Karan Khanna - Summer Traning Report

8/8/2019 Karan Khanna - Summer Traning Report

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Summer Internship Report

On

STRATEGIES TO INCREASE SALES IN DELHI

By

Karan KhannaA0102209066

MBA (M&S) Class of 2011

Under the Supervision of My faculty Guide

In Partial Fulfilment of Award of Master of Business

Administration

AMITY BUSINESS SCHOOLAMITY UNIVERSITY UTTAR PRADESH

SECTOR 125, NOIDA - 201303, UTTAR PRADESH,

INDIA2010


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ACKNOWLEDGEMENT

An understanding study like this is never the outcome of the efforts of a single person

so I would like to express a word of thanks to all those whose sincere advice and

information made my training period an educative and informative one. I would

hence like to take this opportunity to thank Mr. Gaurav Bhateja, Prepaid Head,

Vodafone (Delhi), for allowing me to work on project Strategies to Increase Sales in

Delhi (Wake up SID Slums in Delhi). At the same time, I would also like to extend

all my gratitude to Ms Anita Venaik, my faculty guide in college who was alwaysready to help me with her valuable guidance and support.

I would also like to take the opportunity to specially thank Mr. Rahul Jha, Assitant

Manager, Sales and Mr. Kapil Sahai, Distribution Head (Delhi), for assisting me with

different kinds of information that helped me immensely to carry out this project

successfully in a team. His patience with me as an intern was remarkable. Without his

invaluable support, guidance and co-operation, my internship project would not have

been possible.

Karan Khanna

MBA M&S

Enroll. No. A0102209066

BATCH- 2009-2011


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AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

DECLARATION

I, Karan Khanna student of Masters of Business Administration from Amity Business

School, Amity University Uttar Pradesh hereby declare that I have completed

Summer Internship on Strategies to increase Sales in Delhi (Wake up SID Slums

In Delhi) as part of the course requirement.

I further declare that the information presented in this project is true and original to

the best of my knowledge.

Date: 15/07/2010Karan Khanna

Enroll. No: A0102209066

MBA M&S

(2009-2011)

Place: Noida


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AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

CERTIFICATE

I hereby certify that Karan Khanna student of Masters of BusinessAdministration (Marketing and Sales) at Amity Business School, Amity University

Uttar Pradesh has completed Summer Internship on Strategies to Increase Sales in

Delhi Wake Up SID, under my guidance.

My Faculty Guide

Department of Information Technology


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ABSTRACT

Telecom in the real sense means transfer of information between two distant points in

space. Telecom is a huge and varied bastion of technologies, companies, services and

politics that is truly global in nature.

Telecom stands as one of the most essential elements of the business world in terms

of connecting the world. The International Telecommunication Union (ITU) estimates

the number of mobile subscribers worldwide at 4.01 billion at the end of 2008, up

from 1.41 billion in 2003. This is a compound annual growth rate of 23.2%, and

represents 59.3% of world population. Global wireless subscribers will grow to over

5.5 billion by 2011 to 2012, as low-cost providers are making service prices low

enough to be affordable for vast numbers of people in Third World nations.

Inexpensive cell phones are now indispensable to consumers from Haiti to Africa to

New Guinea. Telecommunications remains one of the largest providers of

employment in the world, with over 1 million employees in the U.S. alone.

No other industry touches as many technology-related business sectors as

telecommunications, which, by definition, encompasses not only the traditional areas

of local and long-distance telephone service, but also advanced technology-based

services including wireless communications, the Internet, fiber-optics and satellites.

Telecom is also deeply intertwined with entertainment of all types, including cable

TV systems, since cable companies are now aggressively offering local exchange

service and high-speed Internet access.

Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced

operations in 1994 when its predecessor Hutchison Telecom acquired the cellular

licence for Mumbai. Vodafone Essar now has operations in 16 circles covering 86%

of India's mobile customer base, with over 45.78 million customers. Vodafone Essar,

under the Hutch brand, has been named the 'Most Respected Telecom Company', the

'Best Mobile Service in the country' Corporate Catalyst India A report on Indian

Telecom Industry and the 'Most Creative and Most Effective Advertiser of the Year'.

Vodafone Essar is expecting to touch over 35 million customers across 400,000 shops


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and thousand of hutchs own employees along with employees of its business

associates.

The telecom market is expanding and there is huge scope for a well established brand

to tap its share of benefits. All it takes is the right choice of price, quality and services

and understanding of the target market. In this very industry the market leader 3 years

ago has gone into oblivion and new market leaders have emerged. So, Vodafone

along with its name and right mix of strategies has quite a good growth potential in

the India market.


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TABLE OF CONTENTS

1. Introduction . 9-

12

1.1. Company Introduction ..10

1.2. Vodafone in 2010 10

1.3. Vodafone Recognitions 12

2. Literature Review ..13-15

3. Vodafone Sales and Distribution ..16-22

4. Data Collection ...23-26

4.1. Market Survey 1

.25

4.2. Market Survey 2

.26

5. Data Analysis and Interpretation .27-39

5.1. Findings of the Market Survey .28

5.2. Wake up S-I-D 32

6. Recommendations, Conclusion and Limitations.40-44


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7. Bibliography ...45-46

CHAPTER 1

INTRODUCTION


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1.1 Vodafone Essar is the Indian subsidiary of Vodafone Group and commenced

operations in 1994 when its predecessor Hutchison Telecom acquired the cellular

license for Mumbai. The company now has operations across the country with over

100.85 million customers**. Vodafone is the world's leading international mobile

communications group with approximately 341 million proportionate customers as on

31 March 2010. Vodafone currently has equity interests in 31 countries across five

continents and around 40 partner networks worldwide. The Essar Group is a

diversified business corporation with a balanced portfolio of assets in the

manufacturing and services sectors of Steel, Energy, Power, Communications,

Shipping Ports & Logistics, and Projects. Essar employs more than 50,000 people

across offices in Asia, Africa, Europe and the Americas. **Figures from Cellular

Operators Association of India, March 2010.

Vodafone Essar, formerly known as Hutchison Essar is a cellular operator in India

that covers 23 telecom circles in India based in Mumbai. Vodafone Essar is owned by

Vodafone 67% and Essar Group 33%. It is the second largest mobile phone operator

in terms of revenue behind Bharti Airtel, and third largest in terms of customers. On

February 11, 2007, Vodafone agreed to acquire the controlling interest of 67% held

by Li Ka Shing Holdings in Hutch-Essar for US$11.1 billion, piping Reliance

Communications, Hinduja Group, and Essar Group, which is the owner of the

remaining 33%. The whole company was valued at USD 18.8 billion. The transaction

closed on May 8, 2007. Despite the official name being Vodafone Essar, its products

are simply branded Vodafone. It offers both prepaid and postpaid GSM cellular

phone coverage throughout India with good presence in the metros.

1.2 VODAFONE IN 2010


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Vodafone group reported an increase of 8.4% in revenue to 44.5 Billion and an

operating profit of 11.9 Billion for the year ending 31 st march 10, while Vodafone

India registered a growth of 14.7% in revenue and 9.2% in EBITDA. The Indian

operations have consistently gained revenue market share, and have reached the

significant milestone of 100 million customers.

Vodafone Essar becomes the worlds fifth operator with 100 million customers in a

single country. Vodafone has increased its market share to consolidate its position as

Indias second largest operator in terms of revenue. Around 60% of the Companys

customer additions now come from upcountry areas. With a distribution reach of over

1.2 million outlets, Vodafone is well-geared to now serve customers residing in the

remotest corners of India.

The mobile industry in India has entered an exciting phase with 3G becoming a

reality. After 4 year delay, 34 days of hectic auction and 184 rounds of bidding, the

government has garnered revenue worth Rs 67,719 crores with the end of 3G

auctions. With more and more people looking forward to accessing information and

getting faster data access and multimedia services through their mobile phones, the

end of this much awaited auction comes as a relief to both operators and government.

Third generation or 3G mobile technology services have been introduced in over 100

countries worldwide. As in august 09, there were around 870 million 3G subscribers

globally. This is great news for Vodafone which has won 9 circles for a bid amount of

Rs. 11,617.86 crores. Circles like Delhi, Mumbai, Maharastra, Gujrat, Tamil Nadu,

Kolkata, Haryana, UP west and West Bengal are now in Vodafone 3G kitty.

Vodafone and Bharti have paid a combined $5.1 Billion for 3G mobile licenses in

India.

One of the key points that emerged post the auction was the fact that the operators

seem to have focused on specific circles, instead of going all out to take an all India

footprint, resulting in no single operator emerging as a single winner for 3G services.

Vodafone wins have turned out to be the best in terms of revenue potential market.

This is destined to pave the way for Vodafone to deliver services like video calling

and high speed internet using phones.


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1.3 Vodafone Recognition

Vodafone Essar, under the hutch brand has been named the:

o Most Respected Telecom Company

o Best mobile Service in the Country

o Most Creative and Most Effective Advertiser of the year

Vodafone has won the first Glitter Box award by PETA (People for Ethical

Treatment for Animals) India for its popular 'ZooZoo' advertisement.

Vodafone Essar, one of Indias leading cellular services provider, announced

that its Zoozoo campaign won three accolades - two Gold and one Silver, at

the Asia Marketing Effectiveness (AME) awards ceremony.

(April, 2010)

About AME Awards

The Asian Marketing Effectiveness Awards are the region's most prestigious

awards that celebrate resourceful Asian marketing. The awards honour

effective marketing campaigns that delivered ROI and transform businesses.

The awards cover 21 categories across all marketing disciplines, including

advertising, direct marketing, product design, sales promotion, event

marketing, interactive marketing, eco/green marketing, to name but a few.

They are designed to set the standard for effective marketing within the region,

and aim to uncover the campaigns that show results through innovative spirit,

and combining creativity with effectiveness to build world class brands.


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CHAPTER 2

REVIEW

OF

LITRATURE


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Indias slum-dwelling population had risen from 27.9 million in 1981 to 61.8 million

in 2001, when the last census was done. The Minister for Housing and Urban Poverty

Alleviation, said. Indias economy has grown by an average of 8 per cent annually

over the past four years, and yet a quarter of its population of 1.1 billion still lives on

less than $1 (50p) a day. The expansion of Indias slums is partly due to the rise in

Indias total population, which increased from 683 million in 1981 to 1.03 billion in

2001. Delhi, the national capital, has the countrys second-largest slum population,

totalling about 1.8 million people, followed by Calcutta with about 1.5 million 3.

More people in India, the worlds second most crowded country, have access to a

mobile telephone than to a toilet, according to a new UN study on how to cut the

number of people with inadequate sanitation. India has some 545 million cell phones,

enough to serve about 45 per cent of the population, but only about 366 million

people or 31 per cent of the population had access to improved sanitation in 2008 4.

With the addition of 20 million new users in March, the highest ever this year, the

mobile subscriber base in the country has jumped to 584.32 million customers,

according to Telecom Regulatory Authority of India. The wireless subscriber base

increased by 3.6 per cent from its February user base of 564.02 million, the sectoral

regulator said in a statement. With this addition, the total number of telephone

subscribers (wireless and wire line) in India increased to 621.28 million at the end of

March, 2010, from 600.98 million in February, 2010. The number of users in the wire

line segment remained unchanged at 36.96 million, as there was no net addition to

fixed line subscriptions, which have been witnessed negative to flat growth for quite

sometime now. With operators slashing tariffs further and new telecom players

offering innovative schemes, the total telecom subscriber base registered a growth of

3.38 per cent in March. The maximum new additions for operators came from the

Circle B and C cities, indicating that markets in the metros are saturating.

With this, the overall Tele - density in India touched has 52.74, which indicates that

every 53 out of every 100 people in India owns a telephone connection (wireless or

wire line). The wireless Tele density stands at 49.60.

3 Minister for Housing and Urban Poverty Alleviation4 UN Report, April 14th, 2010 , India has more mobile telephones than toilets


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In the wireless segment, Vodafone was able to add the maximum number of new

users to its network, followed by Reliance Communications and Bharti Airtel.

Vodafone trumped the country's largest operator, Bharti Airtel, by adding 3.6 million

subscribers in March, taking its total number of users to 100 million. In comparison,

Bharti Airtel added 3 million users to expand its subscriber base to 127.6 million, data

showed. However, Bharti Airtel remained the leader with a 21.84 per cent share of

the market at the end of March, followed by Reliance Communications with a 17.53

per cent share and Vodafone with a 17.26 per cent share, TRAI said. While the

subscriber base in the wireless segment increased from 564.02 million in February,

the number of users in the wire line segment remained unchanged at 36.96 million,

the statement added. In the wire line segment, Bharat Sanchar Nigam Ltd remained

the biggest player, holding a 75.31 percent market share as on March 31, 2010,

followed by state-run MTNL. The broadband subscriber base increased from 8.59

million in February to 8.75 million in March, 2010, a growth of around 2 per cent 5.

5 The Indian Express Limited, APRIL 27 2010.


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CHAPTER 3

SALES

AND

DISTRIBUTION


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Vodafone Delhi

Vodafone in India is divided into 23 circles. Each circle has its own working. These

circles are categorised by COAI (Cellular Operator Authority of India) into four

categories Metros, A circle, B circle, C circle.

1. Mumbai (Metro)

2. Delhi (Metro)

3. Kolkata (Metro)

4. Chennai (Metro)

5. Gujarat (A circle)

6. Andra Preadesh (A circle)

7. Karnatka (A circle)

8. Punjab (B circle)

9. Haryana (B circle)

10. Uttar Pradesh East (B circle)

11. Rajasthan (B circle)

12. Uttar Pradesh West (B circle)

13. West Bengal (B circle)

14. Maharashtra (A circle)15. Tamil Nadu (A circle)

16. Kerala (B circle)

17. Orissa (C circle)

18. Assam (C circle)

19. North East (C circle)

20. Madhya Pradesh (B circle)

21. Bihar (C circle)22. HP (C circle)

23. Jammu & Kashmir (C circle)


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ALL INDIA MARKET SHARE

Group Company wise % market share - May'2010

Sl. No. Name of CompanyTotal Sub

Figures% Market

Share

1 Bharti Airtel 133619705 30.07%

2 Vodafone Essar 106347368 23.94%

3 IDEA 66726802 15.02%

4 BSNL 65790606 14.81%

5 Aircel 40079531 9.02%

6RelianceTelecom 16311206 3.67%

7 Uninor 5012929 1.13%

8 MTNL 4857967 1.09%

9 Loop Mobile 2911685 0.66%

10 Videocon 1394543 0.31%

11 Stel 1233247 0.28%

12 Etisalat 10122 0.00%

All India 444295711 100.00%

Note: - Reliance Telecom figures are not included as the same is not being reported.


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Sales in Delhi are divided into four zones and further into nine regions as follows:

In Delhi NCR region we have:

4 Zone Heads

9 Assistant Sales Managers (ASM)

42 Relationship Managers (RM)

36 PRE


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3.2 VODAFONE PREPAID INCLUDES

Vodafone prepaid have a wide variety of products from coupons to bonus cards to

easy recharge. Coupons, bonus cards and world calling cards have different

denominations, which fulfil the entire need of the customer. Vodafone handsets are

also available in the market with a diverse price range starting from Rs999.


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3.3 DISTRIBUTION

Delhi NCR is divided into 4 zones and further 9 regions which have 67 distributors.

Every distributor has been assigned an area beyond which selling is not allowed.Distributors have different types of manpower to handle different sales.

RDSE (for Easy Recharge, Coupons and Handsets)

ADSE (for Activation)

VODAFONE SALES HIERARCHY


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These DSEs reports to PREs and further these PRE report to RMs (Relationship

managers). Vodafone has 4 zone managers, 9 assistant managers and 42 relationship

managers in Delhi NCR region. For smooth workflow the following hierarchy is

followed

Vodafone has 475 ADSE and 465 RDSE to cater to the entire of Delhi NCR area

that is total of 940 field sales person who serve lakhs of dealers across the city.

VODAFONE DEALERS

Vodafone dealers are categorized into three 3 types

E Top outlets

o Outlets selling recharge and coupons

o These dealers are served by only RDSEs

Activation and E Top outlets:

o Outlets selling new connections with easy recharge and coupons

o They are served by both RDSEs and ADSEs

Stable Outlets

o Outlets selling 3 new connections and selling easy recharge of Rs.

3000 per month for consecutive 3 months are considered as stable

outlets

o These outlets are served by RDSEs, ADSEs and PREs as well.

Categorization of dealers on the basis of Activation only

Category A outlets: 50 and more activation per month

Category B outlets: 25 49 activations per month

Category C outlets: 1 24 activations per month


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CHAPTER 4

DATA COLLECTION


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The main motive to step into the market is to analyse the sales. We have defined

specific parameters with respect to which we visited the market. The result of the visit

will be interpreted based on these parameters. For market survey observation method

was used to analyse these parameters.

Parameters:

1. Revenue: We will analyse the revenue generated by different markets that is

the urban and rural markets. This will help us to know the percentage that

rural and urban markets contribute to total Vodafone sales.

2. Availability: This will help us to know the dealers buying behaviour which

can be distinguished according to different markets. This will also help us to

know which Vodafone products are in demand in different markets.

3. Visibility: Vodafone visibility can be recorded so that we can analyse the

total awareness in that area.

4. Market Penetration

5. Product Knowledge: To push the sales further, the dealer should have

complete knowledge of the product and the product range so that this

knowledge can be passed on to the customers.

6. Customer Dealer Relationship

7. Competitive Position


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Vodafone has diverse markets, from urban high profile markets to rural slum clusters.

These can be divided into 2 categories:

1. Urban Market

2. Rural market.

The Urban markets consist of upscale markets in Delhi which have a high footfall,

while on the other hand the Rural markets include the slum clusters. Every posh

locality in Delhi is followed by a slum cluster.

To have a first hand experience, different markets were visited with support of the

distributor, RM (Relationship Manager), PRE, ADSE and RDSEs. For this purpose

different days were assigned in a week to explore different markets.

MARKET SURVEY: 1

The first week included exploring the market under south zone distributor Krishna

Enterprise under who the following areas are assigned:

Lajpat Nagar -I,

Lajpat Nagar II,

lajpat Nagar III,

Garhi,

East of Kailash,

Shrinivaspuri,

Amar Colony,

Okhla Mandi and

Khan Market.


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Krishna Enterprise has 7 RDSEs and 8 ADSEs that amount to a total of around 13

field sales executives. These sales executives visit the listed markets on a regular

basis.

In a weeks time 4 5 markets were visited, that nearly included around 150 200

dealers. The purpose of the visit was to get a first hand experience of the market and

explore the different areas where Vodafone can focus in order to develop a strategy to

keep their sales figures ticking. Visiting different dealers in various markets

personally was very useful since it helped me knowing the different perceptions and

behaviours of dealers to different situations.

Second market visit was for a specific reason. This visit helped us to understand

certain parameters on basis of which we can differentiate our inputs to urban markets

and slum markets.

MARKET SURVEY: 2

To verify our inputs another week of market survey was done. This time we were

working with another south zone distributor P.S. Associates which has a higher no.

of low profile areas in order to consolidate our findings.

Different under P.S. Associates are:

Khanpur

Dakshin Puri

Sangam Vihar

Pehlad Pur

Deovli Village

P.S. Associates has a total of 20 field sales executive. 10 ADSEs and 10 RDSEs.

It was observed that, the dealers perception and way of working was more or less the

same.


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Another 150 dealers were visited in a weeks time. This time the objective of the

survey was to know the customers buying power. We had a glimpse of the

households, the way dealers interact with the customers and how can we improve the

dealer - customer relationship.

CHAPTER 5

DATA ANALYSIS

AND

INTERPRETATION


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6.1 Findings of Market Survey

Krishna enterprise has a diverse market from an upscale khan

market, Lajpat Nagar to low profile Garhi market.

It was observed that dealers in upscale markets believed in developing

customer relations since they have more no. of fixed customers as compared

to walk in customers; while on the other hand in a low profile market like

Garhi there are more walk in customers and less of fixed customers.

Another point of difference was in the customers recharge amounts in both

the markets. In Garhi there is a higher demand of coupons of 10 and 30, and

on the other hand coupons of 30, 60 and 120 are more in demand in markets

like Lajpat Nagar.

The demand of bonus cards and tariff cards is higher where student

population is more. Amar colony and East of Kailash form good examples of

such areas.

In these markets the customer buys any connection whichever comes in his/her

mind, which can be controlled and can be bended towards Vodafone.

Difference in the rural and urban markets.

Parameters Urban RuralRevenue Urban markets account for

59% of total sales revenueof Vodafone Delhi.

Rural markets contribute to

around 41% to Vodafonessales revenue.


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Availability In these markets, dealers

keep the entire range of

recharge coupons and

tariff cards. The demandfor the bonus cards is

higher as more people are

aware of the schemes and

want to cut down their call

rates.

Dealers in these markets

keep stock of low value

recharge coupons and very

limited tariff cards. Peoplehere use mobile and make

recharge on daily basis. To

cater to these needs dealers

stock low value recharge

couponsVisibility In urban markets visibility

options are more as shops

having large area can be

utilised to display and

flaunt their brand.

Visibility in urban markets

is fully utilised as urban

markets have more

visibility options such as

big shops can have in shop brandings, big backlit

Vodafone boards etc.

Rural markets have small

shops which have less

visibility options.

Visibility is inappropriate

in these areas which can be

increased and due to which

the sales can be increased.

Product Knowledge In these markets dealers

have full product

knowledge. All the dealers

are up to date on new

tariffs and schemes

because a demand for

bonus cards is higher in

these areas.

Product knowledge in

slums is very limited and

can be increased.

Customer Dealer

Relationship

Customer relations are

good because they have

more no. of fixed

customers.

In rural market dealers

rely more on walk ins

therefore customer

interaction and customer

relation is less.Competitive Position In these markets demand But in rural markets


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of Vodafone and Airtel is

more as compared to other

telecom brands in the

market. While buying anew connection customer

prefers these two brands.

customer buys other

brands as well which ever

best suits their needs or

whichever brand dealer pushes and is most

economical. This can be

stopped if there is more

visibility and awareness.Penetration Penetration in urban

market is up to date, dealer

base in appropriate. There

is a scope of improvement

which can help to increase

sales.

In slums in Delhi the

penetration is to be

improved so that there is

full market coverage.

Increase in dealer base will

increase in sales. Rural

markets have huge

potential that can be

grabbed to increase sales.

These low profile markets have an immense capacity and huge opportunities to grow.

Population in these areas is such that the sales can be manifolds. Every corner of a

Gali has a shop if not telecom, then it can be converted into a telecom shop.

This differentiation between urban and rural markets helped us to know the areas

which are fully utilised and area which are not fully utilised. These parameters helped

us to identify the areas that have lesser sales and can thus be improved. Slums in

Delhi have a huge potential to grow. Targeting these slums in Delhi, Vodafone can

increase sales to a large extent. In terms of revenue generation, urban markets

contribute to a large extent in Delhi- NCR region. On the other hand rural areas also

contribute a good percentage in sales revenue but can be increased extensively.

Vodafone has a wide distribution network, which caters to entire Delhi NCR region.

Penetration in urban markets has almost reached saturation level and there is very

little scope of improvement in terms of penetration in urban markets. While in rural


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markets the penetration is good but still there exists a large number of untapped areas

which can be captured owing to availability of a huge potential in such areas.

To increase sales in slums, visibility and awareness should be increased. If we talk

about awareness not only Vodafone awareness but also the telecom as a whole should

be increased. Visibility will help Vodafone to get into the eyes of the customer and

customers buying other connections can be attracted towards Vodafone.

These inputs were discussed in the company. A weeks discussion took place and all

the finding and parameters were discussed in detail. These parameters were also

discussed with respect to the urban and rural markets, so that the gap between these

markets can be filled. People participated in the discussion was the Prepaid Head,

Distribution head, Assistant manager sales. After the discussion, they came up with a

project which will focus on the slums only. This project will include all the slums and

low profile areas of Delhi. The sales will be increased by certain sales or marketing

activities that will done in certain allocated areas.

After analysing these markets, gaining these inputs and the through discussion the

solution to increase sales in Delhi in nutshell is to concentrate on these slums. More

would be the market coverage, higher will be the sales.

For this to be implemented, project WAKE UP SID was proposed by the company

i.e. WAKE UP Slums In Delhi


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WAKE UP S-I-D (Slums in Delhi)

Telecom market has almost reached saturation level due to excessive competition. To

increase sales more penetration is required.

To increase sales, the market coverage in terms of dealer base should be good. This

can be achieved by reaching deep into these low profile markets by creating new

dealers and convincing non-telecom shops to sell Vodafone products. This will help

Vodafone to place their product in every nuk and corner of these slums.

Type of Settlement and Population of areas in Delhi

S no Type of settlement Approx population in millions(2006)

1 Jhughi Jhompri Clusters 2.448

2 Slum Designated Areas 3.1483 Unauthorized Colonies 0.8744 Resettlement Colonies 3.9095 Rural Village 0.8746 Regularized Unauthorized Colonies 2.0997 Urban Villages 1.0498 Planned Colonies 3.909

TOTAL 16.5

Source: Delhi Development Report 2008 (Delhi Water Supply and Sewerage Project Preparation StudyReport)


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**Red dot denotes the location and size of Slum Cluster Source: Delhi Urban Environment and Infrastructure Improvement project Part III, SlumUpgrading programme Volume I

This project has been divided into different stages.

1. The First stage was to identify the slum areas. The slum identification was a

difficult task as in Delhi there are numerous slums that have not been

officially identified by the government. The primary objective of this stage is

to find the list of slums and segregate according to the zone i.e. north, east,west and south.

LIST OF SLUMS ZONE WISE

AREA MARKETSouth Delhi Khanpur J.J colonySouth Delhi dakshin puriSouth Delhi Sangam Vihar South Delhi Badar Pur

South Delhi NizammuddinSouth Delhi Govind Puri


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South Delhi BhogalSouth Delhi OkhlaSouth Delhi Pehlad Pur South Delhi MahrauliSouth Delhi Hauzrani VillageSouth Delhi TughlakabadSouth Delhi Sewa Nagar South Delhi Mahipal pur South Delhi Deovli VillageSouth Delhi Chhatar pur South Delhi R.K Puram Sec-3Central Delhi Ajmeri GateCentral Delhi Pahar GanjCentral Delhi Farid puriCentral Delhi Bapa nagar Central Delhi Prem Nagar Central Delhi Nehru nagar

Central Delhi Khwaza bastiCentral Delhi Todapur Central Delhi Karol bag terminalCentral Delhi Anand ParbatCentral Delhi Manak puraCentral Delhi Inder puriNorth delhi Shalimar BaghNorth delhi Wazir Pur VillageNorth delhi NarelaNorth delhi BadliNorth delhi Shahabad DairyNorth delhi Bhalaswa dairyNorth delhi Subzi MandiNorth delhi BawanaNorth delhi Kishan GanjNorth delhi Lal baghNorth delhi Bharat Nagar North delhi Shakti Nagar North delhi Azad Pur North delhi Lawrance rd indl areaNorth delhi Alipur North delhi Pratap Nagar North delhi Jhangir Puri

North delhi Swaroop nagar extnEast Delhi Gokul PuriEast Delhi Shastri ParkEast Delhi JafrabadEast Delhi Bhram puriEast Delhi MandawaliEast Delhi Seelam Pur East Delhi SeemapuriEast Delhi Shakarpur East Delhi Ghazi pur VillageEast Delhi Ambedkar BastiEast Delhi Babar Pur

East Delhi MandoliWest Delhi DHANSA


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West Delhi QUTUB VIHERWest Delhi JAI VIHAR , BAKKARWALAWest Delhi MAYAPURIWest Delhi shiv vihar West Delhi Shah PuraWest Delhi

durga parkWest Delhi TAGORE GDNWest Delhi CHUNA BHATTIWest Delhi Dada Dev Road,Harijan BastiWest Delhi AMAN VIHARWest Delhi RAMA ROADWest Delhi Shahbad Mohmad Pur West Delhi Kanjhawala,JontiWest Delhi SECTOR 24West Delhi PV NEAR WHITE HOUSEWest Delhi TARUN ENCLAVEWest Delhi TIKRI BORDER

West Delhi Ghavra J.J Colony

2. Secondly, the list that has been completed in the first stage is updated with the

population of that area. From this we can get a tentative idea of the no. of

people residing there. This data will help us to recognize the main areas where

we have more population. Mostly the population data was taken from the

census report of 2001 because some areas are not listed in the ward wise

census report 2001.

AREA MARKET TotalPopulationSouth Delhi Khanpur J.J colony 23,870South Delhi dakshin puri 39,870South Delhi Sangam Vihar 194,378South Delhi Badar Pur 252,887South Delhi Nizammuddin 88,135South Delhi Govind Puri 51,234South Delhi Bhogal 73,984

South Delhi Okhla 65,900South Delhi Pehlad Pur 129,105South Delhi Mahrauli 110,635South Delhi Hauzrani Village 31,230South Delhi Tughlakabad 105,698South Delhi Sewa Nagar 12,230South Delhi Mahipal pur 131,474South Delhi Deovli Village 164,365South Delhi Chhatar pur 121,591South Delhi R.K Puram Sec-3 4,000Central Delhi Ajmeri Gate 14,000Central Delhi Pahar Ganj 25,000

Central Delhi Farid puri 10,000Central Delhi Bapa nagar 30,000


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Central Delhi Prem Nagar 20,000Central Delhi Nehru nagar 20,000Central Delhi Khwaza basti 4,000Central Delhi Todapur 3,000Central Delhi Karol bag terminal 2,000Central Delhi Anand Parbat 30,000Central Delhi Manak pura 20,000Central Delhi Inder puri 18,000North delhi Shalimar Bagh 20,000North delhi Wazir Pur Village 3,000North delhi Narela 3,000North delhi Badli 10,000North delhi Shahabad Dairy 20,000North delhi Bhalaswa dairy 10,000North delhi Subzi Mandi 35,000North delhi Bawana 10,000North delhi Kishan Ganj 10,000

North delhi Lal bagh 15,000North delhi Bharat Nagar 35,000North delhi Shakti Nagar 40,000North delhi Azad Pur 10,000North delhi Lawrance rd indl area 10,000North delhi Alipur 18,000North delhi Pratap Nagar 15,000North delhi Jhangir Puri 15,000North delhi Swaroop nagar extn 12,000East Delhi Gokul Puri 142,647East Delhi Shastri Park 55,000East Delhi Jafrabad 75,000East Delhi Bhram puri 45,000East Delhi Mandawali 100,000East Delhi Seelam Pur 95,718East Delhi Seemapuri 106,693East Delhi Shakarpur 83,832East Delhi Ghazi pur Village 80,000East Delhi Ambedkar Basti 80,036East Delhi Babar Pur 100,576East Delhi Mandoli 103,165West Delhi DHANSA 5,000West Delhi QUTUB VIHER 8,000

West Delhi JAI VIHAR , BAKKARWALA 15,000West Delhi MAYAPURI 12,000West Delhi shiv vihar 15,000West Delhi Shah Pura 30,000West Delhi durga park 12,000West Delhi TAGORE GDN 18,000West Delhi CHUNA BHATTI 25,000West Delhi Dada Dev Road,Harijan Basti 15,000West Delhi AMAN VIHAR 7,000West Delhi RAMA ROAD 7,000West Delhi Shahbad Mohmad Pur 5,000West Delhi Kanjhawala,Jonti 20,000

West Delhi SECTOR 24 6,000West Delhi PV NEAR WHITE HOUSE 2,000


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West Delhi TARUN ENCLAVE 1,000West Delhi TIKRI BORDER 51,000West Delhi Ghavra J.J Colony 17,000

3. This stage is very important, after we have the list of slums with the

population then well analyse the available resources that Vodafone has in that

respective area. Vodafone resources includes:

a. Distributor

b. Distributor Sales Executive (DSE)

c. No. of Activation Outlets

d. No. of Recharge outlets

e. Total Recharge value of the area

f. Total no. of activation of that area

4. The next stage is to calculate the DPL (Dealer per Lakh). This is the concept

that Vodafone follows to calculate the market coverage of Vodafone. We can

calculate DPL by dividing the total no. of recharge outlets of that area by the

population of that area.

This DPL concept was started by Vodafone in 2009 under the project named

Pappu. The idea behind this project was to increase the dealer base so

intensively that every corner shop should have Vodafone recharge and even

the smallest member of the family or the household servant (pappu) can get

the recharge done.

The duration of this project was from April 2009 to March 2010. At the start

of the project in 2009 the DPL was around 140 -150 while the targeted DPLwas 200. To get this targeted DPL Vodafone had to increase the no. of dealers

to 40000. The final DPL achieved at the end of March 2010 was 39000, which

almost neared the targeted DPL.

The Pappu project was a great success for Vodafone which helped them to

widen their distribution network.


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LIST OF SLUMS WITH THE CURRENT DPL

MARKET DPLKhanpur J.J colony 327dakshin puri 246Sangam Vihar 177Badar Pur 172Nizammuddin 143Govind Puri 127Bhogal 122Okhla 106Pehlad Pur 105Mahrauli 90Hauzrani Village 86Tughlakabad 85Sewa Nagar 82Mahipal pur 68

Deovli Village 64Chhatar pur 53R.K Puram Sec-3 50Ajmeri Gate 214Pahar Ganj 240Farid puri 280Bapa nagar 233Prem Nagar 300Nehru nagar 250Khwaza basti 250Todapur 400Karol bag terminal 600

Anand Parbat 200Manak pura 200Inder puri 178Shalimar Bagh 545Wazir Pur Village 333Narela 433Badli 200Shahabad Dairy 250Bhalaswa dairy 250Subzi Mandi 214Bawana 200Kishan Ganj 200Lal bagh 200Bharat Nagar 186Shakti Nagar 185Azad Pur 180Lawrance rd indl area 180Alipur 178Pratap Nagar 147Jhangir Puri 133Swaroop nagar extn 50Gokul Puri 150Shastri Park 127

Jafrabad 107Bhram puri 102


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Mandawali 100Seelam Pur 63Seemapuri 61Shakarpur 42Ghazi pur Village 38Ambedkar Basti

27Babar Pur 25Mandoli 10DHANSA 180QUTUB VIHER 150JAI VIHAR , BAKKARWALA 160MAYAPURI 175shiv vihar 173Shah Pura 157durga park 183TAGORE GDN 144CHUNA BHATTI 144

Dada Dev Road,Harijan Basti 140AMAN VIHAR 129RAMA ROAD 129Shahbad Mohmad Pur 120Kanjhawala,Jonti 105SECTOR 24 100PV NEAR WHITE HOUSE 100TARUN ENCLAVE 100TIKRI BORDER 92Ghavra J.J Colony 82

5. In this stage we analyse the DPL of each area. If the DPL is less than 100 then

we work towards increasing the DPL. Areas which have 100 150 DPL are

proposed some activities to increase sales. The activities can be of marketing

activities as well as sales activities. Firstly the sales activities will be done the

next step is to sit with the marketing department to plan marketing activities

Wake up SID will increase the sales in slums by performing activities there. Theseactivities can be marketing or sales activities. In areas of low penetration we are

increasing the dealers so that the current DPL is increased, while on the other hand

we perform activities where current DPL is good.


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CHAPTER 6

RECOMMENDATIONS,

CONCLUSION

AND

LIMITATIONS


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Recommendations (Proposed Activities)

1. AD Model:

DETAILS:

Penetration in slums can be increased, but the DSEs handling these areas have

many shops to cover in day. This reduces the opportunity to open new outlets.

To overcome this AD model is proposed. In this AD (Associate Distributor)

Model a person (AD) will be employed of the same profile as the Direct Sales

Executive (DSE) who will work in the assigned area with the distributor. The

AD will open new shops in that area so that the dealer base and sales are

increased. AD will get the share of the sales of those outlets started by him

and a fixed salary by Vodafone. This model will help in increasing the DPL of

the areas which have low DPL. The share given to the AD will help them to

sell more and find new dealers.

2. Vodafone Camps to increase awareness and giving the customers knowledge

about schemes and offers which suit their best needs. This activity will

increase sales as customers will buy our product to satisfy their communication needs. Giving the solution for their requirement will help

increase loyalty and increase prospect of brand switching.

DETAILS:

Objective

The objective of the activity is to attract customers by giving them product

specific benefits and selling new connections by satisfying their daily

communication needs with help of Vodafone offers and Tariff plans.Minutes of the Activity:

Setting up of a Vodafone stalls in the designated area, outside the best

dealer or at the most crowded place which has the highest foot fall.

It will be a two day activity, with one ADSE and one RDSE at the

stall.

Supervision of the activity will be done by RM of that area.


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3. CSR (corporate Social Responsibility):

Vodafone cold water taps in care of best outlet in the respective area. Summer

in Delhi last of 6-8 months in a year, helping them with water to drink will

make an impact in mind of the customer. This will also increase the visibility

and image of the company.

DETAILS:

Objective

The main objective of this CSR activity is to improve the visibility of the

company with providing benefit to the residents of that area.

Minutes of the ActivityPlacing a water cooler outside the premises of the best dealer of the

assigned area. It would be a permanent visibility solution as the cooler

will have a full Vodafone branding.

Running of the water cooler will be done by the dealer.

Regular supervision can be done by ADSE or RDSE who is

responsible for that dealer. Any technical faults in the water cooler will be rectified by Vodafone.

This CSR activity also suits the Vodafone HAPPY TO HELP tag.

4. A special pack of two numbers can be provided with a free calling facility.

These promotions will motivate customers to buy them for their daily

communication. Once we have the numbers working our recharge sales can be

increased.

DETAILS

Objective

Objective is to force customers to buy Vodafone for their daily

communication, which can be achieved by special Vodafone product.

Minutes of the Product

A special pack of two similar numbers.


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Free calling between them.

Both the numbers can be activated by one ID proof.

Dealers by default will promote this product as they are getting twoactivations at same time with one product.

Special dealer incentive can be proposed to give a kick start to the

product.

This product can be initiated from SID and further can be launched in

other markets.

5. Vodafone Sponsored GULLY CRICKET:

Vodafone organising gully cricket tournament in slums. This will help

Vodafone to increase awareness among youth in slums. This activity will

make a strong impact in the customers mind and will help people to bend

towards Vodafone.

DETAILS

Objective

This promotion will help Vodafone to increase awareness among youths in

SID.

Minutes of the Promotion

A two day gully cricket tournament with six players a side and six

overs each.

Team should have at least six players and all players should possess a

Vodafone connection to register.

In every match well pick a best batsman and a bowler to present him

with a Vodafone T-shirt.

Man of the Tournament will be presented with a Vodafone handset

(Model CLR 236, MRP 1199).


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We can hire 2-3 promoters who will work in coordination with the

ADSE, RDSE and PRE. RM and ASM can present goodies to the

winners.

CONCLUSION

Vodafone is very aggressive in this telecom industry. They constantly change and

improve their selling strategies. This project will help Vodafone to increase sales in

Delhi NCR region. It specifically focuses on the untapped low profile markets

which have great capacity to improve and increase sales.

The project Wake up SID is implemented from 1 st of July 2010 by Vodafone in

Delhi - NCR region, already the sales push has been started by Vodafone next is todecide the sales and marketing activities which will be implemented in the targeted

areas.

Out of all the suggestions from my end, with discussion and alteration with the

Vodafone The proposal of AD (Associate Distributor) model is accepted and being

implemented.

This being one of the initiative by the company, a lot more is on its way on thesimilar lines.

LIMITATIONS

The targeted sample size which is Delhi region has 67 distributors, hundreds

of markets and thousand of dealers. In the short time span of two months, it

was not feasible enough to visit all the markets for inputs.

Therefore, few of the target areas have not been covered. The studied markets

were taken as the universal sample data for the analysis.


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CHAPTER 7

BIBILOGRAPHY


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Minister for Housing and Urban Poverty Alleviation

UN Report, April 14th, 2010, India has more mobile telephones than toilets

The Indian Express Limited, APRIL 27 2010.

Vodafone.com

Vodafone News Letter, April 2010

Wikipedia (http://en.wikipedia.org/wiki/Vodafone_India)

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