Professional Documents
Culture Documents
J K BUSINESS SCHOOL
SOHNA ROAD, GURGAON (HARYANA)
The two months training which I underwent at Reliance, Jai Agency, Delhi(West) in
was a wonderful learning experience. I was assigned with the project “SWOT
analysis of reliance communication with competitor”
In this report I have explained what I undertook based on research and my personal
experience. I have also tried to understand business relations with the market
developers, business strategies, and ethics and work compliance in an industry as an
additional part of my study.
His initiative Keen interest, expert and valuable guidance at every step
The work presented is my original piece of work and not been submitted
to any other place for any degree or diploma.
DATE
CHAPTER 1: INTRODUCTION
o COMPANY PROFILE
o VISION
o MISSION
o PERSONNEL
o OBJECTIVES
o ORGANISATIONAL STRUCTURE
o MARKET OVERVIEW
o RESEARCH PROBLEM
o INFORMATION REQUIREMENT
o FIELD WORK
CHAPTER 4: DATA ANALYSIS & INTERPRETATION
CHAPTER 5: CONCLUSIONS
o CONCLUSION
o FINDING
CHAPTER 6: SUGGESTIONS
APPENDIXES
o BIBLIOGRAPHY
o QUESTIONNAIRE
EXECUTIVE SUMMARY
These days’ organizations are looking forward to obtain competitive edge over their
competitors through highly developed employee skills, distinctive organizational
cultures, management processes and systems which are in contrast to traditional
emphasis on transferable resources such as equipment that can be purchased any time
by the competitors.
In my study I have tried to study the Swot analysis of reliance communication with
competitior. For this I had to go to different Retailers and find out what actually they
think of the services given by the company.
The research conducted with the objective to judge the impact of marketing on sales
for Reliance gave me the opportunity to obtain feedback from the retailers both
permanent and temporary, thereby analyzing it and finally obtaining the imperative
decision.
Similarly as a part of my schedule, I not only analyzed the SWOT analysis for
RELIANCE but also got a chance to meet different retailers and know what are the
problems they are facing and how we can solve their problems. I also analyzed the
Channel distribution of jai agency and got to know how communication flow from
retailer to consumer. Thus the task was not only restricted in the purview of
interaction with the retailers but also providing an insight about understanding the
channel distribution.
Thus the induction programe followed by the associate manual not only makes the
employees familiar with the company but also make them enthusiastic to face
challenges and motivate to work for the growth of the organization.
The second part consists of data and their analysis, collected through a survey done
on 100 people. It covers the topic “Swot analysis of reliance communication with
competitor”. The data collected has been well organized and presented. Hope the
research findings and conclusions will be of use. It has also covered why people are
not happy with the service provided by the salesman. The advisors can take further
steps to approach more and more people and indulge them for taking their advices.
The whole task was manual and interactive, giving me a chance to have a word with
the customers.
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The second son of a school teacher, Dhirubhai was born in 1932 in the village of Chorwad in
Gujarat in circumstances that can best be described as modest. Driven by hardship and want, he
had to drop out of school early.
In 1949, at the age of 17, he went to Aden (now Yemen) in search of opportunity, and worked as a
dispatch clerk for A. Besse & Co. A couple of years later, the company became a distributor for
Shell products and Dhirubhai was promoted to manage the company’s oil-filling station at the port
of Aden. It was here that he dreamed of setting up and owning a refinery, which he later realized
with his petrochemicals venture.
He returned to India in 1958 to launch his first business venture, a spice trading company named
Reliance Commercial Corporation.
In 1962, Dhirubhai identified an emerging opportunity in yarn trading and shifted to the new
business. Three years later, he changed the name of his company to Reliance Textile
IndustriesLimited.
In 1966, he purchased land in Naroda, Gujarat, to set up a textile mill. In 1975, a technical team
from the World Bank recognised the Naroda mill as one of the best composite textile mills in India
and certified it as ‘excellent even by developed country standards’.
India’s middle class chose to stay away. Dhirubhai’s decision to prefer the capital markets over
banks as the primary source of funding for his ambitious expansion plans, was as daring as it was
unprecedented.
In the event, The Reliance IPO was an unlikely success. Against all odds, Dhirubhai managed to
convince a sufficiently large number of sceptical middle class investors to put their money, and
faith, in what was then a small, relatively unknown company.
The subsequent growth and success of Reliance and its philosophy of generously rewarding
shareholders rapidly gave Dhirubhai an iconic status in the Indian financial markets.
Under Dhirubhai’s charismatic leadership, the Annual General Meetings (AGM) of Reliance took
on the character of large public spectacles. Typically held in large public arenas, and attended by
thousands of adoring shareholders, the Reliance AGM became a day to remember in the annual
corporate calendar of India. In 1986, the Reliance AGM held in Cross Maidan, Mumbai, was
attended by as many as 30,000 stockholders—a record in India’s corporate history.
By the mid-80s, Dhirubhai had become something of a living legend, widely hailed by peers and
critics alike as one of the greatest corporate visionaries in the history of post-Independent India.
But Dhirubhai was never one to rest on his laurels. In the early 80s, he had taken the first
important step in strategic backward integration for Reliance with the commissioning of the
Patalganga plant which initially manufactured polyester filament yarn and polyester staple fibre.
In 1991, he set up Reliance Hazira, for the manufacture of petrochemicals—the next link in the
backward integration chain. At the time, Reliance Hazira represented the single largest investment
made by a private sector group in India at a single location.
Meanwhile, Dhirubhai had firmed up plans of setting up a massive grassroots refinery—the next
big leap in his overall strategic roadmap for Reliance. Conceived as the world’s largest grassroots
refinery at the time, Jamnagar in Gujarat was to have an annual capacity of 27 million tonnes.
In the face of formidable challenges, including a massive cyclone that flattened the project site
mid-way through construction, Reliance commissioned the Jamnagar facility in 1999. It was a fully
integrated refinery, complete with a dedicated port and a captive supply of power.
The refinery was not only commissioned ahead of schedule, but also set up at a cost that was
significantly lower than the prevailing global benchmark for a project of such magnitude.
It was one of Dhirubhai’s great dreams in life to see ordinary Indians enjoy the enormous economic
benefits of being able to access affordable yet world class telecommunications
2009
12 January 2009
Rcom launches GSM services in delhi
31 january 2009
All new reliance mobile GSM connections come with lifetime validity at a nominal charge
5 February 2009
Reliance GSM service in J&K
12 February 2009
R-Globalcom bags work orders from 3 global retailers
13 february 2009
Company launches 50 min STD pack in 35 rs. On GSM
26 February 2009
Rcom launches voice-based mobile navigation service.
9 june 2009
Rcomm has entered into joint venture with Kribhco(krishak Bharti cooperative ltd.)
28 february 2009
Rcom adds 3.3.-mn. Wireless customers in feb.
9 march 2009
Rcom places 300 cr.modem order with huawei,ZTE
10 march 2009
Rcom adds record 11 m subscribers
13 march 2009
Rcom unveils new wireless net service
22 march 2009
Rcomm launches a new format of Reliance mobile store
25 march 2009
Rcom post-paid services for in U.P & uttarakhand.
1 june 2009
Rcom signs hrithik roshan as brand ambassador
8 june 2009
Rcomm bagged a 125 cr. WAN contract from global consuntancy major Mott Macdonald.
11 june 2009
Rcom to offer BlackBerry services for Rs. 299
18 june 2009
Reliance mobile in deal with EA mobile
2008
January 12
Reliance Communications receives Start-up GSM Spectrum
January 16
Yahoo partners with Reliance Communications to provide Yahoo One Search for its CDMA and
GSM customers.
January 31
RCOM's Q 3 Net Profit increases by 48.5% and Revenues Up by 29.8 %. Remains the most
profitable Telecom Company in India.
February 4
Reliance Communications offers Lifetime Validity at Rs 199
RCOM’s subsidiary Infratel files Draft Red Herring Prospectus with SEBI
February 5
Reliance Mobile strengthens its religious content portfolio on Mobile by tie-up with Sadhana TV
February 14
RCOM in partnership with CanvasM, launches Mulitplayer Mobile Games
February 19
HDFC Bank ties up with RCOM, turns every Reliance Mobile into a credit card
February 27
Reliance Communications consolidates Global Telecom Business under “Business Globalcom”
Reliance Communications forays into International Mobile Market with GSM License in
Uganda.
March 3
Reliance Communications drops prices of Internet Data Cards
March 10
Reliance Communications announces ESOPs for over 20,000 employees
March 20
Reliance Communications and HTC forge Strategic Alliance
March 27
Corporation Bank Launches Banking Services on Reliance Mobile World
April 1
Reliance Communications forays into IT space, launches Reliance Technology Services
Company
April 9
RCOM launches Educational Portal on Reliance Mobile Phones
April 25
Reliance Globalcom unit Reliance Infocom BV, Netherlands acquires Global WiMAX Operator
eWave World
April 29
Reliance Communications Announces Unlimited Free STD calls
April 30
Reliance Globalcom Launches Passport Global SIM
RCOM's Net Profit up by 70.8% to Rs 5,401 crore
May 2
Reliance Communications’ Net Profit up by 70.8% to Rs 5,401 crore (US$ 1,350 million),
Revenues higher by 31.8% to Rs.19, 068 crore (US$ 4,765 million) and EBIDTA increases by
43.3% to Rs.8, 199 crore (US$ 2049 million)
May 12
Reliance Communications and Alcatel form Joint Venture to offer Managed Network Services to
telcos across the globe
May 26
Reliance Globalcom acquires UK based VANCO Group Limited
June 24
Reliance Globalcom, Stealth Communications forge Strategic Alliance to extend VOIP Network
across 50 countries
July 12
CA Exam Results on Reliance Mobile
July 22
Reliance Communications Mobile Subscriber base crosses 50 Million
July 29
CA Professional Exam Results on Reliance Mobile
July 31
Reliance Communications (RCOM) announces its financial results for the first quarter ended
June 30, 2008. Net Profit up by 23.9% to Rs. 1,512 crore (US$ 352 million)
2007
World Cup Championship 2007 in South Africa unveils the coveted Trophy in Mumbai and
announces Dhoni - Dhanadan Pack
September 9
Reliance Communications launches Money Transfer on Reliance Mobile Phones
September 10
RCOM launches BlackBerry 8830 World Edition Vodafonephone
'Bloomberg Professional' now on Reliance Mobile
September 11
Reliance Communications ties up with Sulekha.com to offer local search on Reliance Mobile
World
September 18
Strategic partnership with Vanco
October 3
Reliance Communications announces Classic Celebrations- Classic Handset sales top 10 million-
Color Handset @ Rs.999
October 20
Reliance Communications to launch nationwide GSM Services under existing Unified Access
Service Licenses
October 22
Reliance Communications brings 'Durgotsav Live' Videocast on mobile
November 7
Reliance Communications Launches 'Diwali Dhamaka'
November 15
RCOM launches Rural Mobile Application Contest
November 16
Fair & Lovely Scholarship on Reliance Mobile World is winner at the MMA awards, USA
A DREAM COMES TRUE:
The Late Dhirubhai Ambani dreamt of a digital India — an India where the common man would
have access to affordable means of information and communication. Dhirubhai, who single-
handedly built India’s largest private sector company virtually from scratch, had stated as early as
1999: “Make the tools of information and communication available to people at an affordable cost.
They will overcome the handicaps of illiteracy and lack of mobility.”
It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm)
started laying 60,000 route kilometres of a pan-India fibre optic backbone. This backbone was
commissioned on 28 December 2002, the auspicious occasion of Dhirubhai’s 70th birthday, though
sadly after his unexpected demise on 6 July 2002.
Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline) and
convergent (voice, data and video) digital network. It is capable of delivering a range of services
spanning the entire infocomm (information and communication) value chain, including
infrastructure and services — for enterprises as well as individuals, applications, and consulting.
Today, Reliance Communications is revolutionizing the way India communicates and networks,
truly bringing about a new way of life, relationship and help to develop these concepts. Together,
these ideas can be converted into products and services that have great market potential.
VISION:
“We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge
information and communication services affordable to all individual consumers and businesses in
India.
We will offer unparalleled value to create customer delight and enhance business productivity.
We will also generate value for our capabilities beyond Indian borders and enable millions of
India's knowledge workers to deliver their services globally.”
VALUES:
We will put customer first at all times, and built long term relationship with them.
We will approach every endeavor with zeal & an attitude towards excellence.
MISSION:
To attain global best practices and become a world-class communication service provider-
guided by its purpose to move towards greater degree of sophistication and maturity.
To work with vigor, dedication and innovation to achieve excellence in service quality,
reliability, safety and customer care as the ultimate goal.
To be a responsible corporate citizen nurturing human values and concern for society, the
environment and above all, the people.
To promote a work culture that fosters individual growth, team spirit and creativity to
overcome challenge and attain goals.
Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG)
of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is India’s
leading integrated telecommunication company with over 80 million customers.
Our business encompasses a complete range of telecom services covering mobile and fixed line
telephony. It includes broadband, national and international long distance services and data services
along with an exhaustive range of value-added services and applications. Our constant endeavour is
to achieve customer delight by enhancing the productivity of the enterprises and individuals we
serve.
Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding
with the joyous occasion of the late Dhirubhai Ambani’s 70th birthday, was among the initial
initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhai’s dream
of ushering in a digital revolution in India. Today, we can proudly claim that we were instrumental
in harnessing the true power of information and communication, by bestowing it in the hands of the
common man at affordable rates.
We endeavour to further extend our efforts beyond the traditional value chain by developing and
deploying complete telecom solutions for the entire spectrum of society.
Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by Shri
Dhirubhai H Ambani (1932-2002), ranks among India’s top three private sector business houses in
terms of net worth. The group has business interests that range from telecommunications (Reliance
Communications Limited) to financial services (Reliance Capital Ltd) and the generation and
distribution of power (Reliance Infrastructure Limited).
Reliance – ADA Group’s flagship company, Reliance Communications, is India's largest private
sector information and communications company, with over 80 million subscribers. It has
established a pan-India, high-capacity, integrated (wireless and wireline), convergent (voice, data
and video) digital network, to offer services spanning the entire infocomm value chain.
Other major group companies — Reliance Capital and Reliance Infrastructure — are widely
acknowledged as the market leaders in their respective areas of operation.
CHAIRMAN’S PROFILE
Regarded as one of the foremost corporate leaders of contemporary India,Shri Anil D Ambani, 48, is
the chairman of all listed companies of the Reliance ADA Group, namely, Reliance Communications,
Reliance Capital, Reliance Energy and Reliance Natural Resources limited.
He is also Chairman of the Board of Governors of Dhirubhai Ambani Institute of Information and
Communication Technology, Gandhi Nagar, Gujarat.
Till recently, he also held the post of Vice Chairman and Managing Director of Reliance Industries
Limited (RIL), India’s largest private sector enterprise.
Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was centrally involved in
every aspect of the company’s management over the next 22 years.
He is credited with having pioneered a number of path-breaking financial innovations in the Indian
capital markets. He spearheaded the country’s first forays into the overseas capital markets with
international public offerings of global depositary receipts, convertibles and bonds. Starting in 1991,
he directed Reliance Industries in its efforts to raise over US$ 2 billion. He also steered the 100-year
Yankee bond issue for the company in January 1997.
He is a member of:
• Wharton Board of Overseers, The Wharton School, USA
In June 2004, he was elected for a six-year term as an independent member of the Rajya Sabha,
Upper House of India’s Parliament a position he chose to resign voluntarily on March 25, 2006.
• Rated as one of ‘India’s Most Admired CEOs’ for the sixth consecutive year in the Business
Barons – TNS Mode opinion poll, 2004
• Conferred ‘The Entrepreneur of the Decade Award’ by the Bombay Management Association,
October 2002
• Awarded the First Wharton Indian Alumni Award by the Wharton India Economic Forum
(WIEF) in recognition of his contribution to the establishment of Reliance as a global leader
in many of its business areas, December 2001
• Selected by Asiaweek magazine for its list of ‘Leaders of the Millennium in Business and
Finance’ and was introduced as the only ‘new hero’ in Business and Finance from India, June
1999.
PERSONNEL:
BOARD OF DIRECTORS
o PROF. J RAMACHANDRAN
o SHRI A.K.PURWAR
OBJECTIVES:
customer value.
His marketing strategy has made millions of Indians happy, they got the best mobile
tariffs in the world-local call costs at 15 paise/minute, and STD call at 40 paise/minute
NEW DELHI, INDIA: When the VOICE&DATA jury, comprising eminent professionals
from the telecom field, met in Delhi in June to choose the Telecom Person of the Year 2007,
the five-hour selection process was steamy.
The reason was obvious: The telecom sector is growing faster than any other segment and
naturally their CEOs have a lot to crow about. The jury had to select one from three CEOs,
who had made it to the final list through nominations from the industry and the initial
scrutiny. Among the three, one of the main contenders was a young CEO. The jury decided
that he should come back next year to try and win the coveted award. The list now had two
names-both CEOs of two well-known companies. The pivotal difference between the two:
one is an entrepreneur and the other is not so popular, as his credit is shared among a
number of his big daddies.
Following a five-hour closely held, hotly debated discussion, the name was announced: Anil
Dhirubhai Ambani, chairman of Reliance Communications. Anil Ambani joined Reliance
Industries (currently promoted by his brother Mukesh Ambani, following their split) in 1983
as co-chief executive officer. Forbes ranked him number 104 among the World's Richest
People in 2006. The Ambani family faced criticism when it announced its ambitious plans to
build a countrywide telecom network, as its prior expertise lay in commodities-textiles and
petrochemicals-business only. Apart from that telecom needs a service-oriented mindset,
critics felt. What they did not remember was how the family had served its millions of
shareholders.
Policies in India are made in line with Ambani's vision, says an industry expert. His
business acumen and closeness to politicians assisted him in making it to the Rajya Sabha in
June 2004, as an independent member. Ambani chose to resign voluntarily on March 25,
2006.
The same association with politicos gave him negative returns too when the Mayawati
Government in Uttar Pradesh put a spanner on his ambitious plans to build a 1,200-acre
SEZ.
Media sees his aggression when he announces financial results for the Reliance ADA group
of companies, and when he attends the annual general meetings and faces questions from
shareholders. When he meets the press, he has answers to all their questions. He also
remembers to call select journalists by name.
To merchant bankers he, who has already contributed immensely to the financial reforms of
the country, is one of the financial wizards of the world. May be because of his expertise, he
gave up in the race to grab Hutchison Essar stake, after indirectly jacking up the valuation.
His negotiations with the Qualcomm chief are also a folk theory now.
How did Ambani become the VOICE&DATA Telecom Person of the Year 2007? What are
his personal and organizational achievements in the recent past?
His path-breaking marketing strategy that was put in by the strongest team of telecom
professionals the country has ever seen has made millions of Indians happy as they got the
best mobile tariffs in the world. The aggression resulted to adding to his already swollen
kitty. Every hour India will be adding around 20,000 new mobile customers and Reliance
Communications over 4,000. When mobile telephony first began in India, a local call cost
Rs 16 per minute; an STD Rs 50; and a call to the US Rs 100 per minute. With Reliance
Communication’s pioneering price initiative, a local call now costs a mere 15 paise per
minute, STD 40 paise, and a call to the US costs less than Rs 2 per minute. The presence of
Reliance Communications is making the competition in India panicky. Global telecom
forces will also shortly start feeling the heat. Ambani has also recently announced his Rs
1,200 crore buyout of Yipes Holdings.
Achiever's Pride
"Economic growth in the future will be indexed to connectivity of millions of enterprise and
individual customers. Over the next few years, we will have over 100 million customers,
making us one of the top 5 telecom players in the world. In four years, we put up a total of
14,000 towers across the country. This year alone we will add 23,000 more towers. Our wireless
network is currently available in 10,000 towns. By the end of this year, it will be available in
over 23,000 towns and 600,000 villages," Anil Ambani said at the first annual general meeting
of Reliance Communications since the re-organization of the Reliance Group in June 2005.
"In four years of operations, we invested around Rs 32,000 crore. This year alone we will invest
over Rs 20,000 crore. At the end of this year, we will have covered over 90% of our population.
If Version 1.0 of the Indian telecom story was all about affordability, Version 2.0 will be about
reach. Our Network expansion will give us the power to drive the market and stay ahead of the
curve," Ambani adds.
Reliance Communications is now among the three most valuable private sector companies in
India, and the five most valuable telecom companies in Asia. In the current
Fiscal, Reliance Communications will spend Rs 16,000 crore to further expand and strengthen
its network coverage across India and the rest of the world.
In addition to organic growth, Reliance Communications will leverage the advantages derived
from this impressive financial platform to explore and pursue any significant
Reliance Communication’s One India, One Tariff plan allowed millions to connect across India
at just one rupee a minute. The company was the first one to break the Rs 1,000 entry-barrier
with the launch of the lowest-cost classic brand handset at Rs 777.
As per its expansion plan, Reliance Communications will have the single largest wireless
network in the world, covering over 900 mn Indians or more than 15% of the global population.
It will cover 23,000 towns or every single Indian habitation with a population of over 1,000.
Reliance Communications will cover almost 100% of all rail routes, providing seamless voice,
video, radio, and Internet connectivity to 14 mn commuters every day. It will also cover almost
100% of all national highways, and 84% of all state highways, giving millions of users the
power to talk, text, surf, play, chat or simply stay in touch across nearly the entire length of
India's 2,00,000-km-long road network.
Having achieved tremendous growth, the main challenge for Reliance Communications is to
improve quality of service and ARPU. Its enterprise business is also not in a position to
compete with the global majors. Stock market valuations may boost the fortunes of an
entrepreneur, but Ambani needs to address the issues faced by the growing mobile customer
base, especially in India, where bureaucracy takes pride in checking the businessman.
(2) AN OVERVIEW OF CURRENT MARKET SCENARIO
The current network expansion undertaken by Reliance is the largest wireless network
expansion undertaken by any operator across the world.
It was with this belief in mind that Reliance Communications (formerly Reliance
Infocomm) started laying 60,000 route kilometres of a pan-India fibre optic backbone. This
backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhai’s
70th birthday, though sadly after his unexpected demise on 6 July 2002.
Reliance Communications has a reliable, high-capacity, integrated (both wireless and wire
line) and convergent (voice, data and video) digital network. It is capable of delivering a
range of services spanning the entire infocomm (information and communication) value
chain, including infrastructure and services — for enterprises as well as individuals,
applications, and consulting.
We will leverage our strengths to execute complex global-scale projects to facilitate leading-
edge information and communication services affordable to all individual consumers and
businesses in India.
We will offer unparalleled value to create customer delight and enhance business
productivity.
We will also generate value for our capabilities beyond Indian borders and enable millions
of India's knowledge workers to deliver their services globally.
ORGANIZATIONAL STRUCTURE
Reliance Communication Limited
CHAIRMAN
PRESIDENT PRESIDENT PRESIDENT
SENIOR VICE
PRESIDENT
VICE PRESIDENT
GENERAL
MANAGER
DEPUTY GENERAL
MANAGER
ASSISTANT GENERAL
MANAGER
SENIOR
MANAGER
MANAGER
DEPUTY
MANAGER
ASST.MANAGER
MANAGEMENT
TRAINING
CHAPTER – 2
MAIN STUDIES
o INTRODUCTION OF THE TOPIC
SWOT analysis is a basic, straightforward model that provides direction and serves as a basis
for the development of marketing plans. It accomplishes this by assessing an organizations
strengths (what an organization can do) and weaknesses (what an organization cannot do) in
addition to opportunities (potential favorable conditions for an organization) and threats
(potential unfavorable conditions for an organization). SWOT analysis is an important step in
planning and its value is often underestimated despite the simplicity in creation. The role of
SWOT analysis is to take the information from the environmental analysis and separate it into
internal issues (strengths and weaknesses) and external issues (opportunities and threats). Once
this is completed, SWOT analysis determines if the information indicates something that will
assist the firm in accomplishing its objectives (a strength or opportunity),
SWOT analysis is a general technique which can be applied across diverse functions and
activities, but it is particularly appropriate to the early stages of planning for a TIPD visit.
Performing SWOT analysis involves generating and recording the strengths, weaknesses,
opportunities, and threats relating to a given task. It is customary for the analysis to take
account of internal resources and capabilities (strengths and weaknesses) and factors external to
the organization (opportunities and threats).
This checklist is for those carrying out, or participating in, SWOT analysis. It is a simple,
popular technique which can be used in preparing or amending plans, in problem solving and
decision making.
Illustrative diagram of SWOT analysis If SWOT analysis does not start with defining a desired
end state or objective, it runs the risk of being useless. A SWOT analysis may be incorporated
into the strategic planning model. An example of a strategic planning technique that
incorporates an objective-driven SWOT analysis is SCAN analysis. Strategic Planning,
including SWOT and SCAN analysis, has been the subject of much research.
Strengths: attributes of the organization those are helpful to achieving the objective.
Weaknesses: attributes of the organization those are harmful to achieving the objective.
SWOT analysis can be used for all sorts of decision-making, and the SWOT template enables
proactive thinking, rather than relying on habitual or instinctive reactions.
The SWOT analysis template is normally presented as a grid, comprising four sections, one for
each of the SWOT headings: Strengths, Weaknesses, Opportunities, and Threats. The free
SWOT template below includes sample questions, whose answers are inserted into the relevant
section of the SWOT grid. The questions are examples, or discussion points, and obviously can
be altered depending on the subject of the SWOT analysis. Note that many of the SWOT
questions are also talking points for other headings - use them as you find most helpful, and
make up your own to suit the issue being analyzed. It is important to clearly identify the subject
of a SWOT analysis, because a SWOT analysis is a perspective of one thing, be it a company, a
product, a proposition, and idea, a method, or option, etc.
Here are some examples of what a SWOT analysis can be used to assess:
• Competitors
Strength Weakness
Opportunity Threat
• Customer Satisfaction
• Retailer Satisfaction
• Increase in Sale
• Sales Promotion
The sharpest weapon that a corporation can develop to survive and thrive, in the globalized market
place is competitiveness. Its cornerstone, as articulated by strategy Guru Michael Porters is. its
ability to create more value, on a sustainable basis, for the customer than its rivels can. The
competitiveness of a corp. flow froms a clearly defined strategy, devised after analysis the different
forces in the industry impacting on the company, According to Porterian three generic alternatives:
Applying these principles along with the related ones of building entry barriers, erecting economics
of scale, developing marketing competitors Reliance has attained global levels of competitiveness
adopting a single unique route to attain competitive status (their competitive weapon is the scale of
operations).
TECHNOLOGY
Reliances led achievement in manufacturing is, of course, its comment once process technology
since its products do not need cutting edge. Not only has Reliance pushed its production capacity
beyond normal levels, its has develop supervisor processes to increase the utilisation and cost
efficiency levels.
The company has technical collaborations with Du-Pont Canada, Unipol/sheel technology Japan,
and Sinco technology Japan which name enhanced their capabilities in the areas of production
efficiency and quality improvements - this helping Reliance to supply to its customers the best of
Communication is the synergy of information and communication services brought about by the
digitalisation and convergence. In the fast moving and competitive knowledge era, Communication
is not only a driver of growth but also competitiveness. Reliance Communication is revolutionising
telecommunication in India by provisioning services that would match with the leading operators of
the most developed countries. These services are the outcome of state-of-the-art network
network consists of fiber deployed throughout the country. Deployed over the fiber media are the
DWDM and SDH transmission technologies in ring topology to provide ultra-high bandwidth
capacity and failure proof backbone. Besides circuit switched technologies, the backbone also has
an IP architecture and uses MPLS technology to carry data on an overlay network. In addition
The switching technology deployed in our network is based on a combination of wireline and
wireless switches. While state-of-the-art digital feature-rich wireline switches meet the growing
needs of Indian corporates, the CDMA 1X based wireless switches are advanced enough to
provision not only quality spectrum efficient voice services but also 144 kbps of data rates besides
SMS and MMS services. CDMA 1X provides an in-built connectivity to internet which gives users
the power of accessing internet and data services anytime. These switching technologies enable us
to provide high quality of voice and data services to give a new experience to users.
The entire network is seamlessly integrated with the deployment of a range of operations and
business support systems (OSS / BSS). These systems help make our operations more efficient and
customer friendly. In addition, the state-of-the-art NOC helps us monitor our entire network at one
place. Call center technologies deployed would help us give the best customer service.
Finally, the most important aspect of our services is the range of feature-rich CDMA 1X handsets
with wider colour display at attractive prices. All handsets are data enabled that permit users to
The technologies help Reliance Communication to provide world class telecom services in both
“Doing business without advertising is like winking at a girl in the dark, you know what you are
integration it has created awareness and an image for itself, in the domestic as well as international
magazine have itself helped in promoting the company and is good in the country. Recognition to
Mr. Ambani work hear also seen when he received the awarded for the best industrialist by the
Most of the advertising for Reliance is done by the Advertising Agency "Mudra" which is there in
house agency.
The company is an industrial product advertiser. Some most common objective of its one to inform,
to bring in orders, to stimate queries, to empanel the marketers name on the buyers panel of sources
industrial advertising is prepared in the form of message inserted in trade journals and lay press. It
motivates the distributors. It also seeks to develop and build up a corporate image. It reminds the
final consumer about the part it play in offering to them the final product.
Reliance's customer focused R&D efforts comprise a critical part of its competitive arsenal used for
Quality initiatives at Reliance are closely integrated with R&D efforts, R&D is aimed at product
quality enhancement, enhancing customer serve, new product developments, process improvement,
Reliance's customer focused R&D efforts comprise a critical part of its competitive arsenal used for
creating customers and enhancing market share. New product applications developed by the R&D
team continue to be key drivers of incremental demand growth for Reliance's products. While
introducing new products, technical interaction with customers is encouraged for understanding
their requirements to fulfill their quality needs. R&D efforts are thus fine tuned to deliver solutions.
The focus of the R&D and market development efforts is not merely to sell and service customers
with the premier research organizations in India such as National Chemicals Laboratory, University
Department of Chemical Technology (UDCT), Indian Institute of Technology (IIT) and the Bhabha
Reliance's Product Applications Research Center (PARC) has been at the forefront of applications
research in India. PARC - the technical wing of Reliance - is active in various customer awareness
Equipped with most modern instruments and equipment and manned by well talented technologists.
PARC is today a state of the art technology center in the Indian petrochemical industry. Its regular
publications and programs meet with great acceptance from customers. The many presentations
made by PARC teams over the year have been recognized as well researched and highly relevant.
These presentations and other PARC initiatives have established Reliance's position as a company
dedicated towards applying latest technology for the customer's benefit in an environment friendly
way.
We believe that : Our aims of employee development are not just about acquiring skills to solve
specific problems but also expanding minds to address problems and opportunity which have not
Continuing personal development is the constant obligation of all employees and constant
responsibility of all Executives, Managers and Supervisors. The development and use of human
potential and a learning organization is our bridge to continue success in the future.
ULTIMATE competitive position, is a respect for the development of the employee through self-
We believe that:
• Our aims of employee development are not just about acquiring skills to solve specific
problems but also expanding minds to address problems and opportunities which have not
• Continuing personal development is the constant obligation of all employees and constant
The development and the use of human potential and a learning organisation is Reliance’s bridge to
YOUNG WORKFORCE
Reliance is a relatively young company. The average age of employee in the organisation is just 36
years. While wisdom comes from the top, decision making is pushed down below. More
importantly, people at Reliance have been drawn from diverse academic backgrounds - but with the
fire and enthusiasm to take on increase - kingly bigger challenges. There is a continuing emphasis
on inducting fresh talent. During the year 1997-98. as many as 216 fresh graduate engineer trainees
Well-qualified
An emphasis has been placed on recruiting people with formal training that matches their job
profile.
Reliance Communication envisions a digital revolution that sweep the country and bring about a
With mobile devices, netways and broadband systems linked to powerful digital networks, Reliance
Communication usher fundamental changes in the social and economic landscape of India.
Reliance Communication help men and women connect and communicate with each other. It
enable citizens to reach out to their work place, home and interests, while on the move. It enable
people to work, shop, educate and entertain themselves round the clock, both in the virtual world
and in the physical world. It make available television programmes, movies and news capsules on
demand. It unfurl new simulated virtual worlds with exhilarating experiences behind the screens of
Users of Reliance Communication's full range of services would no longer need audiotapes and
CDs to listen to music. Videotapes and DVDs would not be necessary to see movies. Books and CD
ROMs would not be needed to get educated. Newspapers and magazines would not be required to
keep abreast of events. Vehicles and wallets become unnecessary for shopping.
Reliance Communication disseminate information at a low cost. "Make a telephone call cheaper
than a post card". These prophetic words of Dhirubhai Ambani be a metaphor of profound
Reliance Communication regularly unfold new applications. Continually adapt new digital
technologies. Create new customer experiences. Constantly strive to be ahead of the world.
Reliance Communication transform thousands of villages and hundreds of towns and cities across
the country. Above all, Reliance Communication pave the way to make India a global leader in the
knowledge age.
(wireless and wire-line) and convergent (Voice, data and video) digital network, to offer services
that span the entire communication value chain – infrastructure, services for enterprises and
individuals, applications and consulting. The company’s punch line for prospective customers
recalls Dhirubhai Ambani’s words : “Male a telephone call cheaper than a post card”.
The network based on code division multiple access (CDMA) technology aims to cover more than
65 percent of India’s urban population. A senior Reliance official told frontline that the company
opted for this platform because CDMA is the best technology. GSM (global mobile
communications) is history. Reliance says the difference between the two technologies is
significant. “Reliance’s delayed launch is costing it not only in terms of revenue but in credibility as
Having realised this, and in order to stymie its competitors from cornering the entire subscriber
base, Reliance is offering free access to its network until the commercial launched. The tactic
appears to be aimed at capturing subscribers who would not mind checking out the service. When it
is launched they would have realised its benefits and continue using it paying competitive fees. This
also gives them time to test the quantity of the network. By that time issues such as interconnect,
SMS (short messaging service) and Internet may get sorted out.
Mehesh Uppal, director, Telecommunications and Computer Information Systems, is critical of the
regulatory framework. “We are perhaps the only country where CDMA-based mobile services are
treated as an extension / add-on of a fixed line service rather than like any other mobile service. The
two technologies compete aggressively in the mobile market the world over. That is what they
should do in India”. He pointed out that the “real issue” was not whether should be allowed or not.
Since 1999, the regulatory framework regards in technology natural terms except with respect to
The crux of the issue that has raised a controversy is whether CDMA-based can be used by fixed-
line operators on terms and conditions not of mobile licences but fixed-line basic licences come
with vastly different and much more favourable interconnect terms for fixed-line operators which
cellular operators do not have. Uppal believes that the earlier choice of GSM “was a good one”.
“The market was nascent. It was a small market. Had there been different technologies, the market
would have been split and made it even more difficult to achieve volume efficiencies,” he
remarked.
He argues: “Since both technologies have came into their own, they should be allowed to compete
head-on. We should not have the current regulation, which applied different sets of terms and
conditions for their use. Technology neutrally is a must”. The Reliance strategy is to straddle all
three segments of operations in telecom – fixed line, mobile and limited mobile, or services.
Analysts and commentators agree that TRAI is likely to remove the separate status as a category of
service that has been accorded to . The company already has a presence in national and
international long-distance telephony. TRAI’s recent ruling on tariffs has benefited operators.
There are already murmurs that the ruling fits Reliance’s requirements very well. Although cellular
operators, notable among them the Bharti Group, have alleged that they stand to lose Rs. 2,000
crores because of the free incoming calls mandated by TRAI charges, industry sources say that it is
now pay back time for cellular operators, who have consistently benefited from favoured treatment
The clear losers are, however, the two publicly owned fixed-line telecom operators, Bharat Sanchar
Nigam Ltd. (MTNL). Although the new interconnect charges prescribed by TRAI appears to have
“levelled the field” between and cellular operators, the regulator has tilted the balance in faviour of
the companies by fixing differential pulse rates for the two sets of operators. Subscribers of fixed-
line operators in a non-metro- typically of MTNL or BSNL – be charged on a pulse rate of 120
seconds if they call a phone. However, calls to a cell phone be charged at a pulse rate of 60
seconds. In effect, calls to call to a phone. It boils down to this: it is cheaper to call a phone than a
cell phone, although the two platforms are basically the same. The picture is even more gloomier
from the viewpoint of the two public sector companies, which have played a major part in
extending the reach of telecom in India in the last decade. First, their tariffs have been increased;
this implies that subscribers have greater incentive to migrate out of their networks, into the hands
of competitors who may be seen to be offering a better price for the service. Second, the structure
of the interconnect charges is such that the two public sector companies earn lower revenues if
their subscribers call subscribers belonging to rival companies, rather than cellular subscribers. In
effect, the TRAI ruling mandates that BSNL and MTNL subsidize the services of rival companies.
Moreover, the regulator has prepared the ground for a shakeout in the telecom industry by, in effect,
pushing existing MTNL and BSNL subscribers to migrate to another, preferably platform. And, if
value to a network. The network is only as good as its reach. As the size of the network increases,
so does its value, but exponentially. Applying this to the Indian telecom industry can be of some
use. Basically, the reach of the Indian telecom network is still synonymous with the reach that
BSNL and MTNL have. Since the 1990s, the cellular operators have established small networks,
but have ridden the publicly owned system that has been laid with considerable public investment.
With the entry of Reliance, and the government’s own commitment to sell BSNL and MTNL in the
not-too-distant future (Mahajan is on record as having said that BSNL “ not be sold before 2004”),
it is evident that the field is being prepared for the appropriation by private companies of
Reliance has offered STD calls between it phone users at 40 paise per minute, and added value to
the proposition with the offer of a CDMA handset in exchange for the GSM-based cellular phone
and finance for a deferred payment option. The offer remain on paper unless Reliance expands its
own network of subscribers. But until such time that its system acquires a critical mass, subscribers
may be deterred from climbing on to the Reliance bandwagon. What the new tariff structure does is
to apply the pressure on customers of other networks – subscribers to fixed-line operators and
cellular operators, in that order – to migrate to the Reliance or another platform, say, that of the
Tatas. Reliance also plans to use the CDMA to offer both SMS, and other data services to retail
customers, on its basic telephone package. For corporate customers, the company’s investments in
optic fibre offers broad-band connectivity. Its presence in the long-distance segment enable it to
provide “end-to-end services” for such clients. It has promised that the dial-up Internet “be passe”.
Mukesh Ambani, the company’s chairman, told reporters at the launch of Reliance communication
that the company aimed to provide anything between 1 and 8 million handsets by March 2003. To
put this is perspective, all the cellular operators together serve about 10 million subscribers. The
sharp increase in tariffs effectively rule out any increase in teledensity in the short term. Analysts,
who had suggested prior to the TRAI ruling that teledensity increase sharply because of the entry
of Reliance are likely to be way off the mark because the tariff revision impact significantly on
their prediction.
The Bharati Group has been among the key beneficiaries of the regulatory system so far. Bharati
has operations in 15 cellular circles and five basic circles; it has era of “managed competition”, it
have to make at least some way for Reliance. Reliance has licences that it had from the initial foray
in the first round of licence auctions. Instead, it appears to have placed its bets rather early on the
CDMA platform. In 2001, it gathered other services operators and lobbied successfully with the
Department of Telecommunications (DoT), the Union Communications Ministry, TRAI and the
apex tribunal to allow limited mobility within a short distance. Until then was perceived only as a
(The Reliance Group has a total revenue earnings of Rs.65,000 crores a cash profit of over Rs.7,500
crores, a net profit of over Rs. 3,600 crores and exports of Rs. 11,400 crores. The group has total
A senior Reliance official told Frontline said that TRAI’s ruling “has worked in our favour”.
Although he lamented the plight of the “average consumer”, he pointed out that they did have a
better alternative in Reliance. According to an informed source, TRAI “may actually be a single
tariff regime”.
A Reliance Official Told An Economic Daily Recently: “Don’t Forget That Our Company May
Seem To Be Diversified, But It Has Built A Core Competence In Terrific Project Management And
Government Liaison Skills Which Are A Must Core Sector Ventures”. That, More Than Anything
Else Sums up the Behemoth’s Foray into the Telecom Sector and the Regulations That Govern It.
What Should Reliance Do
Aggressive promotion of services and product with their competitive benefits than other
service provider in market. Only promoting the Unlimited STD offer not serves the purpose.
Come up with competitive plans in prepaid market also. At present we have only Rs700/-
and Rs435/- plan only in prepaid services for Unlimited STD. (Reliance has recently launch
the lowest prepaid plan starting from Rs150/-).
Still fighting to break the leadership of Airtel in cellular market, in spite of fact Reliance has
lowest call rates at present.
Airtel 9.45
Vodafone 6.92
Reliance 5.92
Idea 1.61
MTNL 1.48
Total 29.02
This is total user base of Delhi region. Airtel is maintaining the leadership in the market followed
by Vodafone and then comes Reliance.
Reason:
Airtel always come up with some innovative plans and services for its customer for e.g.
Airtel was first one to come up with concept of Hello Tunes, Airtel was first one to launch
Advance Rental scheme, it has special plans for youth, women and senior citizens. Airtel
has something for all.
Vodafone has zero rental plans for its customer and very competitive call rates.
Both Vodafone and Airtel has roped up the best in the country as their brand ambassadors.
Vodafone has Rahul Dravid; Airtel has Shahrukh Khan and Sachin Tendulkar.
Airtel and Vodafone push large amount of money in the promotion of their services, and
keep inform their customers about any new plan in market.
Benefits of Reliance
With Reliance you can start enjoying the mobility from Rs1800/- only.
Reliance has postpaid plan starting from Rs99/-. No service provider has any plan lower
than Rs149/-. In this way Reliance cut down your initial cost for enjoying the mobility.
CHAPTER – 3
RESEARCH OBJECTIVES &METHODOLOGIES
RESEARCH PROBLEM
INFORMATION REQUIREMENT
FIELD WORK
• To know the demand of RCOM bundle offer along with LGRD 3000 and 6100 as well
as the demand of RCOM Bachat pack Sim in the market
• To determine those factors which persuade retailers for sale of RCOM Sims/product
• To compare the Airtel and Tata indicom Bundle offer with RDLG 3000, 3500 &
6100 for analyzing the status of RCOM Bundle Offer
Complete Price structure of RCOM, Airtel & Tata Indicom offer which includes
• Sim Processing Fees
• Discount Offered
• Schemes offered
• Service Tax
• Secondary Data
• Internet
• Retailers
• Distributor
• Sales Executives
RELIANCE PRODUCT
Reliance Mobile
Reliance PCO
Rs. 496 Local & STD on-net mobile unlimited FREE (validity 30 days)
Rs. 98 On-net Local FREE between 10PM to 8AM& other local@50 paise
(30D)
Rs. 250 FREEDOM TARIFF, TALKTIME Rs. 147.5 AND VALIDITY 30 DAYS
RCVs
Rs. 888 F.T, TALKTIME RS. 888 AND VALI. OF 8 MONTHS
Rs. 399 Talk Time 175/ & Local On-net Unlimited FREE ( 30 days)
UN-
Rs. 499 Local Reliance Mobile & Reliance Vodafone Unlimited FREE ( 30 days)
LIMITED
Rs. 533 Talk Time Rs. 399.37 & Local On-net FREE B/W 11pm to 6am, ( 30 D)
E-
Rs. 49 500 LOCAL SMS FREE & VALIDITY 30 DAYS
SMS
STD CALLING CARD
FIELD WORK
MARKETING VISITING & SURVEY – 12TH May was my first day of summer training in
Reliance communication in Delhi. I met to BHUPENDRA SINGH sir. He took my interview
and selects me for summer training. Then he chose my mentor Mr. AJAY who guides me in
summer training. After that I had to do my summer training under in Ajay sir.
First day I went Jai Agency that have the Distributor ship of Reliance Communication. Then
after we met the Three DSR (Distributor Sales Representative).Through the DSR we saw and
NAME AREA
Time of visited all retail counters with DSR I learnt all those thing how to explain in front of
retailer about the plan & schemes and main thing I learnt there how to convince for accepting
a big budget schemes. We familiarized with some kinds of problems those having been
retailer, in his working day with customers. After finishing all the counters I went again to the
main office for reporting my work to Ajay sir. Along with all work we had to also seen those
some counters which did not keep recharge voucher, E-recharge and some types of reliance
handset like GSK & CDMA. The main reason through which they can not keep the above
given facilities is that they were not telling their problem with us. For removing these
problems, there was only one way that they have to tell us their problem with us through
which we can remove that problem. Therefore at last I asked the problem and they shared
with us their problem. Since I was a junior therefore it was my responsibility to keep all the
problems in front of Mr. Ajay sir.
It was my marketing visiting for the 7 days which was the great experienced work for me. In
this period I learnt some kinds of idea for increasing the sale, also I got familiarized with
those problems which generally come in the market for selling purpose.
APPROACH FOR NEW RETAIL COUNTER – In the second phase of my training I got
the target for opening 45 new counters in the whole area that comes under in Mr. Ajay sir. I
achieved my target within 19 days for the 45 counters new approach I moved all around the
area which comes under in Mr. Ajay sir. I was having the different kinds of plans and
schemes through which I could make the new counters. Area was as follow:
Mohan garden, Rama garden, Peergadi, Uttam nagar,part-1,part-2 and Nangloi part-1 and
part-2,chankya place.
I got my 90% target. It was the good achievement for me and according to Mr. Ajay sir it
was the much appreciated work which was done by me.
In the last phase of my training one new scheme was launched in the market place and this
work was conducted by the organization through me.
In the canopy we had to achieved a target and the target was to provide a latest offer to the
customer directly launched by RIM service by reducing the call rate of RS.49/- SIM card
and after start the SIM recharge with 46 and call rates will be R2R-25p/m, R2O-50p/m and
STD-1 r/m. This offer was specially made for customer not for retail shopkeeper’s .during
the 7 days period of canopy we have to only analyze the response of customer upon this
offer. After that for the selling of SIM we have to provide this offer in the main location of
city or in the crowded area like opposite side of Big Bazaar, near of Nangloi, hastsal,
peeragadi,Uttam Nagar, Rama garden I got the target for selling 40 SIM cards in a single
canopy. But I got very good response from the customer and I sold more than 40 SIM card
in a single canopy. That was also my good achievement and I knew how to sale and provide
service with product to customer.
RESEARCH METHODOLOGY
CHAPTER - 4
DATA ANALYSIS & INTERPRETATION
• Data Interpretation & Finding of customer Survey
18-25 25
28-35 47
36-45 22
Above 45 6
Above figure shows that researcher having surveyed 18 respondents, 25% belong to age
group 18-28%, 47% belong to age group 28-35%, belong to age group 36-45 and 6% above
age of 45.
8000 42
8000-12000 34
12000-20000 18
> 20000 6
The above analysis shows that 42% of the respondents belonged to the 8000/- and below income
category, 34% belonged to Rs.8000 to 12000 and 18% belonged to 12000-20000 and 6% above
income of 20000/-.
AirTel 30
Vodafone 25
RIM 20
Tata Indicom 13
MTNL 10
Aircel 2
It was found in the survey that 55% of the respondents intended to purchase either AirTel or
Rim services in the future. Out of this 55% more than ½ (that is 30% of the whole sample
size) intended to purchase AirTel and 25% intended to purchase RIM
Scale Percentage
Very good 20
Good 25
Satisfactory 40
Poor 10
Can’t say 5
Percentage
40
35
30
25
20 Percentage
15
10
5
0
Very good Good Satisfactory Poor Can’t say
The survey revealed that 40% of the respondents service RIM as satisfactory. This is a
telling comment. However the survey also found out that 20% and 25% of the respondents
service RIM as very good and good respectively. There were 5% of the respondents who
had nothing to say about the RIM. This is due to low service awareness and low penetration
level.
RCOMM – 44%
VODAFONE – 23%
IDEA-18%
MTNL – 16%
RCOMM – 12%
AIRCEL – 3%
CHAPTER - 5
CONCLUSIONS
• Conclusion
• Finding
Conclusion
Indian economy is an emerging one and is growing very fast at the average
GDP rate 8-9% so in this emerging market competition level among
telecommunication services provides new players are coming who will
necessarily intensify the competition. New products and new schemes are
being offered by the telecom service providers. The need for large information
capacity has grown tremendously due to the demand of real time information.
Telecommunication has now become a major information transmission system
and telecom has undoubtedly emerged as the most important industry in India.
Indian telecom companies are putting in their best offer to rope in major
telecom operators of the world e.g. Vodafone, Aircel and MTN etc. are playing
their role in synergy with the operation of the Indian companies. Process of
acquisition and merger are in process and future will be only for those
companies who have an edge over others in the field. Service provided and the
better quality of network etc. is provided at affordable cost. In this process of
competition it is assumed that only those companies will survive who adopt
suitable market strategy and technology innovation and up gradation to suit the
aspiration and demand of the consumer.
RCOMM cellular ltd. An Anil D.Ambani Group of cos. Is very fast catching
up with the market by providing cheaper calling rates. The market strategies
adopted by its executives are bearing fruits and the company although being
the Second one to enter the market of DELHI & NCR has found a suitable
niche and recognition in the consumer. But this is not a thing for self
contentment as the survey reveals that in network, service and distributor, its
place is very far behind to other competitors viz. Airtel, BSNL, and Tata
indicom etc. so to withstand the competition resources mobilization and
technological innovation on the part of cos. To upgrade its quality of network
and services is urgently called for.
Market access and growth is alright but the improvement of quality on the
above counts is necessity of the time.
RETAILERS FINDING
Services provided by Retailers: -
All the retailers are dealing in all services i.e. providing Recharge Voucher,
SIM, and Tariff Voucher of all the cellular service companies present in
DELHI zone. Also most of them provide only pre-paid connection.
Satisfaction: -
Most of the retailers i.e. around 74% of respondents are satisfied with
RCOMM brand, 10% of them push RCOMM brand to the customer and rest
16% retailers are not satisfied with RCOMM brand due to claim pending and
the distributor. The retailers don’t get schemes communicated in time by
distributor and distributor does not provide RCV & e-Top properly.
Problems: -
Around 15% of the respondents that there is network problem with RCOMM,
on the other hand they found its competitors viz. Airtel, VODAFONE, TATA
Indicom network connectivity of very good to good level.
Around 16% retailers which are under JAI AGENCY distributor projected
problem with distributors. They don’t get schemes communicated in time by
distributor and distributor does not provide RCV & e-Top.
Most of the retailers ensnared that they are supported by the companies’
personnel & companies’ helpline.
Claim process:-
In case of RCOMM process is be claimed very belatedly i.e. almost 77% of the
cases take 60-90 days, where as in case of Airtel most of the i.e. 88% is being
finalized in time limit 0-30 days.
The claim process services of other competitors viz. AirCel, Vodafone, & Tata
Indicom are almost at par with the IDEA cellular ltd.
Chapter – 6
Suggestions
Appendixes
• Bibliography
• Questionnaire
Suggestions
On the basis of extensive study and research, here are some recommendation and
suggestion which may help the company to market the product and service more
profitability and increase its share in the Telecom market.
1. PROMOTIONAL ACTIVITIES
(3)Technical Expertise:-
2. SALES PROMOTION
Cash discount
Premiums
Financial schemes
3. OCCASIONAL DISCOUNT
The company may go for occasional discount offers or price off from time
to time specially during any festival. Off season discount may also prove
helpful to check fluctuating sales.
ANNEXURE 1
SAMPLE QUESTIONNAIRE
(FOR FINDING RIM INDICOM CUSTOMERS)
Name:
Occupation:
5. Is there a major difference between the services of RIM and other service providers?
Yes No
11.Would you subscribe to services of other providers in case you get better services?
Yes No
Thanks
BIBLIOGRAPHY
BOOKS
MAGAZINE
Business Today
NEWSPAPERS
Economic Times
Hindustan Times
Financial express
Business standard
WEBSITE
www.google.com
www.coai .in
www.auspi .in
www.rcom.co.in
www.reliancemobile.com