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PROJECT REPORT ON

CORPORATE RELATIONSHIP MANAGEMENT OF TULIP TELECOM

IN THE EASTERN REGION

SUBMITTED BY

PRABAR RAKSHIT

SUBMITTED TO

MR. MIJANUR RAHAMAN

TULIP TELECOM

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TO WHOM IT MAY CONCERN

This is to certify that Mr. Prabar Rakshit, Management student at Unitedworld School of

Business, Kolkata was employed as an Intern in our Organization from 9th April 2013 to 15th

April 2013 in Research of Customer Relationship Management of Tulip Telecom in the Eastern

Region.

His performance during the period was satisfactory. We wish him success in all his future

endeavors.

We also certify that his full and final settlement of account has been cleared with this

organization.

For Tulip Telecom

Mr. Mijanur Rahaman

Authorized Signatory

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ACKNOWLEDGEMENT

With immense pleasure, I would like to present this project on TULIP TELECOM. It has

been an enriching experience for me to undertake my Summer Training with Tulip. This would

not have been possible without the goodwill and support of Unitedworld School of Business,

Kolkata and Tulip Telecom.

Words are insufficient to express my gratitude toward my Project Guide Mr. Mijanur

Rahaman, Revenue Assurance Manager (East). I would like to give my sincere thanks to Mr.

Prithwish Bhowal, the HR- Admin (East) of Tulip Telecom who permitted me to get my

training done at TULIP TELECOM. I am very thankful to Mr. Basudeb Saha who helped me

at every step, whenever needed. Special thanks to Mr. Srijan Senguta, Mr. Anirban Sengupta,

Mr. Soumitra Banerjee, Mr. Ramen Sadhukan and Mr. Abhishek Maurya who arranged all

possible company visits for me on behalf of Tulip.

I would like to acknowledge my Faculty mentor, Professor Smita Chatterjee and all other

faculty members at UWSB for the proper guidance and assistance extended by them. They were

always there to guide me whenever I had any question. I am also grateful to my parents and

friends for the encouragement and constant moral support.

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SUMMARY ON THE TELECOM INDUSTRY

India is the fastest growing and the 2nd largest telecom market in the world (the largest being

China). With more than 700 million wireless subscribers and 35 million wireline subscribers, the

industry is growing at a fast pace and has been adding more than 16 million subscriber every

month for the past 1 year.

Enterprise Telecom Market:

The Enterprise Telecom market consists of Enterprise Data services like MPLS, IPLC, DLC,

Internet and other services like IP Telephony, VoIP and Managed Services etc. The enterprise

data market includes MPLS, IPLC, DLC and Internet etc whereas the broader market consists of

VoIP, managed services etc. The demand for network security and high speed data transfer is

only going to increase in future which will result in Enterprise market growing at a faster rate.

Enterprise Data Market:

Enterprise data market includes different types of services which help the users to transmit data

from one location to another. The various segments of the Enterprise Data Market are:

MPLS VPN- MPLS is multi-protocol label switching in which one has multiple layers of

security for the clients. MPLS makes it easy to create virtual links between distant nodes. VPN is

virtual private network and is like building a private network for a client for security/enhanced

services in the public network. VPN provides secured access for users to their organization‟s

network.

IPLC (International private leased circuits): It is giving point to point services, personalized

for enhanced security (is mostly for BFSI transactions) and is more costly also. It is basically a

point to point private line used by an organization to communicate between offices in different

countries. Tata Communications in the largest player in this segment.

DLC (Domestic Leased Circuits): It is a domestic version of IPLC in which a point to point

private line is used by an organization to communicate between offices in the same country.

BSNL is the largest player in this segment.

VSAT (Very small aperture terminal): It is a 2-way network where there is a link with the

satellite to another terminal like swiping the credit card; details go to a bank via satellite.

Ethernet: It‟s a combination of frame based computer networking technologies for LANs.

Size of the market: According to the estimates by Frost and Sullivan, the Enterprise data market

was around ` 7500 crore in FY10 with MPLS segment accounting for 43% of the market i.e.

around ` 3200 crore. Frost and Sullivan also estimates the Enterprise data market to grow at a 4-

year CAGR (cumulative average growth rate) of over 20% with the expectation of MPLS

segment to grow at a 4-year CAGR of over 30%. Moreover the MPLS segment has shown a

growth of over 40% last year.

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SHARE OF THE DIFFERENT TYPES OF SERVICES OFFERED IN THE

ENTERPRISE DATA MARKET:

ETHERNET2%

INTERNET23%

MPLS-VPN43%

DLC16%

IPLC10%

VSAT6%

SHARE OF DIFFERENT SERVICES

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Key players in Enterprise Data Market:

Tata Communications is the largest player in the Enterprise data market with all the major Telcos

like Bharti, Reliance Communications and BSNL having a significant market share. Tulip

Telecom is the 5th

largest player in the market with a share of 11%.

KEY PLAYERS:

1. TATA COMMUNICATIONS

2. BHARTI AIRTEL

3. BSNL

4. RELIANCE COMMUNICATIONS

5. TULIP TELECOM

6. OTHERS

TATA COMM BHARTI BSNL RCOMM TULIP OTHERS

SHARE 21% 17% 14% 14% 11% 23%

0%

5%

10%

15%

20%

25%

SHARE

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FORMATION OF TULIP TELECOM

THE HISTORY:

Originally Incorporated as Tulip Software Private Ltd on 19th May 1992 in New Delhi, India

under the Companies Act, 1956 vide Registration No. 55 - 48817. The name of the Company

was changed to Tulip Software Ltd, i.e. the word "Private" deleted U/s 43A of the Companies

Act, 1956 and the company has become a deemed Public Company w.e.f. 1st July 1997. The

name of the Company was changed to Tulip IT Services Ltd. vide fresh Certificate of

Incorporation dated 10th January , 2002. . The company has shifted its registered office from J-

31 New Delhi, South Extension Part 1, New Delhi- 110049 to C-160, Okhla Industrial Area,

Phase I, New Delhi - 110 020 w.e.f. July 18th, 2003.

The company started operations in 1992 as traders in software products. At present it has 21 year

old organization and during this period It has gone through series of diversifications, expanded

the reach at various locations in India and set up a 100% subsidiary at Singapore. The Company

was promoted by Lt. Col Hardeep Singh Bedi and Ms. Maninder Bedi. During the financial year

2004-05 the company initiated the Wireless based IP/VPN services to provide connectivity

across cities, through the product "Tulip Connect". Within a short span they were able to execute

orders worth Rs. 1,578 Lacs. The list of clients for this line of business includes HDFC Bank,

Sapiant, Playwin, Inlott, etc. Their network was even able to connect remote cities like

Guwahati, Rudrarpur, Baddi and Parwanoo.

Due to this initiative the company has not discontinued any of its other line of business.

of Direct

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rTHE BOARD OF DIRECTORS

Lt. COLONEL H.S. BEDI – CHAIRMAN AND MANAGING DIRECTOR

DEEPINDER BEDI – EXECUTIVE DIRECTOR

DEEPAK KHANNA – JOINT CEO

DINESH KAUSHAL – DIRECTOR ( FINANCE)

HARJYOT SONI – CHIEF OPERATING OFFICER- SERVICES

ASHU MALHOTRA – CHIEF OFFICER (HR)

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SANJAY BHUTANI – REGIONAL CEO (NORTH & SOUTH) ,TULIP

DATA CENTRE

BANKERS: AUDITORS:

1. Bank of India M/s R Chadha & Associates

2. Canara Bank Chartered Accountants

3. DBS Ltd. A-43, Naraina Industrial Area,

4. Indian Overseas Bank New Delhi- 110028

5. ICICI Bank Ltd.

6. Standard Chartered Bank INTERNAL AUDITORS:

7. Axis Bank Ltd M/s JRA &Associates

8. IDFC Ltd Chartered Accountants

9. Barclays Bank

10.Punjab National Bank.

11. IDBI Bank.

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THE COMPANY PROFILE

Tulip Telecom Ltd is now India's leading Enterprise Data Service provider offering full suite of

data services - managed service data center global connectivity. Tulip launched Asia's largest

Data Center and world's third largest data center in February 2012. The launch is a testimony to

company's strength and position as " one stop solution" provider to all the data services

requirements. The plethora of services by Tulip encompasses right from basic connectivity to

total outsourcing of your IT infrastructure.

Tulip has over 20 years of rich experience in providing Information, Communication and

Technology solutions to its customers, which gives it the solid foundation necessary to be the

trusted partner to large and mid-size enterprises across the globe . The company has also built

strong vertical knowledge and enables a large number of mission critical applications for

businesses across India.

The company services primarily comprise of:

GLOBAL CONNECTIVITY

DATA CENTRE

MANAGED SERVICE

The Company‟s data network has the largest reach of over 2,000 locations globally. It has

innovatively deployed a countrywide network using fiber optic in major cities and wireless on

the last mile in smaller cities and rural areas. Tulip has further strengthened its leadership

position by offering end-to-end metro-ethernet fiber connectivity in over 300 cities across India.

Through NNI‟s in USA, Europe and Singapore, Tulip has strengthened its global presence.

The new eco-friendly Data Center has state- of-the-art infrastructure and can house up to 14,000

racks, backed by up to 100 MW Power supply. This facility will further be able to host over 1500

technical and managerial workforces. The civil structure of this facility is ready and the

Company plans to make phased investments in power equipment, HVAC, Fire detection and

extinguishing systems, physical and data security systems, network equipment, WAN, LAN and

storage, systems and software for data center operations depending on the demand.

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TESTIMONY TO PROGRESS

1992 - Commenced operations with 4 employees on 19th May, 1992, as a

Software reseller.

1994 - Emerged as the 3 software resellers in India and explored the system

Integration business.

1995 - Established as a leading hardware equipment company. Commenced

1995 operations in Mumbai.

1997 – Commenced business in Bangalore. Initiated expertise in the Wireless

Segment.

1999 - Emerged as the largest reseller for Cisco in India.

2002 – Set up the world‟s largest rural wireless network in Kerala.

2004 - Explored innovated and established VPN network across India.

2004 Augmented the employee count to 435.

2005 - Bagged major orders for VPN connectivity for Tulip Connect.

Connected 25 major cities across the country on MPLS- VPN

2006 - Increased the country wide network to 180 cities.

Increased the employee to 836.

2007 - Expanded network to over 800 locations.

Won the Frost and Sullivan award for Largest MPLS-VPN provider.

Implemented SWAN in Haryana.

Set up the first Data Centre in New Delhi.

2008 - Won the State Wide Area Network (SWAN) projects of Assam and West

Bengal.

Expanded network to 1300 locations.

Increased employee base to 2300.

Won the Frost and Sullivan award for Largest MPLS-VPN provider for the

Second consecutive year.

Increased total customer count to 1100.

2009 – Network reached 1415 locations.

Established a strong presence of 2400 employees and over 1350 centres.

Unfurled Data Centres in Navi Mumbai.

Awarded ISO 27001 and ISO 20000 for certifications of data centres and

Ntework Operational Services.

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TESTIMONY TO PROGRESS

2010 – Global network reaches 1700 locations.

Commenced international connectivity services in 5 continents across

the globe.

Launched the 4th

Data centre in Bangalore.

Won the Frost and Sullivan award Largest MPLS-VPN provider for the

third consecutive year.

Nominated for a position in FORBES and nominated for EARNEST and

YOUNG award.

2011 – Tulip unveils nation wide Brand Campaign.

Network reaches 2000 locations.

Customer increases to more than 2200.

Employee base reaches 3350.

Launches new products like IP video surveillance, Audio conferencing,

SSL VPN etc.

2012 – Tulip launches world‟s third largest and Asia‟s largest Data Centre.

Bags Tamil Nadu horizontal connectivity.

Witnesses 20% growth in workforce.

Wins order for its new Bangalore data centre from Identification Authority

Of India (UIDAI) for its unique ID project „ADHAAR.‟

2013 – Won largest FMS Project in East and North along with WBSEDCL and NIC respectively

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RECENT HONOURS FOR TULIP TELECOM Frost & Sullivan ranks Tulip as the largest data connectivity

service provider in India with a market share of 30%.

Grey Gambit -community for CIOs established by Tulip, bags the best social media

initiative at Asia Communication Award 2012.

Tulip Data City chosen as a finalist at World Communications Award 2012, under Green

Awards category.

Asia Pacific Entrepreneurship Awards 2011 India honors Col. H.S Bedi with the

prestigious Outstanding Entrepreneurship Award 2011.

Asian Leadership Awards 2011 honor Tulip Telecom with Business Innovation and Best

Talent Managed Company Award.

Tulip Telecom featured as 8th "Hot Growth Company" in the Business Week Asia Hot

Growth Companies List.

Tulip Telecom makes it to the Top 20 list of Dataquest-IDC Top

20 Best IT Employers Survey 2011 and Tulip was ranked 8th

.

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THE FINANCIAL POSITION OF TULIP TELECOM AS ON 2012 HIGHLIGHTS OF 2011-1

Total Revenue Rs. 406,533.26 Lacs

EARNING BEFORE INTEREST, DEPRECIATION AND TAX (EBIDT)

Rs. 109,731.07 Lacs

PROFIT BEFORE TAX (PBT) Rs. 54,489.78 Lacs

PROFIT AFTER TAX (PAT) Rs. 42,723.74 Lacs

EARNING PER SHARE (EPS) ( On fully diluted basis) Rs. 29.47

Total Assets Rs. 490,766.47 Lacs

Year to Year revenue increase by 15.27%

Year to Year EBIDTA increase by 10.31%

Year to Year PBT increase by (-) 10.63%

Year to Year PAT increase by (-) 6.71%

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Income from Operations

The Company registered total revenue of Rs. 406,533.26 Lacs (including other Income) during

eighteen months period ended September 30, 2012, a 15.27% annualized growth over the

previous year.

………………..

Cost of Goods Sold

Cost of Goods sold as a percentage of revenue has been in line with increase in revenue and

remained stable at 64.28% as against 64.60% in the previous year.

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Employee Cost

Employee cost of the company increased by 52.34% on annualized basis in the period. The

number of employees however stood at 2945. The percentage of employee cost to total turnover

increased to 5.32% in the current period as against 4.03% in the previous year.

………………….

Administrative, Selling & Distribution and other expenses

Administrative, Selling & other expenses of the company increased marginally by 23.99% on

annualized basis. The percentage share to revenue increased to 3.41% in the current period as

compared to 3.17% in the previous year.

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Earnings before Interest, Depreciation, Write offs and Taxes(EBIDTA)

Operating profits of the company is at 26.99% in the current period as against 28.21% in the

previous year.

………..

Finance Expenses

Finance expenses for the current year increased by 118.71% on annualized basis.

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Income Tax

The effective tax rate has decreased to 21.57% in the current period as compared to 24.62% for

the previous year.

………….

Profit After Tax(PAT)

Profit after tax for the period stood at Rs. 42,723.74.50 Lacs as compared to Rs.30,532.71 Lacs

in previous year.

The profit margin for the current period stood at 10.51% as against 12.99% in the previous year.

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PROJECT TITLE: CORPORATE RELATIONSHIP MANAGEMENT

CRM is the abbreviation for Corporate Relationship Management. It entails all aspects of

interaction that a company has with its customer, whether it is sales or service-related. CRM is

often thought of as a business strategy that enables businesses to:

Understand the customer

Retain customers through better customer experience

Attract new customer

Win new clients and contracts

Increase profitably

Decrease customer management costs

Customer Relationship Management (or CRM) is a phrase that describes how your business

interacts with your customers. Most people think of CRM as a system to capture information

about your customers. However, that is only part of the picture. Customer Relationship

Management is also about what you do with that information to better meet the needs of your

existing customers and identify new customers, resulting in higher profits for you.

THE CUSTOMER RELATIONSHIP MANAGEMENT BUILDING BLOCKS:

• A database that collects information about your customers.

• A way to analyze the information in the database.

• A strategy for applying the analysis to better meet your clients‟ needs and identify potential

customers.

• Collecting data to ensure your strategy is effective.

The aim of CRM is to concentrate and enhance the knowledge about customers and use this

knowledge to improve and customize the interactions with customers to maintain a long-term

relationship with them.

Customer Relationship management is the strongest and the most efficient approach in

maintaining and creating relationships with customers. Customer relationship management is not

only pure business but also ideate strong personal bonding within people. Development of this

type of bonding drives the business to new levels of success.

Once this personal and emotional linkage is built, it is very easy for any organization to identify

the actual needs of customer and help them to serve them in a better way. It is a belief that more

the sophisticated strategies involved in implementing the customer relationship management, the

more strong and fruitful is the business

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CORPORATE RELATIONSHIP MANAGEMENT @ TULIP TELECOM

Why Corporate Relationship Management is important for Tulip Telecom?

1. To find out new prospective clients.

2. Interact with new clients to influence them to use the services of Tulip.

3. Maintain a proper database of the existing as well as the new added clients.

4. Noting down of service related issues.

5. Keeping a proper track of different companies that have outstanding dues or have made

advanced payments.

6. Calling up clients to inform them to pay their outstanding amounts and instigate them to

clear off their dues.

7. Identifying the problems and difficulties that are being faced by the clients.

8. Finding out the solutions to the several problems faced by the clients.

9. Should be actively involved in assurance of revenue for the company.

10. Visit clients and companies for collection of revenues or delivery of bills and collection

of purchase orders.

11. Keep the clients updated about new inventions, offers or new products.

12. Keep a check on the products and new offers that being offered by the existing

competitors and implementing them if required.

13. Maintain a complete separate database of the worth of the clients and the different

services and products that they are using.

14. Keep a check on those clients who are using the services at a very slow pace.

15. Collecting all sorts of information from the respective departments and keep a track on

the flow of information.

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TULIP IN THE EASTERN REGION

BRANCHES IN THE EAST:

1. KOLKATA – REGIONAL OFFICE

2. PATNA – BRANCH OFFICE

3. GUWAHATI – BRANCH OFFICE

4. AIZWAL – BRANCH OFFICE

5. BHUBHANESHWAR – BRANCH OFFICE

H.R.STRUCTURE IN THE EASTERN REGION:

Mr. Surajit Chatterjee - Chief Operating Office

Mr. Duke Pramanick – Operations Head

Mr. Koushik Kumar – Regional Service Head

Mr. Rajarshi Bhowmick –Regional Finance Head

Mr. Mijanur Rahaman - Regional Manager (Revenue Assurance – East)

Mr. Prithwish Bhowal – Regional Head H.R & Admin

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CRM POLICIES FOLLOWED BY TULIP TELECOM IN THE EASTERN REGION:

Tulip Telecom has a diverse style of managing Customer Relationship.

Let us understand as to why Tulip Telecom needs CRM system in the Eastern region. The

reasons are as follows:

Tulip Telecom continues to face stiff revenue targets spread across too many

stakeholders.

Stakeholders struggle to deal with a vast number of departments, systems and

geographies.

Tracking sales and the opportunities pipeline is an uphill task.

Challenge for TULIP:

Gain control of company resources

Increase sales team productivity

Improve accuracy of sales revenues forecasting

Deliver value to customers

The challenges were not less. Yet Tulip has managed to overcome this in a unique way as

it has learnt to focus on the most important aspect of the business i.e. maintaining a long

term relationship with the clients.

Retaining the customers for survival has become a focal point and effective and

personalized Customer Relationship Management is the mantra for telecom industry. The

ultimate goal of Customer Relationship Management in telecom sector is to provide a

comprehensive suite of software applications that enable them to increase revenue,

productivity and customer satisfaction by managing, synchronizing and coordinating

customer interactions across all touch points including web, customer contact centre‟s,

field organization and distribution channels.

This was properly identified in the Eastern Region.

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CRM POLICIES

Sales force automation: Tulip Telecom has deployed Salesforce CRM for 200

sales and service employees across 12 offices throughout India.

Marketing Campaigns: Marketing has added the ability for launching and

tracking relevant and measureable marketing campaigns, as well as providing a

tool for monitoring the success of PR.

CRM systems and applications: Tulip has enhanced its system with a number of

AppExchange applications including Salesforce for Google Addwords, Wikiforce

and Hoovers.

Gifts and Rewards: Several gifts and other mementos are given to clients so as

to maintain a friendly relationship with them and retain the client.

CRM Portal: There is a different portal altogether for the clients to contact the

company in case of any need or service related issues.

Service Centres: There are numerous service centres set up in the different cities

and toll free numbers are provided for the clients so that they can contact the

company.

Annual Meetings: Annual Meetings are arranged every year where the clients

and stakeholders are invited and all the service related issues and grievances are

discussed.

Private Contacts: Often the clients have private stored contact numbers of the

employees of Tulip. They call them whenever required.

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PROFITABILITY IN ADOPTING THE CRM SYSTEM IN THE EASTERN

REGION OF TULIP TELECOM

Let us see how these CRM system has brought in a positive change for Tulip.

RESULTS:

Effective sales calls per week roughly doubled.

Centralisation of data in the cloud for instant roll out of updates to all users

nationwide.

PR application developed in 30 minutes from AppExchange template as

compared with one week for developing a similar application from the ground up.

Easy forecasting through Salesforce CRM data analyses.

Fast integration of new users through online tutorials and one hour on-site

training.

Better managed services provided to the corporate clients.

Faster service availability and far more reliability.

Formed better relationships which ultimately helped Tulip in retaining its clients.

More of cost cutting.

Less hurdles for the salesforce as they can now only concentrate on sales rather

than on each and every activities of CRM.

Long term relationships formed leading to additions to client base.

Easy and faster solutions to the problems and grievances of the customers.

Finally improving the brand image of “TULIP TELECOM”

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THIS ADVANTAGEOUS SITUATION WAS POSSIBLE ONLY BECAUSE TULIP

REALISED THE MOST IMPORTANT FACTORS WHICH ARE AS FOLLOWS:

Customer Value : Customer value is a strategic weapon in attracting and retaining

customers. Delivering superior customer value has become a matter of ongoing concern

in building and sustaining competitive advantage by driving customer-relationship-

management (CRM) performance.

Customer Satisfaction : At the basis of every long term relationship lays the customer

satisfaction. Evaluating customer satisfaction has become increasingly popular in the last

two decades. This popularity derives from the acceptance, that the satisfaction construct

is a predictor for repurchase intentions, word-of-mouth and loyalty. Customer‟s

satisfaction is the base for business success.

Customer loyalty: Customer loyalty has always been valuable, but today it has become

more vital for success. Building customer loyalty is not a choice any longer with

businesses, it‟s the only way of building sustainable competitive advantage.

Competitive Analysis : As the competition is increasing in telecom industry, many

players are ready to grasp the hands of customers by using various techniques and

solutions to manage relationships across customer interaction points. Because of this

volatility and competitiveness, it is important to know what the competitors are doing

with respect to Customer Relationship Management.

Smarter Acquisition : By better understanding the customers, telecom companies can

more effectively target the right prospects, at the right time through the right channel. By

using combinations of internally created information and outside sourced data, the cost of

customer acquisition can be reduced by more effective target marketing. Many

companies have adopted data warehouse, OLAP tools and campaign manage software as

a support tool and have been able to grow their businesses, and increase income, while

reducing cost.

Knowledge Management : Developments in IT, data warehousing and data mining have

made it possible for service providers to maintain one to one relation with their

customers. It is now possible to manage every single contact with the customer from

account management personnel, call centers, interactive voice response systems, on-line

dial –up applications, and websites to build lasting relationships.

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CRM STRUCTURE OF TULIP TELECOM

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THE CRM STRATEGY OF TULIP TELECOM

The entire customer relationship team of tulip telecom does and controls several functions

together which are as follows:

Generating leads

Client acquisition

Track and manage customer order handling

Create and deliver bills to the clients

Collection of revenue

Track and manage customer problem

Maintaining relationship with the customers.

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SWOT ANALYSIS OF CRM OF TULIP IN EASTERN REGION

STRENGTH:

Expertise is there to do the job.

Huge employee base to tackle and solve the problems of the customer.

Existence of service centres and toll free numbers.

Portal is there to lodge any sort of complaints if there is any.

Salesforce is quite huge and they are the ones who knows customer better.

Online support system.

WEAKNESSES:

Few unmanned POPs (Point of Presence).

It is very time consuming for the salesforce to deal with the customer related issues and

grievances.

Can be hectic for a person who is involved in too many jobs.

No separate CRM department.

OPPORTUNITIES:

New CRM softwares have been developed which can be easily used.

Following the policies and methods of big companies can be of ideal advantage.

Setting up of a separate CRM department

Giving more importance to services than on anything else.

Building an expert team to tackle all the issues like collection, billing, maintaining

relationships.

THREATS:

Too much of competition in the market.

Outstandings in the market are Huge.

Other big names are coming up with the more sophisticated techniques and

methodologies.

Financial condition of Tulip is not favourable at present.

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CRM OF TULIP VS CRM OF TATA TELECOMMUNICATIONS

TATA TELECOMMUNICATIONS TULIP TELECOM

1.There is a complete separate CRM department in

Tata Telecommunications.

1. There is no as such separate CRM department in

Tulip Telecom.

2. The CRM department takes care of maintaining

relationships with its clients.

2. The CRM department takes care of delivery of bills,

collection of revenue, maintaining relationship with its

clients.

3. Salesforce is not a part of CRM department.

3. Salesforce is the most important part of CRM.

4. Its easy to set up a CRM department for Tata

Telecommunications.

4. Its not that easy to set up a new CRM department for

Tulip Telecom.

5. The CRM department does not help in acquiring

new clients.

5. The salesforce not only acquires new clients but also

maintain relationships.

6.The set up cost of such CRM department is quite

high.

6. There is no set up cost as there is there is no proper

CRM department.

7. A separate CRM department does not allow the

salesforce to be a part of it thus providing the

salesforce with ample time to acquire and find out

new clients.

7. Since the salesforce is involved in the CRM process,

so it becomes difficult for them to take care of

everything like maintaining relationships and acquiring

new clients.

8. Already have a separate CRM department.

Hence no new recruitments required.

8. Since there is no separate CRM department so setting

up a new department altogether would mean recruiting

new employees as well or shifting of employees from

one department to another.

9. The CRM department does not have a direct link

to the clients. So it is not that easy for them to keep

a track on the clients of each and every sales person

as the sales person are the ones who knows their

client best.

9. Since individual sales person treats their respective

clients, it becomes easy for them to realize what their

clients want and how they should interact with them.

Thus there exists a direct link in this case.

10. Both the CRM department as well as the

Salesforce are mutually dependant on each other. A

mistake by any may lead to a loss of a client.

10. A sales person will be responsible if there is a loss

of any client as they are the ones who are in direct touch

with the clients.

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ANALYSIS OF THE DIFFERENCE IN CRM STRATEGY OF TULIP AND TATA

It is very much visible that both these companies have a different approach to the CRM

techniques that are to be followed.

Tata has their own CRM department whose job is to manage relationships where as Tulip has no

as such department and the entire responsibility of managing relationships and providing service

lies with the salesforce.

Since Tata‟s employee base is quite less as compared to that of Tulip, so we see that the Targets

and the Productivity is quite more for Tulip than Tata. This is a major difference because the

more the targets, the more the revenue. So we can analyse that since Tulip has more targets to be

fulfilled, therefore they earn more revenue in selling MPLS- VPN than Tata and thus their

productivity is much more than Tata.

Both these strategies are quite different to each other and yet both have certain advantages and

disadvantages to it.

Talking in terms of TULIP TELECOM let us see what advantages they have got by having such

a CRM strategy:

Advantages:

No new recruitments required for a new CRM department.

Direct link between the client and the sales person as no one knows their client better

than the sales person.

Disadvantages:

Becomes difficult for the salesforce to concentrate on other jobs like acquiring of new

clients and updating new orders as too much of time is spent on maintaining relationships

and solving issues of the existing clients.

Takes too much of time for the salesforce to solve the issue of their clients.

The salesforce may not have adequate knowledge of maintaining relationships.

SOME OF THE COMPLAINTS

32 | T U L I P

KEVENTER AGRO: “THERE ARE ALWAYS SOME PROBLEM IN CONNECTIVITY

EACH AND EVERYDAY FOR TWO HOURS ATLEAST AND THERE IS NO ONE TO

SOLVE THE ISSUE. FROM NEXT TIME ONWARDS WE WILL START DEDUCTING

CHARGES”

APEEJAY GROUP: “ TULIP DOES NOT COLLECT ITS CHEQUES ON TIME. MANY A

TIMES WE HAD TO CANCEL THE OUTDATED CHEQUES AND PREPARE FRESH

ONES”

GLOSTER PVT LTD: “THERE IS NO ONE WHO SENDS US AN APPROVED BILL AS

MANY A TIMES THERE IS NO AUTHENTIC SIGNATURE ON THE BILLS THAT WE

RECEIVE”

ULTRATECH: “WE USED TO USE TULIP‟S SERVICES EARLIER. WE EXPERIENCED A

POOR TIME WITH TULIP AS THERE WAS NO PROPER PERSON TO SOLVE OUR

ISSUES”

NEO METALIKS: “IMPROPER BILLING LEADS TO HARRASSMENT AND WASTAGE

OF PRECIOUS TIME”

SIDDHA POINT: “LOTS OF ERRORS IN BILLING LEADING TO MORE PROBLEMS

DURING PAYMENT”

THE COMPETITORS OF TULIP TELECOM IN THE EASTERN REGION

33 | T U L I P

1.AIRTEL

2. BSNL

3. TATA TELECOMMUNICATIONS

4.RELIANCE COMMUNICACTIONS

5. OTHERS

Market Share of the players in the Enterprise Data Market:

Tata Communications is the leader in the Enterprise data market with a share of over 20%

whereas Tulip stands at 5th position holding over 11% of the market. All the major Telcos like

Bharti, RCom and BSNL are competitors of Tulip.

Tulip has been growing its market share in the Enterprise data market and is the leader in IP

VP/MPLS segment of the market which accounts for around 43% of the market. As seen in the

below chart, Tulip commands leadership in the MPLS/VPN segment with more than twice the

share of the 2nd best player. Tulip has around 30% market share in the MPLS segment of the

Enterprise data market.

SHARE IN ENTERPRISE DATA MARKET:

34 | T U L I P

SHARE IN MPLS- VPN:

TATA COMM BHARTI BSNL RCOMM TULIP OTHERS

SHARE 21% 17% 14% 14% 11% 23%

0%

5%

10%

15%

20%

25%

SHARE

35 | T U L I P

GROWTH COMPARISON FOR 2010 AND 2011:

9% 9%

12%13%

29%

13%

15%

0%

5%

10%

15%

20%

25%

30%

35%

TATA COMM BHARTI BSNL RCOMM TULIP SIFY OTHERS

SHARE

36 | T U L I P

TULIP’S VALUED CUSTOMERS

0%

5%

10%

15%

20%

25%

30%

35%

TATA COMM BHARTI BSNL TULIP RCOMM SIFY OTHERS

2010

2011

37 | T U L I P

BFSI:

TELECOM:

38 | T U L I P

VALUED CUSTOMERS OF TULIP

ENTERPRISE:

HOW TULIP IS DEFENDING ITSELF FROM COMPETITION

39 | T U L I P

It is quite evident that Tulip is not the only player in the MPLS- VPN market. It has got its

competitors too. And specially after the deteriorating growth rate of Tulip Telecom, it is very

difficult for them to defend itself from competition.

Though there are other major players in this particular market, yet Tulip stands out from the

crowd and enjoys being the pioneer in the field of MPLS- VPN.

Now let us understand as to why Tulip still has the major share of the market and how the

company is trying to defend itself from competition.

The factors are stated below:

2000 locations across India.

Pioneer in the field of MPLS – VPN.

More than 2200 corporate clients and still retaining them.

A complete business to business (B2B) orientation.

1500+ certified engineers.

More than 3500 Points of Presence.

Total value added services.

Dedicated bandwidth connectivity between sites in different countries.

Connects to major business markets worldwide in over 300 countries.

Dedicated international data connectivity with high availability,

Reliability, minimal downtimes and ensured network security.

Only provider to have termination from all Telcos.

Very much cost effective and reliable connectivity.

Dedicated international data connectivity with high availability, reliability, minimal

downtimes and ensured network security.

Over 5000 employees across India over 70% technical staff.

There are 12 sales offices and 180 service offices to tackle the grievances and problems

of the customers.

Moreover Tulip in the very beginning acquired some immense corporate clients as witnessed

earlier in this report and have been successfully able to retain them by providing them with the

best possible services.

SWOT ANALYSIS OF TULIP TELECOM

40 | T U L I P

STRENGTH:

41 | T U L I P

Wide reach: Tulip has reach over 2000 cities in India for providing Enterprise data services.

This gives Tulip a key advantage over its peers and for several locations its competitors are its

customers due to this wide reach. Due to this wide reach, the company has strength in the rural

market and small towns making it the preferred player in these areas. Tulip enjoys an unparallel

reach in the tier-2 and tier-3 cities and the rural areas.

Leader in a growing segment: Tulip has the largest share in MPLS which is a fast growing

segment in the Enterprise data market. The demand for security and high speed bandwidth will

only increase and thus the market will continue to grow at a fast pace. With a wide reach Tulip is

well placed to benefit from this growth.

High uptimes and last-mile connectivity: Tulip offers last-mile connectivity to the corporate

through its networks making it easier for them to transfer information. It has the largest last mile

network which means the network reaches to the last mile to the Enterprise‟s offices as

compared to a low network reach seen in case of the peers. The company promises an uptime of

99% to the customers and has been delivering uptimes of around 99.9% to its customers. It has

an integrated mesh network which ensures that the connection is not impacted in case one line

breaks and thus the company provides high uptimes.

WEAKNESSES:

Competition: The Enterprise data market already has Incumbent operators with a significant

market share. Tulip stands 5th in terms of market share in the Enterprise data market even

though it is the leader in the MPLS segment. With the fiber network now Tulip would be able to

cater to a larger market and thus would be able to increase its market share.

No inter-city fiber: The Company leases out inter-city fiber from Telecom operators and

players like RailTel, Gail and Powergrid. The leasing charges account for a significant portion of

the costing structure and also increase Tulip‟s dependency on other players. The company has

not committed to any plans for installing inter-city fiber as of now. However, according to the

management, the company might plan to lay-out inter-city fiber in limited locations in future

which would increase the EBITDA margins further as leasing expense accounts for a significant

portion of opex.

A physical damage in the network at a remote place may take more time for connection as the

engineers would need to go the remote for the same.

OPPORTUNITY:

42 | T U L I P

Fiber: The company has invested in Fiber for the past 18 months which has increased its

addressable market fivefold thus giving it a big opportunity to expand in the Enterprise

data market. Around 30% of the revenues come from fiber now and the company expects

this number to increase to 70% in 2 years. The more the revenue from fiber the better are

the EBITDA margins and hence this shift towards fiber will help the company in posting

better EBITDA margins going ahead. The company has already been showing an

improvement in the margins in the recent past.

Government Projects: Tulip has won APDRP projects from the government for

providing the bandwidth. Most of these contracts are 5 year contracts for which the

revenues come in form of equal quarterly payments. The revenue coming from APDRP

projects is an additional source of revenue for the company and Tulip expects to win few

more projects in the near future. It has already been named the preferred player for some

of these projects.

Revenues from Data center and other segments in Enterprise data market: Data

Centers are used for storing the 3rd party data and forms a very small proportion of

revenue for Tulip at this stage but the company expects to increase this revenue in the

next 2 years. Moreover the presence in fiber will allow the company to cater to the other

segments thereby increasing the scope of expansion for the company.

THREATS:

A downturn in the market makes the companies reduce their spending on IT and

networks; moreover the market already has a large number of players which can cause an

impact on the pricing power in case of the companies cutting expense on IT.

A key challenge for Tulip is from the BWA spectrum winners as these players can offer

enterprise data services on Wimax which can provide both bandwidth and last mile

connectivity. But that is not expected in near future as it will take time for the ecosystem

to mature.

PROJECT CRM

43 | T U L I P

RESEARCH METHADOLOGY:

DATA: Data collected in this case is more of in the form of a database where client database was

created and used for notifying service related issues.

The database were of two types.

1. PRIMARY DATABASE

2. SECONDARY DATABASE

PRIMARY DATABASE:

The data which is collected for the first time for your own use is known as Primary Data. The

sources happen to be primary if the data is collected for the first time by you as original data.

Primary Data is collected for meeting the specific objective of the research study.

Methods of collection:

Tracking down of the name of the companies with a turnover of more than 500 crores.

Using internet for this and finding out the details from Google.

The companies in the eastern region were taken into account for this purpose.

The name of the company, the address details and the contact details were found out.

PROCESS OF FOLLOW UP AND OBSERVATIONS:

The contact details were used to call up the clients and inform them about the latest services

being offered by tulip. Such a process is referred to as Telecalling Process. The entire process is

as follows:

Calling up the clients.

Introducing my company profile to them.

Make them aware of the services offered by Tulip.

Convince them to go for a meeting so that we can discuss in details about the business

proposal.

Inform the sales managers about each and every call.

Noting down of the feedback given by the client.

Continue with the process of follow up.

SECONDARY DATABASE:

44 | T U L I P

Secondary data may be defined as the data that has been collected earlier for some

purpose other than the purpose of the present study. Any data that is available prior to the

commencement of the research project is secondary data. Secondary data is also called as

historical data. Secondary sources of the data provide wealth of information to researcher.

It often obviates the need of the primary data collection and saves valuable time, money

and effort.

PROCESS OF COLLECTION OF SECONDARY DATABASE:

This kind of databases are already existing. This types of database are already prepared

by the companies as the names of the companies in such database are the existing clients

of Tulip. This sort of database is for the following purpose:

Calling the clients and asking about the services being offered to them.

Whether they are facing any sort of troubles or not or if there any grievances.

Asking the clients to pay for the outstanding dues and payments.

Notify if there is any up gradation or down gradation required by the client in the

service process.

Convince and promise them to deliver the best services possible.

Keep the clients updated with new offers and latest services available or latest

products available.

Providing them with faster and reliable solutions.

Keeping a note of the feedback given by the client.

REVENUE COLLECTION DEPARTMENT

45 | T U L I P

PROCESS FOLLOWED:

Having an existing Database of the clients.

Calling up the clients and reminding them about the due payments/ outstanding payments

for respective quarters.

Noting down the due dates mentioned by the client for making outstanding payments.

Visiting companies and collecting revenues, payments and cheques.

Visiting companies and delivering bills, credit notes, bringing in purchase orders.

Filling up of deposit slips for the amount and the number of cheques received.

Raising credit notes for several companies.

DATA ANALYSIS

46 | T U L I P

As we know that Data are facts, figures and other relevant information material, past present,

serving as bases for the study and analysis. Data are considered to be the backbone of any

research project as it helps the manager to take the right decision.

Whatever data was collected was with respect to the Corporate Relationship Management of

Tulip Telecom in the Eastern Region.

Data was collected on the basis of Six different Parameters which are as follows:

What percentage of the Corporate clients are Satisfied or Dissatisfied with the services of

Tulip Telecom

What are the main reasons for the Corporate Clients to be Dissatisfied with Tulip?

The feedbacks given by the Employees of Tulip Telecom as to what sort of changes

should be brought in the Corporate Relationship Management Structure of Tulip in the

Eastern Region

The reasons for the existing Corporate Clients preferring Tulip than any other brand

Which other Telecom Service Provider would the Corporates go for other than Tulip?

The most important Parameter for choosing any Telecom Service Provider

47 | T U L I P

ANALYSIS 1- WHAT PERCENTAGE OF THE CORPORATE CLIENTS ARE

SATISFIED/DISSATISFIED WITH THE SERVICES OF TULIP TELECOM IN THE

EASTERN REGION

A sample of 85 companies were taken into account while finding out the number of satisfied and

dissatisfied clients of Tulip.

Out 85 samples, 36 Corporate Clients were satisfied with the services of Tulip as they never

faced as such problems with respect to connectivity, after sale service or billing etc.

49 of them mentioned that they were not completely satisfied with Tulip‟s services as there were

some problem or the other like problem with respect to connectivity, after sale service or billing

etc.

It is seen that the 36 clients who are satisfied are big clients like ITC Limited, Rose Valley

Entertainments, Eveready Industries. Since such big companies bring in huge amount of revenue

for Tulip, so Tulip always tries to satisfy them unlike the remaining 49 companies who are pretty

small companies and not that big clients of Tulip.

So we see that Tulip satisfies the bigger clients and ignore the smaller ones.

Satisafction42%

Dissatisfaction58%

PERCENTAGE OF SATISFIED/DISSATISFIED CLIENTS

48 | T U L I P

ANALYSIS 2 – WHAT ARE THE MAIN REASONS FOR THE CORPORATE CLIENTS

TO BE DISSATISFIED WITH THE SERVICES OF TULIP

A random sample of 50 dissatisfied Corporate clients were taken into account to find out as to

why they are dissatisfied with the services of Tulip.

The four main reasons were found out as shown in the Graph.

Out of 50 odd samples, the answers and the scores are as follows:

Billing Problem - 7

Late collection of Revenue - 3

Unsatisfactory after sale service - 22

Connectivity – 18

Billing problem refers to wrong billing or when bill is not sent at a correct time or place.

Late collection of revenue talks about when Tulip fails to collect its payments at a proper time

and thus the companies have to make changes in their accounts and cancel post dated cheques

and rewrite new cheques.

Connectivity talks about connectivity problems or when server is down or not recovered.

Unsatisfactory after sales service is basically the service that Tulip provides to its existing clients

after the sales has already taken place.

0

5

10

15

20

25

Billing problem Late collection of revenue

Unsatisfactory after sale service

Connectivity

REASONS FOR DISSATISFACTION

Share

49 | T U L I P

ANALYSIS 3 - THE FEEDBACKS GIVEN BY THE EMPLOYEES OF TULIP

TELECOM AS TO WHAT SORT OF CHANGES SHOULD BE BROUGHT IN THE

CORPORATE RELATIONSHIP MANAGEMENT STRUCTURE OF TULIP IN THE

EASTERN REGION.

20 employees of Tulip were selected for the feedback regarding what changes should take place

in the Corporate Relationship Management Strategy of Tulip in the Eastern Region.

FEEDBACKS:

Separate CRM Department – 5 of them felt that there should be a separate department to

handle Customer Relationships.

Implementing new Softwares – 2 of them felt that new CRM Softwares can be used to tackle

the client issues and problems.

Appointing Coordinators – Eight of them felt that recruiting a few Coordinators will the best

possible outcome so that the coordinators can work along with the Sales Team and help in

managing relationships.

Separate Collection department – 5 of them felt that it was a necessity to have a separate

collection department as lot of time is wasted if a sales person takes the responsibility of revenue

collection and delivery of bills.

0

1

2

3

4

5

6

7

8

9

SEPARATE CRM DEPARTMENT

IMPLEMENTING NEW SOFTWARES

APPOINTING COORDIANATORS

COLLECTION DEPARTMENT

RECOMMENDATION BY THE EMPLOYEES OF TULIP

IN NUMBER

50 | T U L I P

ANALYSIS 4 - THE REASONS FOR THE EXISTING CORPORATE CLIENTS

PREFERRING TULIP THAN ANY OTHER BRAND

A sample of 40 satisfied and existing clients of Tulip were asked as to why they prefer Tulip

over other Telecom service Providers.

Price with a score of 5 and Brand Name with a score of 3 were the least important reasons as to

why clients choose Tulip.

14 of them said that it because Tulip provided the best connectivity and had no major problems

with respect to connection.

But 18 of them mentioned that it was the service which Tulip provides which makes the clients

more prone towards Tulip.

So we see that Corporate Clients need far better services than connectivity as it is one of the

most important parameters followed by Connectivity.

0

2

4

6

8

10

12

14

16

18

20

CONNECTIVITY PRICE SERVICE BRAND NAME

REASONS FOR PREFERRING TULIP

51 | T U L I P

ANALYSIS 5 - WHICH OTHER TELECOM SERVICE PROVIDER WOULD THE

CORPORATES GO FOR OTHER THAN TULIP

Customer Relationship Management is not only about maintaining relations but also taking into

account the existing competition in the market.

50 odd clients were asked as to what other service providers they would prefer other than Tulip.

BSNL – 17 of them preferred Bsnl as they believed that BSNL is the next best alternative after

Tulip in the Eastern Region.

TATA – 14 of them relied on Tata to be the next best because of the wide spread connectivity

and reliability of Tata Telecommunications.

RELIANCE – 12 people depended upon Reliance because of the brand Reliance and the

experience that Reliance has in the MPLS-VPN market.

AIRTEL – 7 people went for Airtel because though being quite new in this market, Airtel was

doing well.

BSNL and Tata seemed to be the next best alternative after Tulip and both these service

providers can be considered to be the close competitors of Tulip in the Eastern Region.

AIRTEL24%

TATA28%

RELIANCE14%

BSNL34%

PREFERENCE FOR OTHER BRANDS

52 | T U L I P

ANALYSIS 6 - THE MOST IMPORTANT PARAMETER FOR CHOOSING ANY

TELECOM SERVICE PROVIDER

Before going for any particular service provider the corporate clients has their own specifications

and parameters which are measured and only after that a service provider is chosen.

As wee can see above the 4 most important parameters are mentioned in the graph.

A sample of 40 clients were asked that on what basis they choose a Telecom service provider.

As we can see that Price and Brand name were the least important parameter for choosing a

Telecom service provider because corporate clients are ready to pay a good price if the service

provided is reliable enough to provide good quality service. Even the brand name has no

importance in this case at all.

The most important parameters are Connectivity followed by Service.

Clients prefer a service provider who will provide them with the best and wide spread

connectivity followed by after sale services to take care of everything. If these two conditions are

met then the clients do not hesitate to pay something extra.

As connectivity and service matters to them the most.

CONNECTIVITY PRICE SERVICE BRAND NAME

Series 1 20 2 17 1

0

5

10

15

20

25

Axi

s Ti

tle

MOST IMPORTANT PARAMETER FOR CHOOSING A SERVICE PROVIDER

53 | T U L I P

RECOMMENDATIONS

The present scenario of the CRM strategy of Tulip Telecom in the Eastern region can be

compared to the proverb - JACK OF ALL TRADES BUT MASTER OF NONE.

Since the salesforce of Tulip is completely bearing the responsibility of managing customer

relationships, it seems to be a hectic process for them.

There a certain number of areas that needs to be taken care of like billing, revenue collection,

delivery of bills. All this may not be feasible for such a big salesforce which exists in Tulip.

Though there is no need of setting up of a separate Customer Relationship Management

department like that of Tata, yet I firmly believe that there should be a number of several

appointed coordinators who will not only be coordinating with the salesforce but also also

managing customer relations.

The reason as to why I say this is just because the role of a sales team is to gather and acquire

new clients which will ultimate bring in profitable business to the company. In this way the

targets of each and every salesforce can be met.

If the existing salesforce keep themselves too busy with managing relationships then they will be

left with very little time for acquiring new clients. So according to me the following changes

should take place to bring in a positive vibe in the Eastern region of Tulip Telecom:

Appointing a few Coordinators who will be coordinating the sales team and help in

managing customer relationship.

A separate collection department should be there to take charge of the jobs like collection

of outstanding payments, delivery of bills, client calling, notifying the requirements of

different customers like up gradation or down gradation.

The Sales team should be given a reasonable amount of targets to be fulfilled which is

possibly within their reach.

Setting up of a new system portal where clients can directly post or lodge their problems

or complaints if any.

Starting the SMS service were clients can be sent several sort of reminders or other

informations like any new products launched by Tulip or any new offers being provided.

Monthly collection of feedback from its existing clients is very much important. This will

help them to realize those areas where they are lacking attention.

Timely solving of issues and problems is very much important specially when there is

intense competition in the market.

Proper flow of communication and information should be there across all departments

and as well as across all branches in the eastern region.

Improving the financial condition of Tulip so as to bring a positive vibe among

employees so that they are motivated enough to work diligently.

54 | T U L I P

Though there will be many recommendations that will be coming up but one must accept

the fact that out of many, only a few can be implemented and put to use.

As per the salesforce is concerned, they indeed have a tough role to play if acquiring new

clients is concerned because it is a very difficult process in the present market.

Though the Customer Relationship Management process in Tulip is good enough to

tackle the problems and maintain a healthy relationship with their customers but one

should not force them to do so or make them implemented upon the sales team.

It should be realized that their ultimate job is to bring in business and acquire clients and

fulfill targets,

If too much of time is spent on maintaining relationships then Tulip might land up with

avoiding the sales part.

And if we look at the present condition of Tulip, then it looks like it would not be a

feasible idea to set up a separate Customer Relationship Management department like

that of Tata Telecommunications. Tata has its sources of revenue from other profitable

business as well apart from the telecom industry. In that case Tulip lags behind.

We must not forget that Tulip is pioneer in the MPLS- VPN market and from the very

beginning it has acquired some of the big names as its clients.

The question is not only about retaining those existing customers but bringing in new

clients as well. Though retaining customers will give them business and bring in money

for them but acquiring new clients will not only give profitable business but also the

opportunity to grow.

One must remember that it is indeed tough to maintain a healthy relationship with the

existing clients but it is far more difficult to acquire new clients.

55 | T U L I P

CONCLUSION

Telecom Market already enjoys a major share in the eastern region and will continue to in the

years to come. Tulip Telecom will surely grow as a strong brand by adopting proper strategies.

Tulip has the technical capability to capture the market and remain as the leader. It needs to

penetrate in the market and look for prospects in other areas too. For this the company needs to

have certain employees who will be able to take care of this responsibility. Tulip also need to

focus more on promotional activities to create awareness about its different schemes, products,

offers.

This Summer Internship Project has been a good learning experience for me. This was a perfect

blend of corporate and market exposure coupled with hands on experience will serve as an

important ingredient in my recipe of success in all future endeavors.

56 | T U L I P

BIBLIOGRAPHY

57 | T U L I P

ANNEXURE

ANNEXURE 1:

NAME OF THE COMPANY CONTACT DETAILS FEEDBACK

1. JMC Projects India Ltd

(91)-(33)-30251500 Already have an account with tulip.

Satisfied.

2. Rohit Ferrotech Ltd

91 33 2211 9805/9806 unable to connect

3. Ultratech Cement

033-3021 4100 Suffered a poor experience with Tulip.

4. Wesman Engineering

91 (33) 40020300 Do not require

5. Titagarh Wagons LTD

91)-(33)-22891655 Unable to connect

6. N K Realtors

9874862626 Not required now, have to follow up

7. Jai Balaji Industries Limited

2248-9808 /8173 Send the profile via mail

8. REI Agro Limited

91033-32925061 /

32925062

Not required now

9. Graphite India Limited

91-33-40029600 Not needed now. Will contact in near

future.

10. Allmineral Asia Pvt Ltd

033 40174100 Not responding

11. ALOM Extrusions Ltd

91 - 33 - 2282

2540/41/42/92

Using Airtel. Knows tulip. But does not

need anything now.

12. EMTA Industries ltd. 24856666 Follow up after 3 weeks.

13. Amiya Commerce & Construction

Co Pvt Ltd

44035455/22295455 Wrong number

14. Ashirwad Steels & Industries

Ltd(MSP Group)

22101376 22430372 Unable to connect

15. Costal Energy Limited 91 33 40073877 Unable to connect

16. Associated Electrical Construction

Company (1963) Pvt Ltd

2234 6669 Satisfied by reliance. Do not need Tulip.

17. B & A Packaging India Ltd 22295098/ 22657389 Already using tulip.

18. Otc International 22475994 Send the profile via mail

19. National Mineral Development

Corpn Limited

22832891 Not interested at all

20. R Mcdill & Co Private Limited 22878663 Do not PLS- VPN Connection

58 | T U L I P

ANNEXURE 2:

COMPANIES VISITED:

1.Simplex infrastructure- Shakespeare Sarani

2.Berger House- Park Street.

3.Bazar Kolkata- Howrah

4.Metro Retail- Howrah

5.Zacks Research- Ho Chi Min Sarani

6.Siddha Realities- Park Street.

7.JIS group- Saltlake Secytor V, Benfish

9. Bhawarlal Alokkumar- Burrabazar

10. Century Plyboards- Dalhousie, Fairy Place

11. APEEJAY Group- Park Street, Apeejay house

12. Century Extrusion- Park Street

13. Shipra Commercial- Chingrihata, Paridhan Market

14. NEO Metaliks- Park Street

15. BRG Iron and Steel- Saltlake Sector V, College More

16. UBI Bank- Dalhousie

17. AGWANI Fashions- Howrah, Belepur

18. SAJ Foods Pvt Ltd- Minto Park

19. Budge Budge Ltd- Dalhousie

20. PACENET Technologies Pvt Ltd- Ho Chi Min Sarani

21. Indusnet Technologies- Sector V,Saltlake

22. BMW Industries- Park Street, Avani Signature

23. ERUDITE Educational Centre- Camac Street, Maidan

59 | T U L I P

24. Haldia Steel pvt ltd- Shakespeare Sarani

25.Microsec Ltd- Ballygaunje

26. KEPPEL Magus ltd- City Centre 1, Saltlake

27. RAHUL Commercial pvt ltd- Kasba

28. UTKAL Feeds Pvt Ltd- Shakespeare Sarani

29. CD Equisearch- Shakespeare Sarani

30. Sree Uma Pvt Ltd- Minto Park

31. LA Software- Saltlake sector V

32. National Refractories Ltd- AJC Bose Road

33. BEEKAY STEEL- Minto Park

34. Syndicate Jewellers- Ho Chi Min Sarani, Near Camac Street Pantaloons.

35. Ambey Mining Ltd- Shakespeare Sarani

36. R B Aggarwala- Minto Park

37 Fogla Group- Dalhousie

38. Keventer Agro- Dalhousie

39. Phillips Carbon Black Limited- Dalhousie

40. Thakurprasad Shaw- Park Street, Avani Signature

41. Tata Sponge Iron Ltd.- Rabindra Sadan

42. Venus Control and Switch Gear pvt ltd.- Dalhousie

43. Riga Sugar Co. Ltd.- Dalhousie

44. VSP Udyog Ltd.- Dalhousie

45. Abdos Polymers Ltd.- Dalhousie

46. Balmer Lawrie- Dalhousie

47. RGS fashions.- Picnic Garden

48. Seven Star steels.- Park Street, Chatterjee International Building

60 | T U L I P

49. BKB Transport. Hazra

50. Reflex communications Pvt Ltd.-

51. Linde- Taratala

52. Mani Group- Mani Square

53. Paramesh Banerji Teleclinic- Gariahat

54. S P Projects.- Narkel Bagan, Ruby

55. Ellenbarrie Industrial Gases Ltd.- Park Street

56. Senorita Creations- Chingrihata

57. JMD Chain Stores Ltd.- Chingrihata

58. SAI Industries Pvt Ltd.- Chadni Chowk, near E-mall

59. Madan Lal Lohia- Minto Park

60. Secure Prints Ltd.- Moulali

61. Adhunik Group.- Minto Park

62. Hoogly mills - alipore

63. Rose velley – saltlake sector v

64. Snowtex udyog ltd. - Topsia

65. Shyam sel and power ltd- cr avenue

66. Madan lal lohia- sovabazar

67. Sahul India ltd.- Dalhousie

61 | T U L I P