A

Project Report
On

“EXTRAMARKS EDUCATION PRIVATE LIMITED”

By
VIBHOR KUMAR
Division- A
Roll No. - 1st Year A-57
Course- PGP + SMU
BATCH- 2010-2012

MAJOR: MARKETING, MINOR: I.B

Contact No. - 08871709674
Email- vibhorkumar87@gmail.com, vibhor.kumar@indiraiscs.in

SUBMITTED To

INDIRA SCHOOL OF CARRER STUDIES

PGP 2010-2012
 Declaration

I, Vibhor Kumar, session 2010-2012, do hereby declare that this project report has
been submitted by me in partial fulfilment of the requirement of Post Graduate
Program in Management (DUAL-Marketing & IB) of Indira School of Career
Studies (ISCS), Pune. I also declare that this report is my own and has not been
previously submitted by anyone for the award of any degree or diploma to any
other institution.

Vibhor Kumar (ISCS, Pune)

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 ACKNOWLEDGEMENT

The culmination of a project is not an act of chance but a deliberate and

persistent pursuing of seemingly evasive goals and the will to make them

happen. And its only appropriate that the ones who really made a difference

during those arduous moments find a mention of appreciation at the end of

the day.

The success of this project would have remained distant and elusive

without Mr. Amitesh Shukla, State Head of M.P & C.G – EXTRAMARKS

EDUCATION PVT. LTD. Who not only acted as my guide but also

encouraged and challenged me throughout the project period. His priceless

insights, expertise, emphasis on fundamentals and out of the box thinking

along with his strength of character have left a deep imprint not just on this

project but on my personal outlook as well. He proved loyal to his

unblemished reputation of being hands on manager and a typical specimen

of exemplary leader.

I gratefully recall the contributions made by all my colleagues and seniors

at EXTRAMARKS EDUCATION. Their admirable work ethics, camaraderie,

team work and wonderful ways of sharing knowledge have gone a long in

cementing my beliefs in corporate values. It was first class learning on the

floor that was offered to me. Finally, without their enormous support this

project would not have materialized.

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 Table of Content

Sr. no Contents Page no

1 Company Profile 5

2 Product Profile 12

3 SWOT Analysis 17

4 Positioning 20

5 Job Profile 22

Performance Management
6 25
System
7 Use Of I.T in Organization 27

8 Transaction Processing 28

9 Performance Tracking 29

10 Conclusion & Recommendation 30

11 Learning Experience 32

12 Bibliography 34

ABOUT THE COMPANY

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 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 Rs. 1,250 millions
and owns 38.5% of Equity of the Company.

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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 endeavours 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 eIndia
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 Agnel, Airforce
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 and Values

Vision

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

teaching learning process engaging and interesting.

Mission

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 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.

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  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.

Management Team

Experienced professionals of respective fields have joined hands to provide

exceptional quality services in the field of school education.

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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

Salahakar 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.

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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

Educomp Solutions Limited. Has rich & varied experience 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.

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 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

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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

standardise 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 learning 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.

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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.

 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:

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  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.

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.
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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

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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.

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  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.

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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.

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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

Extramarks enjoys a unique competitive position and early-mover advantage in the

Indian education industry, which we believe is capable of rapid and sustainable

long-term 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

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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

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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:

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

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.

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  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.

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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!

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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

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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.

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 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.

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TRANSACTION PROCESSING

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PERFORMANCE TRACKING

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 CONCLUSIONS AND RECOMMENDATIONS

Observation:

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  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.

Recommendation:

 Company can have separate Technical Support team to serve customers

for after sales services activity.

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  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.

LEARNING EXPERIENCE

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
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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

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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
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 www.google.com

 www.justdial.com

 www.managementparadise.com

 www.knowyourcity.com

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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

Page | 35
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 Info-

Services 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.

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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

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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 Info-

Services) and Quippo Telecom Infrastructure.

Location

The company is headquartered in Mumbai, India.

Page | 38
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.

Page | 39
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

Page | 40
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 handholding

for a small period of time.

Governance on Affirmative Action

Page | 41
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.

Page | 42
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.

Page | 43
 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.

Page | 44
  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

Page | 45
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

Page | 46
  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.

Page | 47
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 socio-

economic, educational and health initiatives. Keeping in mind the Tata Group

Page | 48
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.

Page | 49
Board of Directors

Mr. Ratan N. Tata

Designation: Chairman
Company: Tata Teleservices Ltd.

Mr. K. A. Chaukar

Designation : Managing Director

Company : Tata Industries Ltd.

Page | 50
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.

Page | 51
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.

Page | 52
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).

Page | 53
 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

Page | 54
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

Page | 55
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.

Page | 56
 TATA DOCOMO

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

platform-arising 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

Page | 57
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

Page | 58
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

Page | 59
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.

Page | 60
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 Info-

Services 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

Page | 61
  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

Page | 62
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

Page | 63
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:

Page | 64
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.

Page | 65
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.

Page | 66
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.

Page | 67
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

Page | 68
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.

Page | 69
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 share

Page | 70
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.

Page | 71
  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
Page | 72
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-per-second 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.

Page | 73
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

Page | 74
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.

Page | 75
  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

Page | 76
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

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

Page | 77
 Cool Features

USB v2.0 High-Speed Rated 40

microSD Support (upto 32GB)
times

Speed uplink - up to 5.76

Mbps

Speed downlink - up to

7.2Mbps

 Cool Applications

Mobile TV Videos

Catch-up Let's Play

Specification

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

Page | 78
Prepay Offer:

Wireless Broadband Device

Price (Rs.) Speed (Mbps) Device

1999 7.2 HSUPA

Unlimited Data Plans

Peak Data at peak

MRP (Rs.) Data Validity(Days)
speed(Mbps) Speed validity
1000 Unlimited 3.6 5 GB 30
1250 Unlimited 3.6 10 GB 30
1275 Unlimited 7.2 5 GB 30
1500 Unlimited 7.2 10 GB 30

Basic Data Plans

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

109 3.6 2 GB 30
1151 3.6 3 GB 90
601 3.6 650 MB 30
750 3.6 2 GB 30
1150 3.6 3 GB 90

Post pay offer:

Wireless Broadband Device

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

Page | 79
 1999 7.2 HSUPA 100% money back

Enjoy Rs. 150/- discount for 14 months*

Unlimited Data Plans

Monthly Rental Peak Speed Data at peak

Smart life Plans Data
(Rs.) (Mbps) speed
3G 3.6 Mbps Don
1000 Unlimited 3.6 5 GB
5 GB @ 1000 Plan
3G 3.6 Mbps Don
10 GB @ 1250 1250 Unlimited 3.6 10 GB
Plan
3G 7.2 Mbps Don
1275 Unlimited 7.2 5 GB
5 GB @ 1275 Plan
3G 7.2 Mbps Don
10 GB @ 1500 1500 Unlimited 7.2 10 GB
Plan
3G 21 Mbps Don
15 GB @ 2000 2000 Unlimited 7.2 15 GB
Plan

3G Dongle 5000 For 5 3G Dongle 5100 for 4

Details
months Rental months Rental
Advance Rental** 5000 5100
Inbuilt Data per month 6 GB 6 GB
Advance Rental period 5 months 4 months
Speed up-to 3.6 Mbps 7.2 Mbps

Basic data Plans

Page | 80
 MRP (Rs.) Speed (Mbps) Data
500 3.6 650 MB
600 3.6 1 GB
750 3.6 2GB
750 7.2 1.5 GB
1000 7.2 3 GB

SWOT ANALYSIS

1. STRENGTH

2. WEAKNESS

3. OPPORTUNITIES

4. THREATS

Page | 81
 STRENGTHS:-

• First to introduce 3G services in India.

• Brand image of Tata services.

• Large variety of plans.

• Good infrastructure.

WEAKNESS:-

• Signal strength.

• Customer service.

• Expensive.

• Service support for retailers.

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.

Page | 82
• Heavy competition from all other network providers.

4P’s of “TATA DOCOMO”

Product:

TATA DOCOMO having good range of Services: Tata Docomo provides both post-

paid and prepaid services.

Page | 83
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

Page | 84
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

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.

Page | 85
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.

Page | 86
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.

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 fiscal-

Micromax-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

Page | 87
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 | 88
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.

Page | 89
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.

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.

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

which has led to an uptake even by mid level consumers.The growth has been

Page | 90
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

Page | 91
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.

OBJECTIVES OF THE STUDY

 To get the feedback of retailers regarding the products & services of the

company.

 To identify company’s position among competitors.

Page | 92
  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.

 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.

 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

Page | 93
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 | 94
 DATA ANALYSIS & INTERPRETATION

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

(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

Page | 95
 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

per month, and rest 30% responded that they sell up to 10 data cards per

month.
RETAILERS

2) Which one is the Top selling data card?

Position Brands No. of Retailers

I Tata Photon 63
II Idea 15
III Tata Docomo 8
IV Reliance 7
V MTS 5
VI BSNL 1
VII Vodafone 0

Page | 96
 RETAILERS

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

TATA PHOTON is the most sold Internet Service Provider, followed by IDEA
BRANDS

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 | 97
 RETAILERS

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
(b) 10 to 20 6
(c) More than 20 2

Page | 98
RETAILERS

No. of Data Cards

Page | 99
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
(c) Idea 13

(d) Tata Photon 63

(e) Tata Docomo 13

(f) Vodafone 0

(g) MTS 7

Page | 100
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 | 101
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?

(a) YES

(b) NO

Options No. of Retailers

(a) Yes 82

(b) No 18

Page | 102
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 (c) Posters

(b) DSE (d) Calls

Options No. Of Retailers

(a) SMS 26

(b) Calls 20

(c) DSE 48

Page | 103
 (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.

8) What is the frequency of DSE visit?

(a) Once a week (d) Daily

b) Twice a week (e)None
(c) Thrice a week

Options No. Of Retailers

(a) Once a week 19

(b) Twice a Week 21

Page | 104
 (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 d) RELIANCE

b) TATA PHOTON e) BSNL

c) IDEA f) VODAFONE

Page | 105
 g) MTS

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 (c) Tariff Plan

(b) Net Speed (d) Availability in Store

Page | 106
(e) Offers & Discounts

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:

Page | 107
• 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.

• 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)

Page | 108
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.

• 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)

Page | 109
 • 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:

• 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.

Page | 110
Bibliography

Page | 111
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

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 QUESTIONNAIRE

PLEASE PROVIDE THE FOLLOWING INFORMATION FOR

THE SURVEY

Respondent’s Details

Name: Store
Name:

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

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 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

e) TATA INDICOM

f) TATA DOCOMO

g) Vodafone

h) MTS

………………………………………………………………
…

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 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

(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
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 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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