RESEARCH PROJECT REPORT

ON

SALES PROMOTION AND EVALUATION OF RURAL TELEPHONY BUSINESS

OF TTSL IN SDCA NASRULLAHGUNJ (SEHORE)”.

SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION

. BARKATULLAH UNIVERSITY, BHOPAL

ACADEMIC YEAR 2008-2010

S.I.R.T. BHOPAL

UNDER GUIDANCE OF : SUBMITTED BY :

Mrs kanchan Bhatiya(HOD ) Tapan Vishwakarma

S.I.R.T. BHOPAL Roll No. _______

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ACKNOWLEDGEMENT

Many people help me to complete this project, their valuable support and guidance helped

me to compile this project.

I would like to express my sincere gratitude to Mr. Pramod Mishra circle head TTSL

Bhopal, Also my thanks to Mr. Chandan Gupta Territory Manager ABU TTSL, Mr. Ritesh

Bhatnagar DSO Nasrullahgunj. for their valuable guidance and support.

I express my profound reverence and gratitude to Mrs. Neelam Rawat & Mrs kanchan

Bhatiya(HOD ) for his proper guideline towards the project.

Last but not the least my thanks to all distributor, MIS, Feeders, Junior engineers, Runners

of SDCA Nasrullahgunj.

Mrs kanchan Bhatiya(HOD )

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PREFACE

Each training program is very much useful for gaining the practical knowledge. It provides

an opportunity to a student to apply of his / her knowledge, skills and competencies required

during the Practical session. Training also helps the student to devote his / her skill to

analyze the problem to suggest alternative solution, to evaluate them and to provide feasible

recommendations on the provided data.

The training is on the topic of “SALES PROMOTION AND EVALUATION OF RURAL

TELEPHONY BUSINESS OF TTSL IN SDCA NASRULLAHGUNJ (SEHORE)”.

During this project I got chance to apply my marketing knowledge. Although I

have tried my level best to prepare this report error free. Every effort has been made to offer

the most authenticate position with accuracy.

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DECLARATION

I hereby declare that the following project report titled “SALES PROMOTION AND

EVALUATION OF RURAL TELEPHONY BUSINESS OF TTSL IN SDCA

NASRULLAHGUNJ (SEHORE)”. Is authentic work done by me.

This study was undertaken as a part of the course curriculum of M.B.A. program of

Barkatullah University, Bhopal.

TAPAN VISHWAKARMA

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CONTENTS

CHAPTER-I CONCEPTUALOVERVIEW 6

CHAPTER-II EXECUTIVE SUMMERY 9

CHAPTER-II TELECOM SECTOR IN INDIA 11

CHAPTER-IV COMPANY PROFILE 22

CHAPTER-V UNIVERSAL SERVICE OBLIGATION 28

RURAL TELEPHONY BUSINESS

CHAPTER-VI P’s OF RURAL TELEPHONY BUSINESS 31

CHAPTER-VII DATA COLLECTION AND INTERPRETATION 42

CHAPTER-VIII TRAINING PROGRAM 51

CHAPTER-IX SWOT ANALYSIS 53

CHAPTER-X SUGGESTIONS 57

CHAPTER-XI BIBLIOGRAPHY 59

ANNEXURE

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CHAPTER – I

CONCEPTUAL OVERVIEW

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SALES PROMOTION

Sales promotion is one of the four aspects of promotional mix. (The other three parts of the

promotional mix are advertising, personal selling, and publicity/public relations.) Sales

promotion is any initiative undertaken by an organization to promote an increase in sales,

usage or trial of a product or service. Media and non-media marketing communication are

employed for a pre-determined, limited time to increase consumer demand, stimulate

market demand or improve product availability. Examples include:

contests

point of purchase displays

rebates

free travel, such as free flights

Sales promotions can be directed at either the customer, sales staff, or distribution channel

members (such as retailers). Sales promotions targeted at the consumer are called

consumer sales promotions. Sales promotions targeted at retailers and wholesale are

called trade sales promotions..

CONSUMER SALES PROMOTION TECHNIQUES Price deal: A temporary reduction in the price, such as happy hour .

Loyal Reward Program: Consumers collect points, miles, or credits for purchases

and redeem them for rewards. Two famous examples are Pepsi Stuff and

Advantage.

Cents-off deal: Offers a brand at a lower price. Price reduction may be a percentage

marked on the package.

Price-pack deal: The packaging offers a consumer a certain percentage more of the

product for the same price (for example, 25 percent extra).

Coupons: coupons have become a standard mechanism for sales promotions.

Loss leader: the price of a popular product is temporarily reduced in order to

stimulate other profitable sales

Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper for

delivery.

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On-shelf couponing -Coupons are present at the shelf where the product is available.

Checkout dispensers: On checkout the customer is given a coupon based on

products purchased.

On-line couponing: Coupons are available on line. Consumers print them out and

take them to the store.

Online interactive promotion game: Consumers play an interactive game associated

with the promoted product. See an example of the Interactive Internet Ad for tomato

ketchup.

Rebates: Consumers are offered money back if the receipt and barcode are mailed

to the producer.

Contests/sweepstakes/games: The consumer is automatically entered into the event

by purchasing the product.

Point-of-sale displays:

o Aisle interrupter: A sign the juts into the aisle from the shelf.

o Dangler: A sign that sways when a consumer walks by it.

o Dump bin: A bin full of products dumped inside.

o Glorifier: A small stage that elevates a product above other products.

o Wobbler: A sign that jiggles.

o Lipstick Board: A board on which messages are written in crayon.

o Necker: A coupon placed on the 'neck' of a bottle.

TRADE SALES PROMOTION TECHNIQUES

Trade allowances: short term incentive offered to induce a retailer to stock up on a

product.

Dealer loader: An incentive given to induce a retailer to purchase and display a

product.

Trade contest: A contest to reward retailers that sell the most product.

Point-of-purchase displays: Extra sales tools given to retailers to boost sales.

Training programs: dealer employees are trained in selling the product.

Push money: also known as "spiffs". An extra commission paid to retail employees to

push products.

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Trade discounts (also called functional discounts): These are payments to distribution channel members for performing some function.

CHAPTER – II

EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY

Topic: Sales promotion and evaluation of Rural Telephony Business of TTSL in SDCA

Nasrullahgunj (Sehore).

Objective:

Planning and execution of sales promotion activities like Canopy at haat/mandi, Van

activity and incentive scheme to channel man power through distributor.

Identification of potential villages also customer base to enhance the sales.

Appointment of runners at each USO villages within coverage area which is having a

population of less then 1000.

Revenue enhancement from existing customer base through customer service.

Channel team handling.

Identification of network of TTSL in SDCA Nashrullahgunj.

Sub-objective:

To study the market of Tata tele services limited in Rural Telephony Business.

To learn channel handling.

To find out the market penetration of TTSL in SDCA Nasrullahgunj.

Methodology:

Visit to the villages.

Approach to the customers through Feeders and Runners.

Network mapping with the help of JE, Runners and Feeders.

Sales promotion through company and Distributor and man power.

Secondary data

Books

Internet

Magazines.

Limitation-

The research is conducted in a particular area.

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Limitation of Time.

CHAPTER – III

TELECOM SECTOR IN INDIA

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TELECOM SECTOR IN INDIA

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

space. The popular meaning of telecom always involves electrical signals and nowadays

people exclude postal or any other raw telecommunication methods from its meaning.

Therefore, the history of Indian telecom can be started with the introduction of telegraph and

now it has reached to the internet.

The telecom network in India is the fifth largest network in the world meeting up with global

standards. Presently, the Indian telecom industry is estimated contributing nearly 1% to It’s

GDP.

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 2005,

is expected to reach 250 million in 2007.

According to Broadband Policy 2004, Government of India aims at 9 million broadband

connections and 18 million internet connections by 2007. The wireless subscriber base has

jumped from 33.69 million in 2004 to 62.57 million in FY2004- 2005. 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 2003. Wireless subscriber growth is expected to bypass 2.5 million new

subscribers per month by 2007. 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.

India has become one of the fastest-growing mobile markets in the world. The mobile

services were commercially launched in August 1995 in India. In the initial 5-6 years the

average monthly subscribers additions were around 0.05 to 0.1 million only and the total

mobile subscribers base in December 2002 stood at 10.5 millions. However, after the

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number of proactive initiatives taken by regulator and licensor, the monthly mobile

subscriber additions increased to around 2 million per month in the year 2003-04 and 2004-

05.

Although mobile telephones followed the New Telecom Policy 1994, growth was tardy in the

early years because of the high price of hand sets as well as the high tariff structure of

mobile telephones. The New Telecom Policy in 1999, the industry heralded several pro

consumer initiatives. Mobile subscriber additions started picking up. The number of mobile

phones added throughout the country in 2003 was 16 million, followed by 22 million in 2004,

32 million in 2005 and 65 million in 2006. The only country with more mobile phones than

India with 246 million mobile phones is China – 408 million.

India has opted for the use of both the GSM (global system for mobile communications) and

CDMA (code-division multiple access) technologies in the mobile sector. In addition to

landline and mobile phones, some of the companies also provide the WLL service.

The mobile tariffs in India have also become lowest in the world. A new mobile connection

can be activated with a monthly commitment of US$5 only. In 2005 alone 32 million

handsets were sold in India. The data reveals the real potential for growth of the Indian

mobile market.

Revenue and growth

The total revenue in the telecom service sector was Rs. 86,720 crore in 2005-06 as against

Rs. 71, 674 crore in 2004-2005, registering a growth of 21%. The total investment in the

telecom services sector reached Rs. 200,660 crore in 2005-06, up from Rs. 178,831 crore in

the previous fiscal.

Telecommunication is the lifeline of the rapidly growing Information Technology industry.

Internet subscriber base has risen to 6.94 million in 2005- 2006. Out of this 1.35 million were

broadband connections. More than a billion people use the internet globally.

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Important Milestones of Indian Telecom

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MAJOR PLAYERS OF INDIAN TELECOM

There are three types of players in telecom services:

• -State owned companies (BSNL and MTNL)

• -Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)

• -Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures, Escotel, Idea

Cellular, BPL Mobile, Spice Communications)

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 and

long distance services throughout India (except Delhi and Mumbai). BSNL will be expanding

the network in line with the Tenth Five-Year Plan (1992-97). The aim is to provide a

telephone density of 9.9 per hundred by March 2007. BSNL, which became the third

operator of GSM mobile services in most circles, is now planning to overtake Bharti to

become the largest GSM operator in the country. BSNL is also the largest operator in the

Internet market, with a share of 21 per cent of the entire subscriber base.

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

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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.

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.

MTNL has over 5 million subscribers and 329,374 mobile subscribers. While the market for

fixed wireline phones is stagnating, MTNL faces intense competition from the private players

—Bharti, Hutchison and Idea Cellular, Reliance Infocomm—in mobile services. MTNL

recorded sales of Rs. 60.2 billion ($1.38 billion) in the year 2002-03, a decline of 5.8 per

cent over the previous year’s annual turnover of Rs. 63.92 billion.

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

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India Mobile, 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.

VSNL

On April 1, 1986, the Videsh Sanchar Nigam Limited (VSNL) - a wholly Government owned

corporation - was born as successor to OCS. The company operates a network of earth

stations, switches, submarine cable systems, and value added service nodes to provide a

range of basic and value added services and has a dedicated work force of about 2000

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employees. VSNL's main gateway centers are located at Mumbai, New Delhi, Kolkata and

Chennai. The international telecommunication circuits are derived via Intelsat and Inmarsat

satellites and wide band submarine cable systems e.g. FLAG, SEA-ME-WE-2 and SEA-ME-

WE-3.

The company's ADRs are listed on the New York Stock Exchange and its shares are listed

on major Stock Exchanges in India. The Indian Government owns approximately 26 per cent

equity, M/s Panatone Finvest Limited as investing vehicle of Tata Group owns 45 per cent

equity and the overseas holding (inclusive of FIIs, ADRs, Foreign Banks) is approximately

13 per cent and the rest is owned by Indian institutions and the public. The company

provides international and Internet services as well as a host of value-added services. Its

revenues have declined from Rs. 70.89 billion ($1.62 billion) in 2001-02 to Rs. 48.12 billion

($1.1 billion) in 2002-03, with voice revenues being the mainstay. To reverse the falling

revenue trend, VSNL has also started offering domestic long distance services and is

launching broadband services. For this, the company is investing in Tata Telservices and is

likely to acquire Tata Broadband.

HUTCH (Vodafone)

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

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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

MARKET SHARE OF COMPANIES

Company Subscribers Percentage

AIRTEL(GSM) 61984721 23.77

RELIANCE(CDMA+GSM) 45453213 17.43

VODAFONE ESSAR(GSM) 44126243 16.92

BSNL(GSM+WLL) 40787682 15.64

TATA(CDMA) 24330231 9.33

IDEA(GSM) 24001573 9.21

AIRCEL(GSM) 10610428 4.07

SPICE(GSM) 4210669 1.61

MTNL(GSM+WLL) 3531478 1.35

BPL(GSM) 1294762 0.50

HFCL(CDMA) 298809 0.11

SHYAM(CDMA) 107104 0.04

TOTAL 260736913 100

MARKET SHARE OF TELECOM COMPANIES IN INDIA

25%

17%

17%

16%

9%

9% 4% 2%1%0%0%0%

AIRTEL RELIANCE VODAFONE ESSAR

BSNL TATA IDEA

AIRCEL SPICE MTNL

BPL HFCL SHYAM

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CDMA AND GSM

Code Division Multiple Access (CDMA) is a radically new concept in wireless

communications. It has gained widespread international acceptance by cellular radio system

operators as an upgrade that will dramatically increase both their system capacity and the

service quality. The majority of the winners of the United States Personal Communications

System spectrum auctions have likewise chosen it for deployment. It may seem, however,

mysterious for those who aren't familiar with it.

GSM (Global System for Mobile communications originally from Groupe Spécial

Mobile) is the most popular standard for mobile phones in the world. Its promoter, the GSM

Association, estimates that 82% of the global mobile market uses the standard.GSM is used

by over 3 billion people across more than 212 countries and territories. Its ubiquity makes

international roaming very common between mobile phone operators, enabling subscribers

to use their phones in many parts of the world. GSM differs from its predecessors in that

both signalling and speech channels are digital, and thus is considered a second generation

(2G) mobile phone system. This has also meant that data communication was easy to build

into the system.

GSM and CDMA subscription numbers:

Year

GSM

Subscribers

(millions)

GSM

Annual

growth

CDMA

Subscribers

(millions)

CDMA

Annual

growth

2000 3.1 94% - -

2001 5.05 76% - -

2002 10.5 91% 0.8 -

2003 22 110% 6.4 700%

2004 37.4 70% 10.9 70%

2005 58.5 57% 19.1 75%

2006 105.4 80% 44.2 131%

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2007 180 71% 85 92%

CDMA GROWTH DRIVERS

Nationwide roaming, Bundled Internet facility, CDMA phones come with a Data port where

consumers Can connect to Internet at 114kbps, Huge variety of content, Online bill view,

SMS based service activations, Aggressive launch. There was a big debate in India just

before the launch of CDMA services that will it succeed or not? Recent trends reveal that

CDMA is here to stay, but that doesn't mean that it is going to over power GSM. Nationwide

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roaming helped to boost subscribe base, option of connecting to Internet using a simple

data cable proved as a catalyst in promoting CDMA services in India.

CHAPTER – IV

COMPANY PROFILE

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TATA GROUP PROFILE

The Tata Group comprises 93 operating companies in seven business sectors: information

systems and communications; engineering; materials; services; energy; consumer products;

and chemicals. The Group was founded by Jamsetji Tata in the mid 19th century, a period

when India had just set out on the road to gaining independence from British rule.

Consequently, Jamsetji Tata and those who followed him aligned business opportunities

with the objective of nation building. This approach remains enshrined in the Group's ethos

to this day.

The Tata Group is one of India's largest and most respected business conglomerates, with

revenues in 2004-05 of $17.8 billion (Rs 799,118 million), the equivalent of about 2.8 per

cent of the country's GDP. Tata companies together employ some 215,000 people. The

Tata Group of companies delivers a wide variety of products and services. This subsection

lists these products and services under two heads: consumer products and services and

business products and services. The Group's 32 publicly listed enterprises — among them

standout names such as Tata Steel, Tata Consultancy Services, Tata Motors and Tata Tea

— have a combined market capitalisation that is the highest among Indian business houses

in the private sector, and a shareholder base of over  2 million. The Tata Group has

operations in more than 40 countries across six continents, and its companies export

products and services to 140 nations.

The Tata family of companies shares a set of five core values: integrity, understanding,

excellence, unity and responsibility. These values, which have been part of the Group's

beliefs and convictions from its earliest days, continue to guide and drive the business

decisions of Tata companies. The Group and its enterprises have been steadfast and

distinctive in their adherence to business ethics and their commitment to corporate social

responsibility. This is a legacy that has earned the Group the trust of many millions of

stakeholders in a measure few business houses anywhere in the world can match.

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CORE VALUES OF TATA

Purpose

The purpose of Tata Group is to improve the quality of life of the communities they serve.

The group do this through leadership in sectors of national economic significance, to which

the Group brings a unique set of capabilities.

This heritage is being continuously enriched by the formalization of the high standards of

behavior expected from employees and companies. The Tata name is a unique asset

representing leadership with trust. Leveraging this asset to enhance Group synergy and

becoming globally competitive is the route to sustained growth and long-term success.

The Tata Group has always sought to be a value-driven organization. These

values continue to direct the Group's growth and businesses. The five core Tata

values are:

Integrity: We must conduct our business fairly, with honesty and transparency.

Everything we do must stand the test of public scrutiny.

Understanding: We must be caring, show respect, compassion and humanity for our

colleagues and customers around the world, and always work for the benefit of the

communities we serve.

Excellence: We must constantly strive to achieve the highest possible standards in

our day-to-day work and in the quality of the goods and services we provide.

Unity: We must work cohesively with our colleagues across the Group and with our

customers and partners around the world, building strong relationships based on

tolerance, understanding and mutual cooperation.

Responsibility: We must continue to be responsible, sensitive to the countries,

communities and environments in which we work, always ensuring that what comes

from the people goes back to the people many times over.

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TATA TELE SERVICES

Profile

Tata Teleservices (TTSL) spearheads the Tata Group's presence in the Indian telecom

sector. Incorporated in 1996, the company was the first to launch CDMA mobile services in

India (in the Andhra Pradesh circle). With the acquisition of Hughes Tele.com (India), now

Tata Teleservices (Maharashtra), in December 2002, the company swung into expansion

mode. TTSL currently offers services under the brand name 'Tata Indicom' in 20 circles in

India: Andhra Pradesh,Chennai, Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil

Nadu, Orissa, Bihar, Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (East),

Uttar Pradesh (West), Kerala, Kolkata, Madhya Pradesh and West Bengal.

TTSL, which heralded convergence technologies in the Indian telecom sector, is today the

market leader in the fixed wireless telephony market with a customer base of over 2.68

million.

Areas of business

TTSL pioneered the CDMA 3G1x technology platform in India. The company has

established a robust and reliable telecom infrastructure that ensures quality in its services. It

has partnered Motorola, Ericsson, Lucent and ECI Telecom to deploy a reliable and

technologically advanced network. TTSL's telephony services include mobile services, fixed

wireless phones (FWP), public booth telephony and wireline services. Among its value-

added services are voice portal, roaming, post-paid internet services, three-way

conferencing, group calling, wi-fi internet services and data services.

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The company has entered the 'prepaid' segment by launching, under the Tata Indicom

brand, its '100 % Sacchai True Paid' offering across all its circles. Tata Indicom also offers a

collection of 1,000 mobile games, the latest handsets, and new voice and data services

such as BREW games, picture messaging, polyphonic ring tones, and interactive

applications. TTSL, along with its subsidiary, Tata Teleservices (Maharashtra), currently

serves 4.58 million customers in over 1,400 towns in India.

TATA INDICOM

Tata Teleservices Limited (TTSL) is part of the INR 76,930 Crore (US$17.10 billion) Tata

Group, that has over 90 companies, over 220,000 employees and more than 2 million

shareholders. With an investment of over INR 9,000 Crore (US$ 2 billion) in Telecom, the

Group has a formidable presence across the telecom value chain.

Tata Teleservices spearheads the Group's presence in the telecom sector. Incorporated in

1996, Tata Teleservices was the first to launch CDMA mobile services in India with Andhra

Pradesh.

Starting with the major acquisition of Hughes Telecom (India) Limited [now renamed Tata

Teleservices (Maharashtra) Limited] in December 2002, the company has swung into

expansion mode. Tata Teleservices operates in 20 circles i.e. Andhra Pradesh, Chennai,

Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil Nadu, Orissa, Bihar, Rajasthan,

Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (E), Uttar Pradesh (W), Kerala, Kolkata,

Madhya Pradesh and West Bengal. The investment in Tata Teleservices Limited (including

Tata Teleservices (Maharashtra) Limited) as of March 2005 totals INR 14,446 Crores (US$

3.21billion).

Having pioneered the CDMA 3G1x technology platform in India, Tata Teleservices has

established a robust and reliable telecom infrastructure that ensures quality in its services.

It has partnered with Motorola, Ericsson, Lucent and ECI Telecom for the deployment of a

reliable, technologically advanced network. The company, which heralded convergence

- 26 -

technologies in the Indian telecom sector, is today the market leader in the fixed wireless

telephony market with a customer base of over 2.8 million for the period ended September

05.

Tata Teleservices' bouquet of telephony services includes Mobile services, Wireless

Phones, Public Telephony Booth, and Wire line services. Other services include value-

added services like voice portal, roaming, 3-way conferencing, group calling and data

services.

The company has launched Prepaid FWP and Public phone booths, a range of new

handsets, new voice & data services such as BREW games, picture messaging, polyphonic

ring tones, interactive applications like news, cricket, astrology, etc. These are in addition to

its existing services of Postpaid Mobile, Prepaid Mobile & Postpaid FWP.

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

more than 7 million customers in 1700 towns and aims at 4000 towns by March'06. With an

ambitious rollout plan both within existing circles and across new circles, Tata Teleservices

is offering world-class technology and user-friendly services in 20 circles.

MISSION VISSION AND VALUE OF TTSL

Tata’s Value: Fairness through meritocracy trust based o accountability Tenacity for result

pioneering sprit excellence in execution leadership with humility.

Tata’s Mission: To empower every Indian to connect with the world affordably.

Tata’s Vision: Trusted Service to 100 Million happy Customer by 2011.

TATA INDICOM IN BRIEF:

• Brand Name: TATA Indicom

• Network: CDMA 2000-1x

• Network Coverage: 6 Telecom circles

• Subscriber base: > 2 million

• Market Share: 8 – 10%

• Subscriptions: Post Paid, Pre Paid

- 27 -

CHAPTER –V

UNIVERSAL SERVICE OBLIGATION

RURAL TELEPHONY BUSINESS

- 28 -

Rural Telephony Business of TTSL

Universal service is handled by a fund allocated directly from the national budget i.e. the

collection is the tax mechanism. The aim is to increase coverage of the public telephone

service in low-income rural and urban areas. The fund is managed by a council consisting of

representatives from the different ministries and regions, who are appointed by the

President. The council, in conjunction with the relevant authorities, draws up annual

programs of projects and awards the contracts in open competitions.

The necessity arose because liberalization had dramatically reduced international and

national tariffs which were detrimental to rural telephony and universal service. All operators

are eligible to receive funds that subsidize the installation of public telephones in the

marginal low-income rural & urban areas. The bid evaluation emphasizes the lowest

proposed subsidy combined with the commitment to short delivery time.

The most striking feature is that no obligations have been placed on any of the operators.

With the combination of village payphones & individual and business lines, a few local

providers show healthy returns from revenues from access charges payment made by the

government to the operators for terminating calls generated from urban areas) which

sometimes accounts for more than half the revenue. The problem here in the Indian context

would be that many of the calls in these villages would be inter-village only & there would be

no attraction for similar access charges unless they are increased for these calls as well.

They should be higher than the urban access charges so that the operators have an

incentive to invest in the rural as against the urban areas though both are uneconomical

circles. Support through the government budget and by charging the operators a fixed

percentage from the operators: The case in point is Nepal. The above system was

envisaged but the till date the mechanics of the Rural development Fund are not yet in place

and so the government offers the subsidy through fund created from the budget.

There is a requirement that every operator offers a minimum of 2 lines under the USO and

there is a separate licensing programme for these licenses. The challenge here is in defining

the 2 lines because it is very possible that the lines are for areas in the vicinity of the towns /

cities only. The subsidy is provided through competitive bidding.

- 29 -

Tata Indicom has made consistent efforts to provide superior and affordable products and

services through its Rural Telephony Unit. Mobile vans are flagged off in various parts of the

country which serve as real visibility and customer touch points to experience the brand and

the various services it offers.

TTSL has an efficient distribution network across villages , where in people are appointed

and trained by TTSL – who visit villages on a bicycle or a two-wheeler at defined times on

defined days of the week, selling recharge vouchers and servicing equipment; each runner

covers between 200 to 300 customers.

TTSL has a strong 1.4 Million Rural USO base in 215 SDCAs(Short Distance Charging

Area) across 9 circles viz. Rajasthan, MP, Bihar, UP E & W, Punjab, Hariyana, Karnataka

and Maharashtra.

The rural telephony business is to connect the villages with the rest of the world through

telephone. In this business TTSL provides a Walky instrument with battery, charger, and

antenna (Pencil or Magnet or Patch panel),with free service commitment This special

scheme of pre paid walky connections is for only the villages which have less then 5000

population. In this Rural Telephony Business SDCA has made according to the STD code.

The DEL(Direct Exchange Line) of one SDCA does not work in other SDCA. e.g. the DEL

for the STD code 07561 not works in the area having code other then 07561. There is a

process of address verification of the DELs. If the Dels registered on the name of any

villager is working some where else then that DEL may be temporary disconnected by the

company and after replacing it in its right place and the address verification process if that is

a positive case then only it get reconnect by the company.

.In each SDCA(Short Distance Charging Area) there is a Distributor with his sales force of

Feeders and Runners. Who are the mean of direct sales. Also Distributor has a service

team of Junior Engineers (JE) for solving all the issues related to the services. There is a

procedure to get DEL connection. First the customer has to fill a CAF customer acquisition

form through runner or feeder with address prove and personal identity with their

photograph. This form goes to TTSL after verification by the Sarpanch of that village and by

the distributor. And then company verifies that acquisition form and allots the DEL number to

that customer. Then customer gets the walky with accessories from the distributor after

payment. The distributor’s force installs that walky to the customer’s home.

- 30 -

CHAPTER – VI

P’S OF RURAL TELEPHONY BUSINESS

- 31 -

PRODUCT

TTSL provides a good looking walky to their customers. It does not charge any money for

that walky, the money which customer pays to TTSL is for the connection only.There are

various models of walky provided by the company but these are not on the demond of

customer.Its all about the availability of stock.

The parts of an walky equipment-

1) Walky instrument. There are few models provided by company these are LSP

345LGP-800,LSP 430, LSP 350 T,SXP-2080 Smart PCO.

2) Antenna(Pencil, Magnet(Omni), Patch Panel)

3) Adaptor(Charger)

4) Battery

Detail of instrument

- 32 -

1. Menu Key

2. Message Key

3. End Key

4. Recall key/Soft

key

5. Clear/cancel key

6. Redial/Flash key

7. Navigation key

Left

8. Navigation Right

No data calls

from this handset

Features of walky

See who's calling with CLI (Caller Line Identification)

Get Missed Call details

Send and receive SMS

Store family and friends numbers in the in-built phone book

Get Receiver Off-hook Alarm

Receive calls when receiver off-hook (after the alarm period)

Avail Hotline with timer facility

Select from 10 in-built ring tones

Get alerts for unread messages

Talk more with 2 hours talk time & 24 hours standby time

Set Alarm and Reminder Alerts

Speed dial from Phone Book

Track calls with the Call Log Register

Dial frequently called numbers from memory and save time

Make an emergency call, even if your phone is disconnected

Install the phone without disfiguring your walls

Control cost with per minute alerts

Speaker Phone

Walky Wireless Service

Savings on monthly bills by paying just landline rates

Roam at home

Retain your number even when you change home or office

Get a quick connection

Save using Group Call across wireline, mobile and wireless phones

Enjoy voice based Infotainment services*

Avoid suffering dead phones or irritating linesmen

Book a connection from the comfort of your home

Security Features

- 33 -

Bar all calls except to select numbers

Prevent misuse with the Key Pad Lock

Enjoy enhanced privacy with CDMA technology

PRICE

Parameter RDEL 499 Package

Total Package price Rs. 499

Registration Charge (including ST) Rs. 399

Installation Charge Rs.100

Validity 2 Years

Free talk value (Local T2T only)* Rs.200

Free talk value validity (Local T2T only)* 30 Days

Free talk value (Local T2T only) is for limited period only

Voucher Denominations

All the current USO RCV will be applicable for this package. The details are:

MRP 50.00 100.00 200.00 300.00

Service tax @12.36% 5.50 11.00 22.00 33.00

Admin Fee (AF) 19.50 0.00 0.00 0.00

Talktime value (TT) 25.00 89.00 178.00 267.00

Validity (days) 30 30 60 90

Grace (days) 15 15 15 15

Inactive (days) 15 15 15 15

USO Plan- Call Charges

- 34 -

PLACE

In India the RTB is applicable in following states

Bihar

- 35 -

Haryana Punjab

Rajasthan Madhya Pradesh

Uttar Pradesh (West) Uttar Pradesh (East)

Karnataka Maharashtra

The RTB connection works in the villages which have population less then 5000. In this

Rural Telephony Business SDCA has made according to the STD code. The DEL(Direct

Exchange Line) of one SDCA does not work in other SDCA. e.g. the DEL for the STD code

07561 not works in the area having code other then 07563. There is a process of address

verification of the DELs. If the Dels registered on the name of any villager is working some

where else then that DEL may be temporary disconnected by the company and after

replacing it in its right place and the address verification process if that is a positive case

then only it get reconnect by the company.

- 36 -

DISTRICT (LDCA)

TAHSEEL (SDCA)

NOTAPPLICABLE

VILLAGE (POPULATION LESS THEN 5000)

VILLAGE (POPULATION MORE THEN5000)

APPLICABLE AREA

Applicability chart of RTB of TTSL.

DISRIBUTION CHANNEL

- 37 -

COMPANY (TTSL)

DISTRIBUTOR

FEEDER

PROMOTION

To promote the brand Tata Indicom Phone to the rural community a full blown van activity

was undertaken in key villages of Nasrullagunj. Also Canopy activity held in various

Haat/Bazars.For this company provided Cap,T-shirt,and Bag of Tata Indicom to Feeders

and Runners. Also Various Incentive scheme for Feeders and Runners was established

during my training period.

VAN Activity for Sales Promotion

- 38 -

RUNNER

COSTOMER

CANOPY Activity for Sales Promotion

- 39 -

SALARY AND INCENTIVE STRUCTURE FOR FEEDERs

FEDER INCENTIVE-

Basic Rs.3500 (on 70% achievements of target)

 Incentive       Rs.500 (Maintain own DRR, Maintain CAF quality and maintain Runner DRR)

Other Incentive Rs.10 /DEL on 100% Achievements of the target

                                          Rs.15 / DEL on 115% Achievement of target.

DRR- Daily run rate, CAF- Customer acquisition form

   RUNNER’s Commission

No. of sale                               Rs. / Del

- 40 -

1 to 5                                       50

6 to 8                                       60

9 to12                                      75

13 to 18                                   90

18 to 22 100 

Other promotional schemes-

Promotional talk time- Company is giving 200 Rs. Promotional talk time for T2T (tata to

Tata) which is valid for 30 days from the date of activation.

Free incoming for life.

NIU provided by TTSL. Periodic Credit of Rs. 0.33 per day or Rs. 10 per month. This should

be possible even in INACTIVE stage.

CHAPTER – VII

DATA COLLECTION AND INTERPRETATION

- 41 -

MARKET POTENTIAL OF NASRULLAHGUNJ

DISTRICT SDCA VILLAGEHOUSE HOLD

EXISTING Del Potential Potential%

Sehore Nasrullaganj Ladkui 927 650 277 29.9

Sehore NasrullaganjRampura Chakaldi 800 450 350 43.8

Sehore Nasrullaganj Rhala 527 300 227 43.1

Sehore Nasrullaganj Ameerganj 403 205 198 49.1

Sehore Nasrullaganj Hameedganj 401 150 251 62.6

Sehore Nasrullaganj Borkheda Kalan 361 275 86 23.8

Sehore NasrullaganjSemalpani Kadeem 334 280 54 16.2

Sehore Nasrullaganj Gopalpur 337 215 122 36.2

Sehore Nasrullaganj Balagaon 331 111 220 66.5

Sehore Nasrullaganj Nimota 324 170 154 47.5

Sehore Nasrullaganj Basudeo 363 148 215 59.2

- 42 -

Sehore Nasrullaganj Chhipaner 365 280 85 23.3

Sehore Nasrullaganj Chhidgaonmouji 344 210 134 39.0

Sehore Nasrullaganj Tiladia 292 155 137 46.9

Sehore Nasrullaganj Basantpur 272 160 112 41.2

Sehore Nasrullaganj Shyampur 277 145 132 47.7

Sehore Nasrullaganj Chhapari 278 145 133 47.8

Sehore Nasrullaganj Tikamod 291 180 111 38.1

Sehore Nasrullaganj Chhidgaonkachhi 293 210 83 28.3

Sehore Nasrullaganj Soyat 350 250 100 28.6

Sehore Nasrullaganj Nimnagaon 246 125 121 49.2

Sehore Nasrullaganj Bhilai 229 35 18 7.9

Sehore Nasrullaganj Dimawar 280 125 155 55.4

Sehore Nasrullaganj Bhadakui 269 145 124 46.1

Sehore Nasrullaganj Sukarwas 270 135 135 50.0

DISTRICT SDCA VILLAGE HOUSE

HOLD

EXISTING

Del

Potential Potential%

Sehore Nasrullaganj Panchor 238 165 73 30.7

Sehore Nasrullaganj Gillaur 237 155 82 34.6

Sehore Nasrullaganj Itarsi 315 125 190 60.3

Sehore Nasrullaganj Chich 244 156 88 36.1

Sehore Nasrullaganj Nandgaon 250 115 135 54.0

Sehore Nasrullaganj Digwad 315 215 16 5.1

Sehore Nasrullaganj Kalwana 217 118 99 45.6

Sehore Nasrullaganj Bagwara 213 145 68 31.9

Sehore Nasrullaganj Magaria 212 120 92 43.4

Sehore Nasrullaganj Haliya

Khedi

205 115 90 43.9

Sehore Nasrullaganj Mahagaon

Jadeed

181 105 76 42.0

Sehore Nasrullaganj Dholpur 203 98 105 51.7

- 43 -

Sehore Nasrullaganj Itawa Kalan 180 125 65 36.1

Sehore Nasrullaganj Satrana 206 105 101 49.0

Sehore Nasrullaganj Hathighat 184 95 89 48.4

Sehore Nasrullaganj Gularpura 192 135 57 29.7

Sehore Nasrullaganj Sonthiya 239 200 39 16.3

Sehore Nasrullaganj Manji Khedi 90 20 70 77.8

Sehore Nasrullaganj Gorakhpur 95 25 70 73.7

Sehore Nasrullaganj Muhai 85 12 63 74.1

Sehore Nasrullaganj Neelkanth 130 70 60 46.2

Sehore Nasrullaganj Kumantal 161 110 51 31.7

Sehore Nasrullaganj Tajpura 167 125 42 25.1

Sehore Nasrullaganj Rithwar 144 40 104 72.2

Sehore Nasrullaganj Kharsania 180 120 60 33.3

Sehore Nasrullaganj Satdev 189 105 84 44.4

Sehore Nasrullaganj Babri 163 95 68 41.7

Sehore Nasrullaganj Seelkanth 149 95 54 36.2

DISTRICT SDCA VILLAGE HOUSE

HOLD

EXISTING

Del

Potential Potential%

Sehore Nasrullaganj Borkhedi 147 80 67 45.6

Sehore Nasrullaganj Chorsa Khedi 136 80 56 41.2

Sehore Nasrullaganj Seegaon 148 100 46 31.1

Sehore Nasrullaganj Chaunda Grahan 161 85 76 47.2

Sehore Nasrullaganj Sewaniya 105 60 45 42.9

Sehore Nasrullaganj Pandagaon 153 90 63 41.2

Sehore Nasrullaganj Baisad 178 85 93 52.2

Sehore Nasrullaganj Rujan Khedi 122 105 17 13.9

Sehore Nasrullaganj Richhadiya

Kadeem

113 60 53 46.9

Sehore Nasrullaganj Lanchor 140 100 40 28.6

Sehore Nasrullaganj Nipania 110 60 50 45.5

Sehore Nasrullaganj Gilhari 122 70 52 42.6

Sehore Nasrullaganj Jamonia 107 85 22 20.6

- 44 -

Kalan(Pandagaon

Sehore Nasrullaganj Shyamugaon 114 65 49 43.0

Sehore Nasrullaganj Badnagar 150 95 55 36.7

Sehore Nasrullaganj Ranipura 96 55 41 42.7

Sehore Nasrullaganj Beejla 114 25 89 78.1

Sehore Nasrullaganj Kishanpur 100 55 45 45.0

Sehore Nasrullaganj Dhaba 94 58 36 38.3

Sehore Nasrullaganj Jogala 118 75 43 36.4

Sehore Nasrullaganj Borkheda Khurd 97 53 44 45.4

Sehore Nasrullaganj Badgaon 76 34 42 55.3

Sehore Nasrullaganj Mariyado 74 30 44 59.5

MARKET POTENTIAL GRAPH

Potential

%

0 - 10 10 -20 20-30 30 -40 40 -50 50 -60 60 -70 70 -80

No. of

villages

2 3 9 15 31 8 3 5

- 45 -

Market Potential of Villages

0

5

10

15

20

25

30

35

0 to 10 10 to 20 20 to 30 30 to 40 40 to 50 50 to 60 60 to 70 70 to 80

Potential in %

No

. O

f V

illa

ges

NETWORK MAPPING OF VILLAGES

S.No. Distice SDCA Village Network

1 Sehore Nasrullaganj Ct Green

2 Sehore Nasrullaganj Ladkui Green

3 Sehore Nasrullaganj Rampura Chakaldi Blue

4 Sehore Nasrullaganj Rhala Green

5 Sehore Nasrullaganj Ameerganj Blue

6 Sehore Nasrullaganj Hameedganj (Tumdi) Blue

7 Sehore Nasrullaganj Borkheda Kalan Green

8 Sehore Nasrullaganj Semalpani Kadeem Blue

9 Sehore Nasrullaganj Gopalpur Blue

10 Sehore Nasrullaganj Balagaon Blue

11 Sehore Nasrullaganj Nimota Blue

12 Sehore Nasrullaganj Basudeo (Bansdeo) Blue

13 Sehore Nasrullaganj Chhipaner Blue

- 46 -

14 Sehore Nasrullaganj Chhidgaonmouji Green

15 Sehore Nasrullaganj Tiladia Blue

16 Sehore Nasrullaganj Basantpur Blue

17 Sehore Nasrullaganj Shyampur Blue

18 Sehore Nasrullaganj Chhapari Blue

19 Sehore Nasrullaganj Tikamod Blue

20 Sehore Nasrullaganj Chhidgaonkachhi Green

21 Sehore Nasrullaganj Soyat Blue

22 Sehore Nasrullaganj Nimnagaon Blue

23 Sehore Nasrullaganj Bhilai Blue

24 Sehore Nasrullaganj Dimawar Blue

25 Sehore Nasrullaganj Bhadakui Blue

26 Sehore Nasrullaganj Sukarwas Blue

27 Sehore Nasrullaganj Panchor Blue

S.No. Distice SDCA Village Network

28 Sehore Nasrullaganj Gillaur Blue

29 Sehore Nasrullaganj Itarsi Blue

30 Sehore Nasrullaganj Chich Blue

31 Sehore Nasrullaganj Nandgaon Blue

32 Sehore Nasrullaganj Digwad Blue

33 Sehore Nasrullaganj Kalwana Blue

34 Sehore Nasrullaganj Bagwara Blue

35 Sehore Nasrullaganj Magaria Blue

36 Sehore Nasrullaganj Haliya Khedi Blue

37 Sehore Nasrullaganj Mahagaon Jadeed Blue

38 Sehore Nasrullaganj Dholpur Blue

39 Sehore Nasrullaganj Itawa Kalan Blue

40 Sehore Nasrullaganj Satrana Blue

41 Sehore Nasrullaganj Hathighat Blue

42 Sehore Nasrullaganj Gularpura Green

- 47 -

43 Sehore Nasrullaganj Sonthiya Green

44 Sehore Nasrullaganj Manji Khedi Blue

45 Sehore Nasrullaganj Gorakhpur Blue

46 Sehore Nasrullaganj Muhai Blue

47 Sehore Nasrullaganj Neelkanth Blue

48 Sehore Nasrullaganj Kumantal Blue

49 Sehore Nasrullaganj Tajpura Blue

50 Sehore Nasrullaganj Rithwar Blue

51 Sehore Nasrullaganj Kharsania Green

52 Sehore Nasrullaganj Satdev Blue

53 Sehore Nasrullaganj Babri Blue

54 Sehore Nasrullaganj Seelkanth Blue

55 Sehore Nasrullaganj Borkhedi Blue

S.No. Distice SDCA Village Network

56 Sehore Nasrullaganj Chorsa Khedi Blue

57 Sehore Nasrullaganj Seegaon Blue

58 Sehore Nasrullaganj Chaunda Grahan Green

59 Sehore Nasrullaganj Sewaniya Blue

60 Sehore Nasrullaganj Pandagaon Blue

61 Sehore Nasrullaganj Baisad Green

62 Sehore Nasrullaganj Rujan Khedi Green

63 Sehore Nasrullaganj Richhadiya Kadeem Blue

64 Sehore Nasrullaganj Lanchor Green

65 Sehore Nasrullaganj Nipania Blue

66 Sehore Nasrullaganj Gilhari Blue

67 Sehore Nasrullaganj Jamonia Kalan(Pandagaon Blue

- 48 -

68 Sehore Nasrullaganj Shyamugaon Blue

69 Sehore Nasrullaganj Badnagar Blue

70 Sehore Nasrullaganj Ranipura Blue

71 Sehore Nasrullaganj Beejla Green

72 Sehore Nasrullaganj Kishanpur Blue

73 Sehore Nasrullaganj Dhaba Blue

74 Sehore Nasrullaganj Jogala Green

75 Sehore Nasrullaganj Borkheda Khurd Blue

76 Sehore Nasrullaganj Badgaon Blue

77 Sehore Nasrullaganj Mariyado Green

NETWORK ANALYSIS GRAPH

Network type Green Blue

No.of villages 15 61

- 49 -

Network of Villages

0

10

20

30

40

50

60

70

Green Blue

type of Network

No

. o

f V

illa

ges

Type of network

Green: Villages Where Pencil Antenna Works & network is good.

Blue: Villages Where Omni (Magnate) & Patch Penel Antenna Works.

Red: Villages Where Network is extremely poor & No antenna works.

- 50 -

CHAPTER – VIII

TRAINING PROGRAM

Responsibi l i t ies during training period

Appointment of runners and feeders as per the requirement.

Daily Sales planning.

Target setting and Feedback of runners and feeders.

Training of runners and feeders related to product.

- 51 -

Training of runners and feeders to present the product to the

customers.

Collection of data regarding population and network position of villages

so that market potential can be identifies.

New incentive structure was recommended so that feeders and

runners are adequately compensated. Improved incentive structure

can act as a effective motivating factor.

Accompanied runners to the field so that ground realities are known.

Motivation of sales team by explaining them that their future is bright if

they are associated with a TATA enterprise.

Replacement of Poor performing runners as per requirement.

Sales promotion through Van activity and canopy activity.

Proper execution of customer services.

- 52 -

CHAPTER – VIII

SWOT ANALYSIS

STRENGTHS

The package o f f e red i s ve ry a t t r ac t i ve .

Low i n i t i a l i nves tmen t .

Low l oca l ca l l r a tes .

Low denomina t i on p repa id vouche rs ava i l ab le .

No mon th l y r en ta l .

Ava i l ab i l i t y o f p roduc t t o cus tomer ve ry f as t .

- 53 -

Wire less Wa lky Phone w i t h a l l f ea tu res as i n a good Mob i l e e .g .

Ca l l e r I d , Massages , L i gh t on d i sp l y , Speake r phone , r i ng Tone ,

Ca lenda r , Wa tch , Ca l l Reco rd e t c , FM rad io i n some i ns t rumen ts .

Promo t i ona l Ta l k t ime 200 Ta ta t o Ta ta .

The company ’ s name , TATA , i s t he b igges t s t r eng th and suppo r t

beh ind t he p lan and i t he lps i n es tab l i sh ing t he f a i t h o f t he

cus tomer .

No wor thwh i l e compe t i t o r . B .S .N .L . i s t he ma in compe t i t o r s bu t

mon th l y r en ta l i s a b i g weak po in t f o r t hem.

The marke t h i t t i ng i s ve ry e f f i c i en t as t he dea le r i s us ing

pe rsona ; sa le t echn ique by us ing l oca l sa lesmen and p rov id i ng

se rv i ces doo r t o doo r .

WEAKNESSES

.

There i s no i den t i t y p roo f i s sued f r om the company ’ s s i de t o t he

sa lesman , so t he v i l l age rs a re no t show ing f a i t h t owards t hem.

The use r manua l s i s i n Eng l i sh . So , i t i s d i f f i cu l t f o r t he ma jo r i t y

o f r u ra l cus tomers t o unde rs tand .

The phone sys tem i s ba t t e r y ope ra ted and t he backup i s ve ry

sma l l . Due t o t he f r equen t e l ec t r i c i t y f a i l u re , t he ba t t e r y i s no t

pe r f o rm ing we l l .

Changes i n t he p lan a re no t t ime l y conveyed t o t he sa lesmen ,

t he re shou ld p rog rammed de l as ea r l i e r .

The dea le r i s no t show ing h i s commi tmen t t owards t he company

and a l so t he company i s no t p rov id i ng h im the su f f i c i en t suppo r t .

Fo r examp le :

The vouche r supp l y i s no t good .

The dea le r i s no t ve ry much i n te res ted i n p rov id i ng a f t e r

sa le se rv i ce t o cus tomer .

Stock sca rc i t y f o r se rv i ce .

Var ie t y o f mode l makes a cus tomer con fuse & des i r e s tock

w i l l no t make ava i l ab le by company .

- 54 -

OPPORTUNIT IES

I f company i nc reases i t s ne two rk t hen sa les w i l l be i nc rease .

The A IRTEL and t he REL IANCE a re cove r i ng ve ry sma l l a rea o f

t he v i l l ages and ma in l y cove r i ng t he commerc ia l connec t i ons

(STD, PCO) . So , t he re i s vas t a rea open f o r t he company i f t hey

imp rove and expand t he i r ne two rk .

The p lan t ha t RTB o f f e r i ng i s ve ry a t t r ac t i ve and economica l . I f

t hey sp read t he i r p l ans and commun ica te we l l w i t h t he cus tomer ,

t hey w i l l de f i n i t e l y sw i t ch t o t he Ta ta ’ s connec t i on .

By p rov id i ng on t ime and bes t se rv i ce t o t he cus tomer , t he

company can ga in cus tomer l oya l t y and cus tomer sa t i s f ac t i on .

The we l l - t r a i ned and mo t i va ted sa lesmen can p rove an asse t t o

t he company and can i nc rease sa les vo lume and cus tomer

sa t i s f ac t i on .

I f h i ghe r denomina t i on vouche rs a re i n t r oduced revenue w i l l

i nc rease .

I f t he company p rov ides t he des i r e se t t o t he cus tomer and

p rope r and t ime l y s tock f o r se rv i ces t hen de f i n i t e l y sa les w i l l be

i nc rease .

THREATS

The s tock supp l y and t he vouche r ava i l ab i l i t y a re ve ry poo r so i t

a f f ec t s t he cus tomer ’ s f a i t h and sa t i s f ac t i on .

The poo r se rv i ce sa t i s f ac t i on i s t he b igges t t h rea t t o t he

company . I f t he cus tomer w i l l no t ge t on t ime se rv i ce t hey w i l l

de f i n i t e l y sw i t ch t o t he o the r phone sys tem and sa les w i l l f a l l

down .

The rumors a re a l so t he ma jo r t h rea t t o t he bus iness . Be ing

i l l i t e ra te , r umors a f f ec t t he ru ra l cus tomers t he mos t and t he

company ’ s image ge t s a f f ec ted .

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The weak marke t i ng ac t i v i t y i s a l so t he t h rea t t o t he image . The

cus tomer i s no t ge t t i ng p rope r i n f o rma t i on abou t t he p lan and t he

dea le r and t he sa lesman a re f oo l i ng t hem.

The ra iny season i s a l so t he t h rea t t o t he sa les vo lume because

i t becomes d i f f i cu l t t o r each t he p rospec t i ve cus tomer .

I n some cases , t he cus tomer ’ s f o rm ge t accep ted bu t even a f t e r

two mon ths t he phone i s no t ac t i va ted , i f i t i s t he case o f

r e j ec ted f o rm then t he re j ec ted f o rm i s no t subm i t t ed back t o t he

sa lesman .

Changes i n t he p lan a re no t t ime l y conveyed t o t he sa lesmen .

The dea le r doesn ’ t g i ve due a t t en t i on t o t he impo r tan t i den t i t y

p roo f o f t he cus tomer subm i t t ed t o h im and a l so i n some cases i t

ge t m isp laced . I t i s a l so t he t h rea t as i t makes t he cus tomer t o

su f f e r .

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CHAPTER – IX

SUGGESTIONS

SUGGESTIONS

There is a need to provide adequate training to the salesman (Feeders and

Runners).

User manuals and the plan’s pamphlets should be printed in Hindi.

There should be identity cards and sales kit to the salesman and service kit to JE.

Length of the wire of antenna and their quality should be better.

Better quality batteries and chargers should be provided with the instrument.

The voucher’s retail outlet should be opened so that the customers get the voucher

easily.

There should be identity cards and sales kit to the salesman.

Length of the wire of antenna and their quality should be better.

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Service Mela should be arrange time to time in various Hat/Mela of the territory.

Del Activation should be more fast because customer want there activation

immediately.

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CHAPTER XI

BIBLIOGRAPHY

BIBLIOGRAPHY

Books and Magazines-

Kotlers,Philip.(1999):”Marketing Management” Prentice Hall of India

Pvt.Ltd. New Delhi.

Preptalk (Aug.)PT Education

Business world

Websites:

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www.tataindicom.com

www.telecomwatch.com

www. trai .gov.in

www. dot .gov.in

ANNAXURE

AXW P-800 LSP-430

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Promotion of RBT of TTSL

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