that drive us underscore our commitment are ‘SPICE’.

 Simplicity: Ensuring simple learning methods.

 Pedagogy: Unique layered pedagogy to cater to multiple
intelligences of the students in the class rooms.
 Innovation: To provide global technological child centric
solutions, both at home and at school.
 Continuous: Connectivity with the child.
 Engage Me: To continuously engage the child to ensure
learning.
 Simplicity: Ensuring simple learning methods.

Pedagogy: Unique layered pedagogy to cater to multiple intelligences of the

students in the class rooms.

Innovation: To provide global technological child centric solutions, both at home

and at school.

Continuous: Connectivity with the child.

Engage Me: To continuously engage the child to ensure learning.

Page | 8
MANAGEMENT TEAM

Experienced professionals of respective fields have joined hands to

provide exceptional quality services in the field of school
education.

Atul Kulshrestha, Chairman.

He is a finance professional with over 25 years of experience in

Service Industry.

He conceptualized “Extramarks” and looks after Business

Development and Strategy. He is a serial entrepreneur and also
promoted an International BPO
Company. He also launched two prominent internet portals i.e.
Bharnet.com and Salahkar India.com

Rohit Jain, CEO.

Rohit Jain has rich experience in implementing projects and

handling service and manpower driven organizations. He has
successfully implemented the concept and ideology behind
Extramarks. He has created the team Extramarks and constantly
monitors the quality, innovation and new technologies.

Poonam Jamwal, CMO.

Alumnus of University of Bradford, UK, TSM and Amity

University, having over 21 years of experience in education
and media marketing. She is Masters in Education and
Business Management. Chevening Scholar with a successful
stint as Director Communications at Amity University and Times
Internet Limited, she is best known for The Times of India NIE's
success story.

Sangeeta Gulati, COO.

A Chartered Accountant with over 17 years of experience, out of

which 12 years in education industry. Prior to joining the company,
she was “Group CFO” in Edu comp Solutions Limited. Has rich &
varied in finance (primary & secondary), accounts, legal, taxation,
secretarial etc.

She was awarded the “Best Woman CFO” BY ICAI (The Institute of
Chartered Accounts of India) in 2011. She was also awarded one
amongst 14 chosen India’s best CFO under the category of
“Sustained Wealth Management” in 2011, conferred by Honorable
Finance Minister, organized by Business Today.

Meenakshi Gupta, CAO.

Meenakshi has over 24 years of experience in the field of teaching

and education. She is a post graduate and M.Ed with work
experience of at all levels including that of Principal and Director.
She was associated with G.D. Goenka Schools as Director
(Academics).

She has conceptualized various innovative learning-teaching

methods and has introduced many rewarding ideas for students.
Swagata Roy, CFO.

A Chartered Accountant with over 13 years of work experience in

audit, finance and taxation domain and having experience in Debt
raising / private equity financing etc.

Page | 24
PRODUCT PROFILE

SMART LEARN CLASS:

Extramarks Smart Learn Classes are taking the schools to 21st

century learning-teaching environment. In today's world, when
children are technology savvy from a young age, the classrooms
are remaining in the same traditional state. The pedagogy used by
Extramarks by implementing a layered content structure in the
technology-enabled classrooms using latest technology allows
complete freedom to the teachers to use the technology as per
their own choice. Professionals having years of experience in
teaching have developed these teaching modules which present
every subject in a manner which makes the teaching-learning
process very interesting in the classrooms. As the modules are
mapped to the curriculum followed by the school, they not only
provide ease of use but also standardize the education process. By
amalgamating state-of-the-art infrastructure and professionally
developed content, Extramarks Smart Learn Classes transform the
conventional classrooms to an advanced student-centric learnings
environment.
These Technology Enabled Class Rooms use State of the Art
Hardware Infrastructure which include Regular / Short-throw
Projector, Interactive Board and White Board, Server, Computer,
UPS, Podium and other installation and net-work hardware.
 CCE REPORT CARDS:

To bring forth and nurture the individuality of every child, Extramarks has
especially developed a Continuous and Comprehensive Evaluation (CCE) Report
Card.

CCE includes Formative (FA) and Summative (SA) Assessments. As per the
CBSE guidelines, every SA consists of one test per term and FA includes a
minimum of six tests every term, hence increasing the number of tests three folds
for both teachers and students, as well as making the the task of collecting and
collating data tedious for teachers. This complex task is made easy by Extramarks
CCE Report Card, which has become an imperative tool for the teachers. This
intelligent software, after entering the marks, collates the data automatically and
generates the report card without involving any manual work, in just 3 minutes!

Features

Provides ease and freedom of use to teachers to evaluate each child continuously
and comprehensively.

• Official: In conformity with CBSE guidelines.

• Time Saver: Each report card takes atleast 20 minutes if prepared

manually, but Extramarks Report Card can reduce the time taken for
this evaluation to three minutes.

Page | 26
•

Comprehensive: Provides flexibility for selection, alteration & customization of

tools & sub tools.
•
Reduces errors: Descriptive indicators of Extramarks CCE Report Card help
to overcome spelling / grammatical mistakes.

Has premium value additions like:

•

 Student wise performance graph

 Export & import options

 Attendance percentage calculator

• Intelligent Time Saver: There is no need to collate data in the end. Just by
the entry of marks, the data is automatically collated and generated in the
format of record.

Use by Single or Multiple Users: Allows use by multi-users like Principal,

Teachers and Students.

Page | 14
SCHOOL LABS:
 It is said that “we learn things the best way when we experience them ourselves”

In order to foster experiential learning amongst the students, Extramarks has

developed a unique product- Extramarks School Labs, to create an end-to-end
learning environment and provide teachers and students with an innovative
teaching-learning solution.

With the help of demonstration models, list of experiments, detailed manuals and
learning objectives, Extramarks School Labs help students in understanding the
concepts in a better way by letting them experience the theory themselves and
connecting them to the day-to-day life. These experiments inculcate scientific
temperament and logical thinking in them from an early age, thus shaping up their
minds for lifelong learning.

Assessment Centre

This automated module allows teachers to assess the overall performance of the
student. Assessment Center maps the student’s and teacher’s ID and cuts down the
lengthy test preparations, manual checking, result preparations and filing of
documents, giving instantaneous results with a detailed analytical sheet indicating
the weak areas.
Test Centre
 Test Center provides automated CCE mapped MCQs testing modules for self
review and improvement with instant results. These can be conducted as per the
flexibility of subject, time, and difficulty level with automated and tabulated results.
With a data bank of over 250000 questions, Summative Assessments, Chapter-
wise Q&A, CCE-based Short / Long Answer tests, CCE-based MCQs, Practice
papers,
Model papers and Board exam papers, it helps in identifying Student’s Improvement
Zone as teachers come to know if a student is lacking in understanding the basic
fundamentals of the concept or its application.
SWOT ANALYSIS
 STRENGTHS:-

• Pan India presence.

• 350+ team of dedicated academicians - with vast experience in school

management & teaching processes.

• All learning tools created in-house.

• Large pool of technically skilled manpower with in depth knowledge and

understanding of the market.

• Government Projects like KVs, JNVs, state government implementing ICT

program in over 2500 schools.

• Company has both in-school & after school study support programs to help
Students to gain in depth knowledge.

• Company has dedicated Account Managers to provide prompt after-sales

service.
WEAKNESS:-
 • Company has huge Operational Cost.

• Not have integrated hardware solution for school.

• Less dependency on channel partners.

• Company not has its content in regional languages.

• Lesser number of animations in K-12 segment.

OPPORTUNITIES:-

• Growing opportunities in India and overseas market-

With a student base of around 232 million in schools and 15.5 million
in colleges the Company has ample opportunities to grow in the
domestic market. Also the Indian government spends around USD 30
billion annually in the sector. Other countries like Malaysia, Singapore,
People s Republic of China and United States of America have
also been increasing impetus on the educational sector providing
the Company with opportunities for thriving in the respective markets.
• Government initiatives-
 Government of India has allocated INR 310.36 Bn to Department of

School Education and Literacy and INR 110 Bn to Department of Higher

Education. Moreover, the states were granted an amount of INR 36.75

Bn for elementary education. This may increase demand of Company s
products resulting into increase in top line and bottom line of the Company.

THREATS:-

• Stiff Competition-

The Company faces stiff competition from existing entities and new
entrants in the industry. The Company obtains majority of its revenue from
the Indian markets which is dominated by the public sector with around 92.5%
participation with regards to schools and by the private sector with around
74% participation with regards to colleges. This leaves out ample market to
capture especially in case of schools for the private sector. Also, many foreign
institutions are setting up in the country in collaboration with Indian institutions
thereby increasing competition for the Company.

• Restrictions made by Govt. agencies.

• CBSE Tutoring are now available whose price are less or more beneficiary
for the students.
POSITIONING
Unique Competitive Positioning
S.No. Company
1 Educom

2 Next Education

3 Extramarks

4 Tata class Edge

5 HCL

6 Edurite

7 Class Teacher

8 Mexus

9 NIIT

10 Everron
Extramarks enjoys a unique competitive position and early-mover advantage in the
 Indian education industry, which we believe is capable of rapid and sustainable
longterm growth. We forecast by FY15, a 6x increase in Smart Learn Class
installations, driven by product superiority and peer pressure among schools, and a
significant ramp-up in K-12 schools (225schools). Key risks include excessive
acceleration at the expense of execution and service quality. We initiate with a BUY
and a 12-month DCF-based target price of Rs865.Indian education ± a large
opportunity in the making: A large ‘under-24’ population of ~500m, one of the
world’s lowest GERs (17%), low literacy rates and number of schooling years (5.1)
in the world, promise long-term growth. According to CBSE (Central Board of
Secondary Education), by FY12 India will need ~150,000 more private schools
twice as many as it has at present. Various education services, including more
schools, smart learn classrooms, faculty training, and vocational training²all of which
face serious shortagestoday²will be needed. Upsides for Extramarks from early start
in Smart Class and K-12 businesses: We believe that Smart learn Class (and
similar products) will increasingly be adopted by schools, fuelled by product
superiority (over traditional methods) and peer pressure among schools.
Extramarks product, currently in 2,154 schools (forecast to exceed 14,000 schools
by FY16) is the clear class leader and we foresee a widening lead over competition.
Extramarks is also increasing focus on the K-12 business at the right time, and we
forecast it will be in use in 200+ schools by FY15 (currently 36). Securitization of
Smart learn Class receivables and K-12 execution through the ‘dry management’
models are important steps towards accelerating execution, which is vital to
capturing this opportunity. BUY with DCF TP of Rs865: We believe that acceleration
will gain visibility in the coming quarters (management has guided for 2500 Smart
Class schools in FY11, compared to 355added in 3QFY10). Longer-term triggers
may include Extramarks’s banks foregoing recourse to Extramarks for securitized
receivables. Key risks are Extramarks’s accelerating too fast for its execution
capability to keep pace, as well as increased involvement in government business
purred by the Right to Education Act. BUY with DCF TP of Rs865 with 11.5%
WACC and4% TGR.
TOP TEN E-LEARNING FIRMS IN INDIA:
JOB PROFILE
  Approaching schools.

 Making the proposition to the management/concerned department.

 Arranging the demo.

 Handling all the documentation work until completion (signing up the

contracts).

 Maintaining and reporting the school.

 Pre and Post visit reporting to the lined manager.

 Assigned School’s data collation.

 Maintain strong After Sale Relations with the customers.

 School's profiling (All pertinent information about the school).

 Generating Leads.

 Giving Demo/conducting Workshops.

 Giving Demo/conducting Workshops.

 Strategizing various In-School/After-School activities for revenue generation.

Work Process
 Pitching to the Client: First Stage

 Client profiling - Identify the decision maker in first two or three meetings.

 Keep in constant touch and recall with the client.

 Be at top of the mind of client.

 Stay in touch through creative means – ask for articles, principal

interviews, workshops and much more.

Pitching to the Client: Second Stage

 Give the school the vision by pitch LARGE number of classes (with or without
pockets to implement).

 Create aspiration.

 Pitch with the server model with maximum no of access points.

 Sell laterally rather than vertically (in terms of capturing the classes).

 Discuss price only after demo – (for most of the accounts, not where you can
close without a demo).
Third Stage
 Ensure Post dated cheques
  Every page of the contract to be signed and stamped

 Make two copies of contract

Servicing Cues

1. The buck stops at you for “EVERYTHING”, be it implementation, content,

marketing, services – so have ownership – Be the jack of all trades along with
being the master of all!

2. Don’t be tentative / hold back - if you have doubts, unresolved issues, scale

up – ESCALATE as per hierarchy but JUDICIOUSLY.

Performance Management System:

The process of Human Resource Development (HRD) in Extramarks
helps the employee’s to acquire and develop technical, managerial and behavioral
knowledge, skills & abilities and the values , beliefs & attitudes necessary to
perform present and future roles. The process of Performance Appraisal helps the
employees and management to know the level of employees Performance
compared to the standard or predetermined level.

Performance Appraisal is important in Extramarks to understand and improve the

employee’s performance through HRD. In fact, Performance Appraisal is the basis
of Extramarks. It was viewed that Performance Appraisal was useful decide
employee’s promotion or transfer, salary determination. But the recent
developments in HRD indicate that Performance Appraisal is the basis for employee
development. Performance Appraisal indicates the level of desired performance
level and actual performance and the gape between these two. This gap should be
bridged through training, counseling and motivation etc.

In Extramarks, the process of HRD helps the employee’s to acquire and

development technical, managerial and behavioral knowledge, skill, and abilities,
belief and attitudes necessary exists to achieve goals; the degree of success
obtained by the individual employee in achieving individuals goals directly
determines to the Extramarks effectiveness. The assessment of the degree of
success of an individual employee is an important part of HRM that leads to the
Performance Appraisal
The Performance Appraisal system undergone in Extramarks helps
the employees of the Organization to improve their abilities so as to meet both the
personal and organizational present and future requirements. Whether the
organization is reaching its standards by Performance Appraisal resulting in
increase in quality and productivity of the employees observed.

The overriding purpose of Performance Appraisal is to help

Extramarks employees to improve and thus to improve organizational effectiveness.

Performance Appraisal therefore institutional needs as well as staff member needs,
abilities, motivation and expectancies.

The performance appraisal is done in Extramarks by calculating over all business

given by employees. Various contests were organized by the sales manager and
certificates were issued.
IT USE IN ORGANIZATION
As extramarks itself an I.T company who makes educational software for schools,
 Provides lots of I.T support to its employees and customer.

For its Sales department extramarks gives SMS (Sales Management System) which
helps sales person to do daily reporting of his daily work, he can also fill his
conveyance details in this for reimbursement purpose & he can also do the Price
calculation of Smart learn classes.

For Consumers Extramarks provide Online tutoring program for after school

support.

TRANSACTION PROCESSING
PERFORMANCE TRACKING
 Chapter 9

CONCLUSIONS AND RECOMMENDATIONS

Observation:
 Conclusion
 Company has not wide range of product portfolio in its
basket in comparison to its competitors.
 There is lack of technical support staff.
 The Company reach is diverse, but in some areas the
reach is good while in some other areas it is not up to the
mark.
 Also Company should work towards improvement of its
after sale service.
 Main complain of schools towards EXTRAMARKS is service
problem.
 There is a lack of animations in the content part.
 Customers were complaining about the communication
support.
 Most of the customers have documentation problems.
 Recommendations
Based on the research conducted and the data collected,
analyzed and interpreted, I have a number of recommendations
to Extramarks’ sales and marketing department. The following
recommendations would no less prove beneficial to the
company:-

 Though databases are there they are not used properly. The
sales person should have to understand customer relationship
management concept & not just sell but maintain good long-
term sustainable relations with Schools because in future if
they become loyal to us then they will differentiate us from
the competition & they have to visit each Schools at least
twice a week.

 Company should also increase the product portfolio in its

basket to attract customer, so sales executives can cross sell
company’s product to existing client.

 Complaint handling should be better & effective.

 Extramarks should concentrate on customers’ needs and start

doing mass customization of its product.

 rate Technical Support team to serve customers for

  Company can have separate after sales services activity after
sales services activity.

Though databases are there they are not used properly. The

 sales person should have to understand customer relationship

management concept & not just sell but maintain good long-
term sustainable relations with Schools because in future if
they become loyal to us then they will differentiate us from
the competition & they have to visit each Schools at least
twice a week.

 Company should also increase the product portfolio in its

basket to attract customer, so sales executives can cross sell
company’s product to existing
client.

 Complaint handling should be better & effective.

 Extramarks should concentrate on customers’ needs and start

doing mass customization of its product.
PERSONAL EXPERIENCE:
My personal work experience altogether was good because I develop myself
professionally and learn a lot of things about life. It makes me more alive practically
and changes my perspective to see life. It helps me to sync my professional life with
personal. It groomed me a lot. The hectic work schedule helps me to manage my
time effectively. My job KRA’s helps me to nourish certain skills, which are as
follows:-

 SPEAKING skills.

 CO-OPERATING skills.

 ADAPTABILITY.

 SELF RELIANCE.

 LISTENING skills.

 PLANNING and ORGANISING skills.

 INITIATIVE.

 PERSUADING skills.

Professional Experience:
My professional experience helps me groomed professionally. It helps me to
 develop inter-personal skills and it also teaches me how to deal with colleagues,
subordinates and boss. From my work I learn how to complete tasks in more
perfectionist way. From this, I also learn key account management. From my work I
develop certain professional skills which are:-  Key Account Management.
 New Business Development.

 Negotiation Skills.

 ANALYSING skills.

 Critical thinking.

 Able to work as part of a team.

 NETWORKING.

 DECISION-MAKING skills.

 COMMERCIAL AWARENESS.

Bibliography
The Content has been collected from the following sites and webpage:
  www.extramarks.com

 www.wikipedia.com

 www.google.com

 www.justdial.com

 www.managementparadise.com

 www.knowyourcity.com
 Favorably positioned to leverage this first-mover advantage. With 3G, Tata

DOCOMO stands to redefine the very face of telecoms in India. Tokyo-based NTT
DOCOMO is one of the world's leading mobile operators—in Japan, the company is
the clear market leader, used by nearly 55 per cent of the country's mobile phone
users.
Tata Teleservices Limited also has a significant presence in the GSM space,
 through its joint venture with NTT DOCOMO of Japan, and offers differentiated
products and services under the Tata DOCOMO brand name. Tata DOCOMO
arises out of the Tata Group's strategic alliance with Japanese telecom major NTT
DOCOMO in November 2008. Tata DOCOMO has received a pan-India license to
operate GSM telecom services—and has also been allotted spectrum in 18 telecom
Circles. The company has rolled out GSM services in all of these 18 telecom Circles
in the quick span of just over a year.

Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and
has already redefined the very face of telecoms in India, being the first to pioneer
the per-second tariff option—part of its 'Pay for What You Use' pricing paradigm.
Tokyo-based NTT DOCOMO is one of the world's leading mobile operators—in the
Japanese market, the company is the clear market leader, used by over 50 per cent
of the country's mobile phone users.

The Tata Teleservices Limited bouquet comprises four other brands as well—Virgin
Mobile, Walky (which is the brand for fixed wireless phones), the Photon family
(the company's brand that provides a variety of options for wireless mobile
broadband access, and T24. TTSL recently entered into a strategic partnership
agreement with Indian retail giant Future Group to offer mobile telephony services
under a new brand name—T24—on the GSM platform. The exciting new brand was
unveiled in February and the company announced the commercial launch of GSM
operations under the brand name T24 in June, starting with the city of Hyderabad.
It has now launched T24 GSM services in Kolkata, Bhubaneswar, Lucknow and
Ahmedabad.

Today, Tata Teleservices Ltd, along with Tata Teleservices (Maharashtra) Ltd,
serves over 85 million customers in more than 450,000 towns and villages across
the country, with a bouquet of telephony services encompassing Mobile Services,
Wireless Desktop Phones, Public Booth Telephony and Wireline Services.
In December 2008, Tata Teleservices announced a unique reverse equity swap
strategic agreement between its telecom tower subsidiary, Wireless TT InfoServices
Limited, and Quippo Telecom Infrastructure Limited—with the combined entity
kicking off operations with 18,000 towers, thereby becoming the largest
independent entity in this space—and with the highest tenancy ratios in the industry.
Today, the combined entity—which has been re-christened as VIOM Networks—
has a portfolio of nearly 45,000 towers.

TTSL's bouquet of telephony services includes mobile services, wireless desktop

phones, public booth telephony, wireline services and enterprise solutions.

Areas of business

TTSL became the first Indian private telecom operator to launch 3G services in
India under the brand name Tata DOCOMO, with its recent launch in all the nine
telecom circles where it bagged the 3G license. Through its association with NTT
DOCOMO
— one of the world’s leading mobile operators — the company finds itself
favourably positioned to leverage this first-mover advantage. TTSL's joint venture
with NTT
DOCOMO has also earned it a significant presence in the GSM space. Tata
DOCOMO has received a pan-India license to operate GSM telecom services, and
has been allotted spectrum in 18 telecom circles, in which it has rolled out GSM
services.
The TTSL bouquet comprises four other brands as well — Virgin Mobile, Walky (for
 fixed wireless phones), the Photon family (that provides a variety of options for
wireless mobile broadband access), and T24. Of these, T24 was formed of a

Strategic partnership with Future Group to offer mobile telephony services on the
GSM platform.

In December 2008, TTSL announced a unique reverse equity swap strategic

agreement between its telecom tower subsidiary, Wireless TT Info-Services and
Quippo Telecom Infrastructure. The combined entity, later named Viom Networks,
kicked off operations with 18,000 towers, thereby becoming the largest independent
entity in this space. Viom Networks now has a portfolio of close to 45,000 towers
and has the highest tenancy ratios in the industry.

Today, TTSL, along with TTSL (Maharashtra), serves over 84 million customers in
more than 450,000 towns and villages across the country, with a bouquet of
telephony services encompassing mobile services, wireless desktop phones, public
booth telephony, wireline services and enterprise solutions.

Joint ventures, subsidiaries, associates

• Tata Teleservices (Maharashtra): formerly Hughes Tele.com (India).

• Virgin Mobile India: a brand franchise arrangement with the Virgin Mobile
group.

• Tata DOCOMO: joint venture with Tokyo-based NTT DOCOMO.

• T24: strategic partnership with Future Group.
 • Viom: merger of telecom tower operations of TTSL (Wireless TT
InfoServices) and Quippo Telecom Infrastructure.

Location

The company is headquartered in Mumbai, India.

Affirmative Action Policy

Tata Teleservices believes that for accelerating growth and competitiveness in the
rapidly developing economy, organizations must promote and expand job / income
generation opportunities for all sections of society. Within this framework, Tata
Teleservices commits to Affirmative Action for social equity for the disadvantaged
sections of the society (particularly Scheduled Castes and Scheduled Tribes) in the
workplace.
Tata Teleservices recognizes that diversity in the workplace positively impacts
 business. For the socially disadvantaged, the company will take steps to create
equal employment opportunities.

Tata Teleservices will also undertake initiatives that will increase the employability /
income generation potential for the socially disadvantaged communities.

Tata Teleservices will encourage development of business entrepreneurship from

members of the socially disadvantaged communities through their participation in
the company’s Distribution Channels and other business arenas on the basis of
equal merit.

Tata Teleservices will undertake to provide scholarship and help materially and
through various other initiatives like voluntary coaching / mentoring of meritorious /
deserving students across the country.

Affirmative action initiatives will conform to the Corporate Sustainability objectives of

Tata Teleservices and will aim at developing the disadvantaged sections of the society.

Tata Teleservices will report progress on Affirmative Actions in its Annual Report.

Governing Council
Rationale behind Affirmative Action
 Broad Categories under Affirmative Action

• Education: To augment efforts of SC/ST students directly in pursuing education thru’

scholarship, providing books/academic assistance etc or support agencies who are
pursuing these initiatives.

• Employment: Everything being equal, provide employment opportunities either

OnRoll or thru’ associated agencies.

 • Employability: Make the people from SC/ST people more employable in the job

market by providing them training on academics as well as attitudinal for confidence

building, counseling, on -job learning thru’ guided projects, /supplementing training

efforts by agencies who are expert in this area.

• Entrepreneurship: Create opportunities for people from SC/ST Communities to

become entrepreneurs duly assisted by skills of running the business and also

financially/micro finance or subsidized equipments/infrastructure and handh olding

for a small period of time.

Governance on Affirmative Action

 Initiatives

Initiatives taken to provide Employment:

• Total SC/ST Trainees hired from 2008 Batch till date : 72 / 710 (10%)

• Employees hired in M6 to M8 (Jr. Mgmt Cadre) from 2008 till date : 62 (2.5%
of the total employees hired in this category)
• 79 / 1735 (4.5% Employees both in FTC & pbpc rolls in COCO stores are
from SC/ST Category.
• 10% (16 out of 60) Candidates trained thru’ STRIVE & employed as DST in

rural areas of TN.

• 27% (29 out of 104) Youth from socially backward segment trained on cust
service, selling skills & computers for 90 days in association with Dr. Reddy’s
ASHA Lab & employed in pbpc & offroll in TTSL.
Initiatives taken to provide Employability:
 • 6 Merit Scholarships (2 per year) given meritorious SC/ST MBA Students of
SITM @ Rs. 75,000/- per scholarship.
• 30 Merit Scholarship (10 per year) given for students selected thru' FAEA
(Foundation for academic Excellence and Access) @ 70,000/- per
scholarship.

• 12 Merit Silver Scholarship to ITITI - Information Technology Institute for

Tribes of India, Dehradun (6 students per year for Rs. 1 lac/ year).

• Sponsored hostel fees for SC/ST girl child (Rachna) who joined National Law
college towards hostel fee reimbursement (Rs. 30,000/- given each year for
last 3 years).
• 212 Summer/Vocational Trainees from SC/ST category trained in TTSL from
2008 Onwards.

Initiatives taken to provide Education:

An expenditure of Rs. 2.35 Lacs made towards facilitating & encouraging

education amongst SC/ST children in schools thru’ activities like:

1. Distribution of Books & other school support facilities to the students of

Nesvad Village Primary School.
2. Providing Exam pads, books, pens and pencils provided to 150
students from Govt Hostel for SC/ST Children at Warangal.
3. 30 SC/ST meritorious students given the pullovers (School Uniform)
from S D Girls College, Meerut.
4. Distribution of book & library infrastructure to SC/ST children from
 ‘Primary Pathshala School in village Paitepur in UP - East.

5. Sponsoring school fees to SC/ST students school students of

Sahyogh School Assam, SC/ST Physically disabled school students
Dwar Jingkyren School Shillong,
6. Distributing books to 50 SC/ST school Children across 20 Govt
Schools in Assam, Schools books to SC/ST students in 35 Govt
Schools Meghalaya covering 50 students.
7. Books & Stationary distribution to SC/ST students in Girls Govt High
School Reshamgarh, Srinagar.
8. Distributed two PCs for SC/ST dominated St.Joseph Orphanage and
Lower primary school - Trichur.
9. 8 Workshops on Personality Development covering 150 SC/ST School
Children & 70 SC/ST teachers Conducted in Gujrat, J&K, UP (W) &
MPCG.
10. 1 day personality development program conducted thru’ ASRM for all
SC/ST FTC Employees.
11. Giving scholarship to 4 Best Performing SC/ST Fixed Term Contract
Employees for pursuing a distance learning course thru' IGNOU or
recognized institute.

Initiatives taken to provide Entrepreneurship

• 534 PCOs given to people of SC/ST community with equipment suitably

subsidized by TTSL. Expenditure of ~ 7.5 Lacs.
• 54 Franchisees given to people of SC/ST community spending 3.75 Lacs
from the company towards subsidizing the store infrastructure.
 TATA Business Excellence Model

Tata Business Excellence Model is a framework which helps companies to achieve

excellence in their business performance. This is the chosen model by the TATA
group to help in building globally competitive organizations across TATA Group
companies. TBEM is based on the Malcolm Balridge National Quality Award Model
of the U.S.

The Criteria have three important roles in strengthening competitiveness:

•
To help improve organizational performance practices, capabilities, and
results
• To facilitate communication and sharing of best practices information among
all organisations within TATA Group.
• To help in guiding organizational planning and opportunities for learning

TBEM Criteria is designed to help organizations use an integrated approach to

organisational performance management that results in

• Delivery of ever-improving value to customers and stakeholders, contributing

to organizational sustainability
• Improvement of overall organisational effectiveness and capabilities

• Organisational and personal learning

The Criteria are built on the following set of 11 Interrelated Core Values and
 Concepts:

• Visionary Leadership

• Customer-driven Excellence

• Organisational and Personal Learning

• Valuing Employees and Partners

• Agility

• Focus on the Future

• Managing for Innovation

• Management by Fact

• Social Responsibility

• Focus on Results and Creating Value

• Systems Perspective

The Core Values and Concepts are embodied in seven Categories, as follows:

• Leadership

• Strategic Planning

• Customer and Market Focus

• Measurement, Analysis, and Knowledge Management

• Work force Focus

• Process Management

• Business Results
 The TBEM criteria are the operational details of the Core Values, applied to the
different facets of a Business organisation.

The 7 Criteria Categories are divided into 18 items and 32 Areas to Address

The TBEM framework has the following characteristics

• Focus on Business results

• Non-prescriptive and Adaptable

• Maintains System Perspective

• Supports Goal based diagnosis

TBEM instills a process centric approach in an organisation as a means to achieve

the chosen Business Goals

Tata Teleservices Limited as a part of the TATA Group has adopted the TATA
Business Excellence model as an intricate part of its operation structure and uses it
to grow from strength to strength, keeping Operational excellence and Business
results in focus.
Corporate Sustainability
 Working for the disadvantaged sections of the society is a way of life at the Tata
Group. As Mr JRD Tata believed, "society is an important stakeholder in the
development of any organization". Social Responsibility has been central to the
core values of the Tata Group for over a century now—and Tata companies have
not only been proactive on compliance with regulatory requirements, but have also
had a farsighted vision in ensuring sustainability of business processes, restoration
of biodiversity, and conserving wildlife where possible.

Keeping in tune with the changing business, environmental and social scenarios the

Tata Group has adopted the term 'Corporate Sustainability’ instead of Corporate
Social Responsibility. Sustainable livelihoods are the demand of all social initiatives
in the Group. Tata Teleservices Limited is a responsible corporate citizen, and
strives to give back to the community it operates in.

The main objective behind the CS initiatives of TTL is to use telecom to impact the
life of the underprivileged sections of society. The company endeavours to make a
positive contribution to the community by supporting a wide range of
socioeconomic, educational and health initiatives. Keeping in mind the Tata Group
guidelines and the objective mentioned above, we have identified and implemented
many CS initiatives since 2006-end.
Toward the end of 2008, with the then new TTL Corporate Sustainability team
 having come on board, Tata Teleservices Limited began the process of joining the
select few Tata Group companies that, under the guidance of the Tata Council for

Community Initiatives, had put together their CS Big Picture. Education and

Environment were identified as the two primary pillars for CS at TTL, with all
projects and activities stemming from there.

That having been said, it was also decided that rather than put a stop to all the good
work that many of TTL’s 22 Circle offices were doing (but which were not aligned to
the Big Picture), the CS team would let these carry on for the cause of continuity in
the target communities, slowly bringing them under the pillars identified—the
process of Big Picture Alignment at TTL, thus, began.
Board of Directors
 Mr. Ratan N. Tata
Designation: Chairman Company: Tata Teleservices Ltd.

Mr. K. A. Chaukar
Designation : Managing Director Company : Tata Industries Ltd.

Mr. Srinath Narasimhan

Designation : Managing Director & CEO
Company : Tata Teleservices Limited &
Tata Teleservices (Maharashtra) Limited
 Mr. I. Hussain
Designation: Director Company: Tata Sons Ltd.

Mr. N. S. Ramachandran
Designation: Director, Company : Tata Teleservices Ltd.

Mr. Anuj Maheshwari

Designation: Director
Company: Temasek Holdings Advisors
India Pvt Ltd., ("THAIPL")
 Mr. Masatoshi Suzuki
Designation : Senior Executive Vice President and Member of Board of Directors Company : NTT
Docomo, INC.

Mr. Kazuto Tsubouchi

Designation : Executive Vice President
Chief Financial Officer
Company : NTT Docomo, INC.
Dr. Kiyohito Nagata
Designation : Senior Vice President Responsible for Product Business Strategy Company : NTT Docomo,
 INC.

Mr. N Chandra
Designation : Chief Executive Officer
Managing Director
Company : Tata Consultancy Services Limited (TCS).
 TATA TELESERVICES MAHARASHTRA LIMITED (TTML)

Tata Teleservices Maharashtra Limited (TTML) spearheads the Tata group's

presence in the telephony sector in the telecom circles of Maharashtra (including
Mumbai) and Goa.

TTML commenced landline operations in 1998 and today has the largest wire line
base in Mumbai and Maharashtra amongst all private operators, with over 6, 50,000
subscribers, and with over 50% market share. It commenced full mobility wireless
services on the CDMA-1X platform in 2004-5 and has over 12 million wireless
subscribers today, with over 17.6% market share.

The company also has a significant presence in the GSM space, through its joint
venture with NTT DOCOMO of Japan, and offers differentiated products and
services under the TATA DOCOMO brand name. Tata DOCOMO arises out of the
Tata Group’s strategic alliance with Japanese telecom major NTT DOCOMO in
November 2008. The Company rolled out its GSM services under the brand name
TATA DOCOMO in Mumbai, Maharashtra and Goa.
Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and
 has already redefined the very face of telecoms in India, being the first to pioneer
the per-second tariff option—part of its ‘Pay for What You Use’ pricing paradigm.

Tokyo-based NTT DOCOMO is one of the world’s leading mobile operators—in

the Japanese market, the company is the clear market leader, used by over 50 per
cent of the country’s mobile phone users.

With a full portfolio of products and services for different categories of retail and
enterprise consumers, and an excellent network backed by good customer care,
TTML is well positioned to lead the market. The company has been rated as the no.

1 wireless operator in terms of overall customer satisfaction across Maharashtra

(including Mumbai) and Goa, in surveys commissioned by the Telecom Regulatory

Authority of India (TRAI). The company is listed on the Bombay Stock Exchange
(BSE) and National Stock Exchange (NSE), and has over 500,000 shareholders. Its
revenue for the fiscal 2009-10 was Rs.2277.81 crores with an EBIDTA of around
24%.

Tata Teleservices (Maharashtra) is India's premier telecommunication service provider. It

offers telephony and ISP services in Maharashtra (including Mumbai) and Goa. Formerly
Hughes Tele.com (India), the company was taken over by Tata
Teleservices in 2002. It is the market leader in fixed wireless phones in
Maharashtra.
Areas of business
The company’s bouquet of telephony services includes mobile, fixed wireless phones,
public telephone booths and wireline services. Its suite of broadband data network and
application services includes leased lines, DSL, WiFi, ethernet, managed gateway
services and web conferencing services.

Location

The Company is registered in Mumbai and has operations all over the state,
including Navi Mumbai and Pune.
 TATA DOCOMO

Tata DOCOMO is Tata Teleservices Limited's telecom service on the GSM

platformarising out of the Tata Group's strategic alliance with Japanese telecom
major NTT
DOCOMO in November 2008. Tata Teleservices has received a license to operate
GSM telecom services in 19 of India's 22 telecom Circles-and has also been
allotted spectrum in 18 telecom circles. Of these, it has already rolled out services in
all the
18 Circles that it received spectrum in from the Government of India-Tamil Nadu,

Kerala, Orissa, Karnataka, Andhra Pradesh, Maharashtra, Mumbai, Madhya

Pradesh-Chhattisgarh, Haryana-Punjab, Kolkata, Rest of West Bengal, Jharkhand,

Bihar, UP (East), UP (West), Gujarat, Himachal Pradesh and Rajasthan.

Tata DOCOMO has also become the first Indian private operator to launch 3G
services in India, with its recent launch in all the nine telecom Circles where it
bagged the 3G license. In association with its partner NTT DOCOMO, the Company
finds itself suitably positioned to leverage this first-mover advantage. With 3G, Tata
DOCOMO stands to redefine the very face of telecoms in India. Tokyo-based NTT
DOCOMO is one of the world's leading mobile operators-in Japan, the company is
 the clear market leader, used by nearly 55 per cent of the country's mobile phone
users.

NTT DOCOMO has played a major role in the evolution of mobile

telecommunications through its development of cutting-edge technologies and

services. Over the years, technologists at DOCOMO have defined industry
benchmarks like 3G technology, as also products and services like i-Mode, e-wallet
and a plethora of lifestyle-enhancing applications. Last year itself, while most of the
rest of the industry was only beginning to talk of 4G technology and its possible
applications, DOCOMO had already concluded conducting 4G trials in physical
geographies, not just inside laboratories!

DOCOMO is a global leader in the VAS space, both in terms of services and
handset designs, particularly integrating services at the platform stage. The Tata
Group-NTT DOCOMO partnership will see offerings such as these being introduced
in the Indian market through the Tata DOCOMO brand.

Tata DOCOMO has also set up a ‘Business and Technology Coordination Council',
comprising of senior personnel from both companies. The council is responsible for
the identification of key areas where the two companies will work together.
DOCOMO, the world's leading mobile operator, will work closely with the Tata
 Teleservices Limited management and provide know-how to help the company
develop its GSM business.

On the CDMA platform, despite being the latest entrant, Tata Indicom has already
established its presence and is the fastest-growing pan-India operator. Incorporated
in 1996, Tata Teleservices is the pioneer of the CDMA 1x technology platform in
India. Today, Tata Teleservices Ltd, along with Tata Teleservices (Maharashtra)
Ltd, serves over 84 million customers in more than 450,000 towns and villages
across the country, with a bouquet of telephony services encompassing Mobile
Services, Wireless Desktop Phones, Public Booth Telephony and Wire line
Services.

HISTORY

NTT Docomo holds 26% share in the jointly formed company. It has also emerged
as the first mobile operator in India to have re-introduced ‘per second’ pulse, after
Loop Mobile (formerly BPL Mobile) discontinued their 'pay per second' service
which was introduced in 2004.From October 2009 TRAI announced that TATA
teleservice is India's no.1 tele service brand Tata Teleservices Limited spearheads
the Tata
Group’s presence in the telecom sector. The Tata Group had revenues of around

US $75 billion in financial year 2008-09, and includes over 90 companies, over

350,000 employees worldwide and more than3.5million shareholders.

Incorporated in 1996, Tata Teleservices Limited is the pioneer of the CDMA 1x
technology platform in India. It has embarked on a growth path since the acquisition
of Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited]
by the Tata Group in 2002. It launched mobile operations in January 2005 under the
brand Tata

Indicom and today enjoys a pan-India presence through existing operations in all of
India’s 22 telecom Circles. The company is also the market leader in the fixed
wireless telephony market with its brand Walky. The company has recently
introduced the brand Photon to provide a variety of options for wireless mobile
broadband access. The company’s network has been rated as the ‘Least
Congested’ in India for last five consecutive quarters by the Telecom Regulatory
Authority of India through independent surveys.

Tata Teleservices Limited now also has a presence in the GSM space, through its
joint venture with NTT DOCOMO of Japan, and offers differentiated products and
services under the TATA DOCOMO brand name. TATA DOCOMO arises out of the
Tata Group’s strategic alliance with Japanese telecom major NTT DOCOMO in
November 2008. TATA DOCOMO has received a pan-India license to operate GSM
telecom services—and has also been allotted spectrum in 18 telecom Circles. The
company has rolled out GSM services in 14 of India’s 22 telecom Circles in a quick
span of under six months. The company plans to launch pan-India operations by the
end of FY 2009-10.
TATA DOCOMO marks a significant milestone in the Indian telecom landscape, and
 has already redefined the very face of telecoms in* India, being the first to pioneer
the per- second tariff option-part of its ‘Pay for What You Use’ pricing paradigm.
Tokyo-based NTT DOCOMO is one of the world’s leading mobile operators-in the
Japanese market, the company is the clear market leader, used by over 50 per cent
of the Country’s mobile phone users.

Today, Tata Teleservices Limited, along with Tata Teleservices (Maharashtra)

Limited, serves over 58 million customers in more than 410,000 towns and villages
across the country, with a bouquet of telephony services encompassing mobile
services, wireless desktop phones, public booth telephony, wire line services and
enterprise solutions.

In December 2008, Tata Teleservices Limited announced a unique reverse equity

swap strategic agreement between its telecom tower subsidiary, Wireless TT
InfoServices Limited, and Quippo Telecom Infrastructure Limited-with the combined
entity kicking off operations in early 2009 with 18,000 towers, thereby becoming the
largest entity in this space-and with the highest tenancy ratios in the industry. The
WTTIL-Quippo combine is targeting over 50,000 towers by the end of FY 2010-11.

SMS offers

 AP - Pay for the First 3 Local SMS everyday and get the next 150 Local SMS
free for the day
 KK - Pay for the First Local/ National SMS everyday and get the next 100
 Local/ National SMS free for the day

 TN - Pay for the First 3 Local SMS everyday and get the next 750 Local SMS
Free for day Pre-STD, ISD and National Roaming without rental.

 Automatic alerts when your Balance is Low.

VISION

We will leverage our strength in executing complex global- scale projects to make
leading edge information and communication servies affordable by all individual
consumers and business in india. We will offer unparalleled valu to create customer
delight and enhance business productivity. We will also generate value for our
capabilities beyond indian borders while enabling millions of India’s knowledge
workers to deliver their services globally.

Market Competitors of Tata Docomo:-

 Airtel

 Reliance Communication

 BSNL

 Idea

 Aircel
 Vodafone
 SERVICES & NETWORK AVAILABLE:

Currently, Tata Docomo mobile services available in these following circles:

 Bihar & Jharkhand

 Tamil Nadu

 Orissa

 Andhra Pradesh

 Karnataka

 Kerala

 Kolkata

 Maharashtra & Goa

 Madhya Pradesh

 Chhattisgarh

 Haryana

 Chennai

 Eastern Uttar Pradesh

 Western Uttar Pradesh

 Punjab

 Rajasthan ,Recently Launched

 Rest of West Bengal, Recently Launched.

MARKETING STRATEGY
Tata Docomo appears to be banking heavily on its tariff plans – the company is
 offering a 1 second pulse instead of the usual 1 minute pulse that other telecom
operators are offering. This means that consumers are charged on a per second
basis, instead of a per minute basis, and end up saving money on unused seconds.
A nifty little application “How much can you really save” on Docomo’s website
explains how this works. Rs. 0.01/second is a marked change from the Rs 1/min
and Rs. 0.49/min charges that usually applies.

MARKETING MIX

4P’S OF MARKETING MIX :

 Product

 Price  Place
 Promotion.

PRODUCT:

TATA DOCOMO having good range of services. Tata Docomo provides both post
paid and prepaid services. Tata Docomo having good quality network which
provides clarity in voice.

PRICE:

It having attractive tariff plan: TATA DOCOMO having 1paisa /sec it is applicable for
both prepaid and postpaid.
PLACE:
 It having good range of channels of distribution: As Tata already exist in this field of
telecommunications as Tata Indicom. It has wide range of channels of distribution to sell
TATA DOCOMO services.

PROMOTION:

Advertising: TATA DOCOMO following different style of advertising pattern in TV’s

and newspapers. Due to that reason it was reaching public very fast.

Disruptive Innovation in the Indian Telecom Industry by Tata DoCoMo

Wikipedia defines disruptive innovation as an innovation that improves a product or

service in ways that the market does not expect, typically by being lower priced or
designed for a different set of consumers.

Indian Telecom space was “disrupted” by Tata DoCoMo when they came out with a
‘1 paisa per second’ tariff.
We’ve earlier seen how Reliance India Mobile changed the mobile industry by
coming up with the lowest tariff in the beginning of this decade. The call charges
were around Rs 2-3 per minute and because of Reliance this was brought down to
around Re 1 per minute.
Tata DoCoMo was the next one to employ disruptive innovation in the Indian mobile
 industry. Currently the game is not played on the price front but Value added
services front, which is evident from the advertisements of Airtel (Madhavan and
Vidya Balan) and Vodafone (Zoozoos) in the past.

If Aircel is redefining how telecom operators approach value added services and
GPRS in India, Tata DoCoMo is doing its bit to change billing practices.

The joint venture between Tata Teleservices and Japanese telecom major NTT
DoCoMo officially began rollouts with a plan to invest $2 billion for its pan-India
GSM services.

TATA DOCOMO PRICING STRATEGY

Tata DoCoMo appears to be banking heavily on its tariff plans – the company offers a 1
second pulse instead of the usual 1 minute pulse that other telecom operators were
offering. This means that consumers are charged on a per second basis, instead of a per
minute basis, and end up saving money on unused seconds. A nifty little application “How
much can you really save” on DoCoMo’s website explains how this works. Rs. 0.01/second
is a marked change from the Rs 1/min and Rs.
0.49/min charges that usually apply.

Now while this plan might sound unique, it isn’t that it hasn’t been tried before: back
in 2004, Tata Indicom had launched 1 second pulse plans, which going by their
current plans, appears to have been shelved.
At present, Tata DoCoMo has launched voice portals, 24-hour music, cricket
 commentary and voice chat, apart from offering free Missed Call Alerts and
VoiceMail.

Interestingly, voice based services are also being priced with a per-second-pulse:
24 hour music and voice chat are priced at Rs. 0.02/second. Caller Tune search
service ‘Genie’ is also being priced at Rs. 0.02/second. This is a marked change,
again, from the per minute pricing, and can offer consumers cheaper options.

An initiative that has taken the service provider industry by storm

The pay per second model has really paid off well for the latest entrant in the Indian
GSM space, Tata-DoCoMo. The new pricing strategy from Tata-DoCoMo has
changed the rules of the GSM game, which is dominated by AirTel and Vodafone.
Tata-DoCoMo also launched its first mobile handset in September 2010.

Mobile pricing innovation – Tata DoCoMo now charges per website for Mobile
Browsing!

This is surely a first world over – Tata DoCoMo have gone ahead and launched an
innovative mobile Internet offering which allows users unlimited usage of their
favourite websites on mobile for a fixed cost.
Tata DoCoMo has been forefront in coming up with various attractive pricing
schemes, especially, in the pay-per-use paradigm. They were first to introduce pay
per second billing on calls, which now is followed by every mobile service provider.
They followed it with pay-per-minute and pay-per-call pricing plans as well which
has made them one of the fastest growing Mobile companies in India.

The new pay-per-website offering however, takes it to a complete different level and
unheard of pricing strategy. This is a very thoughtful strategy and something which
has potential to growth rapidly.

Pay per site offer two combination:

Those only interested in single websites need to pay Rs 10 per site .

Those with multiple site browsing needs can opt for a combo pack at just Rs 25 per
month.

Customers have a bundle of options within various categories of social networking

sites (Facebook, Twitter, Linked-In, Orkut), mail options (Gmail, Yahoo, Rediff) and
chat messengers (GTalk, Yahoo! Messenger, Nimbuzz).

Having said this, there is also a caveat – If you thought it was valid for unlimited
use…it is not.
Tata DoCoMo pay per site plan categorizes each service under 2 different genres –
 Social Networking Site and Emailing & Instant Messaging. Each site under this
genre is priced at Rs. 10/- bundled with 200 MB free data usage valid for 30 days,
post which customers will be charged at 1p/kb. There are also 2 Combo options –
SNS Combo Pack and Emailing Combo Pack and each Combo Pack is priced at
Rs. 25/- bundled with 500 MB free data usage post which the customers will be
charged 1p/kb.

We have been quite impressed the way Tata DoCoMo have gone about their
innovative pricing models as well as marketing strategies.

“Per Character” SMS Pricing

On 8th September 2009, the GSM branch of the Indian carrier Tata introduced a
novel pricing strategy for text messaging. Under the brand “Diet-SMS“, Tata-
DOCOMO bills its customers “by-the-character”, rather than on a per message

basis.

It is a very attractive marketing scheme, since many wireless subscribers, almost by

habit, tend to pepper their text messages with abbreviations and acronyms.

Under the new plan, Tata-DoCoMo charges “one paisa per character”. For example,
a text which reads “tnx” (for “thank-you”) is charged at 3paise instead of the normal
sms charge.
The Impact
 Tata DoCoMo has gathered significant market share, owing to its pricing
strategies.

Existing mobile operators are matching the price and the clear winners are the
subscribers since all the competition is sending the prices downhill.

Competitor Analysis

The competition has intensified the past few months with new players and schemes
coming in. There has never been a better time for the customer to get a mobile
phone connection

There are at least six if not more operators to choose from in ever circle. In June 09,
TATA DOCOMO broke the old system of tariff by introducing per second billing
system. As soon as they did this, the other followed suit with price cuts everywhere.
Suddenly the idea of calls being free was not so outrageous. The prices were
reduced to such an extent that the viability of the business was in questions. The
competitive environment of TATA DOCOMO can be looked at from the following
perspectives
 Market sha*re

The government issued fresh licenses in 2008.As a result of this the market gets
crowded though incumbents‟ still hold larger market shares are shown above.
However a point to note is that the new players have lower entry costs with very
deep pockets. They also have no legacy issues like the older players and hence are
more adept to changes market situations. The cost of infrastructure has reduced
dramatically due to the market growth and DOCOMO had an advantage here.
• MARKET CAPITALISATION:
As profits margins are becoming thin, the market capitalization of listed telecom
companies has fallen. Though there have been some signs of recovery
ADVERTISING MEDIA CHANNELS:
India - Tata Docomo, the youngest among telecom players in India to offer GSM, is
presently banking on its services to garner visibility and a share in the telecom pie.
The launch of Tata Docomo also announced the intention of the brand to associate
with the thought 'do'. Tata Docomo, for the first time in the country, offered pay-
persecond billing; though other telecom providers have followed suit since. The
company has carried out a few adverts that highlight the brand's unique features
and some other topical advertising during Ganesh Chaturthi and Diwali. The latest
from the GSM provider is the 'Friendship Express' TVC. The ad opens inside train,
where everyone is doing their own thing. A couple of the travelers don't like the
solemn mood and start humming the Docomo tune. Slowly and steadily, others
pitch in and soon most of the train is singing along. The ad ends with the super,
'Why walk alone when we can dance together'.

TataDoCoMo launched ‘ Keep it Simple’ campaign with Rabir Kapoor!

Cutting through the clutter that the Indian telecom landscape finds itself in—with
customers forced to jostle with confusing and complicated products, services and
tariff plans—Tata DOCOMO is ‘Doing the New’ again, with the launch of its new
brand campaign, aptly titled ‘Keep It Simple’. Tata DOCOMO’s unique Keep It
Simple Campaign is in a form of a stand-up comedy show with many episodes,
which will be aired during the course of this IPL season. It focuses largely on how
Tata DOCOMO simplifies the telecom experience, and hence the consumer’s life,
by providing differentiated products and services. Each individual advertisement
starts by illustrating a complexity in the category, and presents the Tata DOCOMO
product and/or service as a means of simplifying things. This campaign is simple,
captures the various moods of Ranbir—depicting those of Tata DOCOMO.

SWOT ANALYSIS

 STRENGTH

 WEAKNESS

 OPPORTUNITIES
 THREATS
 STRENGTHS:-

 First to introduce seconds’ tariff plan (seconds pulse)

 Good brand image of Tata services

 Having large variety of plans

 Plans are affordable by any common person.

TYPE :

Pulse rate 1 sec

Price pack Rs.49

Validity life long

CALL RATES:

Local rates paisa/sec

Tata Docomo 1

Tata CDMA 1
Other GSM 1 Landline/CDMA
 1

STD rates 2

Tata Docomo 2

Tata CDMA 2

Other GSM 2

WEAKNESS:-

 Signal strength.

 Post paid connections are not available as of now.

 Customer services are not satisfactory.

 Concentrating only on rural areas.

OPPORTUNITIES:-

 Have a great opportunity to expand its services.

 To introduce any new plans for internet users.

 Introduce 3G compatible services.

 To introduce new combined plans like, SMS, Internet, Calling integrated

offers.
 THREATS:-

 If signal strength is not increased it may lead to change in the network

service by the customers.
 Tata has to clarify whether this 1ps/sec will continue till its lifecycle.

 Heavy competition from all other network providers.

Introduction to Tata DOCOMO's 3G HSUPA e-stick

Pack hi-speed internet on the go with Tata DOCOMO's 3G HSUPA e-stick for your
laptops & desktops. Now set yourself free from the hassle of wires & installations
and experience superfast internet where even the fixed mobile broadband signals
fail. Pick this to keep pace with your need for speed.

Features:
Powered with blazing speeds, it enables huge data exchange in seconds and also

USB v2.0 High -Speed Rated 40

microSD Support (upto 32GB)
times
doubles up as a Flash Drive with upto 32GB of data storage. Enjoy the following
features:

• Plug and Play

• Enhanced Signal Strength with Receive Diversity (Rx)

• Works on HSUPA / HSDPA / WCDMA / EDGE / GPRS / GSM

• Large Storage: Supports upto 32GB microSD card

• International Roaming* : Gives 3G Broadband speeds when you travel

abroad
• USB 2.0 High Speed : Rated 40 times faster than its predecessor interface,

USB 1.1

• Single Click access to Face book™, YouTube™ & Gmail™

• Watch your favourite TV Channel on the move with Mobile TV

• Enjoy HD Gaming on the go

• View & download your favourite videos on the go.

• One touch access to multiple Email & Social Networking Sites

 Cool Features

General
Size 71×26×12.5 mm
Memory Support upto 32GB microSD card
Networks HSUPA / HSDPA / WCDMA / EDGE / GPRS / GSM
Interface Type
USB 2.0 high speed
System
support Supports most types of laptop and desktop PC

• Windows 7, Windows Vista (32 bit & 64 bit),

Windows XP (SP2 & later)
• Mac (10.4 & later)
OS supported • Linux Versions supported - (Ubuntu 9.04 & 9.10,
Fedora 11, 12 & 13,Opensuse 11.3)
From factor USB Stick
Rx diversity Yes
 Speed uplink - up to 5.76 Mbps

Mobile TV Videos

Catch-up Let's Play

 Speed downlink - up to

7.2Mbps

Cool Applications

Specification

Prepay Offer:
Price (Rs.) Speed (Mbps) Device
1999 7.2 HSUPA
Wireless Broadband Device

MRP (Rs.) Data Peak Data at peak Validity(Days)

speed(Mbps) Speed validity

1000 Unlimited 3.6 GB 30

1250 Unlimited 3.6 GB 30
1275 Unlimited 7.2 GB 30
1500 Unlimited 7.2 GB 30

MRP (Rs.) Speed (Mbps) Data Validity (Days)

109 3.6 GB 30
1151 3.6 GB 90
601 3.6 MB 30
750 3.6 GB 30
1150 3.6 GB 90
Unlimited Data Plans
 Basic Data Plans

Post pay offer:

Price (Rs.) Speed (Mbps) Device Post pay Offers

1999 7.2 HSUPA 100% money back

Smart life Plans Monthly Rental Data Peak Speed Data at peak
(Rs.) (Mbps) speed

3G 3.6 Mbps Don 1000 Unlimited 3.6 5 GB

5 GB @ 1000 Plan
3G 3.6 Mbps Don 1250 Unlimited 3.6 10 GB
10 GB @ 1250
Plan
3G 7.2 Mbps Don 1275 Unlimited 7.2 5 GB
5 GB @ 1275 Plan
3G 7.2 Mbps Don 1500 Unlimited 7.2 10 GB
10 GB @ 1500
Plan
3G 21 Mbps Don 2000 Unlimited 7.2 15 GB
15 GB @ 2000
Plan
Wireless Broadband Device Enjoy Rs. 150/- discount for 14 months*
 Details 3G Dongle 5000 For 5 3G Dongle 5100 for 4
months Rental months Rental

Advance Rental** 5000 5100

Inbuilt Data per month GB GB
Advance Rental period months months
Speed up-to 3.6 Mbps 7.2 Mbps
Unlimited Data Plans

MRP (Rs.) Speed (Mbps) Data

500 3.6 MB
600 3.6 GB
750 3.6 2GB
750 7.2 1.5 GB
1000 7.2 GB
Basic data Plans
 SWOT ANALYSIS

1. STRENGTH

2. WEAKNESS

3. OPPORTUNITIES

4. THREATS
•

•
STRENGTHS:-
•
First to introduce 3G services in India.

Brand image of Tata services.

Large variety of plans.

Good infrastructure.
•

•
WEAKNESS:-
•

Page | 181
 Signal strength.

Customer service.

Expensive.

Service support for retailers.

Page | 83
Page | 183
•

OPPORTUNITIES:-

Have a great opportunity to expand its services.

• To introduce any new plans for internet users.

THREATS:-

If the signal strength is not increased it may lead to change in the network service by
the customers.
Heavy competition from all other network providers.
Page | 84

Page | 185
4P’s of “TATA DOCOMO” Product:
TATA DOCOMO having good range of Services: Tata Docomo provides both
postpaid and prepaid services.

TATA DOCOMO Quality network: Tata DOCOMO having good quality network

which provide clarity in voice

Place:

It having good range of channels of distribution: As Tata already exist in this

field of telecommunications as Tata Indicom. It has wide range of channels of
distribution to sell TATA DOCOMO services Price:

Tata Docomo has several attractive affordable price both for prepaid & post-paid.

Promotion:

Data card is a specialty product .That is why promotional activities are mainly
focused around in store promotional activity as well as other medium like print
media, hoarding and posters and they are also having brand zone (Dive In
store). And also TATA DOCOMO following different style of advertising
patterns. Due to that reason it was reaching public very fast.
 An overview of internet and wireless connectivity

Definition of Internet

The Internet is a worldwide, publicly accessible series of interconnected computer

networks that transmit data by packet switching using the standard Internet
Protocol (IP). It is a "network of networks" that consists of millions of smaller
domestic, academic, business, and government networks, which together carry
various information and services, such as electronic mail, online chat, file transfer,
and the interlinked web pages and other resources of the World Wide Web
(WWW).

Common uses of the Internet

E-mail

World Wide Web

Remote Access

Collaboration

Streaming Media

File Sharing

Voice Telephony

Page | 187
 Driving growth of Internet Data Card

Growing businesses in all segments, necessity to access emails and corporate

applications during urgent business trips and the urge for some entertainment
while on the move are some drivers increasing the demand for data card usage.
Apart from these factors, as the name of Tata Indicom's data card, 'Plug 2 Surf',
suggests, ease of use with plug and play factor is also a driver for growth.
SP Shukla, president, Personal Business, Reliance Communications, says that
faster surfing and higher download speeds, convenience of surfing the Internet
while on the move, simple to use, and affordable tariffs are among the key
reasons for the data card growth, in both the laptop and desktop segments.
Wire line broadband connections are yet to penetrate the vast semi-urban and
rural parts of the country where entrepreneurs, officials, students, etc have the
need to surf the Internet for various purposes. Though the laptop penetration in
these areas has not made a significant mark, desktop penetration is comparatively
more. With data cards offering convenient access to the Internet, a number of
companies have started to tie up with service providers to avail bulk network
connections for their employees on the go and allow them to utilize their time
during business travels. Since data cards can be used with desktop also, it cuts
down the office infrastructure costs as well. With the data card segment witnessing
steady growth, affordability will go up, which, in turn, will drive growth. “As the data
card growth increases, speed evolves and prices come down, affordability will go
up and more users can begin to think of data card as an affordable solution,” says
an Airtel spokesperson. And growth of mobile telephony in India has created users
with specific needs like m-commerce that require wireless Internet, driving the
wireless data card growth. Once the concept of mobile wallet and its applications
hit the market in India in the near future, the wireless data card segment is also
expected to witness an exponential growth.
Apart from this, Internet charges in costly hotels are very high. With the availability
of data cards and USB modems, frequent business travellers who stay in costly
star hotels can access the Internet and corporate applications on their laptops and
avoid using the Internet facility at hotels, saving on high Internet charges.

The tie-up with the telcos has proven to be the biggest factor that has been
responsible for the growth of the services and have acted as a catalyst for vendors
in boosting their equipment sales. Indian operators have learnt from the
developments in other countries. The rates of data usage have been kept low and
users are encouraged to try out this connectivity medium.

Page | 188
 Huawei has tied up with Tata Indiacom, Reliance, MTS, and BSNL for supply of
data cards in India. ZTE provided its CDMA EVDO and 1X data cards to MTS and
Reliance, and 3G data cards to Reliance and Tata. The third ranker of last
fiscalMicromax-has tie-ups with Airtel, BSNL, MTNL, Reliance, and Aircel. Olive
also provides its data cards to Tata Indicom.

The data card market in India, which has been registering a growth of about 100%
on a year-on-year basis, is set to get hotter with the onset of 3G.

This segment, till now dominated by players

like Tata and Reliance, will see GSM
players like Bharti Airtel, Vodafone Essar
and Idea
Cellular looking at a bigger pie, since with 3G, they get extra bandwidth to offer
internet on-the-go. As voice tariffs have bottomed out, market analysts feel that
growth in data cards usage will not only get telcos additional moolah but also
cushion the drop in average revenue per user (ARPU).

Deepak Gulati, president mobility, Tata Teleservices, said, “Our revenues on data
card contributes approximately 15% of the overall revenues and we expect this
number to gradually increase as the demand for data cards continue to surge
amongst mobile executives, growth in the penetration of laptops and the increased
need for connectivity.”

While CDMA players like Reliance Communications and Tata Teleservices control
a majority of this market, with a share of 50% and 30% respectively, new entrant
Sistema Shyam Teleservices (SSTL) is an emerging player on this turf. Estimates
suggest that about 2.5 lakh data cards are sold every month. By the end of this
year, data card shipments in India are expected to touch about four million units.

“So far, the data card market was dominated by CDMA players, but with 3G, both
GSM and CDMA providers would be on a par in providing data services on the
move,” said Anshul Gupta, principal analyst at Gartner.

However, penetration of 3G data cards will be gradual as operators are still rolling
out their services in a phased manner. Also, all operators do not have pan India
license, which limits the possibility of selling data cards. “Once we see some sort
of stability in roll out of 3G services and seamless connectivity, this business will
reach its peak, since it has the ability to offer high speed data services,” added
Gulati.

Page | 189
 The industry is of the firm belief that affordable tariff plans, prices of data cards,
the convenience data cards offer in accessing the internet, and the growing needs
to use data cards by business and personal travelers, will drive the future growth
of the data card segment in India.

Recently, RCom has slashed its data card prices from R1,499 to R1,099 and
offers unlimited data usage at affordable tariff at R169 across the country except
the top 1,000 towns. Tata also has two variants costing R1,799 and R999.

“ARPU in data card varies anywhere between R600-800. With increased

competition, data card tariffs and prices will go down. Innovating and differentiating
these services would be a key for operators. 3G data cards will demand a
premium. However, due to spectrum constrains on 3G, the quality of service on
3G data cards will be hampered,” Abhishek Chauhan, senior consultant, ICT
Practice, Frost & Sullivan, South Asia & Middle East.

Vodafone Essar and Idea have already launched 3G ready USB modem. “We are
determined to provide superior mobile internet experience. We are the only
operator in GSM space which is aggressively expanding data card market and
currently largest importer of data card in GSM space,” said an Idea Cellular
spokesperson.

Growth Factors

Multiple factors worked in favor of the data card industry in India in FY 2011 that
led to momentum in the sale of data cards all across the verticals.

Anytime, anywhere accessibility is the driving force for the data card market
growth. With rise in the sales of netbooks and laptops, portability is of prime
importance and that is being guaranteed by a seamless internet connection by
data cards. Mobility can be easily said to be the USP that has been driving this
segment.

Page | 190
 Data cards are not only addressing the high-end enterprise and business
segments, but also multiple segments like students, self-employed
entrepreneurs, households, business verticals, consumers in smaller
towns, etc. Prepaid users are contributing in a big way to this segment. As
convenience and consumption become a key
factor, there is an uphill climb in the number of subscribers opting for data
cards.

Page | 191
Affordability is also a major push factor as the prices have gone down heavily

Page | 192
 which has led to an uptake even by mid level consumers.The growth has been
such that the fixed broadband is also facing tough competition from the mobile
broadband.

Greener Pastures

Consumers have started looking beyond the connectivity pipe now, and have
become deeply interested in getting access to key applications. Obviously key
entertainment applications like song/video download as well as live TV have been
the most popular and downloaded applications in tune with the global trend.

The number of mobile broadband subscribers surpassed DSL subscribers for the
first time in 2009 and since then every fiscal has clearly seen the tilt of the
consumers adopting mobile broadband. With this market dynamics, the future for
data cards is positively on the brighter side.

Though some argue that when mobile phones could be used as modems to
access internet, why spend more on another card? Well, with data cards you don't
have to worry about the battery or carrying another cable to connect. Above all,
the access rate is cheaper for the cards.

The broadband wireless proposition is driving exponential growth in internet usage

by providing affordable always-on services and allowing the flexibility of mobile
internet access through data cards.

The Deterrents

All players are competing with each other to give affordable tariff rates for their
data cards. But still the rates are very high when compared to countries like the
UK. In the UK, wireless broadband connection through 3G technology costs about
£10 per month and that too with a data download speed faster than 256 Kbps.
International travelers who have used data cards with faster speed are not
satisfied with data cards and USB modems services offered in India. So, in India,
data cards mean accessing a bare minimum net connectivity only for a sizable
population. That is why it is said that data cards have not exactly taken off in India.

Page | 193
Page | 194
 OBJECTIVES OF THE STUDY
•

To get the feedback of retailers regarding the products & services of the
company.
• To identify company’s position among competitors.

• To know the competitors product & policies from retailers.

• To find out customer buying behaviour.

SUBOBJECTIVES

• To know whether there is proper flow of information or not.

• To find out the performance of distributors.

Page | 196
• To identify which company’s data card retailer is pushing & why.

• To determine those factors which persuade retailers for pushing a Data card.
To find out what influence customer when he is purchasing data card.
• Page | 94

Page | 197
 • To find out the consumer preference of Data card among various data card
manufacturers.

Research Methodology

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

as a science of studying how research is done scientifically. The most desirable
approach with regards to the selection of the research methodology depends on
the nature of particular work, time and resources available along with the desire
level of accuracy.

Research Type Descriptive Research

Data Source Primary Data

Research Instrument Questionnaires

Type of Questionnaire Structured

Sample Universe Retailer

Sampling Method Judgmental

Contact Method Personal Interview

Page | 198
 DATA ANALYSIS & INTERPRETATION

1) What is your monthly sale of data card??

Page | 199
 (a) Up to 10

(b) 10 to 20

(c) More than

20

No. Of Data Card No. of Retailers

(a) Up to 10 30
(b) 10-20 32
(c) More than 20 38

Series1, ©
Series1, (b)
Series1, (a) More than
10-20, 32
Up to 10, 30 20, 37

No. of Data Cards

Interpretation: 38% of the retailers responded that they sell more than 20 DATA

CARDS per month, whereas 32% of them said that they sell 10-20 DATA CARDS

Page | 200
Page | 201
 RETAILERS

Interpretation: According to the responses given by the retailers surveyed,

TATA PHOTON is the most sold Internet Service Provider, followed by IDEA
and Tata DOCOMO.
3) What is the U.S.P of top selling data card?

Options No. of Retailers

Tariff Plans 32
Network 20
Services 10
Modem Price 6
Speed 32

Page | 202
 Interpretation: The tariff Plan is the main U.S.P according to retailers

which differentiate a Data Card of a particular company. After Tariff Plan

retailer gives focus over the Speed & then on Network.

4) What is the monthly sale of DOCOMO Data Card (in numbers)?

(a) Up to 10 (b) 10 to
20
(c) More than 20

No. of Data Card No. of Retailers

(a) Up to 10 92

Page | 203
 (b) 10 to 20 6
(c) More than 20 2

Series1, (a)
Upto 10, 92

Series1, (b) 10- Series1, ©

20, 6 More than 20,
2

No. of Data Cards

Interpretation: 92% of the retailers responded that they sell up to 10 DOCOMO

DATA CARDS per month, whereas 6% of them said that they sell 10-20 DOCOMO

DATA CARDS per month, and rest 2% responded that they sell more than 10
DOCOMO data cards per month.

5) Which Brand of data card do you suggest to customers & why?

a) BSNL e) Tata Docomo

b) Reliance f) Vodafone

c) Idea g) MTS

d) Tata Photon

Brands No. of Retailers

(a) BSNL 1
(b) Reliance 3

Page | 204
 (c) Idea 13
(d) Tata Photon 63
(e) Tata Docomo 13
(f) Vodafone 0
(g) MTS 7

Interpretation: According to the responses given by the retailers surveyed, most

retailers suggest TATA PHOTON, followed by TATA DOCOMO as well as IDEA.

WHY

Page | 205
 Interpretation: Retailers said that they prefer promoting the BRAND which
provides maximum PROFIT MARGIN, after which they promote the BRAND which
is having
better service quality.

6) Whether you get POP & Information of new schemes and offers on time?

Page | 206
 (a) YES

(b) NO

Options No. of Retailers

(a) Yes 82
(b) No 18

Series1, (b)
NO, 18, 18%

Series1, (a)
YES, 82,
82%

Interpretation: Major part of the respondents, i.e. 82% says that they get POP &
information of new schemes on time. It can be interpreted that there is proper flow of
information & also on time ,but we still need to improve in areas like Swargate, Karve
nagar, warje, Chandan nagar & Kothrud etc because some retailer of these areas come
to know about new schemes from Customers.

7) How do you come to know about new schemes & plan?

(a) SMS (b) DSE

(c) Posters (d) Calls

Page | 207
 Options No. Of Retailers
(a) SMS 26
(b) Calls 20
(c) DSE 48
(d) Posters 6

Interpretation: 48% of the retailers responded that they come to know about new
schemes from DSE, whereas 26% of them said that they come to know about new
schemes from SMS, and rest 26% responded that they come to know about new

schemes from calls & posters. b) Twice a week

8) What is the frequency of DSE visit? (c) Thrice a week

(d) Daily
(a) Once a week

(e)None

Options No. Of Retailers

Page | 208
 (a) Once a week 19
(b) Twice a Week 21
(c) Thrice a week 51
(d) Daily 3
(e) None 6

Interpretation: Major part of the respondents, i.e. 51% says that DSE visit Thrice
a week & 21% retailers said that DSE visit Twice a week. Whereas,3% said that
DSE visit Daily .So far the performance of distributor is good but, there are
retailers where they visit once a week or none (in areas like swargate,
Karvenagar, warje & Kothrud
etc.).

9) In your opinion which brand do customers generally ask for?

a) TATA DOCOMO c) IDEA

b) TATA PHOTON d) RELIANCE

e) BSNL g) MTS

Page | 209
 f) VODAFONE

Brands No. of retailers

(a) Tata Docomo 14
(b) Tata Photon 71
(c) Idea 14
(d) Reliance 6
(e) BSNL 1
(f) Vodafone 0
(g) MTS 2

Interpretation: According to the responses given by the retailers surveyed,

TATA PHOTON is the most preferred brand, followed by Tata DOCOMO as
well as IDEA.

10) Which one is the most important factor for customer which affects their

Purchasing decision?

(a) Price (d) Availability in Store

(b) Net Speed (e) Offers & Discounts

(c) Tariff Plan

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 Options No. Of Retailers
(a) Price 12
(b) Net Speed 15
(c) Tariff Plans 58
(d) Availability in Store 1
(e) Network 11
(f) Offers & Discounts 3

Interpretation: The Tariff Plan is the main factor, which influence customers in
purchase decision. After considering the less expensive Tariff Plans customers
focus on the Net Speed factor.

CONCLUSIONS AND RECOMMENDATIONS.

Observation:

• DOCOMO having several types of tariff plan but it’s expensive & also the
modem price.(photon recharge vouchers start from Rs. 200)

• There is lack of technical support staff.

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• The distributors reach is diverse, in some areas the distribution is good while
in some other areas it is not up to the mark(like in Swargate, Karvenagar &
Fatima nagar).
• The margin given to Retailers by DOCOMO is less than the other

competitors. So retailers try to convince customer to buy competitors

product. (Like photon give 50% & Idea gives on every 4 activation rs. 400 +
comm. & on 8 activation 1 net setter free).
• Also many retailers complain about no credit period available.

• Also it should work towards improvement of its after sale service. Main
complain of retailers towards DOCOMO is service problem.
• Also many retailers have complain about their claims pending (there are
retailers in Karve nagar who’s claim is pending since December)

Recommendation:

• Company can launch tariff plans on which unused data can be carry
forwarded & can also launch tariff plans which start from Rs. 200 & Rs. 300.

• Company can have separate Technical Support team to serve customers for
after sales services activity.

• Though databases are there they are not used properly. The sales person
should have to understand customer relationship management concept &
not just sell but maintain good long-term sustainable relations with retailers
because in future if they become loyal to us then they will differentiate us
from the competition & they have to visit each retailer at least twice a week.

• Company can also hire some FMCG distributor because they also have
good network or company can convert any retailer who sells more in to
distributor.
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 • DOCOMO should also increase the profit margin of retailers. So retailer
should try to convince customer to buy it.(like Tata Photon & IDEA Net
Setter did)

• DOCOMO can customize its credit policy according to retailers.(should have

at least 15 days credit period)

• DOCOMO also have to update its after sales services team to serve
customer better.

• DOCOMO should provide claims on time (Like Tata Photon did) & must
avoid this problem, otherwise retailer stop pushing our products.

Additional Suggestions:

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•

There are huge markets near colleges, Areas like vadgaon & karvenagar
where connections are increasing day by day, company needs to tap these
markets very well.

• Maximum retailers want demonstration modem or promoter. For eg. DOCOMO

can hire 1 promoter for 3 areas with demonstrations modem.

Retailer education program in which you will teach to 15% retailers on

efficient way s of shelf management, stock keeping & customer interaction
• etc. by this we can increase retailers loyalty.

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Page | 111

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Bibliography

Page | 217
The Content has been collected from the following sites and webpage:
www.punediary.com

www.google.com
www.classifields.com
www.sulekha.com
www.justdial.com
www.managementparadise.com
www.knowyourcity.com
www.tatadocomo.com
www.scribd.com

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 ANNEXURE

QUESTIONNAIRE

PLEASE PROVIDE THE FOLLOWING INFORMATION FOR THE SURVEY

Respondent’s Details

Name: Store Name:

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 Address: Pin code:

Mode of Business: Signature:

Contact Number:

1) What are your Monthly sales of data card:

a) 0-10 b) 10-20 c) More Than 20

2) Which one is the Top selling data card:

…………………………..................

3) What is the U.S.P of top selling data card:

...............................................................................

4) What is the Monthly sale of Docomo data card (In numbers)

a) 0-10 b) 10-20 c) More Than 20

5) Which Brand of data card do you suggest to customers & why:

d) BSNL

e) RELIANCE

f) IDEA

g) AIRTEL

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 e) TATA INDICOM

f) TATA DOCOMO

g) Vodafone

h) MTS

…………………………………………………………………

6) Whether you get POP & Information of new schemes and offers on
time:

(a) YES

(b) NO

7) How do you come to know about new schemes & plan?

(a) SMS

(b) DSE

(c) Posters

(d) Calls

8) What is the frequency of DSE visit?

(a) Once a week

(b) Twice a week

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 (c) Thrice a week

9) In your opinion which brand do customers generally ask for:

d) TATA DOCOMO

e) TATA PHOTON

f) IDEA

g) AIRTEL

e) RELIANCE

f) BSNL

g) VODAFONE

h) MTS

10)Which one is the most important factor for customer which affects
their Purchasing decision:

(a) Price (b) Net Speed

(c) Tariff Plan (d) Availability in store

(e) Offers & Discounts

Thank you for all your co-operation and support.

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