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CHAPTER- 1
INRODUCTION
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INTRODUCTION
It is clear that the mobile industry is also undergoing profound
changes. The saturated developed markets are forcing the industry to
find new revenue streams and we are now World telecom industry
is an uprising industry, proceeding towards a goal of achieving two
third of the world's telecom connections. Substantial economic growth
and mounting population enable the rapid growth of this industry.
The world telecommunications market is expected to rise at an 11
percent compound annual growth rate at the end of year 2010. The
leading telecom companies like AT&T, Vodafone, Verizon, SBC
Communications, Bell South, Qwest Communications are trying to take
the advantage of this growth. These companies are working on
telecommunication fields like broadband technologies, EDGE(Enhanced
Data rates for Global Evolution) technologies, LAN-WAN inter
networking, optical networking, voice over Internet protocol, wireless
data service etc.
Economical aspect of telecommunication industry: World telecom
industry is taking a crucial part of world economy. The total revenue
earned from this industry is 3 percent of the gross world products and
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is aiming at attaining more revenues. One statistical report reveals that
approximately 16.9% of the world population has access to the
Internet.
GLOBAL SCENARIO
Until the 1980s the world telecommunications systems had a simply
administrative structure. In almost all other countries both services
were the monopolies of government agencies known as PTTs (for Post,
Telephone, and Telegraph). In the United States beginning in 1983,
AT&T agreed in a court settlement to divest It self of the local
operating companies that provided basic telephonic service.
For the time being however, voice will remain the killer application
for mobile with some data services included as support services and
niche market services. 4G (ie, WiMAX/LTE) is the real solution for
mobile data and by 2015 it is expected that the majority of mobile
revenues will come from data.
With the Internet economy, digital media and other telecommunications
activities becoming further established, the need for modern and
efficient infrastructure is becoming more critical.
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CHAPTER 2
COMPANY PROFILE
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COMPANY PROFILE
The Indian telecommunications industry is one of the fastest growing
in the world and India is projected to become the second largest
telecom market globally by 2010.
India added 113.26 million new customers in 2008, the largest
globally. In fact, in April 2008, India had already overtaken the US
as the second largest wireless market. To put this growth into
perspective, the countrys cellular base witnessed close to 50 per cent
growth in 2008, with an average 9.5 million customers added every
month. According to the Telecom Regulatory Authority of India
(TRAI), the total number of telephone connections (mobile as well as
fixed) had touched 385 million as of December 2008, taking the
telecom penetration to over 33 per cent. This means that one out of
every three Indians has a telephone connection, and telecom companies
expect this pace of growth to continue in 2009 as well. "We are
extremely bullish that the growth will continue in 2009. This year, the
number of additions will be in excess of 130 million," according to
T.V. Ramachandran , Director General, Cellular Operators Association
of India (COAI), an industry body that represents all Global System
for Mobile communications (GSM) players in India. According to
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CRISIL Research estimates, eight infrastructure sectors, which include
the telecom sector, are expected to draw more than US$ 345.28 billion
investment in India by 2012.
With the rural India growth story unfolding, the telecom sector is
likely to see tremendous growth in India's rural and semi-urban areas
in the years to come. By 2012, India is likely to have 200 million
rural telecom connections at a penetration rate of 25 percent. And
according to a report jointly released by Confederation of Indian
Industry (CII) and Ernst & Young, by 2012, rural users will account
for over 60 per cent of the total telecom subscriber base.
According to Business Monitor International, India is currently adding
8-10 million mobile subscribers every month. It is estimated that by
mid 2012, around half the country's population will own a mobile
phone. This would translate into 612 million mobile subscribers,
accounting for a tele-density of around 51 per cent by 2012. It is
projected that the industry will generate revenues worth US$ 43 billion
in 2009-10.
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GROWTH IN SEGMENTS
According to a Frost & Sullivan industry analyst, by 2012, fixed line
revenues are expected to touch US$ 12.2 billion while mobile
revenues will reach US$ 39.8 billion in India. Fixed line capex is
projected to be US$ 3.2 billion, and mobile capex is likely to touch
US$ 9.4 billion.
Further, according to a report by Gartner Inc., India is likely to
remain the world's second largest wireless market after China in terms
of mobile connections. According to recent data released by the COAI,
Indian telecom operators added a total of 10.66 million wireless
subscribers in December 2008. Further, the total wireless subscriber
base stood at 346.89 million at the end of December 2008.
The overall cellular services revenue in India is projected to grow at
a CAGR of 18 per cent from 2008-2012 to exceed US$ 37 billion.
Cellular market penetration will rise to 60.7 per cent from 19.8 per cent
in 2007.
The Indian telecommunications industry is on a growth trajectory with
the GSM operators adding a record 9.3 million new subscribers in
January 2009, taking the total user base to 267.5 million, according to
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the data released by COAI. However, this figure does not include the
number of subscribers added by Reliance Telecom.
In WiMax, India is slated to become the largest WiMAX market in the
Asia-Pacific by 2013. A recent study sees India's WiMAX subscriber
base hitting 14 million by 2013 and growing annually at nearly 130 per
cent. And investments in WiMAX ventures are slated to top US$ 500
million in India, according to a report by US-based research and consulting
firm, Strategy Analytics.
VALUE-ADDED SERVICES MARKET
A report by market research firm IMRB stated that the mobile value-
added services (MVAS) industry was valued at US$ 1.15 billion in June
2008, and is expected to grow rapidly at 70 per cent to touch US$
1.96 billion by June 2009.
Currently, MVAS in India accounts for 10 per cent of the operator's
revenue, which is expected to reach 18 per cent by 2010. According to a
study by Stanford University and consulting firm BDA, the Indian
MVAS is poised to touch US$ 2.74 billion by 2010.
Mobile advertising, which is an important VAS segment, offers great
potential to become an important revenue source. Marketers are
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increasingly using MVAS as a step ahead of SMS-based marketing to
sell soaps and shampoos, banking, insurance products and also
entertainment services, and rural markets are proving to be very receptive
for such marketing.
Further, Venture Capitalists like Canaan Partners, Draper Fisher
Juvertson, Helion, and Nexus India are also innovating with services like
mobile payment options, advertising, voice-based SMS and satellite
video streaming.
According to Venture Intelligence, there were nine deals worth US$ 41
million in 2007 in the mobile VAS space, and till August 2008, seven
deals worth US$ 91 million had already been finalized. Presently, mobile
VAS has a US$ 700 million market with a 20 per cent y-o-y growth,
which is likely to touch US$ 3 billion by 2012.
A DREAM COME TRUE
The Late Dhirubhai Ambani dreamt of a digital India an India
where the common man would have access to affordable means of
information and communication. Dhirubhai, who single-handedly built
Indias largest private sector company virtually from scratch, had stated
as early as 1999: Make the tools of information and communication
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available to people at an affordable cost. They will overcome the
handicaps of illiteracy and lack of mobility.
It was with this belief in mind that Reliance Communications (formerly
Reliance Infocomm) started laying 60,000 route kilometers of a pan-India
fiber optic backbone. This backbone was commissioned on 28 December
2002, the auspicious occasion of Dhirubhais 70th birthday, though sadly
after his unexpected demise on 6 July 2002.
Reliance Communications has a reliable, high-capacity, integrated (both
wireless and wireline) and convergent (voice, data and video) digital
network. It is capable of delivering a range of services spanning the entire
infocomm (information and communication) value chain, including
infrastructure and services for enterprises as well as individuals,
applications, and consulting.
Today, Reliance Communications is revolutionizing the way India
communicates and networks, truly bringing about a new way of life.
About Sh. Dhirubhai Ambani
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Few men in history have made as dramatic a contribution to their
countrys economic fortunes as did the founder of Reliance, Sh.
Dhirubhai H Ambani. Fewer still have left behind a legacy that is more
enduring and timeless.
As with all great pioneers, there is more than one unique way of
describing the true genius of Dhirubhai: The corporate visionary, the
unmatched strategist, the proud patriot, the leader of men, the architect of
Indias capital markets, the champion of shareholder interest. But the role
Dhirubhai cherished most was perhaps that of Indias greatest wealth
creator. In one lifetime, he built, starting from the proverbial scratch,
Indias largest private sector enterprise.
When Dhirubhai embarked on his first business venture, he had a seed
capital of barely US$ 300 (around Rs 14,000). Over the next three and a half
decades, he converted this fledgling enterprise into a Rs 60,000 crore
colossusan achievement which earned Reliance a place on the global
Fortune 500 list, the first ever Indian private company to do so.
Dhirubhai is widely regarded as the father of Indias capital markets. In
1977, when Reliance Textile Industries Limited first went public, the Indian
stock market was a place patronized by a small club of elite investors which
dabbled in a handful of stocks.
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Undaunted, Dhirubhai managed to convince a large number of first-time
retail investors to participate in the unfolding Reliance story and put their
hard-earned money in the Reliance Textile IPO, promising them, in
exchange for their trust, substantial return on their investments. It was
to be the start of one of great stories of mutual respect and reciprocal
gain in the Indian markets.
Under Dhirubhais extraordinary vision and leadership, Reliance
scripted one of the greatest growth stories in corporate history anywhere in
the world, and went on to become Indias largest private sector enterprise.
Through out this amazing journey, Dhirubhai always kept the interests
of the ordinary shareholder uppermost in mind, in the process making
millionaires out of many of the initial investors in the Reliance stock, and
creating one of the worlds largest shareholder families.
VISION
We will leverage our strengths to execute complex global-scale
projects to facilitate leading-edge information and communication
services affordable to all individual consumers and businesses in India.
We will offer unparalleled value to create customer delight and enhance
business productivity.
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We will also generate value for our capabilities beyond Indian borders
and enable millions of India's knowledge workers to deliver their
services globally.
INDIAS LEADING INTEGRATED TELECOM COMPANY
Reliance Communications is the flagship company of the Anil Dhirubhai
Ambani Group (ADAG) of companies. Listed on the National Stock
Exchange and the Bombay Stock Exchange, it is Indias leading integrated
telecommunication company with over 77 million customers.
Our business encompasses a complete range of telecom services
covering mobile and fixed line telephony. It includes broadband, national
and international long distance services and data services along with an
exhaustive range of value-added services and applications. Our constant
endeavor is to achieve customer delight by enhancing the productivity of
the enterprises and individuals we serve.
Reliance Mobile (formerly Reliance India Mobile), launched on 28
December 2002, coinciding with the joyous occasion of the late Dhirubhai
Ambanis 70th birthday, was among the initial initiatives of Reliance
Communications. It marked the auspicious beginning of Dhirubhais
dream of ushering in a digital revolution in India. Today, we can
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proudly claim that we were instrumental in harnessing the true power of
information and communication, by bestowing it in the hands of the
common man at affordable rates.
We endeavor to further extend our efforts beyond the traditional value chain
by developing and deploying complete telecom solutions for the entire
spectrum of society.
LOOKING BACK, LOOKING FORWARD
Reliance Anil Dhirubhai Ambani Group, an offshoot of the Reliance
Group founded by Shri Dhirubhai H Ambani (1932-2002), ranks among
Indias top three private sector business houses in terms of net worth. The
group has business interests that range from telecommunications
(Reliance Communications Limited) to financial services (Reliance Capital
Ltd) and the generation and distribution of power (Reliance
Infrastructure Limited).
Reliance ADA Groups flagship company, Reliance Communications, is
India's largest private sector information and Communications
Company, with over 77 million subscribers. It has established a pan-
India, high-capacity, integrated (wireless and wireline), convergent (voice,
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data and video) digital network, to offer services spanning the entire
infocomm value chain.
Other major group companies Reliance Capital and Reliance
Infrastructure are widely acknowledged as the market leaders in their
respective areas of operation.
CHAIRMAN'S PROFILE
Anil D. Ambani
http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/http://www.rbe.co.in/https://www.reliancepms.com/webfincrm/login.jsp;jsessionid=F0A3B295058BD4A2CDDE976E5C6F4D4Fhttp://www.reliancegeneral.co.in/insurance/home.htmlhttp://www.relianceadagroup.com/adportal/ADA/index.jsphttp://www.reliancelife.co.in/http://www.rcom.co.in/http://www.harmonyindia.org/http://www.reliancemutual.com/http://rel.co.in/7/28/2019 To PrintFINAL Reliance Communications Customer Satisfaction 1 100
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Regarded as one of the foremost corporate leaders of contemporary India,
Shri Anil D. Ambani,48, is the chairman of all the listed companies of the
Reliance ADA Group, namely Reliance Communications, Reliance
Capital, Reliance Energy and Reliance Natural Resources limited.
He is also Chairman of the Board of Governors of Dhirubhai Ambani
Institute of Information and Communication Technology, Gandhi Nagar,
Gujarat.
Till recently, he also held the post of Vice Chairman and Managing
Director of Reliance Industries Limited (RIL), Indias largest private
sector enterprise.
Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer,
And was centrally involved in every aspect of the companys
Management over the next 22 years. He is credited with having
Pioneered a number of path-breaking financial innovations in the
Indian capital markets. He spearheaded the countrys first forays into
The overseas capital markets with internationall public offerings of
global depositary receipts, convertibles and bonds. Starting in 1991, he
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directed Reliance Industries in its efforts to raise over US$ 2 billion.
He also steered the 100-year Yankee bond issue for the company in
January 1997.
He is a member of:
Wharton Board of Overseers, The Wharton School, USA
Central Advisory Committee, Central Electricity Regulatory
Commission
Board of Governors, Indian Institute of Management, Ahmedabad
Board of Governors Indian Institute of Technology, Kanpur
In June 2004, he was elected for a six-year term as an independent
member of the Rajya Sabha, Upper House of Indias Parliament a
position he chose to resign voluntarily on March 25, 2006.
Awards and Achievements:
Conferred the CEO of the Year 2004 in the Platts Global Energy
Awards
Rated as one of Indias Most Admired CEOs for the sixth
consecutive year in the Business Barons TNS Mode opinion poll,
2004
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Conferred The Entrepreneur of the Decade Award by the Bombay
Management Association, October 2002
Awarded the First Wharton Indian Alumni Award by the Wharton
India Economic Forum (WIEF) in recognition of his contribution to
the establishment of Reliance as a global leader in many of its
business areas, December 2001
Selected by Asiaweek magazine for its list of Leaders of the
Millennium in Business and Finance and was introduced as the
only new hero in Business and Finance from India, June 1999.
CORPORATE GOVERNANCE
Organizations, like individuals, depend for their survival, sustenance and
growth on the support and goodwill of the communities of which they
are an integral part, and must pay back this generosity in every way they
can
This ethical standpoint, derived from the vision of our founder, lies at the
heart of the CSR philosophy of the RelianceADA Group.
While we strongly believe that our primary obligation or duty as
corporate entities is to our shareholders we are just as mindful of the fact
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that this imperative does not exist in isolation; it is part of a much larger
compact which we have with our entire body of stakeholders: From
employees, customers and vendors to business partners, eco-system, local
communities, and society at large.
We evaluate and assess each critical business decision or choice from the
point of view of diverse stakeholder interest, driven by the need to
minimize risk and to pro-actively address long-term social, economic and
environmental costs and concerns.
For us, being socially responsible is not an occasional act of charity or
that one-time token financial contribution to the local school, hospital or
environmental NGO. It is an ongoing year-round commitment, which is
integrated into the very core of our business objectives and strategy.
Because we believe that there is no contradiction between doing well
and doing right Indeed, doing right is a necessary condition for doing
well.
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DEPARTMENTAL STRUCTURE
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SWOT ANALYSIS
STRENGTH
RELIANCEs strategies are more interested in expanding the
market than wresting share away from other players.
RELIANCE decided to be a value driver, selling novel product
benefits.
RELIANCE applied unique insight across product markets,
including mobile, where people hadnt imagined that health had
any relevance ,And this due to the accurate presentation by
effective advertisements the Indian consumers is beginning to judge
all sort of machines by what they mean for a healthful life style.
RELIANCE is technological brand as compared to others which
launched a whole range of household products simultaneously and
because of the strategy the customers had been benefited with the
consciousness of concept of health who receive it in the from of
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quality Healthful products also are new conscious enough to
judge their machines vide this parameter.
Operating with a consumers perspective is a matter of route at
RELIANCE by keep on asking ridiculous questions and figuring
out how much to deliver.
WEAKNESS
RELIANCE has less numbers of retailers.
Less force- It has less numbers of marketing personnels.
It has not planned for setting up of any new plants where their
competitor has planned to set up several new plants.
It has no extra features in the brand that differentiate its from other
competitors.
In RELIANCE advertising there is no any famous personality as
Brand Ambassadors.
OPPORTUNITIES
It can take the market very well with the new investment of $ 143
millions.
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It can give a big jerk to its major competitor Tata it can increase its
number of products in consumer goods.
Increasing trend of RELIANCE of different brand.
THREATS
It has continuous threat from other players like Tata and MTS as
well as various other competitors.
RELIANCE has a major market than Tata between the families due to
advertisement of world cup cricket.
A large amount of expenses on the advertisement.
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CHAPTER 3
OBJECTIVE OF THESTUDY
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OBJECTIVES OF THE STUDY
The following are the objectives of the study.
To study the problems faced by the respondents with Reliance
Postpaid service.
To study customer satisfaction level on Reliance services.
To find out consumer preferences.
To analyze the level of awareness about Reliance products.
To make suggestions in the light of the findings of the study.
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IMPORTANCE AND SCOPE OF THE STUDY
Try to capture the nearest other market nearby.
Proper messages should be provide otherwise it can irritate
consumers.
The accessing process should be short, this will lead to the
economy.
The services should be reviewed time to time, like repetitions
of jokes.
The cost of services is high; it should be brought down for
greater consumer reach.
The responses should be continuous all the time, sometimes the
consumers dont get the due response.
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CHAPTRE-4
LITERATURE REVIEW
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LITERATURE REVIEW
INDIAN OVERVIEW
Today the Indian telecommunications network with over 375 Million
subscribers is second largest network in the world after China. India is
also the fastest growing telecom market in the world with an addition
of 9- 10 million monthly subscribers. The teledensity of the Country
has increased from 18% in 2006 to 33% in December 2008, showing a
stupendous annual growth of about 50%, one of the highest in any
sector of the Indian Economy. The Department of
Telecommunications has been able to provide state of the art world-
class infrastructure at globally competitive tariffs and reduce the
digital divide by extending connectivity to the unconnected areas.
India has emerged as a major base for the telecom industry
worldwide. Thus Indian telecom sector has come a long way in
achieving its dream of providing affordable and effective
communication facilities to Indian citizens. As a result common man
today has access to this most needed facility. The reform measures
coupled with the proactive policies of the Department of
Telecommunications have resulted in an unprecedented growth of the
telecom sector.
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The thrust areas presently are:
1. Building a modern and efficient infrastructure ensuring greater
competitive environment.
2. With equal opportunities and level playing field for all stakeholders.
3. Strengthening research and development for manufacturing, value added
services.
4. Efficient and transparent spectrum management
5. To accelerate broadband penetration
6. Universal service to all uncovered areas including rural areas.
7. Enabling Indian telecom companies to become global players.
Recent things to watch in Indian telecom sector are:
1. 3G and BWA auctions
2. MVNO
3. Mobile Number Portability
4. New Policy for Value Added Services
5. Market dynamics once the recently licensed new telecom operators start
rolling out
6. Services.
7. Increased thrust on telecom equipment manufacturing and exports.
8. Reduction in Mobile Termination Charges as the cost per line has
substantially reduced
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9. Due to technological advancement and increase in traffic.
India's telecom sector has shown massive upsurge in the recent years in all
respects of industrial growth. From the status of state monopoly with very
limited growth, it has grown in to the level of an industry. Telephone,
whether fixed landline or mobile, is an essential necessity for the people of
India. This changing phase was possible with the economic development
that followed the process of structuring the economy in the capitalistic
pattern. Removal of restrictions on foreign capital investment and industrial
de-licensing resulted in fast growth of this sector. At present the country's
telecom industry has achieved a growth rate of 14 per cent. Till 2000, though
cellular phone companies were present, fixed landlines were popular in most
parts of the country, with government of India setting up the Telecom
Regulatory Authority of India, and measures to allow new players country,
the featured products in the segment came in to prominence. Today the
industry offers services such as fixed landlines, WLL, GSM mobiles,
CDMA and IP services to customers. Increasing competition among players
allowed the prices drastically down by making the mobile facility accessible
to the urban middle class population, and to a great extend in the rural areas.
Even for small shopkeepers and factory workers a phone connection is not
an unreachable luxury. Major players in the sector are BSNL, MTNL, Bharti
Teleservices, Hutchison Essar, BPL, Tata, Idea, etc. With the growth of
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telecom services, telecom equipment and accessories manufacturing has also
grown in a big way.
Indian Telecom sector, like any other industrial sector in the country, has
gone through many phases of growth and diversification. Starting from
telegraphic and telephonic systems in the 19th century, the field of
telephonic communication has now expanded to make use of advanced
technologies like GSM, CDMA, and WLL to the great 3G Technology in
mobile phones. Day by day, both the Public Players and the Private Players
are putting in their resources and efforts to improve the telecommunication
technology so as to give the maximum to their customers.
Cygnus Business Consulting & Research Pvt. Ltd. (2008), in its
Performance Analysis of Companies (April-June 2008) has
analyzed the Indian telecom industry in the awake of recent global
recession and its overall impact on the Indian economy. With almost 5-6
million subscribers are being added every month, and the country is
witnessing wild momentum in the telecom industry, the Indian
telecom industry is expected to maintain the same growth trajectory.
Internet service providers in India, Rao (2000), provide a broad
view of the role of an Internet service provider (ISP) in a nascent
market of India. Building local content, foreknowledge of new
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Internet technologies, connecting issues, competitiveness, etc. would
help in their sustainability.
The role of technology in the emergence of the information
society in India, Singh (2005), describes the role that information and
communication technologies are playing for Indian society to
educate them formally or informally which is ultimately helping
India to emerge as an information society.
T.H. Chowdary (1999) discusses how Telecom reform, or
demonopolization, in India has been bungled. Shaped by legislation
dating back to the colonial era and post Second World War socialist
policies, by the mid-1980s India realized that its poor
telecommunications infrastructure and service needed reform. At the
heart of the problem lay the monopoly by the governments Department
of Telecommunications (DOT) in equipment, networks and services.
The National Telecom Policy 1994 spelt out decent objectives for
reform but tragically its implementation was entrusted to the DOT.
This created an untenable situation in which the DOT became
policymaker, licenser, regulator, operator and also arbitrator in
disputes between itself and licensed competitors. He discusses the
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question: Why did India get it so wrong? and What India should do
now?
Thomas (2007), in his article describes the contribution made by
telecommunications in India by the state and civil society to public
service, this article aims to identify the states initial reluctance to
recognize telecommunications provision as a basic need as against the
robust tradition of public service aligned to the postal services and finds
hope in the renewal of public service telecommunications via the Right to
Information movement. The article follows the methodology of studying
the history of telecommunications approach that is conversant with the
political economy tradition. It uses archival sources, personal
correspondence, and published information as its research material. The
findings of the paper suggests that public service in telecommunication is
a relatively new concept in the annals of Indian telecommunications
and that a deregulated environment along with the Right to Information
movement holds significant hope for making public service
telecommunications a real alternative. The article provides a reflexive,
critical account of public service telecommunications in India and
suggests that it can be strengthened by learning gained from the continual
renewal of public service ideals and action by the postal services and a
people-based demand model linked to the Right to Information
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Movement. All studies done by the researcher suggests that the right to
information movement has contributed to the revitalization of
participatory democracy in India and to a strengthening of public service
telecommunications.
Introduction to Telecom Industry
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
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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.
Evolution of the industry-Important Milestones
Year
1851 First operational land lines were laid by the government nearCalcutta (seatof British power)
1881 Telephone service introduced in India
1883 Merger with the postal system
1923 Formation of Indian Radio Telegraph Company (IRT)
1932 Merger of ETC and IRT into the Indian Radio and CableCommunication
Company (IRCC)
1947 Nationalization of all foreign telecommunication companies toform thePosts, Telephone and Telegraph (PTT), a monopoly run by thegovernment's Ministry of Communications
1985 Department of Telecommunications (DOT) established, anexclusive
provider of domestic and long-distance service that would be its
ownregulator (separate from the postal system)
1986 Conversion of DOT into two wholly government-ownedcompanies: theVidesh Sanchar Nigam Limited (VSNL) for internationaltelecommunications
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and Mahanagar Telephone Nigam Limited (MTNL) for serviceinmetropolitan areas.
1997 Telecom Regulatory Authority of India created.
1999 Cellular Services are launched in India. New National TelecomPolicy isadopted.
2000 DoT becomes a corporation, BSNL
A large population, low telephony penetration levels, and a rise in
consumers' income and spending owing to strong economic growth have
helped make India the fastest-growing telecom market in the world. The first
and largest operator is the state-owned incumbent BSNL, which is also the
7th largest telecom company in the world in terms of its number of
subscribers. BSNL was created by corporatization. while DTS (Department
of Telecommunication Services), a government unit responsible for
provision of telephony services. Subsequently, after the telecommunication
policies were revised to allow private operators, companies such as Bharti
Telecom, TATA Indicom, Vodafone, MTNL, Idea, Vodafone and BPL have
entered the space. Major operators in India. However, rural India still lacks
strong infrastructure.
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The total number of telephones in the country crossed the 300 million mark
on June 18 2008The overall tele-density has increased to 36.98% in March
2009 .In the wireless segment, 15.87 million subscribers have been added in
March 2009. The total wireless subscribers (GSM, CDMA & WLL (F)) base
is more than 391.76 million now. The wire line segment subscriber base
stood at 38.22 million with a decline of 0.13 million in October 2008.
Market Share of Public and Private Industry
The fixed line and mobile segments serve the basic needs of local calls, long
distance calls and the international calls, with the provision of broadband
services in the fixed line segment and GPRS in the mobile arena. Traditional
telephones have been replaced by the codeless and the wireless instruments.
Mobile phone providers have also come up with GPRS-enabled multimedia
messaging, Internet surfing, and mobile-commerce.The much-awaited 3G
mobile technology is soon going to enter the Indian telecom market. The
GSM, CDMA, WLL service providers are all upgrading them to provide 3G
mobile services. Along with improvement in telecom services, there is also
an improvement in manufacturing. In the beginning, there were only the
Siemens handsets in India but now a whole series of new handsets, such as
Nokia's latest N-series, Sony Ericsson's W-series, Motorola's PDA phones,
etc. have come up.
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Touch screen and advanced technological handsets are gaining popularity.
Radio services have also been incorporated in the mobile handsets, along
with other applications like high storage memory, multimedia applications,
multimedia games, MP3 Players, video generators, Camera's, etc. The value
added services provided by the mobile service operators contribute more
than 10% of the total revenue.
The Global Cellular Mobile Industry
Global telecom sector
Earnings visibility
Earnings growth is being driven by improving pricing conditions, stabilizing
operating trends, aggressive cost cutting initiatives, a positive regulatory
environment, strong wireless growth, and new market opportunities. This
has translated into greater visibility of forward earnings as evidenced by
recent increased analyst upgrades within the sector.
Merger synergies
Given the substantial amount of excess capital available in the sector and in
private equity we expect to see additional merger and acquisition activity,
albeit at a slower pace than recently witnessed. Global telecom M&A deals
over the past two years have reflected market expansion but have also had a
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positive effect on the buyers balance sheets. Partnering companies have
begun realizing their synergies through cost reductions and economies of
scale. In the US, the largest three companies now account for over 70% of
the sector market cap; this compares to 34% in 1990. Trends in bundled
services are also paving the way for additional M&A activity. Sector
consolidation will further increase the importance of stock selection.Growth
While cost-cutting has been a major source of earnings growth, we have
seen top-line pressures decreasing which will help revenues become a larger
driver of earnings growth again. We see growth within the sector coming
from a number of areas including: broadband, 3G (third generation)
technology, expansion in emerging markets. Broadband penetration has been
accelerating as internet customers are seeking faster downloads for audio
and video files. 3G services, which facilitate the simultaneous transfer of
both voice and non-voice (i.e. video, downloads, SMS, etc.) data are
providing mobile users with a much more robust communication platform
and should finally begin to realize their growth potential in 2007. Emerging
market companies benefit from low penetration rates and also tend to have
lower leverage, higher margins and higher growth than most developed
markets telecom companies.
Global opportunities
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It has become less difficult to find attractive telecom investment
opportunities globally than it was a year ago. As the fog has lifted from the
sector, there are increased opportunities within both the growth and value
spaces.
Definition of Cellular/Mobile phone
The Cellular telephone (commonly "mobile phone" or "cell phone" or
"hand phone") is a long-range, portable electronic device used for mobile
communication. In addition to the standard voice function of a telephone,
The Global Cellular Mobile Industry:
The global mobile phone industry is based on many different
manufacturers and operators. The industry is based on advanced technology
and many of the manufacturers are operating in different industries, where
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they use their technological skills, distribution network, market knowledge
and brand name. Four large manufacturers of mobile phones are today
dominating the global mobile phone industry &networks; Nokia, Sony
Ericson, Samsung and Motorola . Airtel, Bsnl , tataindicom ,Vodafone,
reliance, others. In addition to these companies there are many
manufacturers that operate globally and locally.
Telecom Industry in India
The telecom industry is one of the fastest growing industries in India.
India has nearly200 million telephone lines making it the third largest
network in the world after China and USA.
With a growth rate of 45%, Indian telecom industry has the highest
growth rate in the8world.
Much of the growth in Asia Pacific Wireless Telecommunication
Market is spurred by the growth in demand in countries like India and
China.
Indias mobile phone subscriber base is growing at a rate of 82.2%.
China is the biggest market in Asia Pacific with a subscriber base of
48% of the total subscribers in Asia Pacific.
Compared to that Indias share in Asia Pacific Mobile Phone market
is 6.4%.
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Considering the fact that India and China have almost comparable
populations, India slow mobile penetration offers huge scope for
growth.
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CHAPTER-5
RESEARCHMETHODOLOGY
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RESEARCH METHODOLOGY
Methodology is an essential aspect of any project or research. It enables the
researches look at the problem in a systematic, meaningful and orderly way.
Methodology comprises the sources of data, selection of data, various
designs and techniques used for analyzing the data.
Collection of data
The primary data are collected through survey method. Survey method is
undertaken to find the customer satisfaction and opinion. A survey was
conducted among the people of Meerut City by the aid of well structured
questionnaire. The population for the study consists of people who are using
cell phones in Meerut City.
Sample Size:
The sampling unit for the study is 100, which includes the cell phone, fixed
wireless phones and internet users in Meerut City. The sampling size
includes male and female users from different occupation, age. The
sampling size was restricted to 100 because of the time constrains. Here,
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convenient sampling technique has been adopted for collecting the primary
data.
DATA COLLECTION:
Data is the key activity of marketing research. The design of the data
collecting method is backbone of research design.
Data constitute the foundation of staistiacl analysis and interpretation
hence the first step in statistical work is to obtain data.
Data can be obtained from the important source, namely:
Primary Data
Primary Data:
Primary data are gathered for the specific purpose or for a specific
research project, consist of original information for the fulfillment of
project objective.
When the data are required for the particular study can be found
neither in the internal record of the enterprises nor in published
sources. In some cases it may become necessary to collect original
data.
Primary data can be collected in four ways:-
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1. Observation
2. Focus
3. Survey
4. Experiment
Statistical tools
For analyzing the data, statistical tables and percentages were used.
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LIMITATIONS
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Limitations
Th study was restricted to only those clients who were related to Reliance
Communications products.
The study was confined within specific regions of Meerut city only.
The sample size was limited so the results obtained from the study may
not be generalized for the whole population.
The time period of the study was not sufficient to measure the
consumers response effectively and reach to a more valid conclusion.
Many of the respondents may not have given the correct information due
to personal bias.
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CHAPTER 6
DATA ANALYSIS AND
INTERPRETATION
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ANALYSIS AND INTERPRETATION
Table: 1
Q. Age group of respondents
Age Group Number of Respondents Percentage
20-25 44 44%
25-35 32 32%
35-45 18 18%
Above 45 6 6%
Total 100 100%
Figure 1: Age group of the respondents
20-25
40%
25-35
29%
35-45
16%
above 45
15%
20-25
25-35
35-45
above 45
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INTERPRETATION:
44% of the respondents are between the age group 2025.
32% of the respondents are between the age group 2535.
18% of the respondents are between the age group 3545.
6% of the respondents are above 45 years of age.
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Table: 2
Q. Occupation of the respondents.
Occupation Number of Respondents Percentage
Students 34 34%
Business 52 52%
Govt. Services 10 10%
Professionals 4 4%
Total 100 100%
Figure 2 : Occupation of the respondents
Students
34%
Businessmen
52%
Govt. Service
10%
Professionals
4%
Students
Businessmen
Govt. Service
Professionals
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INTERPRETATION:
34% of the respondents are Students.
52% of the respondents are Businessmen.
10% of the respondents are from Govt. Services.
4% of the respondents are Professionals.
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Table: 3
Q. Phone/internet is being used for
Usage No. of Respondents Percentage
Business 54 54%
Official 10 10%
Personal 36 36%
Total 100 100%
Figure 3 : Purpose of the use of phone/internet
Business
54%
Official
10%
Personal
36% Business
Official
Personal
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INTERPRETATION:
54% of the respondents are using Phone/internet for business purpose.
10% of the respondents are using Phone/internet for official purpose.
36% of the respondents are using Phone/internet for personal purpose.
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Table: 4
Q. Which of the reliance post paid products are customers aware of?
Products No. of Respondents Percentage
RIM Post Paid 92 92%
FWP 60 60%
Broadband 74 74%
HSDC 47 47%
Total 100 100%
Figure 4 : Awareness of the products
RIM Post Paid,
92
FWP, 60
Broadband, 74
HSDC, 47
0
10
20
30
40
50
60
70
80
90
100
RIM Post Paid FWP Broadband HSDC
Series1
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INTERPRETATION:
92% of the respondents are aware of RIM Post Paid.
60% of the respondents are aware of FWP.
74% of the respondents are aware of Broadband.
47% of the respondents are aware of HSDC.
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Table: 5
Q. How do you come to know about the products?
Medium No. of Respondents Percentage
Television 52 52%
Print 34 34%
Sales Executives 5 5%
Friends and existing
users
9 9%
Total 100 100%
Figure 5 : Medium through which customers came to know about the
products
Television
52%Print
34%
Sales
Executives
5%
Friends and
existing users
9%Television
Sales Executives
Friends and existing
users
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INTERPRETATION:
52% of the respondents came to know about the products through
television.
34% of the respondents came to know about the products through
print.
5% of the respondents came to know about the products through sales
executives.
9% of the respondents came to know about the products through
friends and existing users.
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Table: 6
Q. Which of the following products are you using?
Products No. of Respondents Percentage
RIM Post Paid 13 13%
FWP 41 41%
Broadband 20 20%
HSDC 26 26%
Total 100 100%
Figure 6 : No. of respondents using the products
RIM Post Paid
13%
FWP
41%Broadband
20%
HSDC
26% RIM Post Paid
FWP
Broadband
HSDC
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INTERPRETATION:
13% of the respondents were using RIM Post Paid.
41% of the respondents were using FWP.
20% of the respondents were using Broadband.
26% of the respondents were using HSDC.
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Table: 7
Q. Are you satisfied with the service provided by the company?
Level No. of Respondents Percentage
Fully Satisfied 38 38%
Partially Satisfied 51 51%
Not Satisfied 11 11%
Total 100 100%
Figure 7 : Satisfaction level of the respondents
Fully Satisfied
38%
Partially
Satisfied
51%
Not Satisfied11%
Fully Satisfied
Partially Satisfied
Not Satisfied
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INTERPRETATION:
38% of the respondents were fully satisfied with the services.
51% of the respondents were partially satisfied with the services.
11% of the respondents were not satisfied with the services.
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Table: 8
Q. What are the major reasons for dissatisfaction?
Reasons No. of Respondents Percentage
Poor quality of
signals/network 15 15%
Poor voice quality 4
Higher cost 27 27%
Slow speed 13 13%
Billing errors 19 19%
Poor customer care
service
22 22%
Total 100 100%
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Figure 8 : Major reasons for dissatisfaction
Poor quality of
signals/network
15%
Poor voice
quality
4%
Higher cost
27%
Slow speed
13%
Billing errors19%
Poor customer
care service
22%
Poor quality of
signals/network
Poor voice quality
Higher cost
Slow speed
Billing errors
Poor customer care
service
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INTERPRETATION:
15% of the respondents were dissatisfied by poor signals/network.
4% of the respondents were dissatisfied by poor voice quality.
27% of the respondents were dissatisfied by higher cost of services.
13% of the respondents were dissatisfied by slow speed.
19% of the respondents were dissatisfied by the billing errors.
22% of the respondents were dissatisfied by poor customer care
service.
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Table: 9
Q. Which of the following products does a sales executive tells you about
when he
visits you?
Products No. of Respondents Percentage
RIM Post Paid 73 73%
FWP 59 59%
Broadband 41 41%
HSDC 46 46%
Total 100 100%
Figure 9 : Products told by sales executives to the respondents
RIM Post Paid,
73
FWP, 59
Broadband, 41
HSDC, 46
0
10
20
30
40
50
60
70
80
RIM Post Paid FWP Broadband HSDC
Series1
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INTERPRETATION:
73% of the respondents were told about the RIM Post Paid by the
visiting sales executives.
59% of the respondents were told about the FWP by the visiting sales
executives.
41% of the respondents were told about the broadband by the visiting
sales executives.
46% of the respondents were told about the HSDC by the visiting
sales executives.
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Table: 10
Q. What channel would you prefer to buy a telecom/internet service?
Channel No. of respondents Percentage
Home delivery 18 18%
Customer care 57 55%
Online 9 9%
Franchisee & utility
shops
16 13%
Total 100 100%
Figure 10: Respondents preference of buying channels
Home delivery18%
Customer care
57%
Online9%
Franchisee &
Utility shops16%
Home delivery
Customer care
Online
Franchisee & utility shops
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INTERPRETATION:
18% of the respondents would prefer to buy the service through home
delivery.
57% of the respondents would prefer to buy the service through
customer care.
9% of the respondents would prefer to buy the service online.
16% of the respondents would prefer to buy the service through
franchisee & utility shops.
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Table: 11
Q. Which of the following services you look before choosing the
product?
Service No. of respondents Percentage
Price 84 84%
Connectivity 46 46%
Speed 51 51%
Value added service 23 23%
After sales service 62 62%
Total 100 100%
Figure 11: Features considered by the customers
Price, 84
Connectivity, 46Speed, 51
Value added
service, 23
After sales
service, 62
0
10
20
30
40
50
60
70
80
90
Price Connectivity Speed Value added
service
After sales
service
Series1
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INTERPRETATION:
84% of the respondents consider price before choosing the product.
46% of the respondents consider connectivity before choosing the
product.
51% of the respondents consider speed before choosing the product.
23% of the respondents consider value added services before choosing
the product.
62% of the respondents consider after sales service before choosing
the product.
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Table: 12
Q. If price and mobility is not a concern, which of the following would a
customer
buy?
Product No. of respondents Percentage
Land line phone 06 6%
Fixed wireless phone 17 17%
Mobile based on GSM
technology 77 77%
Mobile based on
CDMA technology 0 0%
Total 100 100%
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Figure12: Customers' preferences
Land line phone,
6
Fixed wireless
phone, 17
Mobile based on
GSM
technology, 77
Mobile based on
CDMA
technology, 0
Land line phone
Fixed wireless phone
Mobile based on GSMtechnology
Mobile based on CDMA
technology
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INTERPRETATION:
6% of the respondents would buy land line phone, if price and
mobility is not a concern.
17% of the respondents would buy fixed wireless phone, if price and
mobility is not a concern.
77% of the respondents would buy mobile based on GSM technology,
if price and mobility is not a concern.
0% of the respondents would buy mobile based on CDMA
technology, if price and mobility is not a concern.
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Table: 13
Q. Would a customer like to recommend reliance services to others?
Opinion No. of respondents Percentage
Yes 63 63%
No 37 37%
Total 100 100%
Figure 13: Opinion on recommending to others
yes
63%
no
37%
yesno
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INTERPRETATION:
63% of the respondents would recommend reliance services to others.
37% of the respondents would not recommend reliance services to
others.
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Table: 14 (a)
Q. Rate the following services on the basis of your satisfaction.
1) Network:
Satisfaction Level No. of respondents Percentage
Excellent 11 11%
Very good 18 18%
Good 21 21%
Average 32 32%
Poor 18 18%
Total 100 100%
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Figure14-a: Satisfaction level for network
Excellent
11%Very good
18%
Good
21%
Average
32%
Poor
18%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
11% of the respondents rated excellent for the network.
18% of the respondents rated very good for the network.
21% of the respondents rated good for the network.
32% of the respondents rated average for the network.
18% of the respondents rated poor for the network.
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Table: 14 (b)
2) SMS Rates:
Satisfaction Level No. of respondents Percentage
Excellent 5 5%
Very good 27 27%
Good 41 41%
Average 18 18%
Poor 9 9%
Total 100 100%
Figure14-b: Satisfaction level for SMS rates
Excellent
5%Very good
27%
Good
41%
Average
18%
Poor
9%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
5% of the respondents rated excellent for SMS rates.
27% of the respondents rated very good for SMS rates.
41% of the respondents rated good for SMS rates.
18% of the respondents rated average for SMS rates.
9% of the respondents rated poor for SMS rates.
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Table: 14 (c)
3) New schemes and offers:
Satisfaction Level No. of respondents Percentage
Excellent 6 6%
Very good 20 20%
Good 27 27%
Average 34 34%
Poor 13 13%
Total 100 100%
Figure 14-c: Satisfaction level for new schemes and offers
Excellent
6% Very good
20%
Good
27%
Average
34%
Poor
13%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
6% of the respondents rated excellent for new schemes and offers.
20% of the respondents rated very good for new schemes and offers.
27% of the respondents rated good for new schemes and offers.
34% of the respondents rated average for new schemes and offers.
13% of the respondents rated poor for new schemes and offers.
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Table: 14 (d)
4) Internet speed:
Satisfaction Level No. of respondents Percentage
Excellent 4 9%
Very good 7 15%
Good 21 46%
Average 8 17%
Poor 6 13%
Total 46 100%
Figure 14-d: Satisfaction level for internet speed
Excellent
9% Very good
15%
Good
46%
Average
17%
Poor
13%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
9% of the respondents rated excellent for internet speed.
15% of the respondents rated very good for internet speed.
46% of the respondents rated good for internet speed.
17% of the respondents rated average for internet speed.
13% of the respondents rated poor for internet speed.
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Table: 14 (e)
5) Cost:
Satisfaction Level No. of respondents Percentage
Excellent 2 2%
Very good 14 12%
Good 16 16%
Average 63 63%
Poor 5 5%
Total 100 100%
Figure14-e: Satisfaction level for cost
Excellent
2%Very good
14%
Good
16%
Average
63%
Poor
5% Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
2% of the respondents rated excellent for cost.
14% of the respondents rated very good for cost.
16% of the respondents rated good for cost.
63% of the respondents rated average for cost.
5% of the respondents rated poor for cost.
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Table: 14 (f)
6) Customer care:
Satisfaction Level No. of respondents Percentage
Excellent 0 0%
Very good 14 14%
Good 23 23%
Average 31 31%
Poor 32 32%
Total 100 100%
Figure14-f: Satisfaction level for customer care
Excellent
0%Very good
14%
Good
23%
Average
31%
Poor
32%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
0% of the respondents rated excellent for customer care.
14% of the respondents rated very good for customer care.
23% of the respondents rated good for customer care.
31% of the respondents rated average for customer care.
32% of the respondents rated poor for customer care.
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Table: 14 (g)
7) Recharge outlets:
Satisfaction Level No. of respondents Percentage
Excellent 10 10%
Very good 19 19%
Good 51 51%
Average 13 13%
Poor 7 7%
Total 100 100%
Figure 14-g: satisfaction level for recharge outlets
Excellent
10%Very good
19%
Good
51%
Average
13%
Poor
7%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
10% of the respondents rated excellent for recharge outlets.
19% of the respondents rated very good for recharge outlets.
51% of the respondents rated good for recharge outlets.
13% of the respondents rated average for recharge outlets.
7% of the respondents rated poor for recharge outlets.
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Table: 14 (h)
8) Call Rates:
Satisfaction Level No. of respondents Percentage
Excellent 7 7%
Very good 11 11%
Good 59 59%
Average 33 33%
Poor 0 0%
Total 100 100%
Figure14-h: Satisfaction level for call rates
Excellent
6%Very good
10%
Good
54%
Average
30%
Poor
0%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
7% of the respondents rated excellent for call rates.
11% of the respondents rated very good for call rates.
59% of the respondents rated good for call rates.
33% of the respondents rated average for call rates.
0% of the respondents rated poor for call rates.
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Table: 14 (i)
9) Value added services:
Satisfaction Level No. of respondents Percentage
Excellent 43 43%
Very good 39 39%
Good 11 11%
Average 7 7%
Poor 0 0%
Total 100 100%
Figure 14-i: Satisfaction level for value added services
Excellent
43%
Very good
39%
Good
11%
Average
7%
Poor
0%Excellent
Very good
Good
Average
Poor
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INTERPRETATION:
43% of the respondents rated excellent for value added services.
39% of the respondents rated very good for value added services.
11% of the respondents rated good for value added services.
7% of the respondents rated average for value added services.
0% of the respondents rated poor for value added services.
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CHAPTER-7
FINDINGS
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FINDINGS:
The company should emphasize more on the spreading the awareness
for their products because the level of awareness of their FWP,
Broadband, HSDC is very low.
The sales executives should play a major part in spreading awareness
because only 5% of the people came to know about the products
through sales executives. Sales executives may also help the company
generating prospects, hence sales for the company.
The RIM post paid has seen a major decline in its users because of the
tough competition given by the prepaid services. Hence the company
should now focus more on the internet services as there is a huge
market for them to cover.
Around 2/3rd of the people are dissatisfied and majority of them
reasons are poor customer care service, billing errors and higher
cost. So the company should train thei r employees properly so
that they have sufficient knowledge about the products and the
bills should be made more transparent so that the customers could
easily understand them.
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CONCLUSION:
As there is a healthy competition given by the existing players in the
industry, lack or degradation in any of the services may affect the company
badly. With the excellent rural awareness and rural market share in telecom
services, the company should also try to boost up their urban market share.
This could only be done with the help of a team of properly trained and
dedicated employees. Moreover there is a huge market for the internet sector
which can be captured by giving the customer, the services according to
their needs.
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RECOMMENDATION AND
SUGGESSIONS
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RECOMMANDATION:
The sales executives are not properly trained as they could not explain
the schemes properly so they just try to tell to the customer about their
RIM post paid service and not about other three services. This is the
main reason for the lack in sales of their internet services.
A majority of the customers look for the price and after sales services
before choosing the products. So the company should plan
accordingly to increase their sales.
As seen from the survey results, more than 3/4 th of the population
prefer to buy a mobile based on GSM technology. So the newly
launched GSM based mobile phones should be promoted accordingly.
Half of the population interviewed rated either average or poor for the
network. So network can be improved by planting more towers in
different parts of the city where the company does not have the
signals.
More than 3/4th of the population does not like the new schemes and
offers introduced by the company. So a proper survey should be
conducted and more attractive and useful schemes must be introduced.
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SUGGESTIONS:
There should be more customer care numbers and executives so
that the problem of the customers can be solved quickly.
They should have more for payment.
The executives there should be given training time to time about
new schemes and plans.
No phone calls should be attended while entertaining the
customer.
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ANNEXURE
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QUESTIONNAIRE:
PERSONAL DETAILS
1)Name:
2) Age:
3) Gender:
4) Address:
5) Contact Number:
6) Phone/Internet is used for following purpose:
a) Business b) Official c) Personal
Q1. Which of the following Reliance post paid products are youaware of ?
1). Reliance India Mobile (RIM Post Paid)
2). Fixed Wireless Phone (FWP)
3). Broadband
4). High Speed Data Card (HSDC)
Q2. How did you come to know about the products?
1). Television
2). Print
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3). Sales Executives
4). Friends and Existing Users
5). Other (Please Specify)
Q3. Which of the following products are you using?
1). Reliance India Mobile (RIM Post Paid)
2). Fixed Wireless Phone (FWP)
3). Broadband
4). High Speed Data Card (HSDC)
Q4. Are you satisfied with the service provided by the subscriber?
1). Fully Satisfied
2). Partially Satisfied
3). Not Satisfied
Q5. If your response to the above is partially satisfied or not satisfied,
then what are the reasons for your dissatisfaction?
1). Poor Quality of Signals/Network
2). Poor Voice Quality
3). Higher Cost
4). Slow Speed
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5). Billing Errors
6). Poor Customer Care Service
7). Any Other (Please Specify)
Q6. When a sales executive comes to you, which of the following
products does he frequently tells about?
1). Reliance India Mobile (RIM Post Paid)
2). Fixed Wireless Phone (FWP)
3). Broadband
4). High Speed Data Card (HSDC)
Q7. What channel would you prefer to buy a telecom/internet service?
1). Home Delivery
2). Customer Care
3). Online
4). Franchisee & Utility Shops
Q8. Which of the following service you look before choosing the
product?
1). Price
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2). Connectivity
3). Speed4). Value Added Services
5). After Sales Service
6). Any Other (Please Specify) ..
Q9. If Price and mobility is not a concern, which of the following would
you prefer to buy?
1). Land Line Phone
2). Fixed Wireless Phone
3). Mobile based on GSM Technology
4). Mobile based on CDMA Technology
Q10. Would you like to recommend reliance services to others?
1). Yes
2). No
11). Rate the following services on the basis of your satisfaction.
Services Excellent VeryGood
Good Average Poor
Network
SMS
Rates
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New
Schemes
& Offers
Internet
Speed
Cost
Customer
Care
Recharge
Outlets
Call Rates
Value
AddedServices
12). Suggestions (If Any):
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BIBLIOGRAPHY
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BIBLIOGRAPHY
http://www.indiaonestop.com/fdi-telecom.htm
http://www.trai.gov.in/Default.asp
http://www.rcom.co.in/webapp/Communications/rcom/index.jsp
http://trak.in/Tags/Business/category/telecommunication/
http://www.indiaonestop.com/fdi-telecom.htmhttp://www.indiaonestop.com/fdi-telecom.htmhttp://www.trai.gov.in/Default.asphttp://www.trai.gov.in/Default.asphttp://www.rcom.co.in/webapp/Communications/rcom/index.jsphttp://www.rcom.co.in/webapp/Communications/rcom/index.jsphttp://trak.in/Tags/Business/category/telecommunication/http://trak.in/Tags/Business/category/telecommunication/http://trak.in/Tags/Business/category/telecommunication/http://www.rcom.co.in/webapp/Communications/rcom/index.jsphttp://www.trai.gov.in/Default.asphttp://www.indiaonestop.com/fdi-telecom.htm