summer internship on telecom industry

7/28/2019 Summer Internship on Telecom Industry

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SUMMER INTERNSHIP PROJECT REPORT

Table of content

1) Objective of the project………………....................................5

2) Overview of telecom industry………………………………6

Telecom Industry in India………………………………6

History of Indian Telecommunications…………………6-8

Company users ………………………………………… 9

Market Share of the Telecom Company in India………10

Subscribers ………………………………………………11

3) Introduction of Idea Cellular…………………………………12

Introduction ………………………………………………….12-13

Our Service Areas ……………………………………………13

Established Service Areas ……………………………………13

New Service Areas ……………………………………………14

Holding …………………………………………………………15

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Mission …………………………………………………………16

4.) Key people …………………………………………………………16-18

Board of Directors

Corporate Leadership Team

Circle Heads

Brand Information

5.) Our Partners ……………………………………………………..18-19

Brand Idea ……………………………………………………………19

Brand Mission………………………………………………………...20

Brand Initiatives …………………………………………………..…20

6.) Research Methodology……………………………………………..22

Definition of Research …………………………………..23

Sample size ………………………………………………23

Types and Techniques ………………………………..…24

Tools used …………………………………………….….24

Limitation of the study ………………………………….25

7.) Data Analysis & Interpretation……………………………26

8.)Questionnaires for the customer…………………… .…….26-32

9.) Telecom Market Share in Dhanbad……………………33-35

10.) Distribution channel of idea……………………………35

Distribution Strategy………………………………36-37

Selecting members within a channel……………….38-39

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Motivating Channel Members ………………………39-40

Sales Organization structure …………………………41

Distribution channel of idea in Dhanbad……………..42

11.) Channel Management……………………………………42-43

12.) Process started …………………………………………43

Customer Interaction………………………………….44

13.) Observation and Finding…………………………..45

Conclusion ……………………………………………47

Suggestions …………………………………………..47

Bibliography…………………………………………….….48

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Objective of the project

Objective of the project

1. To find out the perception of Retailer towards incentive.

2. To find out the telecom market share of different companies inDhanbad.

3. To find out the Retailer satisfaction towards the different plans

and offers by the company.

4. To find out the competitor of Idea in Dhanbad.

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Overview of

telecom

industryTelecom Industry in India

The telecom industry is one of the fastest growing industries in India. India hasnearly more than 200 million telephone lines making it the third largest network in

the world after China and USA. With a growth rate of 45%, Indian telecom

Industry has the highest growth rate in the world. Much of the growth in Asia

Pacific Wireless Telecommunication Market is spurred by the growth in demand

in countries like India and China. India’s mobile phone subscriber base is growing

at a rate of 82.2% . China is the biggest market in Asia Pacific. Compared to that

India’s share in Asia Pacific Mobile Phone market is 6.4% . Considering the fact

that India and China have almost comparable populations , India’s low mobile penetration offers huge scope for growth.

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History of Indian Telecommunications

Started in 1851 when the first operational land lines were laid by the governmentnear Calcutta (seat of British power). Telephone services were introduced in India

in 1881. In 1883 telephone services were merged with the postal system. Indian

Radio Telegraph Company (IRT ) was formed in 1923. After independence in

1947, all the foreign telecommunication companies were nationalized to form the

Posts, Telephone and Telegraph (PTT), a monopoly run by the government’s

Ministry of Communications. Telecom sector was considered as a strategic service

and the government considered it best to bring under state’s control.

In 1990’s telecommunications sector benefitedfrom the general opening up of the economy. Also , examples o telecom

revolution in many other countries, which resulted in better quality of service and

lower tariffs, led Indian policy makers to initiate a change process finally resulting

in opening up of telecom services sector for the private sector. National telecom

Policy (NTP) 1994 was the first attempt to give a comprehensive roadmap for the

Indian telecommunications sector. In 1997, Telecom Regulatory Authority of

India (TRAI) was created. TRAI was formed to act as a regulator to facilitate the

growth of the telecom sector.

Telecommunication sector in India can be divided into two segments: Fixed

Service Provider (FSPs), and Cellular Services. Fixed line services consist of basic

services, national or domestic long distance and international long

distance services. The state operators (BSNL and MTNL), account for almost 90

percent of revenues from basic services. Private sector services are presently

available in selective urban areas, and collectively account for less than

5 per cent of subscriptions. However, private services focus on the

business/corporate sector, and

offer reliable, high- end services, such as leased lines, ISDN, closed user group

and videoconferencing.

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Cellular services can be further divided into two categories: Global System

for Mobile Communications (GSM) and Code Division Multiple Access (CDMA).

The GSM sector is dominated by Airtel, Vodafone-Hutch, and Idea Cellular, while

the CDMA sector is dominated by Reliance and Tata Indicom. Opening up of

international and domestic long distance telephony services are the major growth

drivers for cellular industry. Cellular operators get substantial revenue

from these services, and compensate them for reduction in tariffs on airtime,

which along with rental was the main source of revenue. The reduction in tariffs

for airtime, national long distance, international long distance, and handset prices

has driven demand.

India added 13.82 million new mobile subscribers in February 09, down from

15.41 million a month earlier, according to Indian telecom regulator TRAI.

India’s total number of mobile subscribers rose to 376.12 million at end-February

from 362.30 million at the end of January. While China added 18.55 million new

mobile phone subscribers in the first two months of 2009 and total wireless

subscriber base stood at 659.78 million as of end-February 2009. China Mobile

subscribers sent 607.1 billion SMSs last year, up by over 100 billion from the last

year, and downloaded more than 76 million full music

Tracks. India’s GSM subscribers totaled 277.5 million by end-February,

accounting for nearly 75% of total wireless market share. According to figuresreleased by the Cellular Operators Association of India (COAI), GSM players

added 10.84 million new subscribers in March, taking total GSM subscriptions for

the fiscal year to 288.3 million. The numbers exclude subscriptions for Reliance

Communications, the CDMA service provider that recently launched GSM

services, because the company does not reveal GSM numbers separately. If the

estimates of 2.5 million to 2.7 million

GSM subscribers for Reliance Communications are added, the total monthly

increase for GSM subscriptions will be 13.54 million.

At this rate, India’s GSM subscriber base is growing at more than double the

monthly growth rate of China, which is adding around 6 million customers every

month.

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The recent data released by the Telecom Regulatory Authority of India (TRAI)

puts the total telecom subscriber base of India at 653.92 million by end of May

2010 increasing from 638.05 million total telephone subscribers recorded in April

2010. The growth registered accounts to be 2.49%, with the overall Tele-density in

India being 55.38.

As per the data provided by the telecom operators, the mobile subscribers in the

country reached 617.53 million in May 2010 marking growth of 2.71% from the

April 2010. The mobile subscriber base stood at 601.22 million in April.

Company users

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Market share and revenue

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Group Company No. of Subscribers

Airtel(GSM) 13,06,19,487

Reliance (CDMA + GSM) 10,51,55,754

Vodafone Essar(GSM) 10,37,55,978

Tata (CDMA) 6,78,84,042

IDEA(GSM) 6,52,88,248

BSNL(GSM) 6,47,44,985

Aircel(GSM) 3,84,69,541

Uninor 50,21,651

MTNL(GSM) 48,17,670

MTS (CDMA) 42,15,599

Loop Mobile(GSM) 28,94,511

Stel (GSM) 11,12,391

HFCL (CDMA) 3,27,341

Etisalat (GSM) 4,990

Total (All India) 59,43,12,188



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INTRODUCATI

ON OF IDEA

CELLULAR

Introduction :

IDEA Cellular is a publicly listed company, having listed on the Bombay

Stock Exchange (BSE) and the National Stock Exchange (NSE) in March

2007.

IDEA Cellular is a leading GSM mobile services operator in India with 67

million subscribers, under brand IDEA. It is a pan India integrated GSM

operator covering the entire telephony landscape of the country, and has

NLD and ILD operations.

A frontrunner in introducing revolutionary tariff plans, IDEA Cellular has

the distinction of offering the most customer friendly and competitive Pre

Paid offerings, for the first time in India, in an increasingly segmentedmarket. From basic voice & Short Message Service (SMS) services to high-

end value added & GPRS services such as Blackberry, Data card, Mobile

TV, Games etc - IDEA is seen as an innovative, customer focused brand.

IDEA offers affordable and world-class mobile services to varied segments

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of mobile users. Be it high end users, or low-end, price sensitive consumers

- IDEA's tariff plans are designed to suit every pocket.

With a vision of delighting its customers while meeting their individualcommunication needs anytime, anywhere, IDEA offers seamless coverage to

roaming customers traveling to any part of the country, as well as to

international traveling customers across over 200 countries. IDEA Cellular

has partnership with over 400 operators to ensure that customers are always

connected while on the move, within the country or other parts of the world.

IDEA is the winner of 'The Emerging Company of the Year Award' at The

Economic Times Corporate Excellence Awards 2008-09. The company has

received several other national and international recognitions for its path-

breaking innovations in mobile telephony products & services. It won theGSM Association Award for "Best Billing and Customer Care Solution” for

2 consecutive years. It was awarded "Mobile Operator of the Year Award -

India” for 2007 and 2008 at the Annual Asian Mobile News Awards (IDEA

Cellular is an Aditya Birla Group Company, India's first truly multinational

corporation. The group operates in 25 countries, and is anchored by over

1,30,000 employees belonging to 30 nationalities. The Group has been

adjudged the '6th Top Company for Leaders in Asia Pacific Region' in 2009,

in a survey conducted by Hewitt Associates, in partnership with The RBL

Group, and Fortune. The Group has also been rated 'The Best Employer in

India and among the Top 20 in Asia' by the Hewitt-Economic Times and

Wall Street Journal Study 2007.

Service AreasThe Indian telecommunications market for mobile services is divided into 22

"Service Areas" classified into "Metro", Category "A", Category "B" and

Category "C" service areas by the Government of India. These classifications

are based principally on a Service Area's revenue generating potential.

IDEA is a pan-India operator with services being made available in all parts

of the country.

The telecom service areas have been divided into Established and New

Service Areas.

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Established Service AreasThe established service areas are Delhi, Andhra Pradesh, Gujarat,

Maharashtra, Haryana, Kerala, Madhya Pradesh and Uttar Pradesh (West).

Licenses for the Maharashtra and Gujarat Service Areas were awarded in

December 1995, with network rollout and commercial launch achieved in

1997. In January 2001 the mobile operations in Andhra Pradesh Service Area

were integrated with IDEA through a merger with Tata Cellular Limited.

In June 2001, the mobile operations in Madhya Pradesh Service Area were

fully integrated with IDEA through an acquisition of RPG Cellcom Limited.

In October 2001, the license for Delhi Service Area was acquired during the

fourth mobile license auction, with network rollout and commercial launch

in November 2002.

In January 2004, Escotel Mobile Communications Private Limited

("Escotel"), was acquired with its original licenses in the Service Areas of

Haryana, Uttar Pradesh (West) and Kerala. All these Service Areas were re-

branded and integrated with IDEA in June 2004.

New Service Areas

The New Service Areas are Uttar Pradesh (East), Rajasthan, Himachal

Pradesh, Bihar & Jharkhand , Mumbai, Karnataka, Punjab, Orissa, Chennai

& Tamil Nadu, Jammu & Kashmir, Kolkata & West Bengal, and Assam &

North East.

Licenses for Uttar Pradesh (East), Rajasthan and Himachal Pradesh were

acquired through the acquisition of Escotel (Escorts TelecommunicationsLimited).

Idea launched its services in Mumbai and Bihar in 2008. The Mumbai launch

was the largest Metro City launch in India. In Bihar, Idea acquired 500,000

subscribers in just over 100 days.

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Brand Idea was launched in Karnataka and Punjab, through the acquisition of

spice communication.

The company has expanded its pan-India presence through service launchesin Orissa, Chennai & Tamil Nadu, Jammu & Kashmir, Kolkata & West

Bengal, and the North East states in FY10.

Holding

Initially the Birlas, the Tatas and AT&T Wireless each held one-third equity

in the company. But following AT&T Wireless' merger with Cingular

Wireless in 2004, Cingular decided to sell its 32.9% stake in Idea. This

stake was bought by both the Tatas and Birlas at 16.45% each.

Tata's foray into the cellular market with its

own subsidiary, Tata Indicom, a CDMA-based mobile provider, cropped

differences between the Tatas and the Birlas. This dual holding by the

Tatas also became a major reason for the delay in Idea being granted a

license to operate in Mumbai. This was because as per Department of

Telecom (DOT) license norms, one promoter could not have more than 10%

stake in two companies operating in the same circle and Tata Indicom was

already operating in Mumbai when Idea filed for its license.

The Birla thus approached the DOT and sought its intervention,

and the Tatas replied by saying that they would exit Idea but only for a good

price. On April 10, 2006, the Aditya Birla Group announced its acquisition

of the 48.18% stake held by the Tatas at Rs. 40.51 a share amounting to Rs.

44.06 billion. While 15% of the 48.14% stake was acquired by Aditya

Birla Novo, a company in-charge of the Birlas' new business initiatives, the

remaining stake was acquired by Birla TMT holdings Private Ltd., an AV

Birla family owned company. Currently, Birla Group holds 98.3% of the

total shares of the company. Idea has successfully launched 3 more new

circles (states) in India viz. Rajasthan, Himachal Pradesh and UP (East) to

make itself a pan-India player. Recently, Idea got licenses to operate in

Mumbai & Bihar. They are awaiting the spectrum from Dot.

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Our Mission

Key People

Board of Directors -

Mr. Kumar Mangalam Birla (Chairman)

Smt. Rajashree Birla

Mr. Sanjeev Aga (Managing Director)

Mr. Arun Thiagarajan

Ms. Tarjani Vakil

Mr. Mohan GyaniMr. Gian Prakash Gupta

Mr. R.C. Bhargava

Mr. P. Murari

Mr. Biswajit A. Subramanian

Dr. Rakesh Jain

Mr. Juan Villalonga Navarro

Dr. Hansa Wijayasuriya (Alternate to Mr. Juan Villalonga Navarro)

Management Team -

Corporate Leadership Team

Mr. Sanjeev Aga, Managing Director

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Mr. Akshaya Moondra, Chief Financial Officer

Mr. Anil K. Tandan, Chief Technology Officer

Mr. Prakash K. Paranjape, Chief Information Officer

Mr. Pradeep Shrivastava, Chief Marketing Officer

Mr. Navanit Narayan, Chief Service Delivery Officer

Mr. Vinay K. Razdan, Chief Human Resource Officer

Mr. Rajat K. Mukarji, Chief Corporate Affairs Officer

Mr. Rajesh K. Srivastava, Chief Materials & Procurement Officer

Mr. Ambrish Jain, Director - Operations

Mr. Himanshu Kapania, Director – Operations

Circle Heads

Mr. Iyer Subbaraman S., Chief Operating Officer, Andhra Pradesh

Mr. Rajendra Chourasia, Chief Operating Officer, Madhya Pradesh & Chattisgarh

Mr. Virad Kaul, Chief Operating Officer, Uttar Pradesh (West), Delhi & Haryana

Mr. T. G. B. Ramakrishna, Chief Operating Officer, Kerala

Mr. Sashi Shankar, Chief Operating Officer, Mumbai

Mr. P.Lakshminarayana, Chief Operating Officer, Maharashtra & Goa

Mr. Naozer Firoze Aibara, Chief Operating Officer, Uttar Pradesh (East)

Mr. Sunil Kataria, Senior Vice President - Operations, RajasthanMr. Arul Bright, Senior Vice President - Operations, Gujarat

Mr. M. D. Prasad, Senior Vice President - Operations, Bihar

Mr. M. Srinivas, Senior Vice President - Operations, Tamil Nadu & Chennai

Mr. Siva Ganapathi, Chief Operating Officer, Karnataka

Mr. Anish Roy, Chief Operating Officer, Punjab, J&K and Himachal Pradesh

Mr. Aloke Malik, Chief Operating Officer, East (Kolkata, Rest of Bengal, Orissa

& NESA)

Our Partners

IDEA welcomes all businesses and individuals interested in partnering with us to

enhance and strengthen the IDEA products & services portfolio.

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To explore such potential partnerships, kindly get in touch with us by submitting

the Partners Form.

Some of our Technology and Content Partners:

VAS:

Onmobile Asia Pacific Ltd

Cellebrum India Ltd

Siddhivinayak Astro Services Ltd.

Kodiak Ltd

Mauj

Net4nuts India Ltd

Yahoo

Rediff

%Sify

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Reliance 21

Idea 17

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who gives you the best service ?

Options % of respondents

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Reliance 13

Idea 18

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Dhanbad page



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How much activations do you sell and what is the percentage of idea ?

Total Activation Idea % of Idea

9253 1877 20%

How much recharge do you sell and what is percentage of idea ?

Dhanbad page



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How is the network quality of idea in your area ?

Which brand come first in your mind when you sell a sim ?

Dhanbad page



4

TelcomMarketShare

in Dhanbad

Here we have prepared some questionnaires from the Retailer’s point of view and

tried to find out the market share of the following telecom industry in Dhanbad :

Idea

Reliance (Gsm)

Airtel

Vodafone

Aircel

Tata Docomo

Dhanbad page



4

DistributionChannel of

Idea

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4

Introduction

Distribution is all about getting your product/service to the right people at the right

time with special consideration for profit and effectiveness. Successful

marketing does not end when a business has developed a product/service and has

found its appropriate target audience with a view to selling it at the 'right price'.

The next issue that needs to be faced is how they are going to distribute and sell

this product/service to these people- the consumers.

When a product/service is purchased by a consumer, it may have been bought

directly from the business, or it may have been through a number of intermediaries

(wholesaler, retailer, etc): the seare known as distribution channels. Small

businesses need to acknowledge the different types of distribution channels toutilize sales potential. After reading the article, you may learn that you could

increase sales or profit by using a different distribution channel to the one that you

currently use.

Distribution channels are influenced largely by the type and size of the business

and so some of the channels explained may not be feasible for your particular

business. Consequently, you may take note that these channels could be

adopted in the future to accommodate for any changes and to help your business

grow.

Distribution Strategy

And trusted to act Distribution strategy is influenced by the market structure, thefirm's objectives, and its resources and of course it’s overall marketing strategy.

All these factors are addressed in the section on selecting Distribution Channels.

The first strategic decision is whether the distribution is to be: Intensive (with

mass distribution into all outlets as in the case of confectionery); Selective (with

carefully chosen distributors e.g. specialty goods such as car repair kits); or

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4

Exclusive (with distribution restricted to up market outlets, as in the case of Gucci

clothes).

The next strategic decision clarifies the number of levels within a channel such as

agents, distributors, wholesalers, retailers. In some Japanese markets thereare many, many intermediaries involved.

Next comes a sensitive strategic decision whether to go single channel or multi-

channel. Some producers, like Manchester United FC, use multi-channels - they

use many different routes, direct and indirect, to bring their products to their

customers.

Multi-channel Systems like this are common where intensive distribution is

required. So direct marketing is combined with indirect marketing through

intermediaries. Then comes the next level of strategic decisions concerning

strategic relationships and partnerships. Two common strategies are

Vertical Marketing Systems and Horizontal Marketing Systems.

Vertical Marketing Systems involve suppliers and intermediaries working

closely together instead of against each other. They plan production

and delivery schedules, quality levels, promotions and sometimes prices.

Resources, like information, equipment and expertise, are shared. The system is

usually managed by a dominant member, or 'channel captain'. VMS is moreflexible than vertical integration where the manufacturer actually owns the

distribution channel, for example, Doctor Martens boot manufacturers own their

own retail store.

Horizontal Marketing Systems occur where organizations operating on the

same channel level (e.g. two suppliers or two retailers) co-operate. They then

share their distribution expertise and distribution channels. This can speed up the

time taken to penetrate the market. There is room for creative alliances here. See

Southwestern Bell's alliance with Granada TV Shops in the Hall Of Fame.

Resources available affect distribution strategy. Who can handle outbound

logistics, marketing and sales, and servicing? Can the supplier afford to

deliver small quantities, can it provide more trucks, can its sales force

'push' products into national retail chains? Can the organization deal

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4

with thousands, maybe even millions of customers - can it cope? Does it want

to devote huge resources here or would it prefer to utilize someone else's resources

in return for a slice of the profits? Difficult marketing dilemmas which make

distribution strategy both critical and interesting. The sections on Distribution

Channels explore this in more detail.

Selecting members within a channel

Having decided to go through intermediaries the next question is whether to use

agents or distributors and also how many. Unlike distributors, agents don't hold

stocks - they only act as sales agents finding customers, collecting orders

and passing them on to the supplier in return for a percentage commission. How

would you select a distributor or an agent? Here are some criteria:

1. Market Coverage, 2. Sales Forecast, 3. Cost, 4. Other Resources, 5.

Profitability, 6. Control, 7. Motivation, 8. Reputation, 9. Competition, 10.

Contracts

1. Market Coverage: - does the profile of existing customers match your

target market profile? - is the number of customers big enough to meet

the required distribution penetration? - is the existing sales force big

enough to cover the territory? - are they dependant on a single individual? -

are the existing delivery fleet and warehouse facilities adequate?

2. Sales Forecast: How many can they sell? What are their forecasts based upon?

Do they give a 'best, worst and average' forecast? Will they invest in

large stock commitment? Do they have budgets to run promotions? Some

suppliers even ask their distributors for a marketing plan showing how they

intend to market the supplier's products.

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4

3. Cost: What will it cost in terms of discounts, commissions, stock investment

and marketing support?

4. Other Resources: Does the target market require anything special such as

technical advice, installation, quick deliveries, and instant availability? If so canthe distributor provide it?

5. Profitability: How much profit will the distributor generate for the supplier?

6. Control: Do they have a reporting system in place? How do they deal

with problems? How often is review meetings scheduled? Can you influence the

way they present your products?

7. Motivation: Does the agent or distributor convey a sense of excitement

and enthusiasm about the product? What about its sales force - what's their reaction?

8. Reputation: Has it got a good track record? This includes the number of years in

business, growth and profit record, solvency, general stability and overall

reliability. Is it dependant on one key player?

9. Competition: Do they distribute any competitor's products?

10. Contracts: Some distributors demand exclusivity. Some agreements

tie the supplier in for certain periods of time. Check for flexibility in case things

go wrong.

The bottom line is: Can the agent or distributor be motivated,

controlled and trusted? Motivated to sell your product among a range of others.

Controlled to back results feed or change strategy if requested. As a reliable

ambassador of your product?

Motivating Channel Members

Imagine these three scenarios:

You are a producer of 'Grand Pens' a brand of fountain pens.

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4

A customer seeks advice from a pen shop on which pen to buy and the retailer

strongly recommends yours. A customer asks a retailer, who stocks your pen,

for another brand called 'Bad Pens'. The retailer recommends and offers your

pen as superior. A retailer actively solicits business for you by askingcustomers buying other products to come and have a look at the exquisite

'Grand Pen'. This retailer is obviously very motivated. 'Mindshare', as it is called

in the USA, has to do with how important your product is in the distributor's

mind relative to the other lines they carry. Winning the battle for the distributor's

share of mind can be more important than many other marketing strategies.

It applies in industrial markets and consumer markets where intermediaries

play important roles in the distribution channel. In reality, maintaining

continually high levels of motivation among intermediaries presents a challenge.

It requires a reasonable quality product, creative promotions, product training,

joint visits between producer and distributor, co-operative advertising,

merchandising and display. Most of these apply to agents as much as distributors

and retailers.

Keeping the intermediary stimulated is important. Positive motivators, like

sales contests are preferred to negative motivators like sanctions such as

reduced discounts and the threat of terminating the relationship. A positive

reward works better than a negative punishment. Ideally there should be ashared sense of responsibility - a partnership - a strategic partnership. The

supplier and intermediary are there to help each other. Vertical Marketing Systems

are a good example. Clear communications, covering sales goals, review

meetings, reporting procedures, marketing strategy, training, market

information required, suggestions for improvements, all help. Regular

contact through visits, review meetings, dinners, competitions, newsletters,

thank you letters, congratulatory awards all help to keep everyone working closely

together.

These are all non-financial incentives which provide a form of psychic income

as opposed to financial income. That's not to say that financial incentives aren't

useful motivators, it just means that there are other motivations there too.

In fact the money spent on financial incentives is often spent more effectively

when the sales person is rewarded with a plaque, a gold pen or a holiday in the

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4

Bahamas rather than just the cash which tends to get soaked up and lost in a

sea of ordinary household daily expenditure.

Non cash rewards appeal to the higher levels of Maslow's Hierarchy of Needs

belonging, esteem and self actualization. Despite this, conflict can occur when

too many distributors are appointed within close proximity of each other, or the

producer engages in a multiple channel strategy of direct marketing as well as

marketing through intermediaries. Carefully motivating distributors is vital if

goods are to flow smoothly through the channel and reach satisfied customers.

Sales Organization

structure

Distribution channel of idea in Dhanbad

In Distribution the company’s Distributors plays very important role. Direct sales

are done by Distributor. Distributors gets the product of Idea cellular and V-top

directly from the company.

Sales are done by these three process.

1. Sale through DSE.

2. Market Activities.

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3. Promotional Activities.

Total Sales revenue/month = Approx. 2.2 crore

Total Activation in July = Approx. 42000

Total No. of Distributors in Dhanbad zone = 55.

Total No. of Retailers in Dhanbad Zone =5501.

Channel ManagementChannel Management. Yet another sales and marketing phrase that is

thrown around like everyone knows what it means. But so few companiesreally comprehend channel management in a way that really helps them. It’s

really no wonder. Sales channels (being the conduits by which we distribute our

products to the end-user) come in many shapes—from direct, to the web, to the

traditional retail environment. And, we’re just doing whatever we can to get any

business from any of them! But is that the most efficient and effective approach?

That’s where Channel Management comes in. Channel management, as a process

by which a company creates formalized programs for selling and servicing

customers within a specific channel, can really impact your business—and

in a positive way! To get started, first segment your channels by like

characteristics (their needs, buying patterns, success factors, etc.) and then

customize a channel management program that includes:

1. Goals: - Define the specific goals you have for each channel segment.

Consider your goals for the channel as whole as well as individual accounts. And,

remember to consider your goals for both acquisition and retention.

2. Policies: - Construct well-defined polices for administering the accounts within

this channel. Be sure to keep the unique characteristics of each segment in

mind when defining policies for account set up, order management, product

fulfillment, etc.

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3. Products: - Identify which products in your offering are most suited for each

segment and create appropriate messaging. Also, determine where your up sell

opportunities lie.

4. Sales/Marketing Programs: - Design support programs for your channel thatmeet THEIR needs, not what your idea of their needs are. To do this, you should

start by asking your customers within this segment, “how can we best support

you in the selling and marketing of our products?” That being said, the

standard considerations are product training, co-op advertising, seasonal

promotions, and merchandising. Again, this is not a one-size fits all, so be

diligent about addressing this segment’s SPECIFIC needs in these areas.

Defining a channel anagement strategy for each segment allows you to be more

effective within each segment, while gaining efficiency at the same time.

Still, maintaining brand consistency across all channel segments is critical to your

long-term success. So find a good balance between customization and brand

consistency and you’ll be on your way to successful channel management.

Process started

We went to distributor point where we saw there were some people (distributor & DSE ) who had a chain by which they worked together. Every DSE had

particular market in that market they collected money and gave them sim card and

paper Boucher& e-Boucher and gave that money to the distribute point.

Customer Interaction

We went to new retailer and convince them to join with telecom market, and gavethem some beautiful offer to started their business with low amount.

Task :

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We went to existing Retailers and gave them the new offers of selling sims , what

are the benefits and target to getting incentive.

Areas Covered :

Station road to Big Bazar, Teli para , Bartand , Kolakusma ,Nutandih , JP nagar¸

Memko More , Karmic Nagar , Koyla Nagar.

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Observationand

Findings

Observation and Findings :

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In the survey of Dhanbad city found this result by approaching different-

different retailer who deals in the communication products and find out result in

Dhanbad city with the help of questionnaire. This finding is based on only

last month result.

Airtel is the Market Leader in Dhanbad. This result is based upon the

Sales Revenue of various telecom player in Dhanbad City.

Idea and Vodafone are having similar Sales revenue then Idea and

Vodafone are Competitor of each other.

Most of the Retailers are satisfied with service quality of Idea

cellular, But 18% to 20% are not satisfied Because they having

some problem like did not get Sign Box, Boards ,Tariff Charts etc

for their advertisement.

Idea cellular having Excellent network quality in cities and town but

Poor network quality in Rural Areas.

Idea cellular’s having various tariff plans which attracts morecustomers compare to other telecom players.

Conclusion :In Dhanbad it is found that !dea is most attracting Brand and it

gives very good service to Retailers. Vodafone is most closer

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competitor of Idea. Airtel is Market leader in Sales Revenue

where Idea placed in 3rd position.

SUGGESTIONS:

It should motivate the Retailer to increase sales revenue by

giving gifts and rewards etc.

It should increase network quality in Rural areas.

It should provide expertise regularly visit to Retailer to

giving the knowledge of sales promotion, coming

technology, offers and plans.

It should concentrate on advertisement like Road side

hoardings and banners.

It should provide a service to retailer if by mistake

any retailer recharge a amount to other number then

on request of retailer it may come back by deduction

of few percent.

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Bibliogra

phy

Books:

• Philip Kotler, ‘marketing management’ prentice Hall of

India Pvt. Ltd. New Dehli.

• C. R. Kothari ‘Research methodology’, vishwa

publication, New Delhi.

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Web Resources :

www.trai.gov.in

http://www.tataindicom.com/t-aboutus-ttsl-organization.aspx

http://www.rcom.co.in/webapp/Communications/rcom/Aboutus/aboutus_hom

e.jsp

http://www.ideacellular.com/IDEA.portal?

_nfpb=true&_pageLabel=IDEA_Page_AboutIdea

http://www.india-cellular.com

http://trai.gov.in/upload/pressReleases

summer internship on telecom industry

Documents