arvind kumar choubey , final project on idea 2

8/8/2019 Arvind Kumar Choubey , Final Project on Idea 2

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PROJECT

on

IMPROVING THE EFFICIENCY OF RETAIL CHANNEL FOR POSTPAID AT

IDEA CELLULAR

At

Idea Cellular Ltd.

Mohan Cooperative, Mathura Road.

Submitted To

Pune University

Submitted By

Prashant JainPGDM

2008-10

SIOM

Pune


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ACKNOWLEDGEMENT

I take immense pleasure in completing this project and submitting the final project report.

This project has been a platform in my learning about the adhesive market and gave the

platform to acquire knowledge in this area. I am deeply indebted to my institution

SIMCA, Pune to provide me an opportunity to undergo such a project, which gave me

thorough insights and experience of the corporate culture that will always milestone in

the path of my successful career.

The last 2 month with IDEA Cellular Limited has been full of learning and sense of

contribution toward the organization. I would like to thank IDEA Cellular Limited

(postpaid) for giving me an opportunity of learning and contributing through this project.

I also take this opportunity to thank all those people that made this experience a

memorable one.

I also wish to express my thanks to Ms. Anshul Srivastava and Ms. Ruchika Khurana

to help me in collecting the responses from the market and give me the practical

knowledge about postpaid market.

A successful project can never be prepared by the single effort of the person to whom

project is assigned, but it also demand the help and guardianship of some conversant

person who helped the undersigned actively or passively in the completion of successful

project.

In this context as a student of SIOM, Pune I would first of all like to express my gratitude

to. Ms. Anshul Srivastava and Ms. Ruchika Khurana (Project Guide) for assigning me

Summer Internship - Idea Cellular Ltd. 2


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such a worthwhile topic IMPROVING THE EFFICIENCY OF RETAIL

CHANNEL FOR POSTPAID AT IDEA CELLULAR to work upon in IDEA

Cellular Limited

The project couldnt have been completed without timely and vital help of other office

staff. Special thanks to Dr. Denil Penkar and Ravi Kowadkr for there invaluable

guidance, keen interest cooperation inspiration, and of course moral support through my

project session.

Prashant Jain



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CONTENTS

1. EXECUTIVE SUMMARY.

.4

2. INTRODUCTION...

7

3. METHODOLOGY .9

4. LITERATURE

REVIEWED..11

5. EXPLORATORY STUDY-RETAIL CHANNEL POSTPAID18

6. QUANTITATIVE ANALYSIS AND VALIDATION OF DATA... ...

23

a. INTENSITY OF DISTRIBUTION.

23

b. ROLE OF DEALER..34

c. WHAT DOES THE DEALER RECOMMEND37

d. WHY THE DEALER RECOMMENDS A CATEGORY.39e. ANALYSING SALES FIGURES-POSTPAID.47

f. NETWORK PERFORMANCE.51

g. CUSTOMER CARE A FUNDAMENTAL OF SERVICE DELIVERY..54

h. EFFECT OF BRAND PULL.58

i. SALES COUNTER

VISIBILITY..60

j. DEALER SERVICE..63

k. BRAND RECOMMENDATION..70

l. REASONS FOR RECOMMENDATION.72

7. CONCLUSION 77

8. RECOMMENDATIONS..79



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9. REFRENCES

82

10. APPENDIX. .83

EXECUTIVE SUMMARY

Retail seems to be the buzzword for the Telecom Companies, the reasons are many right

from the legal threat to the alternative channels like Direct Sales to the zeal to make the

product available to the potential user who is expected to be of comparatively lower SEC

and largely includes first time users, all in all there exists a well defined logic for the

newly found Retail Focus amongst the Telecom Companies.

IDEA cellular wishes to strengthen the presence of its Postpaid Connections in the Retail

Channel which currently contributes only 12% to 14% of the total sales of Postpaid, for

this a comprehensive market research was conducted with the following objectives

1. To find out reasons and solution to address to lesser contribution to Postpaid Sales

from the Retail Channel across the industry.

2. To compare IDEA with Airtel and Hutch with an objective of finding solution to

match and exceed the performance of its retail channel over a period of time.

Since the research project was allotted to a Management Summer Trainee there was aneed for an exploratory study to understand the working of the Retail Channel and to

identify the factors which need to be validated though a quantitative study to be carried

out across nine regions in which postpaid market of Delhi Circle is divided with sample

sizes adequate to fulfill minimum requirement for data of a particular region to be called

Normal.



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At the end of the study it was found out that retail was fundamentally different from the

Direct Sales Channel as Customers visit the shop with an intent to buy there is

considerably more information search at customers end which means most of them have

some preferences even if they are not very clear, this highlights the relevance of Brand

Pull which is an Area of weakness for IDEA, however the company has started working

on the aspects of Service Delivery and Quality which is a fundamental of Brand

Quality in Telecom, however this is a long term investment plan and the effects would be

seen only in due course of time.

It was found that for Postpaid intensity of the channel is selective as only around 60%

of the retailers dealing in Mobile connections dealt in the Postpaid Variety, however only

29% of the Non-Telecom shops dealt in Postpaid which clearly implies that Telecom

Shops present a larger potential for the Postpaid connections and hence defines the focus

area, the logic to this lies in the fact that Postpaid is a much more complex product

than Prepaid, and is a product that needs to be pushed as the demand for it is

constantly decreasing.

The product is very dynamic in nature the number of plans for individuals has gone up

from 20 in 2004-05 to 150 in 2006-07, for Retail itself plans keep on changing tin order

to meet the need of customization from the users, in such situation Dealer has to be

supported by providing him solutions to explain the product to the customer, small cards

indicating the key benefits and the customer segment addressed would provide logistical

ease to the distributor and a solution to dealers problem of keeping plan update another

alternative is to initiate a service called Dealer Helpline wherein dealer can

immediately enquire Plan Details as and when a customer walks in . In such

circumstances it becomes essential to maintain close knit relation with the dealer as he

usually recommends a brand for which he remembers the Tariff Plans.



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More number of dealers recommends Prepaid than do Postpaid despite of a greater

commission in Postpaid. There are a few major reasons for this, which are as follows

1. Difficulty of updating product knowledge

2. Lack of Trust on Bill

3. Prepaid Customer keeps revisiting the shops. And acts as a potential for cross

selling.

There was an immense need to make the bill clear which can be very easily done by

mentioning the plan details on the bill this will make it easy for the user to cross check

the bill and will go on to improve trust levels on bill over a period of time, also it was

found that customers face a problem locating payment center so it was found to be a good

idea to indicate five nearest bill payment options in the users vicinity on the bill itself.

Dealers were not motivated to sell Postpaid as their role ends as they close the sale while

in Prepaid there is a long term relationship with customer as he keeps visiting the shop

for recharge coupons and top-ups, and provides retailer long term earning and a potential

for cross selling, therefore to solve this problem company is trying to implement a model

where in dealers can be provided an option to activate and deactivate Add On packages,

this is expected to work in two ways i.e. apart from solving the above mentioned

problems this will highlight Flexibility as a USP of Postpaid and remove the tag ofProduct for High Usage group only.

All in all it is a market that has only two major pillars Dealer Service and

Fundamental Brand quality.



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INTRODUCTION

IDEA cellular is the fourth operator amongst the GSM operators in the Delhi Market, and

intends to focus on the retail market for the sales of Postpaid Connections, currently the

major chunk of the sales comes from the corporate sales channel and the Direct Sales

Channel which contribute around 30% and 55% of the sales respectively, while retail

has been contributing a meager12% to 14% of the total sales of Post paid connections.

Retail is the upcoming trend in distribution of Telecom as researches show that new

customers will come from the lower SECs and the potential customers are those who

have not used mobiles or even telephones earlier Retail will be the best channel to

penetrate to this user group and apart from this reason to create value of availability for

potential user the legal threat hovering around the future of the Direct Sales Channel is

also a cause of concern for the telecom companies which has facilitated the retail focus.

Looking at it carefully there exist two key issues, primarily the retail channels

contribution to the sales of Postpaid is 15% to 20% across the industry and specific to

IDEA, its performance in retail is worse than the other two major players which

constitute a strong competition in the market, Doing a comparative analysis Hutch theleader in retail reaps around 22% to 25% of the total Postpaid sales from this channel,

whereas Airtel is at a comparatively lesser 18% to 20% of the total Postpaid Sales from

retail.



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The major reason for the poor results achieved from this channel is the complicated

nature of the product which is highly dynamic and requires intense information flow

across the channel, consumers expectation from the dealer is that of Full Service1

wherein they expect the dealer to assist in both Comparison and Selection, in such a

situation dealer needs expertise on the product which is tough to achieve considering its

highly dynamic nature, in such a situation it is very important to maintain strongly knit

relationship to continuously assess the need of the retailer and give him support as and

when required.

Another important issue is that Ideas performance is significantly lesser compared to

Airtel and Hutch, which is a major cause of concern. Fundamentally, the retail channel is

different from the direct sales channel as one it is a channel shared by all the brands

which gives the retailer options and makes him powerful which increase the retailers

expectations for service from the operator on the other hand because a customer buying

from retail is expected to have done more information search as compared to a customer

targeted through Direct Sales who may or may not have planned to purchase a connection

and hence there exist more chances that the customer coming to retail shop would have

developed a preference based on the information collected through various sources, thiswe call as Brand Pull which in Delhi Market and specially for Postpaid is the least for

IDEA when compared to Airtel and Hutch. This can be due to various reasons but

Service Delivery and Quality seems to be the most dominant as according to a research

by TNS Mode for Ideas Womens Card 73% of the potential buyers source there

information from Family and friends who are currently using a particular service.



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COMPANY PROFILE

Idea Cellular MISSION:

Innovate. Stimulate. Liberate.

Through Continuous innovation, Idea Cellular seeks to liberate customers from the

shackles of time and space.

IDENTITY:

Idea Cellular antecedents dates back to 1995, when the Aditya Birla Group and AT&T

(through Birla AT&T Communications Maharashtra & Gujarat circle) and the Tata

Group (through Tata Cellular - Andhra Pradesh circle) set up cellular networks. Both the

above companies were amongst the first in India to commercially start operation in

circles other than metros and achieve financial closure in Indian Telecom industry.

In the year 2000, the historic path-breaking merger of Tata Cellular with Birla AT&T

Communications and the subsequent acquisition of RPG Cellular - (Madhya Pradesh

circle) in the year 2001 helped the company to aim even further and led to the

formation of Birla Tata AT&T Limited. In year 2001, company won fourth cellular

license for Delhi circle and in year 2002 company introduced common brand !DEA

and changed the name to IDEA Cellular Limited.

Since then, there has been no looking back for IDEA Cellular. The company launched

Delhi operations in year 2002 and added a record 100,000 subscriber within one month of

launch.

In 2003, the company achieved the largest financial closure in Indian Telecom for its

entire circle. In 2004, the company entered into definitive agreement to acquire Escotel

Mobile Communications (existing operator in Haryana, Kerala and UP (W)) and Escorts



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Telecommunications (cellular licensee holder for UP (e), Himachal Pradesh and

Rajasthan)

In 2005, the share of AT&T was bought by Aditya Birla Group which raised the groups

total stake to 53%. This lead to some corporate issues between the two stakeholders

Tata Group and Birla Group which has recently been culminated in Birlas buying out the

stake of Tatas and hence, have become sole owners of Idea.

Idea is one of the leading cellular operators in the country, with a subscriber base of over

8 million. This makes it the fourth largest GSM operators after Airtel, Hutch and BSNL.

Idea controls a portfolio of India's most attractive and mainly contiguous properties

including the 11 states of Maharashtra (excluding Mumbai), Goa, Gujarat, Andhra

Pradesh, Madhya Pradesh, Chhattisgarh, Uttar Pradesh (West), Uttaranchal, Haryana,

Kerala and Delhi (inclusive of NCR). Having operations in four of the five largest

cellular circles in India, Idea is the market leader in the Maharashtra and Goa; Uttar

Pradesh (West) and Madhya Pradesh and Chhattisgarh circles in terms of number of

subscribers. Idea's Delhi circle is also the fastest-growing fourth operator in the country,

which is an achievement in itself and showcases customer confidence of a high degree.

Idea covers over 3,660 small and major towns and villages along with a total highway

connectivity of over 6,000 km. There are over 380 'Idea n' U' outlets and Idea shops and anetwork of over 44,000 retailers and dealers across the country.

Thanks to the frontline technology from Nokia, Ericsson, Alcatel and Schlumberger-

Sema among others at its command, the company can offer its customers extensive

coverage, quality service and minimal congestion levels. The company is the fastest

growing GSM operator in its area of operation. The growth rate in the last six months has

been 85 per cent as against 84 per cent of all operators in the same area of operation.

Idea offers roaming across 560 operators in India and across the world. With a clear focus

on providing unique, distinct innovative and tremendously valuable services to the

subscribers, Idea embarked upon an initiative to set up a VAS (value-added services)

factory within the company, which conceptualizes and provides tailor-made value-added

services. Idea was the first and only company to bring the concept of Cellular Jockey to

all its subscribers. Idea also launched Global SMS for the first time in the country, which



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allows the users to send and receive SMS from over 540 networks and 170 countries

across technology platforms like GSM, CDMA, TDMA and satellite phones.

CORE BELIEFS:

The company continuously harnesses the power of wireless revolution to provide world-

class products and services. It aims at responding to customer needs proactively by

anticipating requirements and providing ready solutions.

Idea Cellular draws inspiration from the loyalty of its subscribers to keep raising the bar,

to shape the future, and to change and enrich the life of each and every member of its

ever-growing family of subscribers.

AWARDS:

Idea, owing to its innovation, excellent customer focus and superior quality of service has

been endorsed by various awards and recognitions. Some of them are as follows:

Golden Peacock Innovative Product / Service awardin the communication sectorfrom the government of India for implementation of the M-coupon product in the

Delhi circle in 2003.

Madhya Pradesh circle was rated number one operator twice in two consecutive

surveys of Quality of Service (QoS) conducted by TRAI in August 2002 and

March 2003.

Idea Cellular Limited was chosen as winner of the 'Indira Award for Marketing

Excellence' for being the highest recalled brand in 2003.

Idea was ranked Second in overall user satisfaction by the Voice & Data - IDC

Mobile User's Satisfaction Survey, consistently for two years, 2003 and 2004,

which was based on parameters like network availability and performance,

customer care, value added services, pre-sales and sales effort and billing.



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IDEA, was rated as BEST in call quality and connectivity in Delh among all

mobile operators as per TRAI Report (July '04 - September 04).

IDEA Cellular was rated No. 1in all metros in mobile user satisfaction survey

by Voice & Data Magazine (Issue - December '04).

SERVICES:

Idea offers a wide range of cellular services and products. Its post-paid and pre-paid

services are supported by a variety of package plans to suit the needs of different

customers:

M-coupon these are electronic discount coupons that customers can get on their

mobiles which they can use is places such as restaurants and pubs.

Voice courier Idea subscribers can send messages in their own voice to select GSM

subscribers all across the country and to any land line or cellular subscriber in the US and

Canada at a fraction of STD and ISD rates.

M-Chat an instant-messaging service that enables subscribers to chat with their

friends in MSN, Yahoo and ICQ from Idea mobile (using the SMS feature). Idea's M-

chat enables subscribers to chat with all the three chat rooms, MSN, Yahoo and ISQ,

without having to tag along a laptop or computer with net connection.

SMS in 9 Indian languages Apart from English Idea subscribers can send and receive

SMS in 9 Indian languages - Hindi, Gujarati, Marathi, Bengali, Telugu, Tamil,

Malayalam, Kannada and Punjabi.

GPRS / MMS Idea Delhi was the first mobile phone operator to launch GPRS

services in Delhi. It's 3G-compatible network supports General Packet Radio Service

(GPRS), which allows subscribers to access Internet websites and information portals on

Idea mobile.

Idea was the first company in the country to launch GPRS in November 2002. It

showcased EDGE (Enhanced Data Rates for GSM Evolution) in Delhi, in July 2004.

With EDGE, subscribers can enjoy live television with a data download rate of over 160

kbps. Idea subscribers also have a richer experience while watching movie previews,

multimedia messages with video attachments, web-infotainment, high-speed video



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downloads, java game downloads and other Internet-based multi-media experiences on

their EDGE-enabled mobile phones. Customer Service and Innovation are the drivers of

this Cellular Brand. With GPRS currently available on all its networks, for both pre and

post paid customers, IDEA Cellular is the first company to commercially launch next

generation EDGE technology (a 3G technology) for its Delhi circle.

Ring-Tone With this facility subscribers can download ring tones on their handsets.

They just have to select the Ring-Tone out of the available ones and it will be sent to

them. Idea also offers the facility of sending the Ring-Tone as a gift to a friend of yours.

Cricket commentary Idea also provides the facility of cricket commentary to its

customers. Now you dont require a TV set or a radio to listen to the commentary, you

just need a handset and an idea card and you listen to the cricket commentary.

Caller-Tunes- Idea provides its customers the access of this facility and let the caller

listen to the exciting songs instead of the boring tring-tring.

Railway Reservation- The subscribers of Idea can make ticket reservation and other

enquiries related to railways by just dialing 456.

Star interview- By dialing 456 one can listen to the interviews of various movie stars on

his/her mobile phone.News- Idea subscribers can keep themselves updated with the recent developments going

around the world using this service.

Jokes- Subscribers listen to funny jokes by just dialing 456. This service can also be used

to send jokes to friends and relatives.

Astrology- IDEA also recently launched Ganesha Speaks by Bejan Daruwalla, a LIVE

astrology service that can be accessed by dialing 181.

Commodity market- Idea subscribers can keep themselves updated with the prices

prevailing in the commodity market by just dialing 456.

As a leader in Value Added Services, Innovation is central to Ideas VAS Factory. It is

the first cellular company to launch music messaging with Cellular Jockey, Global

SMS in over 540 networks across all technology platforms, a voice portal with Say



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IDEA. A frontrunner in introducing revolutionary tariff plans, offering maximum

savings to its customers, IDEA Cellular has the distinction of offering the most customer

friendly and competitive Pre Paid offerings, for the first time in India, with Eco Talk,

Flexi-charge and other segmented offerings. The most recent offering - Lifetime Idea

is the first and only loyalty program, for pre paid customers, introduced by a Cellular

brand and Pay Easy which is bill payment through the effective use of the pre-paid

channel. IDEA is the only operator in the world to launch this service.

Idea has many milestones to its credit, mainly scoring the highest percentage in Metros

and Circle B & C in Customer Satisfaction and the highest percentage in Value Added

Service and Overall Sales satisfaction as per the Voice and Data - Customer Satisfaction

Survey in December 04. The largest M&A deal in India INC, through its acquisition of

Escotel in 2004 and its Rs. 5000 crore financial closure, both being largest ever in the

history of Indian Telecom.

In the last TRAI report on Quality of Service for Jan-March 05 quarter, Idea has the

lowest network faults per 100 subscribers and lowest Call Drops among all GSM

operators in Delhi. Idea is busy expanding its network capacities rapidly. With the recent

commissioning of its 3rd switch facility, Idea can now support 18 lakh subscribers. To

provide uninterrupted connectivity to its 7-lakh subscribers, Idea is expanding its basestations and plans to set up additional 80 base stations in the next 3 months.

To facilitate uninterrupted access to its call center, Idea plans to set up a state of the art

call center with a capacity of 300 seats, which would equip Idea to effectively handle the

increasing number of calls from existing and prospective subscribers



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OBJECTIVE

1. To find out reasons and solution to the lesser contribution from the Retail Channel

across the industry.

2. To compare IDEA with Airtel and Hutch with an objective of finding solution to

match and exceed the contribution of retail to the sales of Postpaid for the

competition over time.



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METHODOLOGY

Methodology followed in this research was two phased research design.

Phase 1: Exploratory study to find out various factors that determine efficient

functioning of Retail Channel.

Key Members of the Retail Channel were met.

Tool of Research: In-Depth Interviews

Members of the Channel interviewed:

1. Area Sales Managers There are five ASMs for dealer sales handling different

zones, all of them were meat to know different markets of Delhi and NCR.

2. Distributors - One distributor from each region was meat to understand the

scenario in region controlled by him and generalized factors of Dealer Sales.

3. Dealers Four Dealers under each of the Distributor was visited to identify issues

of Relationship and Conflict management in the channel and identify why and

why not a dealer sells a particular category and a Brand within the category.



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Phase 2: Descriptive Quantitative study to validate the relevance of the factors

identified in qualitative study to the performance of the Retail Channel.

Tool of Research: A detailed Questionnaire developed considering the findings of the

Qualitative study.

Sampling Design: Area Clustering as fundamentals of the Telecom Market change

along with Geographical Region and even Dealer Service levels may change from one

Market Area to another.

Sampling Plan:

One Distributor was Randomly Selected in each of the nine regions across Delhi

and NCR.

Various Markets were identified in the area controlled by the Distributor.

Dealers were selected as per their visible prominence from each of the markets

and number of dealers selected was decided as per the Dealer Population of the

Market. Total 30 Dealers were got to fill the Questionnaire in a Particular region



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EXPLORATORY STUDY RETAIL CHANNEL OF POSTPAID

The objective of exploratory study was to understand the model of operation of

retail channel and there by identify key factors which can be further validated

through a quantitative study, this qualitative study will therefore form the base

while formulation of questionnaire for the extensive quantitative study.

1. The Factors that could be identified through the interviews with the Area Sales

Managers.

Players in the market are trying to increase the penetration of sales and customer

service through exclusive outlets, while IDEA has been slow in adopting the

concept.

Hutch has 28 exclusives in East Delhi, while IDEA has 2

Hutch has 43 exclusives while IDEA has 3.



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IDEA has just recently come up with the concept of IDEA ZONE that is an

IDEA Exclusive for Sales, Collection and Customer Care.

Commission and regular contact are hygiene factors, which are just the bare

minimum that the dealer deserves.

Dealer Helpline can help us differentiate in terms of Dealer Service

Dealer Helpline becomes all the more important considering, IDEA is

following Push Strategy.

Weaker Postpaid infrastructure

In North Delhi Hutch has 800 Drop Boxes while IDEA has 32

Lack of Commitment and ownership of Dealer sales on the end of the SEFO

(Senior Executive Franchise Officer) leading to delayed activations and there by

dissatisfied dealers.

Customer Care availability and product knowledge of the customer care

executives.

Timelines for activation of services like VAS.

2. Factors Identified after Interviewing the Distributors

Customer Care is a major issue.

Ill-Effects the walk in Sales by affecting the Showroom Ambience.



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Creates Post- Purchase Dissonance.

POP support to the dealers

Timely supply (to efficiently utilize the strength of a plan)

Quantity, considering the market scenario reduces the shelf life of posters

to less than a day.

3. Factors Identified after Interviewing the Dealers

Lack of Brand Pull (most dealers said customer nai mangta to hum kya kar sakte

hain)

Fundamental Problems- Network (partly a perception) and Customer Care

(Quantitatively improving quality still an issue)

Customer Care can go a long way in creating a pull as there will be

positive word of mouth through the existing customer.

Dealer Perception is a much more critical factor.

Dealer perceives risk in selling IDEA (N/W and CC)

He anyways is not too keen to sell postpaid (less difference in terms of

commission)

POP for dealer is a solution, helps him explain the schemes to customer

Dealer is largely not concerned with posters

He mainly wants material which can help him to explain schemes to the

customer, this is one of the factors which gives Airtel and Hutch an edge)



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Dealer service is the most critical issue for the dealer

In most markets visited it was good and the dealers were happy,

however said that Either Customer Care is not available or thecommitment made by the Customer Care Executives is

imprudent

Brand Shops:

It is very good, as a concept however requires neighborhood marketing.

Dealers were largely found to be comfortable with the plans and offerings,

however did seek POP support.

Location is very critical as viewing from a perspective of Postpaid sales, location

of Brand Shop is critical (as some markets do not support Postpaid sales)

Our Customer Care and all public sources like the website should highlight the

Brand Shops

Most Critical Factors Identified can be listed as:

1. Weaker Brand Pull

2. Network Problems and Customer Perception related to this.

3. Exclusive Outlets - Penetration4. Dealer Service-An opportunity to differentiate through facilities like

Dealer Helpline

5. POP - Timely Delivery that is delivery at a time at which plan can be

effectively utilized



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6. POP - Quantity - Considering the fact that life cycle of posters is less than

a day).

7. POP as a source of providing solution to the Dealer

8. Customer Care - an opportunity to improve fundamental Brand Quality

9. Retailer Perception - relating to network and Customer Care.

QUANTITATIVE ANALYSIS AND VALIDATION OF DATA

INTENSITY OF DISTRIBUTION

We now look at various existing scenarios in the Retail Channel with an objective of

finding out a solution to improve the efficiency of the channel and thereby, increase its

contribution to the total pie of sales of postpaid connections

The first question that comes to the mind is who are the dealers and is every shop dealing

in mobile connections will also be dealing in the post paid variety; the following analysis

will give an answer



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Overall scenario in Delhi

40%

60%

Dont deal in Postpaid Deal in Postpaid

Figure 1

Postpaid as a product is thinly spread as compared to prepaid as visible from the fact that

only 60% of the dealers who deal in telecom connections deal in the Postpaid variety, this

generates a need for identifying the potential dealers for a focused retail expansion plan.

The following analysis is an indicative of the scenario in both telecom and non telecom

shops for postpaid connections.

Scenario in Non telecom shops

71%

29%


Figure 2

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Scenario in telecom shops

34%

66%


Figure 3

We get a clear indication that the Telecom Shops present a much better potential for

Postpaid Connection as a product, we will understand the reasons for this as we go

through this analysis as there are many more comparisons of performance of Telecom

and Non-Telecom shops.

Another important aspect we need to know is about the reasons, why postpaid is

comparatively thinner in its presence in the market compared to prepaid; we get a

few answers when we look at the reasons for which the dealers were not dealing in

postpaid.

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Unaided recalls, reasons for not dealing in postp

15%

8%

56%

15% 13%

24%

35% 37%

0%

10%

20%

30%

40%

50%60%

Pre

paid

sells

from

exclusives

L

ackof

demand

Dist

ributor

co

ntact

L

ackof

tr

uston

billing

Figure 4

The top three reasons which the dealers recalled without prompting were:

1. Lack of Demand- 56% of the dealers mentioned this as a reason for not dealing

in postpaid.

2. Lack of Trust on Billing 35% of the dealers mentioned this as a reason for not

dealing in postpaid.

3. To keep update of plan is tough 37% of the dealers for not dealing in postpaid.

Lack of Demand means that the particular dealer does not have the clientele for

postpaidor if we link it up with the other two reasons it may also be the case where

because of poor product knowledge he does not want to create customers for postpaid or

because of threat of imprudent bill he does not want to sell the postpaid connections.

Telecom market is a sort of market where the role of the distribution channel is extremely

significant not only for availability but also for spread of information and various

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/scratch2432/Book1.xls


27/88

messages which may lead to variations across the different regions of Delhi and NCR as

different distributors handle Dealer Sales in different zones.

Table 1

(CPV is the process of verification which is to check if the details furnished by the

customer at the time of applying for a postpaid connection are genuine done with the

intention of ascertaining the customer identity and payment security)

This regional analysis will help in understanding the performance of the existing

Distribution channel in terms of expanding the market, by convincing more dealers to

deal in postpaid the dominant factors may vary across the nine regions, this is of critical

importance for determining the focus of effort in a particular region



28/88

NORTH DELHI:

CPV problem and the difficulty of updating the product knowledge were the

reasons recalled by maximum number of dealers in North Delhi.

Lack of Demand is not very significant in this region which is a deviation from

the overall trend.

CPV problem is a much bigger concern for the Dealers in this region, as a

significantly larger percentage of the dealers recalled this as a reason for not

dealing in postpaid.

WEST DELHI:

In this region the problem of Updating Plan Knowledge is Very Significant.

Lack of demand is not the top reason for not dealing in postpaid but it is still a

significant concern as 50% of the dealers said this while the average percentage

across Delhi and NCR is 56%

Schemes like Lifetime are also much more significant in this region as a much

higher 29% of the dealers mentioned this as a reason to avoid postpaid while

average percentage across Delhi and NCR is only 8%.

CENTRAL DELHI:

Lack of Demand was mentioned by 66% Dealers in this region which is inline

with the overall scenario.

Belief that Postpaid sells through Exclusives is quite significant in this region.

Lack of Trust n Bill and Updation of Product Knowledge are not as significant in

this region which is a deviation from overall averages.

EAST DELHI

Lack of Trust on Bill the reason mentioned by the maximum 75% Dealers while

overall average stands at 35%.



29/88

Lack of Demand is not the reason recalled by maximum percentage of the dealers

as is the case as reflected in the overall averages; however it is still very strong for

consideration as 62% of the dealers mentioned it.

37% of the dealers said they do not deal in Postpaid as they are better sold

through Exclusive Outlets which is significantly higher than the overall recall of

15% for the factor.

SOUTH DELHI:

Lack of Demand is the reason recalled by a maximum of 50% dealers in line with

the overall trend.

Schemes like lifetime was recalled by 29% of Dealers in this region compared to

8% across Delhi and NCR.

GURGAON:

A maximum of 60% dealers said that they do not deal in postpaid because of lack

of demand which is inline with the overall averages.

No serious deviations were found in the region.

FARIDABAD:

Lack of Demand was the reason identified by a maximum of 50% of the dealers

as identified as a reason for there decision of not dealing in postpaid , however

CPV Problem and the believe that postpaid takes ore time for activation in

comparison to prepaid were equally dominant in this region

GHAZIABAD:

Lack of Demand is the reason that 75% of the dealers recalled for not dealing on

postpaid which is the maximum.

The concern of Lack of Trust on Bill is significantly higher in this region

compared to the overall scenario as a huge 63% of the dealers said that they do

not deal in postpaid because of the reason.



30/88

NOIDA:

Lack of demand is the reason stated by maximum number of dealers

29% of dealers did not deal in postpaid as they said that it sells from exclusivecounters which are significantly higher than overall 15%.

To dig further into the dealers mind the dealer was asked to rate the significance of a

particular factor to his decision of not dealing in postpaid on a scale of 1 to 5

1 Not at all important

2 Very little significance

3 Neutral

4 Important

5 Very Important

F a c t o r s a s r a t e d i n t h e i r i m p o r t a

3 . 3 . 3 . 3 . 2 .2 .

1 . 1 .

0

1

2

3

4

L a c k o f d e m a n d

f o r p o s t p a i d

C o n t i n o u s

u p d a t i o n o f P r o d u c t

F e a r o f c o m p l a i n t s

l i k e w r o n g b i l l i n g

t a k e s t i m e t o s e l l

p o s t p a i d

F e a r o f C P V

n e g a t i v e

M o r e

d o c u m e n t a t i o n i nP o s t p a i d

M o n e t a r y G a i n

P r o p o r t i o n a l t oe x t r a e f f o r t

l a c k o

w i t h pD i s t r

R a t e d I m

Figure 5

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31/88

It was found through aided testing that the four major reasons for which the dealers were

not dealing in postpaid in the descending order of there significance were, as follows

1. Lack of demand for postpaid

2. Problem of updating with continuously changing plans.

3. Fear of complaints like wrong billing

4. Takes time to sell postpaid

The revelation made through the aided testing was that although none of the

dealers mentioned that it takes time to sell postpaid is a reason why he does not deal

in the product however it was found significant when dealer was prompted.

Table 2



32/88

Highlights of the regional analysis for the ratings given to the factors (for not

dealing in postpaid) across the nine regions.

1. The Results of factor rating are largely in line with the Results for Unaided

Questions

2. Fear of CPV negative is a concern in North and Faridabad

3. Lack of proper documents amongst customers is significantly more important in

North Delhi as the belt covered is a one dominated by students (Area near Delhi

University)

4. Problem of updating with continuously changing plans is very important in West

Delhi as indicated by a healthy rating of 4.5 on a 5 point scale.

Fa c t o r Ra t in g s T e le c o m V s No

3 . 3 .93 .3 3 .4 2 .9

2 .2 1 .6 1 .6

3 .7 3 . 4 3 .3 3 .0 2 .92 .3 1 .7 1 .4

01234

5

Lackof

demandfor

postpaid

takestime

tosell

postpaid

updatingto

everchangi

ngplans

Gainnot

proportiona

ltoeffort

complaints

likewrong

billing

more

documentat

ionin

postpaid

lackof

contact

with

distributor

fearof

CPV

No n - te lec o mte lec o

Figure 6

Comparison of Telecom and Non-Telecom shops on the rated importance of the

above indicated factors highlighted the following key points

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Problem of Continuous Updation of Product was rated significantly higher in

Non- Telecom Shops; this is because Telecom is not their main business.

The Non-Telecom shops are significantly more concerned about time it takes to

Sell Postpaid, again that is because it takes time out of their main business



34/88

ROLE OF THE DEALERS IN POSTPAID MARKET

Do customers know if they want prepaid or post

33%

67%

% do not know w hat they w ant% know w hat they w a

Figure 7

33% of the customers can be easily oriented to purchase postpaid connections.

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35/88

Category recommended by the dealer

22%

25%

53%

Based on usage Postpaid prepaid

Figure 8

25% of dealers recommend postpaid (figure 6)

12% of customers demand postpaid.

Still Postpaid Constitutes 20% of sales through Dealer Counters.

This implies thatpostpaid as a product requires consultation, which the dealers

provide

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36/88

Another statistic that proves this is that a good 22% of the dealers across Delhi and NCR

say that they analyze the usage of the customer before recommending a plan.

This Implies that dealers are playing the role of Advisors, it will not be wrong to say that

dealers are becoming consultants

This further enhances the role of providing better information support to the dealers

and it will be beneficial to provide visual presentation material (like planners and plan

detailers).



37/88

WHAT DOES THE DEALER RECOMMEND PREPAID OR POSTPAID

Considering the fact postpaid is a product which requires push and customers generally

do not come with a determined intention to buy postpaid, dealers recommendation

becomes very significant in figure 6 we observed that only 25% of the dealers across

Delhi and NCR recommend postpaid lets analyze the dealers recommendations in detail

18.18

63.64

13.33

66.67

9.09

54.55

25%

66.67

14.29

71.43

21.05

42.11

54.55

36.36

53.33

26.67

18.18

54.55

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

Nor th West Centra l East South Gurgon Fbad Gbad No ida

w hat do the dea lers rec om

Postpaid Prepaid

Figure 9

Highlights

An exceptionally high percentage of Dealers recommend Postpaid in Ghaziabad

and Faridabad (greater than 50% at both the places which is a huge deviation from

overall 25% overall)

An exceptionally low 9% and 13% of the dealers in Central Delhi and West Delhi

respectively recommend postpaid this is way below the overall mean percentage

of dealers recommending postpaid.

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38/88

In Delhi East Delhi was the most open to the idea of postpaid as visible from

figure 7. A good 25% dealers recommend postpaid.

Doing further analysis on this there exist a comparison between Delhi and NCR market

which is visible from figure 8.

35.71

39.29

16.22

64.86

0

50

100

NCR Delhi

Comparison between Delhi & NCR, Category Recommended

dealers

Postpaid Prepaid

Figure 10

It is clear from figure 8 that NCR market is more favorable to postpaid than the Delhi

Market as we go further we will be able to relate it to the sales of postpaid in the

respective markets, and also the reasons for this wide gap will flow in from various

analyses.

WHY IS THE DEALER RECOMMENDING A PARTICULAR CATEGORY?

Now having understood what the dealers are recommending in this market lets try to

understand why the dealers are generally recommending prepaid over postpaid, figure 6

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39/88

clearly indicates that a huge 53% of the dealers across Delhi and NCR compared to 23%

who recommended postpaid

recalled reasons for recommending postpaid

65%

41%

30% 27% 24% 23% 21%

0%

10%

20%

30%

40%

50%

60%

70%

Lack of Trust

bill

Keeping

update with

plans is

tough

customer will

have control

on Usage

Quick

activation

Problem of

CPV

Postpaid

takes time to

sell

Local usa

Top of mind recall

Figure 11

The top three reasons for recommending prepaid over postpaid as recalled by the dealers

across Delhi and NCR are

1. Lack of trust in bill

2. Keeping update of ever changing plans is tough

3. Control on usage in prepaid.

The strange thing that comes out of this is that the top two of the top three reasons for

recommending prepaid indicate problems of promoting postpaid more than intent to pushprepaid the main reason for this is the fact that postpaid is a more lucrative product to sell

in terms of monetary benefits and also the fact that prepaid will anyways sell and does

not need much of a push from the dealers side.

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40/88

Region wise Analysis reasons for recommending prepaid

Table 3

Largely the trends are in line with the overall averages but there are a few deviations

which give an opportunity to make a targeted action plan to resolve the core issue in a

particular region.

Highlights:



41/88

Lack of trust on bill is a reason across the regions.

Keeping update of plan knowledge is a major reason in west In East Delhi and Faridabad prepaid is having a differential advantage as postpaid

takes time for activation.

This is a result to a question where the dealer was aided with the ten factors identified

through an exploratory study of the industry, the results were as follows

Factor rating f or recommending prepaid

3.89 3.63 3.3 3.24 3.17 2.81 2.69 2.41 2.11.59

0

1

2

3

4

5

Con

trolon

usage

lon

gterm

customer

Lessertime

andeffortto

s

el

lessertimefor

activation

riskofbilling

complaints

B

etter

schemes

CPVp

roblem

Involves

Lesser

Docume

ntation

Returnontime

Inves

ted

Nolinkwith

Pos

taid

Factor rating for recommending prepaid

Figure 12

The dealers never mentioned that the prepaid customers keep visiting the shop for

recharge as a reason for which they recommended prepaid but when prompted they rated

the factor that selling prepaid gives them a long term customer who is a potential

candidate for cross selling it was found to be the second most important after the need of

control on usage.

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The point is that most of the dealers also deal in mobile phones and a general

psychology is that customers tend to revisit the same shop for recharge where they

bought connection from1 and thereby dealer has an opportunity to cross sell mobile

phones or accessories to these very customers

Reasons recalled for recommending postpaid

50%

69%

33%

11%23%

34%

0%

10%

20%30%

40%

50%

60%

70%

80%

High usage

customer

Better

commission

Easy to use Flexible

(packages)

Better call

rates

STD usag

Reasons recalled for recommendin ost aid

Figure 13

Highlights

Better Commissions is a Reason for most who recommend Postpaid.

Despite various low rental plans still postpaid is a product for higher usage

customers for Dealer.

Only 11% Customers preferred postpaid for Flexibility, which actually is a major

bene

arvind kumar choubey , final project on idea 2

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