Professional Documents
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Marketing Intelligence in HR'
Marketing Intelligence in HR'
Undertaken at
Submitted by:
SHAMA AFROZE
09-MBA-14
04-45
This is to certify that Shama Afroze has completed her Summer Training Project
under my direct supervision. She under went the Summer Training on and from
June 15th, 2010 to August 7th, 2010 during which she was assigned
completed and the same is presented in the form of the present Project Report.
It is further certified that the project report submitted by Faiza Khan reflects her
original work and based on the work assigned to her for the Summer Training and
that the present project report has not been submitted elsewhere for award of any
Project Guide:
Varun Bhaskar
Lead (MTS)
I,Shama Afroze, a bonafide student of MBA (Full Time) Programme at the Centre
declare that I have undergone the Summer Training at MTS under the supervision
of Mr. Varun Bhaskar on and from 17th May 2010 to 15th July 2010.
I also declare that the present project report is based on the above summer training
and is my original work. The content of this project report has not been submitted
to any other university or institute either in part or in full for the award of any
Further, I assign the right to the university, subject to the permission from the
organization concerned, use the information and contents of this project to develop
cases, caselets, case leads, and papers for publication and/or for use in teaching.
I also express my overriding debts and thanks to my parents, without whose help it
would have been impossible to complete my project.
Last but not the least; I shall fail in my duty, if I don’t thank all those concerned
friends who have directly or indirectly contributed in the completion of this entire
Summer Internship Project.
FAIZA KHAN
Introduction
The Indian Telecommunications network with 110.01 million connections is the fifth
largest in the world and the second largest among the emerging economies of Asia.
Today, it is the fastest growing market in the world and represents unique
opportunities for U.S. companies in the stagnant global scenario. The total subscriber
base, which has grown by 40% in 2006, is expected to reach 250 million by 2008.
According to Broadband Policy 2004, Government of India aims at 9 million
broadband connections and 18 million internet connections by 2008. The wireless
subscriber base has jumped from 33.69 million in 2005 to 62.57 million in FY2005-
2008. In the last 3 years, two out of every three new telephone subscribers were
wireless subscribers. Consequently, wireless now accounts for 54.6% of the total
telephone subscriber base, as compared to only 40% in 2004. Wireless subscriber
growth is expected to bypass 2.5 million new subscribers per month by 2008. The
wireless technologies currently in use are Global System for Mobile Communications
(GSM) and Code Division Multiple Access (CDMA). There are primarily 9 GSM and 5
CDMA operators providing mobile services in 19 telecom circles and 4 metro cities,
covering 2000 towns across the country.
Major Players
BSNL
On October 1, 2000 the Department of Telecom Operations, Government of India
became a corporation and was renamed Bharat Sanchar Nigam Limited (BSNL).
BSNL is now India’s leading telecommunications company and the largest public
sector undertaking. It has a network of over 45 million lines covering 5000 towns
with over 35 million telephone connections.
The state-controlled BSNL operates basic, cellular (GSM and CDMA) mobile, Internet
BHARTI
Established in 1985, Bharti has been a pioneering force in the telecom sector with
many firsts and innovations to its credit, ranging from being the first mobile service
in Delhi, first private basic telephone service provider in the country, first Indian
company to provide comprehensive telecom services outside India in Seychelles and
first private sector service provider to launch National Long Distance Services in
India. Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting
investments in telecommunications services. Its subsidiaries operate telecom
services across India. Bharti’s operations are broadly handled by two companies: the
Mobility group, which handles the mobile services in 16 circles out of a total 23
circles across the country; and the Infotel group, which handles the NLD, ILD, fixed
line, broadband, data, and satellite-based services. Together they have so far
deployed around 23,000 km of optical fiber cables across the country, coupled with
approximately 1,500 nodes, and presence in around 200 locations. The group has a
total customer base of 6.45 million, of which 5.86 million are mobile and 588,000
fixed line customers, as of January 31, 2004. In mobile, Bharti’s footprint extends
across 15 circles.
Bharti Tele-Ventures' strategic objective is “to capitalize on the growth opportunities
the company believes are available in the Indian telecommunications market and
consolidate its position to be the leading integrated telecommunications services
provider in key markets in India, with a focus on providing mobile services”.
MTNL
MTNL was set up on 1st April 1986 by the Government of India to upgrade the
quality of telecom services, expand the telecom network, introduce new services and
to raise revenue for telecom development needs of India’s key metros – Delhi, the
political capital, and Mumbai, the business capital. In the past 17 years, the company
has taken rapid strides to emerge as India’s leading and one of Asia’s largest
telecom operating companies. The company has also been in the forefront of
technology induction by converting 100% of its telephone exchange network into the
state-of-the-art digital mode. The Govt. of India currently holds 56.25% stake in the
company. In the year 2003-04, the company's focus would be not only consolidating
the gains but also to focus on new areas of enterprise such as joint ventures for
projects outside India, entering into national long distance operation, widening the
cellular and CDMA-based WLL customer base, setting up internet and allied services
on an all India basis.
RELIANCE INFOCOMM
Reliance is a $16 billion integrated oil exploration to refinery to power and textiles
conglomerate (Source: http://www.ril.com/newsitem2.html). It is also an integrated
telecom service provider with licenses for mobile, fixed, domestic long distance and
international services. Reliance Infocomm offers a complete range of telecom
services, covering mobile and fixed line telephony including broadband, national and
international long distance services, data services and a wide range of value added
services and applications. Reliance IndiaMobile, the first of Infocomm's initiatives
was launched on December 28, 2002. This marked the beginning of Reliance's vision
of ushering in a digital revolution in India by becoming a major catalyst in improving
quality of life and changing the face of India. Reliance Infocomm plans to extend its
efforts beyond the traditional value chain to develop and deploy telecom solutions for
India's farmers, businesses, hospitals, government and public sector organizations.
Until recently, Reliance was permitted to provide only “limited mobility” services
through its basic services license. However, it has now acquired a unified access
license for 18 circles that permits it to provide the full range of mobile services. It
has rolled out its CDMA mobile network and enrolled more than 6 million subscribers
in one year to become the country’s largest mobile operator. It now wants to
increase its market share and has recently launched pre-paid services. Having
captured the voice market, it intends to attack the broadband market.
TATA TELESERVICES
Tata Teleservices is a part of the $12 billion Tata Group, which has 93 companies,
over 200,000 employees and more than 2.3 million shareholders. Tata Teleservices
provides basic (fixed line services), using CDMA technology in six circles:
Maharashtra (including Mumbai), New Delhi, Andhra Pradesh, Tamil Nadu, Gujarat,
and Karnataka. It has over 800,000 subscribers. It has now migrated to unified
access licenses, by paying a Rs. 5.45 billion ($120 million) fee, which enables it to
provide fully mobile services as well.
The company is also expanding its footprint, and has paid Rs. 4.17 billion ($90
million) to DoT for 11 new licenses under the IUC (interconnect usage charges)
regime. The new licenses, coupled with the six circles in which it already operates,
virtually gives the CDMA mobile operator a national footprint that is almost on par
with BSNL and Reliance Infocomm. The company hopes to start off services in these
11 new circles by August 2004. These circles include Bihar, Haryana, Himachal
Pradesh, Kerala, Kolkata, Orissa, Punjab, Rajasthan, Uttar Pradesh (East) & West
and West Bengal.
HUTCH
Hutch’s presence in India dates back to late 1992, when they worked with local
partners to establish a company licensed to provide mobile telecommunications
services in Mumbai. Commercial operations began in November 1995. Between 2000
and March 2004, Hutch acquired further operator equity interests or operating
licences. With the completion of the acquisition of BPL Mobile Cellular Limited in
January 2006, it now provides mobile services in 16 of the 23 defined licence areas
across the country.
Hutch India has benefited from rapid and profitable growth in recent years. it had
over 17.5 million customers by the end of June 2006.
IDEA
Indian regional operator IDEA Cellular Ltd. has a new ownership structure and grand
designs to become a national player, but in doing so is likely to become a thorn in
the side of Reliance Communications Ltd. IDEA operates in eight telecom “circles,” or
regions, in Western India, and has received additional GSM licenses to expand its
network into three circles in Eastern India -- the first phase of a major expansion
plan that it intends to fund through an IPO, according to parent company Aditya Birla
Group .
New entrant Unitech witnessed a drop in subscriber base by 8,722. Videocon added 0.7
million new subscribers.
The fixedline subscriber base continued downward trend to reach 36.39 million while the
broadband subscriber base increased to 9.24 million.
At the end of May 2010, India’s total subscribe base reached 653.92 million with a tele-
density of 55.38.
• The opening up of India’s internal long-distance market in 2000, and the subsequent
drop in long-distance rates as part of TRAI’s tariff rebalancing exercise;
• The termination of VSNL’s monopoly over international traffic in 2002, and the partial
privatization of the company that same year, with the Tata group assuming a 25% stake
and management control;
• The gradual easing of the original duopoly licensing policy, allowing a greater number
of operators in each circle;
• The legalization, in 2002, of IP telephony (a move that many believe was held up due to
lobbying by VSNL, which feared the consequences on its international monopoly);
The introduction in 2003 of a Calling Party Pays (CPP) system for cell phones, despite
considerable opposition (including litigation) by fixed operators;
• And, more generally, the commencement of more stringent interconnection regulation
by TRAI, which has moved from an interoperator“negotiations-based” approach (often
used by the stronger operator to negotiate ad infinitum) to a more rules-based approach.
All of these events have created an impressive forward-momentum in Indian
telecommunications, resulting in a vigorously competitive and fast-growing sector. India
has also suffered from its fair share of regulatory hiccups. Many operators (mobile
players in particular) still complain about the difficulties of gaining access to the
incumbent’s (BSNL) network, and the government’s insistence on capping FDI in the
telecom sector to 49% (a move made in the name of national security) limits capital
availability and thus network rollout. In addition, ISPs, who were allowed into the market
under a liberal licensing regime in 1998, continue to hemorrhage money, and have been
pleading with the government for various forms of relief, including the provision of
unmetered phone numbers for Internet access. Despite initially impressive results, the
growth of Internet in the country has recently stalled, with only 8 million users.
Broadband penetration, too, remains tiny.
But perhaps the biggest – and, until recently, most intractable – regulatory problem has
been the drawn-out battle over “limited mobility” telephony. This imbroglio began in
1999, when MTNL sought permission from TRAI to provide CDMA-based WLL
services with “limited mobility.” GSM cellular operators were soon up in arms, arguing
that “limited mobility” was simply a backdoor entry into their business. Moreover, fixed
operators had paid lower license and spectrum fees than cellular ones; were not required
to pay access charges for cell-to-fixed calls (unlike their cellular counterparts); and,
amidst accusations of cross-subsidization, were charging considerably lower rates than
the cellular operators. The resulting conflict dragged on in the courts and in the political
arena for years.
Fixed operators including new entrants Reliance and Tata Teleservices claimed that they
were being prevented from providing a cheap service that would drive penetration and be
of benefit to the “common man”; cellular players bitterly opposed what they perceived as
unequal regulatory treatment for two kinds of operators who were in fact offering the
same service. The real victim, of course, was the Indian telecommunications market,
which suffered from investor perceptions of regulatory confusion and operator in-
fighting. In late 2002, for example, thousands of mobile users in New Delhi were for a
time cut off from the fixed-line network when MTNL shut down interconnection for
cellular companies. (MTNL later attributed the incident to a “technical snag.”)
It was not until late 2003 that the issue was finally resolved, under considerable
government pressure, when cellular operators agreed to withdraw their many cases
against the fixed-line operators. Fixed operators would in effect be allowed to enter
the mobile business; in return, the government granted cellular players several
concessions, including lower revenue-share arrangements estimated to total over
$210 million. Perhaps most notably, the government announced its intention to
adopt a “unified access licensing” regime, which would in the future provide a single,
technology-neutral license for fixed and cellular operators. The hope is that this
new license category will prevent a repeat of the recent controversy, and allow new
technologies to enter the Indian market without requiring a wholesale rewrite of
licensing laws.
Indian customers are embracing mobile technology in a big way (an average of four
million subscribers added every month for the past six months itself). They prefer
wireless services compared to wire-line services, which is evident from the fact that
while the wireless subscriber base has increased at 75 percent CAGR from 2001 to
2006, the wire-line subscriber base growth rate is negligible during the same period.
In fact, many customers are returning their wire-line phones to their service
providers as mobile provides a more attractive and competitive solution. The main
drivers for this trend are quick service delivery for mobile connections, affordable
Regulation and compliance : The regulatory authority in India has delayed the 3G
auction and sets up new guidelines every now and then. It has also given 3G license for
BSNL without giving it to other providers. Airtel and Vodafone which has launched
iPhone 3G phone were left in the dark with 3G phones without any 3G service.
Entry of 4-5 players : Licenses were granted to 6 new players. Unitech, Sistema, etc..
Sitema has started its operations under the name of MTS by providing 1 million minutes
free. New players and offers like these would seriously dent the expansion plans of
established players. All the players should think out of the box and come up with IDEAS.
Next thing would be consolidation in the industry which is already happening in the
telecom tower business.
Capital for expansion : This is the biggest criteria for smaller players. While there are
no smaller players, as the new players are backed up by some heavy-weights, expansion
is still tough. This is where sharing infrastructure comes into picture. Indus Towers is one
such example. BSNL has recently announced about leasing its towers. Initiatives like
these will help both the older and newer players to penetrate into new markets.
Attracting and managing talent and intellectual capital : This is a tough one. With
fierce competition comes the talent poaching. Companies should have some talent
Manage consolidation and mergers & acquisition : This would tie back to point #2 of
entry of new players and a possible consolidation in the telecom business and the tower
business.
MTS was established in October 1993 by Moscow City Telephone Network (MGTS), T-
Mobile Deutschland GmbH (T-Mobile), an affiliate of Deutsche Telekom AG, Siemens
AG (Siemens) and several other shareholders. In late 1996, Sistema JSFC acquired a
majority stake in MTS and has remained the primary owner ever since.
MTS was the first company to launch GSM services in the Moscow region in 1994. In
subsequent years, MTS has expanded rapidly in Russia largely through the acquisition of
smaller independent players and became the leading national mobile operator.
MTS initiated its international expansion in 2002 through the establishment of Mobile
TeleSystems LLC, a joint venture with Beltelecom, the national fixed line operator in
Belarus.
In 2003, MTS continued to expand in the CIS by acquiring the leading operator UMC in
Ukraine, the biggest CIS market outside of Russia.
MTS entered Central Asia in 2004 through the acquisition of the leading mobile phone
operator in Uzbekistan, Uzdunrobita. In June 2005, the Company acquired Barash
Communications Technologies, Inc., the number one operator in Turkmenistan.
In September 2007, MTS continued its international expansion through the acquisition of
the leading mobile operator in Armenia, K-Telecom.
In December 2008, MTS extended its brand outside the CIS borders. MTS and Shyam
Telelink Limited, JSFC Sistema's telecommunications subsidiary in India, announced the
agreement to allow Shyam Telelink to use MTS brand in India. The decision to introduce
the brand to India is reflective of the brand’s success in the Company’s markets of
operation since its launch in May 2006. In April 2008, MTS brand was recognized as one
of the BRANDZ™ Top 100 Most Powerful Brands, a ranking published by the
Financial Times and Millward Brown, a leading global market research and consulting
firm.
Today, Mobile TeleSystems is the largest mobile phone operator in Russia and the CIS.
MTS is a multinational corporation of a new type, based in a high-growth emerging
market and simultaneously entering other developing markets with a unified brand.
Having been recognized internationally for corporate governance and transparency, MTS
is not only a leading Russian blue-chip company, but a truly global organization.
MTS is…
The leading mobile phone operator in Russia and the Commonwealth of
Independent States (CIS)
A top 10 global mobile operator
One of the 100 most powerful brands in the world*
Our products, services and VAS are enabled by GSM, CDMA and 3G/HSPA
networks
* MTS was included in the 2008 BRANDZ™ Top 100 Most Powerful Brands survey
conducted by Millwood Brown in association with the Financial Times.
Sistema Shyam TeleServices {SSTL} is a joint venture company between Sistema {LSE:
SSA} of Russia and Shyam Group of India. Sistema is the majority share holder in this
joint venture with 74% stake. SSTL has licenses and spectrum to provide mobile
telephony services on the in all 22 circles across the country. Sistema Shyam TeleServices
Limited (SSTL) was founded in 1998 and started its operations in the state of Rajasthan in 2000.
Presently SSTL has more than 500,000 fixed-line and mobile subscribers in the state of Rajasthan
and continues to further expand its network and develop its service offering. SSTL obtained a
unified pan-Indian license to provide cellular services in March 2008 and now has spectrum in 22
Indian circles.
Sistema is the largest public diversified corporation in Russia and the CIS, which
manages fast growing companies operating in the telecommunications, consumer services
sectors and technology industries and has over 100 million customers. Sistema develops
and manages market-leading businesses in selected industries, including
telecommunications, technology, banking, real estate, retail, media, tourism and
healthcare. Founded in 1993, the company reported revenues of US$ 12.6 billion for the
first nine months of 2008 (unaudited), and total assets of US$ 32.0 billion as at
September 30, 2008 (unaudited). Sistema’s shares are listed under the symbol “SSA” on
the London Stock Exchange, under the symbol “AFKS” on the Russian Trading System
(RTS), under the symbol “AFKC” on the Moscow Interbank Currency Exchange
(MICEX), and under the symbol “SIST” on the Moscow Stock Exchange (MSE). For
further information, please visit www.sistema.co
MTS has announced that it has touched the 5 million subscriber base mark for its
CDMA-based mobile services in India. MTS is a popular brand of Sistema Shyam
Teleservices (SSTL). This year has been impressive for the company as it has managed to
add huge number of subscribers in this year.
Last year the subscriber base was of 1 million which has gone up to a striking 5 million
this year. MTS has also launched new plan for its new and existing MBlaze subscribers
on this occasion. MBlaze is the popular high-speed wireless broadband services form
MTS and now its customers can avail Unlimited MBlaze plan.
MTS has over 100,000 subscribers for its MBlaze services. This plan has been announced
by President and Chief Executive Officer of SSTL, Mr. Vsevolod Rozanov. He has
expressed his contentment as his company has managed to touch five million subscribers
base. He has said that, this achievement has been phenomenal.
Now MTS has become a leading player in Indian telecom sector. He has also informed
that the company is planning to come up with some better offers for its customers on new
voice and data products.
At present MTS India present in 12 circles out of 22 telecom circles of India. AUSPI
reports shows MTS gets a huge response in India due to its excellent competitive &
cheaper tariff:
Andhra Pradesh
Bihar-Jharkand
Chennai
Delhi-Haryana
Karnataka
Kerala
Kolkata
Maharashtra-Goa
Mumbai
Rajasthan
Tamil Nadu
West Bengal & Sikkim
MTS mobile is one of the new comers to Indian mobile market. MTS mobile tries to
reach their target audience through their attractive talk time packages. MTS has
announced daring 1 million free minutes of talk time between MTS to MTS. This
launching offer is sure to attract customers.
MTS has already been in the mobile market for many years and they are one of the most
popular service providers in Russia. Through their vast experience, they come up with
tariff plans and mobile communication solutions that are customized to specific markets.
MTS has come up with many interesting tariff plans for its Indian customers. The very
fact that you can get 1 million free minutes with other MTS users has attracted lovers and
college students as they can have cheaper mobile phone solution for their needs.
They have three basic plans SME, SME roaming and the Mass. The Mass comes with Rs.
49 but with no talk time. It comes with life time validity. However it will be valid only up
to 2028. For a local number you will be charged 1p for 4 seconds if you are calling
another MTS number. This is cheaper by 4 times with the popular one second billing. If
you are calling other mobile service providers you will be charged 1p for 2 seconds.
In SME Roaming, you will be able to get free roaming for the first six months if you
receive calls from MTS numbers.
-ISD Msavers with special tariffs for US, Canada and Gulf region
Sistema Shyam’s MTS today announced a pan-India rollout of its high speed mobile data
service, ‘MBlaze’. It provides speed up to 3.1 mbps.There are two MTS Data Card.
Mr. Vsevolod Rozanov, President and Chief Executive Officer, SSTL, said, “Data
services are going to expand beyond the metros with people demanding real time
information and knowledge. We see the market expanding beyond the corporate user to
include SME’s and students. Data services integrate the user with real time information
and offer a wide array of benefits including interactivity and gaming. ”
The services will be available in Delhi-NCR, Jaipur, Jodhpur and Bhiwadi in Rajasthan,
Chennai, Coimbatore, Trichy in Tamil Nadu, Mysore, Mangalore, Bengaluru and
Belgaum in Karnataka and Kochi, Calicut, Trivandrum, Mysore, Mangalore, Bengaluru,
Belgaum in Kerala. The service will also be available in Mumbai by December. In total
26 cities will be covered by first quarter of 2010.
Mr.Sanjay Bahl, Chief Operating Officer, Delhi-NCR and Haryana, Circle of MTS said, "
All our base transmitting stations (BTS) in Delhi/NCR are high speed data enabled and
hence MBlaze subscribers will have seamless connectivity even in a traffic jam of Delhi
roads.”
VISION
MTS shares common values with people who know what they want to
achieve in their lives and are full of energy to hit their goals.
MTS customers can actively shape their lives anytime and anywhere with
We offer people greater choice and inspiration in how they spend their
MARKET SHARE
One of MTS’ goals is to fully integrate this responsibility and adopt it in all our
interactions with customers, employees, partners and regulators.
Our CSR strategy has been established with regard to the requirements of our society and
our customers. Its main aim is to improve the quality of peoples’ lives.
By quality of life, we mean the synergy between criteria, socio-economic or other, which
reflect the level and extent to which people have achieved prosperity in the various areas
of their lives. A high quality of life is evidence of stable social development, both of
society and individuals.
PAST PERFORMANCE
OIBDA 903,12 1,018, 1,17 1,12 1,35 1,50 1,658, 1,329, 957,86 1,106, 1,216, 1,192, 1,153,
4 698 4,70 6,86 3,58 7,53 093 134 3 530 189 971 733
9 3 8 9
OIBDA margin 53. 48. 48. 49.6 51.0 44.1
51.9% 51.7% 0% 4% 4% % % 47.3% 45.1% 46.8% 46.4% 43.9% %
Operational Review
The introduction of the 3+2 strategy was strengthened by the continued success of MTS’
rebranding campaign, as well as the development of new marketing approaches and a
more customer-centric strategy.
MTS’ total consolidated revenues were up by 29% year-on-year in 2007, amounting to
$8.25 billion. Key drivers for revenue growth during the year included:
Continued growth in voice usage
Increasing usage of messaging services
Further adoption of data service and content
A focus on cost efficiency through the Group organization enabled MTS to achieve an
OIBDA margin of 51.2% for the full year.
For 2008, MTS intends to deliver revenue growth of at least 25% and to maintain an
OIBDA margin of above 50% through effective cost management in its key markets.
COO
Head
Technical
•Network acceptance
•Construction development
•Vendor/service provider management
•Interconnect management
•SLA management
•KPIs control
•Control of outsourcer and services supplier
•Dealing on all issues related to outsources services
COO
Head IT
IT Operation IT App.
Project & Development IT Help Desk
Management Maintenance
COO
Head
HR
Attract HR
Select Training Administratio
Recruit n
COO
Nodal Head
Officer Vigilance
Vigilance
Officer
COO
Head
Legal
Contractual Litigation
work
COO
Head
Finance
Revenue
Facility Assurance &
Management CC
Head
Marketing
Offering Revenue
Faiza Khan, JMI 09-MBA-14
Faiza Khan, JMI 09-MBA-14
United Circle Customer Service Delivery Management
Structure
COO
Head
CSD
Nodal
Officer
Activatio Contact
Faiza Khan, JMI Retail & Customer Training
Service&
09-MBA-14
Knowledge
MIS
VTMn
Audit Center
Dealer’s
Customer
MIShelp Handset
After Service
Retail
Sale Retention
Functional
Complaint
Proactive
Customer Development
Management
Training
Mgt
(Off Head
Audit
roll) Mgt Head
Interactions
Analytical
Desk Support Head
Support
Care Head
Management
Communication
Escalation
Retention Head
Delivery
Policies of the Company
Transfer policy
All employee of the company are transferable. In the case of administrative exigencies of
company’s work, employees can be transferred, irrespective of the period of service
rendered by an employee at a particular station. However, the above provision or any
other changes in the policy laid down would be exercised at the sole discretion of
C&MD.
Leave Policy
* Maternity leave shall be provided 42 day before the expected delivery date & 42 days
after delivery. In case of Miscarriage ML shall be given maximum 6 weeks from the date
of Miscarriage.
**At the discretion of the concern Manager lower no of joining leave can be sanctioned.
Retention Strategies
• A draft template would be shared with each mission critical role holders (the same
would be garnered from corporate).
• All functional Heads would be suggested to share role expectations from each mission
critical role holder.
• Mentoring & Coaching- Workshop on mentoring and coaching for all CMC members
and L2’s. They would be mandatorily assigned protegees.
• Participative and Transformational Leadership Style of working to be incorporated
through appropriate trainings
• A clear cut career path (Horizontal/ Vertical/Special projects) to be defined and shared
with mission critical role holders
• Participative and Transformational Leadership Style of working to be incorporated
through appropriate trainings
Team Building
• Initiating Young Leadership program for mission critical role holders to prepare them
for new role assignment (linking with succession planning/Career Plan/ Progression)
• Initiating various R&R programs like: MTS Value Star, MTS Champ Award, MTS Best
Location Award, MTS Sales Champion Award, MTS Service Champion Award, etc.
Sistema Shyam Teleservices Ltd(SSTL), the Indian arm of Russia’s Sistema in joint
venture with India’s Shyam Group which operates CDMA mobile brand MTS is going to
sell off 20% share to Russian Government. Russian Govt is going to invest around $680
million in India via SSTL by October 2010 as expected.
Currently Sistema JSFC owns 73.71% while Shyam Telelink owns 23.79% of the the
joint venture, rest owned by public. Russian Govt will take 20 per cent shares from
Sistema’s part to cut down Sistema’s share in the JV 54%. The chief executive, MTS
India Vsevolod Rozanov has cleared that this investment from Russian Govt. will take
care of company’s immediate funding requirements.
Commenting on the landmark achievement, Mr. Vsevolod Rozanov, President and Chief
Executive Officer of SSTL said, “Five million subscribers have given us a special place
in Indian telecom sector and we are determined to offer them new voice and data
products, further enriching their telecom experience.”
MTS India, the joint venture of Sistema-Shyam Teleservices which is country’s Youngest
CDMA operator has introduced exciting new Special Tariff Voucher dubbed as MSaver-
220 for its prepaid subscribers in Kolkata and West Bengal telecom circles.
MTS subscriber can club it with any other Special Tarff Vouchers which they currently
using. So after the Daily limit of free callings subscriber can enjoy the benefits of their
previously subscribed STVs which are mostly lifetime basis.
This STV comes as answer to Reliance and Tata Indicom’s CDMA Packs.
MTS India, the CDMA mobile service operator today announced that it has completed
the launch of its services in the State of Goa and the Konkan region of Maharashtra
telecom circle. MTS India’s CDMA services are now available in 984 towns of the
Maharashtra and Goa telecom circle.
MTS has now completed its network roll out in the telecom circle of Maharashtra and
Goa, offering both voice and data services. MTS had its high speed data service, MBlaze,
MTS also made an inaugural promotional offer of half a paisa per second call charges,
promising the best value proposition for its subscribers among the existing operators and
competition. MTS subscribers can connect between MTS to MTS network.
MTS India, joint venture of Russian giant Sistema and India’s steel tycoon Shyam Group,
Pan-India CDMA operator gearing up to roll out its very own Application store like
Airtel, Reliance, Aircel and Vodafone.
App stores are attracting attention from handset makers to telecom operators as soaring
smart phone and mobile-Internet usages finds its way into mainstream telecom market.
It was just recently that Nokia launched Ovi, a mobile app store whereas Blackberry
launched its App store. India’s leading telecom operators Airtel, Vodafone, Reliance
communications, Aircel and Idea Cellular already launched app store.
MTS India the mobile telephony services brand of Sistema Shyam TeleServices Ltd
(SSTL) in Delhi and NCR telecom circle celebrated a milestone by unveiling its 100th
MTS Branded Retail store in Gurgaon.
The store was inaugurated by Mr. Atul Joshi, Chief Sales Officer, SSTL and Mr. Sanjay
Bahl, Chief Operating Officer, Delhi NCR & Haryana, SSTL. MTS now possesses an
impressive chain of 450 Branded Retail Stores in India .
Located at Old Railway Road in Gurgaon, the store aims at catering to the needs of
customers while enhancing convenience and making their experience with MTS
enjoyable.
MTS India today announced the launch of its CDMA mobile service in the city of
Nagpur covering the Vidarbha region of Maharashtra with this launch MTS has
completed its roll out in Maharashtra state.
MTS also made an inaugural promotional offer of half a paisa per second call charges,
promising the best value proposition for its subscribers among the existing operators and
competition.
MTS subscribers can connect between MTS to MTS network at just one paisa for four
seconds with lifetime validity.
To benchmark the telecom policies for off roll employees that lead to superior
performance.
To ascertain employee (Off roll) satisfaction with the policy system and find the
factors resisting employee performance.
Responsibilities
Acquiring complete knowledge regarding the topic in order to fully understand it.
Adhering to the work culture, office hours (9:30 am to 6:00 pm), norms, rules and
regulation of the organization.
Nature of work
In order to complete the assigned tasks within 8-weeks stipulated time, the activities were
synchronized effectively.
Activity one: Studying the policy system of off rolls in the Telecom industry. The main
aim of this activity was to understand the techniques and processes involved in the same
HR policy.
Activity three: This activity was done to analyze the problems or factors hampering the
employees in performing well and determine the area to improve upon.
Activity four: This activity was performed to establish a comparison in between the
Telecom policies and the one used at MTS. The relevant information was collected from
secondary research sources, company manuals, etc.
Work expectations
I was expected to complete the assigned task under the stipulated time and submit the
findings and outcomes in the form of project report at the end. There were also
expectations of some constructive suggestions and recommendations from my side, to see
if they could be useful. Trainees were team players and expected to show team ethics.
The project demanded collection of data from various sources like direct and company
manuals, websites etc. for its reviewable part which was the descriptive study.
An Effective Tool
HR Market Intelligence will help you get the most from your HR service providers and
ensure that you select the right supplier for your business the first time. When you use
HR Market Intelligence to conduct your market research you’ll see supplier data
specifically through a lens based on your needs. In addition, the HR Market Intelligence
centre will help you find and reach other HR executives that have been there, done that
and can assist you in your decision-making process.
HR Market Intelligence allows you to find top job board data by market share and then
drill down to find the most relevant data. For example, job board X may appear to have
the dominant market share in the market but by drilling down in the report by area and
job title, you’ll be able to see that a vertical niche job board actually offers more value
and return on investment. Even better, you can utilize HR Market Intelligence to uncover
this key data and then reach out to those job boards and open up a dialogue about what’s
really working in your industry and market.
Using the report technology and taking into account your specific needs, HR Market
Intelligence will provide you with a list of vendors in the space for you to evaluate. Then,
you can turn to HR.com’s wiki to find samples of contracts and RFPs that will help you
BENCHMARKING
Introduction
Need to benchmark
There are many benefits of benchmarking. The following list summarizes the main
benefits provides realistic and achievable targets
Thus, benchmarking is the only real way to assess industrial competitiveness and to
determine how one company's process performance compares to other companies'.
Internship at
MTS
Division MTS
Circle Office
MTS
Location A-194, Okhla Phase-I
New Delhi 110020
Designation Lead
MTS-HR
Email-id varun.bhaskar@mtsindia.
in
4. Proper ethics must be considered in mind while conducting the primary research.
7. It is not easy to meet everyone you desire as & when you want. One has to be
ready with the list of things which you need to ask, as you may not get the amount
of time you require.
9. You may not be able to extract all the information you require from the people.
They tend to become suspicious while revealing any kind of information. One has
to ask questions tactfully so as to get the desired information.
10. The research may not always go in the direction required. Hence it is very
necessary to keep the objectives of research in mind so as not to lose focus of the
whole project.
11. All this made me realize the importance of future planning and taking care of all
the attributes which may directly or indirectly affect our course of action.
1. Set smart goals: These 8 weeks taught me to set specific, clear and smart goals and
objectives. This is the most important step for any kind of work and helps one to set
a milestone which is to be achieved.
2. Manage time efficiently: The past 8 weeks were quite an experience teaching one
how to manage time effectively. A time constraint is always required for a person
while doing any task so as to finish the work on time.
3. Being patient: Summer Internship project requires one to interact with a lot of
people in all the levels of management. Because of their tight schedules or different
levels of understanding one has to patiently explain the purpose of meeting them
and obtain desired information.
5. Be ready for the unexpected: One has to be ready for any kind of unexpected
situation or any kind of challenge which may come underway during the duration of
the entire project. One has to face any kind of situation with zeal and determination
to succeed in it.
6. Adapt quickly: Situation keep changing with the change of time. Due to diversity
prevailing in the organization one need to quickly adapt with the new environment
to successfully thrive in it.
7. Being punctual: A corporate culture demands utmost punctuality and respect for
time. Being punctual build a person’s reputation and respect. Also it is very
important to finish any activity on the pre-decided time.
8. Being humble, courteous and polite: One of the biggest assets any individual
could possess is his humble and polite behavior. Especially during interviews or
9. Learning from one’s mistakes: This fast moving world says that today there is no
place for mistakes. It is true that mistakes are our greatest teachers but there is no
room for repeating them a second time because first time it’s a mistake but second
time it’s a blunder committed. Repetition of the same mistake reflects very poorly
on one’s personality. Hence one must learn from his/her mistakes and never repeat
them.
10. Making use of every opportunity: Opportunity’s come in ample but one must be
clever enough to recognize it and make use of it to the fullest.
11. Effective decision making: Decisions sometimes need to be taken very quickly
while sometimes one needs to think level-headedly to take a certain decision.
During the whole SIP taking appropriate decisions have helped me gain a lot of
confidence over myself.
Universe: Off roll employees of the target telecom companies mentioned in the sampling
unit.
Sampling Unit: The following diagram shows the sampling unit of the survey.
Sampling
Units
Aim of the Questionnaire: The aim of this questionnaire is to search for telecom
industry’s best practices that lead to superior performance of off roll Employees.
Company:
Employee Details:
a. 3 levels
b. 4 levels
c. 5 levels
c. Enterprise/Corporate
d. Modern trade
a. Product/Service based
c. Geographical based
4. Managing Norms
a. 1
b. 2
a. 5
b. 10
a. 5
a. 5
b. 10
a. Based on Qualification
a. 0-1 years
b. 1-3 years
c. 3-5 years
a. Consultancy
b. Contractor
c. Franchises
a. Rs. 6,000-8,000
b Rs. 8,000-10,000
c. Rs. 10,000-12,000
5. What it takes for off roll employees to be on the roll of the Company?
a. Performance
b. Experience
c. Qualification
d. Cant to be taken
6. INCENTIVES PROVIDED:
a. Monthly
b. Quarterly
c. Yearly
ii. Are the off roll employees covered under PF (Provident Fund)?
a. Yes b. No
a. Self
b. Spouse
c. Children
d. Dependant parents
viii. How often is the bonus given to the off roll employees?
a. Monthly
b. Quarterly
c. Half-yearly
d. Annually
ix. Does the Company provide the off roll employees with any kind of soft-loan?
b. No
c. Sometimes
a. Conveyance……………………………………………………………….
b. Stationery…………………………………………………………………
c. Equipments………………………………………………………………
d. Telephone…………………………………………………………………
7. LEAVE POLICY:
a. Monthly
ii. What is the maximum number of leaves an off roll employee can take annually?
a. 20 days
b. 30 days
a. Individual Performance
b. Team Performance
a. Voice Base
b. Data Base
c. Zero Usage
a. Monthly
b. Quarterly
c. Biannually
d. Annually
a. Recognition to individual
b. Recognition to team
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