PROJECT ON SWOT ANALYSIS

TRUPTI GORE
ROLL NO 30 SUB: STRATERGY MANAGEMANT TYBI

SWOT ANALYSIS Of UNINOR

UNINOR

History
The company Unitech Wireless was until 2009 a subsidiary of Unitech Group, holding a wireless services licence for all 22 Indian telecom circles since 2008. In early 2009, Unitech Group and Telenor agreed to enter a joint venture where Telenor Group would inject fresh equity investments of INR 61.35 billion into Unitech Wireless to take a majority stake in the company. This was operating capital invested directly in Unitech Wireless by Telenor Group. Telenor Group conducted these investments in four tranches, and subsequent to approvals from the Indian Foreign Investment Promotion Board (FIPB) and the Cabinet Committee of Economic Affairs (CCEA) took 67.25% ownership of Unitech Wireless.[2] In September, the company announced its brand name as Uninor. Uninor launched its first eight circles on 3 December, 2009, after completing one of the worlds largest GSM Greenfield launches which was also one of the fastest telecom roll-outs ever in India. The brand was built around an ambition to serve the young, aspiring India. Six months later, five additional circles were launched including metros like Mumbai and Kolkata, making the brand commercially operational in 13 telecom circles of India. These circles together account for over 75% of Indias population. Uninor has facilitated rapid scaling of the company through a lean operation model, where a large share of the network infrastructure is outsourced to business partners. With a relatively recent infrastructure in place, Uninor operates one of the most modern GSM networks in the country. Uninors modern equipment has enabled it to introduce targeted offerings and serve a large audience with limited spectrum.As the first mobile operator in India, Uninor introduced Dynamic Pricing, a concept that gives consumers discounts that are based on current network traffic at an individual site and change with location and time. About 40% of Uninors customers are on a Dynamic Pricing plan.

Over the summer of 2010, the company further simplified its strategy with a focus on three core areas excellence in mass market distribution, basic services and cost efficient operations. Changes were also made to the product mix and marketing communication making them simpler, more direct and clearly positioning Uninor as an affordable mass market service. Uninor has grown from 0 to 36 million customers (as of December 2011) within less than two years, and is now emerging as the most successful of the new entrants that obtained licenses in 2008. The company has more than double the subscribers of all of the other entrants combined.[citation needed]

Strategy
Launching its Indian operation, Telenor announced a set of financial targets for the new venture. Uninor is targeting an 8% pan-India market share, breaking even on EBIDTA within three years of launch and obtain positive operating cash flow within five years of launch. The operational operational peak funding requirement is set at INR 155 billion. Uninors strategy to reach its targets is based on three strategic pillars;

servicing the basics, excellence in mass market distribution and cost efficient operations

Brand
Name and logo
The name Uninor is composed of the names of the two owners of the joint venture. The logotype, font and the visual expression follows that of the Telenor Group and other Telenor companies. While Telenor business units operate under the Telenor brand in most markets, local aspects and requirements are always considered when deciding upon a brand name.

Pay Less. Talk More.

The tagline Pay Less. Talk More. was introduced in 2011

Operations
Technology
Together with its key technology partners, Uninor has established a lean operating model. Taking the concept of outsourcing to the next level, its transformational partnership model is based on efficiency gain sharing, process focus for continuous improvement and relentless simplification.[clarification needed] Uninors main infrastructure and operation is handled by:

Alcatel-Lucent, Huawei, Nokia Siemens Networks, ZTE and Ericsson for the core and radio infrastructure Telcordia for the infrastructure (IN) solution Wipro for the company's IT services VIOM as the main infrastructure provider

Distribution
Making distribution a key capability of the company, Uninor has a comprehensive network of distributors and retail outlets. This network is serviced by a 7,000-strong field sales force which follows up on everything from customer queries to commissions to stocks of vouchers and SIM cards. Advanced Customer Relationship Management (CRM) systems and a handheld device enable real-time information to the sales force, increased transparency and traceability, as well as more efficient processing of requests.

Uninor

Logo Parent Company Category Sector Tagline/ Slogans USP Unitech; Telenor Mobile service provider Telecommunication Ab mera Number hai; Experience Change You can choose your last 6 digits of your uninor number as per your choice

STP Segment Target Group Positioning Teenagers, youngsters Youth from middle class Aim to be the best

SWOT Analysis of Uninor

What is SWOT Analysis?

It stands for Strengths, Weaknesses, Opportunities, and Threats and is an easy and potent way to evaluate your company's current marketing condition. Now if we talk about the SWOT analysis of a big tycoon like Uninor then we have to check out its strength, its weak points, the opportunities which could be availed by it and some threats to it. SO, A brief SWOT analysis of Uninor is just below:

Strengths
1. Joint venture between worlds 6th largest telecom company and India's 2nd largest real estate company 2. Good brand advertising 3. Good brand visibility 4. Least capital investment ` 5. Least number of employees. ` 6. The more you talk, the lower the price gets. ` 7. Different segmentation strategy as compared to competitors. ` 8. Use of real young people in promotion instead of any role model

Weaknesses
1. It has still not launched postpaid schemes. ` 2. Late entrant in the market. ` 3. Still in the initial stage of product life cycle

Opportunities
1. With rising individual saving rate with 9% growth rate, and expected increase in market size by 500 million in 2010(almost double). ` 2. Approximately 10-15 million mobile connections are being added every month. ` 3. Micro segmentation strategy in rural markets adopted by the company. ` 4. Falling handset prices and tariff rates. ` 5. Increasing network distribution.

Threats
1. Competitors like Airtel, Reliance, BSNL, Vodafone ` 2. Extensive Government regulations through TRAI as regards ` 3. Introduction of new services. ` 4. Bloodbath in the market due to price war.

Competition
Competitors

1. Reliance 2. Idea 3. Vodafone 4. Tata Docomo 5. Aircel 6. MTNL 7. BSNL 9. Airtel 10. Virgin

Targeting
1. The company is targeting for 8% market share in India by 2018. ` 2. The country will have over 1.2 billion customers by 2018 as against 540million now. ` 3. Break-even in 3 years. Positive operating cash flow within 5 years in India. ` 4. Targeting youth as well as all the ambitious people. ` 5. First priority is to roll out across the country

CONCLUSION

Following are some of the suggestions given by the researcher so that Uninor can serve people and its customers in an improved way: Uninor should focus on better network because mostly customers want better networkUninor should provide more offers and also should launch postpaid services so that thenumber of customers increase.Uninor should bring introduce some new SMS schemes and night calling facilities for students , youngsters.Uninor should introduce more schemes and offers.Uninor should provide more schemes and facilities for the IT professionals as pune is theIThub,so as to increase a potential customer base.Uninor should decrease call rates of STD and ISD.Uninor should promote its GPRs and other VAS more.Should not enter into Post paid yet.Uninor should improve its Connectivity and Covergae area.