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SUMMER INTERNSHIP REPORT

AMITY UNIVERSITY UTTAR PRADESH


AMITY SCHOOL OF BUSINESS

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SUMMER INTERNSHIP REPORT DECLARATION

I, PRITHVI SAHNI student of Bachelor of Business Administration (General) from Amity Business School, Amity University Uttar Pradesh hereby declare that I have completed my summer internship project on internal branding of tata tele services

I further declare that the information presented in this project is true and original to the best of my knowledge.

Date: 15/07/12

PRITHVI SAHNI Enroll. No: A3906410173

Place: Noida

BBA Class of 2012

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Acknowledgement

First of all I would like to thank almighty God who bestowed me with good health and courage to accomplish this task. I always felt his presence and blessings with me. My journey through this challenging project has enriched me with knowledge and most valuable experience and sweet memories of my life. Today when our endeavours have successfully reached its culmination, I look back with gratitude to one and all those generous help that has made this project come true. This acknowledgement may not be sufficient to express my gratitude towards the people who helped me in the completion of this project. I would like to thank Mrs. Geetanjali gulati for her valuable help and guidance. Her constructive and directional recommendations were instrumental in making this project a success and i would also like to thank my trainer Mr Deepak Sharma for helping me out with the completion if the project I express my special thanks to my parents, friends and colleagues, who have been a constant source of help.

Student Name & Signature: Prithvi Sahni

Enroll. No: A3906410173 Program: BBA(GENERAL)- 2012

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Title of the Section


1. 2. 3. 4. 5. 6. 7. 8. 9. INTRODUCTION WHAT IS INTERNAL BRANDING HOW TO CREATE A BRAND IMPORTANCE OF BRAND INDIAN TELECOM INDUSTRY ABOUT TELECOM INDUSTRY EVOLUTION OF INDUSTRY IMPORTANT MILESTONE RESEARCH METHADOLOGY PRITHVII STATEMENT OF A PROBLEM

Page No.

10.

FINDINGS

11. ANALYSIS AND INTEPRETATION 12. 13. CONCLUSION BIBLOGRAPHh

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INTERNAL BRANDING

Internal branding is the set of strategic processes that align and empower employees to deliver the appropriate customer experience in a consistent fashion. These processes include, but are not limited to, internal communications, training support, leadership practices, reward & recognition programs, recruitment practices and sustainability factors.

Internal branding is a cultural shift within an organization, where the employees become more customer focused and more business focused. You achieve this by an organized, communications and behavior driven process, which leads to a desired end state. Meanwhile, at all levels in the company, one big question is answered - "What's in it for me?" After they hear and learn about the internal brand initiative, every single employee should understand what job behavior you expect from them, and how they contribute to the company's success. You need to reinforce the behavior you want, and bring it into line with HR policies, internal communications and corporate marketing efforts and strategy. Effective internal branding brings huge benefits. Companies whose workforces understand how they operate and make money perform better. Committed employees provide stronger performance and higher customer satisfaction.

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HOW TO CREATE A BRAND?


Regardless of size, many business owners want to create a brand around their business. A brand is the collective impact or lasting impression from all that is seen, heard, or experienced by customers who come into contact with a company and/or its products and services. In creating a brand, or "branding," one has to manage the effect that his product or service is having on the customer. Define Your Business, Define Your Brand To get an idea of what your brand may look like, write down three things that define your business. For example, a dry cleaning company that specializes in suits and higher-end clothing might choose: 1) Properly cleaned attire 2) Same day service 3) Safe cleaning technique, whether it be silk, satin, cashmere or cotton Consistency You want your brand to have the same message and effect on all your customers. Bar none, the best example of this is McDonald's. You can go to Bangkok and pick out a McDonald's just by looking for the golden arches. After you go inside, you will be able to order a burger and fries without speaking a word of Thai. Moreover, you will know how that burger is going to taste before you take the first bite. This is because McDonald's has a standard menu that is the same all over the world. There is a smaller regional menu that is up to the owners of the franchise, but every restaurant has to offer the same basics (cheeseburger, Big Mac, etc.). People don't go to McDonald's because it is healthy. They go there because they know what to expect and they like it. You want to create this same message of consistency: "when you use/purchase my product or service, you will get exactly what you want every time." Differentiation Brands that are successful create a gap between themselves and their competitors in the minds of the consumers. Generally speaking, companies in the same industry usually offer products that are 99.9% identical to non-specialists the difference is in the brand. For example, how many people would notice if you tore the label off a pair of Levi's and sewed on a Calvin Klein label? In differentiating your brand, you will have to work against other brands in your field. You need to find that small difference between your service
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or product and that of your competitors. After you have discovered it, hype it up every way you can in your marketing campaigns. If consumers are given two identical choices as far as price and quality, they will merely go to the one that is closest at that time. By differentiating your brand, you will encourage them to seek you out instead of your competition. Creativity Innovative ideas and unique messages delivered through creative mediums will always enhance the status of a brand. From 2000-2010, Apple computers underwent a significant upsurge in sales. There are many reasons for this, but an important one is that they had changed their brand to embody creativity. Apple ran ads that associated their computers with people on the cutting edge. When people first saw the 1985 Super Bowl commercial of blindfolded businessmen marching off cliffs or the ads run with images of the Dalai Lama and Einstein, it was clear that Apple was for innovators and Windows was for lemmings. This message has been pounded into consumers' minds over the following decades with multiple campaigns enforcing the same theme.

Emotional Connection You want people to connect to your products or services on an emotional level. If customers can tie using your product or service back to a positive time in their lives, you have a much better chance of building brand loyalty. It doesn't necessarily have to be a direct connection. Tampax ran a series of ads showing events in history (Woodstock and such) with the simple message "Tampax was there." Folgers associates itself with a different pastoral scene every commercial it produces hockey in the winter, walking up to a summer sunset, camping in the mountains who could possibly watch that without having positive memories invoked. It doesn't always have to be a positive connection either, just an emotional one. Insurance companies do this well by showing the aftermath of disasters like floods and fires and then showing their agents walking about consoling people. The voiceover says something like, "we will always be there for you." The simple truth is that your brand will endure far longer if you can get

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away from the purely rational side of people's brains and find your way into the emotional side. Try to enhance the emotional appeal of your brand with every marketing campaign you undertake. (It is a blanket term that represents, in one lump sum, the value of brand names, patents, and customer base loyalty. Monitoring Your Brand As you establish and grow your brand, you will have to watch it carefully. You don't want to have your competitors infringe upon or take over essential elements of your brand. Here's how to prevent it. Review Materials All the promotional materials for your business should have the same look, feel, and message. If you have materials that don't match, for example a wordy green poster and a sparsely written blue pamphlet, you are sending a mixed signal on several levels that will confuse customers. Make sure there is a sameness to all the material, and that it matches your business as well. Review Company Culture If you have employees, they too become documents that send out your brand's message. If you are running a health food chain, you are going to want employees who have a lifestyle that exudes good health. If you run an accounting firm, you are likely going to want employees that exude a sense of responsibility. You have to keep this in mind while you are hiring as well as when you are setting up the office environment. Ask yourself what kind of office from benefit policies to working conditions - will attract and keep the employees you want Bottom Line Good brands take time to develop. You will not go from being a corner store cobbler to overthrowing Nike in one year. You have to be patient and keep refocusing your campaigns and improving the quality of the product or service you are trying to brand.

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IMPORTANCE OF BRANDS

Branding is a very powerful component in business. The brand must have a logo to make branding easier and more possible. The consumers decide if they will buy a product or use a service based on how they view the brand. The brand itself tells us or let us imagine how good or bad the product is even if we never tasted it before! All that brand promotion and advertising really do tell us how great a brand can be (like Nike). Once a customer likes your brand he/she will definitely come back for repeated services or products. The qualities of the product or services are ensured through the customers minds from the brand image. Brand is not only convenient for businesses for repeated customer purchase but also easier for customers to filter out the countless generic items. Brand gives consumers the reason to buy it and wastes less time for consumer to choose. There are ways to improve a brand from advertising such as viral campaign (more trustworthy), online ads, print ads and commercials. Another way is to improve your product or services that will reinforce the brand. This is a good way to promote your brand by always being in the cutting edge or customers first image. The qualities of your products and services will reinforce the brand. Advertise as much as possible to spread that message and make it into a cult brand. Branding doesnt only benefit the business but you as well (yes I mean it). The brand you choose reflects who you are and expresses yourself on what you like to do and be able to join the community of like minded people. Branding is a win: win situation for both the businesses and the loyal customers.

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TELECOM INDUSTRY IN INDIA

Indian Telecom sector, like any other industrial sector in the country, has gone through many phases of growth and diversification. Starting from telegraphic and telephonic systems in the 19th century, the field of telephonic communications has now expanded to make use of advanced technologies like GSM, CDMA, and WLL to the great 3G Technology in mobile phones. Day by day, both public players and the private players are putting in their resources and efforts to improve the telecommunication technology so as to give the maximum to their customers. The Indian Telecom sector can be broadly classified into fixed line telephony and mobile telephony. The major players of the telecom sector are experiencing a fierce competition in both the segments. The major players like BSNL, MTNL, VSNL in the fixed line and AIRTEL, HUTCH, IDEA, TATA, Reliance in the mobile segment are coming up with new tariffs and discounts schemes to gain the competitive advantage. The public players and the private players share the fixed line and the mobile segments. Currently the public players have more than 60% of the market share.

38% 62%

Private Players Public Players

MARKET SHARE OF PUBLIC AND PRIVATE COMPANY

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Both fixed line and mobile segments serve the basic needs of local calls, long distance calls and the international calls, with the provision of broadband services in the fixed line segment and GPRS in the mobile arena. The codeless and the wireless instruments have replaced traditional telephones. Mobile phone providers have also come up with GPRS enabled multimedia messaging, Internet surfing, and mobilecommerce. The much awaited 3G mobile technology is soon going to enter the Indian Telecom market. The GSM, CDMA, WLL service providers are all upgrading themselves to provide 3G mobile services. Along with improvement in telecom services, there is also an improvement in manufacturing. In the beginning, there were only the Siemens handsets in India but now a whole series of new handsets, such as Nokias latest N- series, Sony Ericssons W-series, Motorolas PDA phones, etc. have come up. Touch screen and advanced technological handsets are gaining popularity. Radio services have also been incorporated in the mobile handsets, along with other applications like high storage memory, multimedia applications, multimedia games, MP3 Players, Video generators, Cameras etc.

The value added services provided by the mobile service operators contribute more than 10% of the total revenue.

The leading cellular service providers have the following number of subscribers:

Service Provider

Reliance TATA Airtel BSNL Vodafone Idea

2.75 cr. 1.07cr 3.37cr. 2.44Cr. 2.44 cr. 1.3cr.


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Bharti Airtel has the largest customer base with 31% market share, followed by Hutch and BSNL with each holding 22% market share. The 2007 budget has brought further relief to the customers with the reduction in the tariffs, both local and long distance, and with slashing down the roaming rentals. This is likely to lead to even more people going for cellular services and more and more use of the Value added services. However, landline telephony is likely to remain popular too, in the foreseeable future. BSNL, the largest landline service provider, has recently taken some bold initiatives to retain its market share and, if possible expand it.

EVOLUTION OF THE INDIAN TELECOM MARKET


1. Penetration and growth The Indian cell phone market essentially started in 1992 with the sale of licenses, which enabled the private sector to participate in the industry (COAI, 2006). In 1994, cellular service licenses were granted for the major metropolitan areas. This then expanded to 15 circles in the following year. Services were rolled out in 1995 with Kolkata becoming the first city to get a cellular network in August 1995. However, in December 2000 5 years after launch of cellular licenses

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penetration was still quite low. In fact, there were only about 3.2 million subscribers, primarily in the major cities and large towns. The major driver for change was the Telecom Regulatory Authority of India (TRAI).TRAI was instituted in 1997, and soon started building policies and regulations to push prices downward and spur competition. By December 2004, there were about 93mn phones in the country, of which 48mn subscribers were cellular (TRAI, Dec. 2005). The number of cellular phone users increased to about 76mn in December 2005 and about 89mn phones in March 2006 (Financial Express, Apr 2006) This trend indicates a CAGR of over 30%. Jorma Ollila, Chairman and CEO of Nokia, recently commented that India is amongst the top 5 telecom markets in the world (Light reading 2006) when he visited the country to reiterate his firms commitment to the market. Indeed, no other country in the world has added 4-5mn mobile phones per month. Exhibit 1 shows the growth of the postpaid and prepaid market in India, including prediction for 2010.

2. Players The Indian wireless market has both CDMA and GSM network operators. CDMA operators entered the picture and grew rapidly Reliance, which owns about 70% of the CDMA market currently with ~ 20.44 mn subscriptions, grew at over 114% year-on year in 2002-03 one of the most explosive phone launches ever ( TRAI Jun 2003, Financial Express, Apr 2006). The overall CDMA subscriber base, though, is still about 22.2% of the market with Tata Teleservices taking up most of the remaining CDMA share. The GSM players account for the remaining ~78% - with a market that is less dominated by one player. Bharti, state-owned BSNL, and Hutch control the largest parts of this market and have been adding subscribers at an impressive pace. As of April 2010, Bharti was the largest player by far, with 30.37 mn subscribers. BSNL had

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a subscriber base of 20.44mn, followed closely by Hutch with 22% of the GSM market and an overall share of 15.02%. The Telecom Regulatory Authority of India overseas the evolution of this market. Since its establishment in 1997, this agency has made many key judgments including statements on tariffs, quality of service, next generation networks, etc. TRAI also releases quarterly reports on the state of the telecom industry with special emphasis on tariffs, interoperability between networks, and usage (TRAI). Since Indian regulation makes it difficult for network operators to also sell phones (due to revenue share agreements), there is a completely parallel market for users to buy phones. In the GSM space, users go to handset providers to buy phones and then to network operators to get network services. Most global handset manufacturers are present in India with Nokia leading the pack by far. In 2005, more than 31mn handsets were sold. Of this, Nokia captured about 60% share over 18mn phones in one year. Motorola, which has a smaller share, is seeing growth with the introduction of more advanced phones including its Razr platform. Samsung, LG and Sony Ericcson all have reasonable market share as well with LG catering almost exclusively to the CDMA space through a tie-up with Reliance.

THE INDIAN MARKET BASIC DEMAND TREND

Demand for cellular services is interesting for a variety of reasons. Before catering to this market, service providers must consider unmet needs, price sensitivity, diversity in consumer profiles, and the skew in urban-rural markets.

1. Unmet needs

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Current Indian teledensity is 11.43 (i.e. only 11.43 phones both cellular and fixed line exist per 100 people) While that points to a staggering ~ 125mn phones already in the market, it also points to a large unmet demand. Specifically, peer countries have much higher teledensity. China has a mobile teledensity of 28.3 while in Malaysia, that number is 77. If India is to attain Chinas teledensity in 5 years up from its current penetration of ~ 7%, this implies an almost 4x increase in the number of phones. This would lead to demand for about 210mn additional phones in that time.

2. Young, growing, consuming market More than 95% of Indias population is under the age of 65.70% of the countrys citizens are below the age of 36, and half of those are under 18. (Bharadwaj etal, 2005; Wikipedia; Census Maps; Answers.com). Further, the standard of living has been increasing: only 26% of the population is below the poverty line now, compared to over 50% in the mid-70s. (Sinha, Jayant, 2005) Thus, the young, mobile segment of the population is quite large and more connected than any previous generation. In addition, it earns more and is more willing to spend on convenience products than previous generations. In fact, in some instances, consumer products like cell phones now have are a symbol of status. Young consumers are willing to buy new phones and are constantly looking for good deals and the opportunity to trade up to better products. 3. Value sensitivity The Indian consumer is also very pricing sensitive. Product managers have found that consumers in India will not buy products unless there is a clear value proposition at the lowest possible price. For instance, Nokia successfully introduced a customized version of their 1100 phone with features uniquely tailored to India dust-resistant body and a built-in
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flashlight making it very popular among truck drivers (Bharadwaj et al, 2006). The phone itself retails for about $40. Indians also expect a high quality of services at the lowest possible tariff rate. Thus, tariffs in India for voice services are among the lowest in the world. While average American carrier charges about 30-40 cents per minute, the corresponding rate for an Indian carrier is only about 2 cents per minute. (Cingular, T- Mobile, TRAI Dec 2006).

4. Pre-paid rules Indian consumers choose plans and tariff structures that minimize monthly expenditure. Further, they also choose tariff plans that let them switch easily especially since they shop on price. Thus pre-paid SIM cards are the dominant method of revenue generation. With this scheme, consumers buy a SIM card to use in their phones with a set amount of money on it (say ~$10). In addition, since receiving calls in India is free, very often consumers will only receive calls on their phones. And almost every cellular company has also introduced free incoming plans for 1-2years & lifetime free incoming plans. Thus, revenues per user are low, with pre-paid users contributing ~$5.6 per month. While the average post-paid user spends much more contributing ~$19 per month this is a small segment of the market in India. In 2006, for example, over 95% of new phone additions were pre-paid plans. (TRAI Dec 2006) (See Exhibit 1 for potential growth of pre-paid vs. post-paid in India).

5. Rural vs. Urban Market


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While growth in India is significant, there is a large difference between urban and rural markets. Teledensity varies wildly. For example, cities like Mumbai, Delhi, Chennai, and Kolkata have a teledensity around 49% while Circles B and C (which include far-less urban states) see a penetration of 2.6% (See Exhibit 7 for market penetration in India varied by geographical areas). Also, service providers pay Access Deficit charges to subsidize the (mainly government run) players that serve the unprofitable rural markets. However, as network operators run into an increasingly saturated market in cities, they are slowly turning to rural areas to grow. To enter these markets, carriers will have to make large capital investments, create low introductory pricing, and only offer a basic level of services. Although growth in rural markets will be slower and require a larger investment per customer, with no guarantee of the same amount of revenue, the thirst for communication and poor landline infrastructure makes rural India a unique opportunity for growth.

Consequently, operators are dropping prices to ensure they get their hands on the expanding customer pie and the large untapped market means that revenues from the voice market will drive the growth for the next few years.

6. Demographics The expected growth in the Indian GDP, 6-7 percent annually from 2005 to 2007, is a good indicator of the increased purchasing power of the population (Asian Development Bank 2005). A greater percentage of the Indian population has higher levels of disposable income with which to purchase products and services. Along with lower connectivity costs and cheaper handsets, the mobile market in India is seeing a huge influx of subscribers who can now afford basic coverage.
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India is also experiencing changing demographics that have contributed to the explosion in the mobile market. Approximately 70 percent of Indias 1.1 billion populations is between the ages of 15 and 40 (U.S Census BureauInternational Database, 2003). As a result, telecom players are looking at a young population with increased pay scales and more job opportunities. Furthermore, a high percentage of these Indians are still living at home and saving their salaries. Thus, this generation is able to spend a large percentage of their income on the purchase of entertainment and consumer electronics, including cell phones.

7. Role of Government The Indian government has played a significant role in setting the stage for growth in mobile telecommunications. Through the oversight of the Telecom Regulatory Authority of India (TRAI), the government has made many changes to regulations and policies to remove hurdles and spark growth. First, the Indian government introduced the Unified Licensing Regime in 2003. This regime allows operators to offer any service through the technology of their choice, in any area in which they currently operate. Thus, all telecom services (including voice, data, cable TV, and radio broadcasting) can now be delivered through a single medium and are covered by a single license. Unified licensing shifted operator behavior and caused operators to start focusing on converged services and networks for cost efficiency which, in turn, allows them to offer pricing conducive to rapid growth. In addition, the Indian government has raised the maximum foreign direct investment (FDI) limit from 49 percent to 74 percent in Telecom Sector.

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The government also enacted the Access Deficit Charge (ADC) policy, which requires that a share of call revenue be paid to the government to assist in funding network expansion into rural areas. As of early 2005, several regulations were imminent. First, the launch of an All India license would give operators the right to provide all forms of service throughout India with one license. This structure would initiate the next phase of market consolidation, with the result likely being five to six main players. The players would have greater scale which would lead to higher cost efficiency and, ultimately, more flexibility, and allow even fixed line users to switch to mobile services seamlessly possibly increasing competition in the market. Finally, the government needed to decide how to increase spectrum capacity; since 2G networks are nearing full capacity (2G stands for second generation cellular technologies, which are circuit-based, voice technologies deployed in the 1990s. This standard is being replaced around the world with 3G networks that are faster and have more capacity for voice and data).

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PLAYERS IN THE MARKET

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Bharat Sanchar Nigam Ltd. formed in October 2000, is worlds 7th largest Telecom Company providing comprehensive range of telecom services in India: Wireline, CDMA mobile, GSM mobile, Internet, Broadband, carrier service, MPLS-VPN, Vsat, VoIP services, IN services etc. Within a span of five years it has become one of the largest public sector units in India.

Today, it has about 47.3 million line basic telephone capacity, 4 million WLL capacity, 20.1 Million GSM Capacity, more than 37382 fixed exchanges, 18000BTS, 287 Satellite Stations, 480196 Rkm of OFC Cable, 63730Rkm of Microwave Network connecting 602 Districts, 7330 cities/towns and 5.5 Lakhs villages.

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Bsnl is the only service provider, making focused efforts and planned initiatives to bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in the country to beat its reach with its wide network giving services in every nook&corner of country and operates across India except Delhi & Mumbai. Whether it is inaccessible areas of Siachen glacier and North East region of the country.

Bsnl is numero uno operator of India in all services in its license area. Bsnl cellular service, Cellone, has more than 17.8 million cellular customers, garnering 24 percent of all mobile users as its subscribers. In basic services, BSNL is miles ahead of its rivals, with 35.1 million Basic Phone Subscribers i.e. 85 percent share of the subscriber base and 92 percent share in revenue terms. Scaling new heights of success, the present turnover of BSNL is more than Rs.351, 820 million (US $ 8 billion) with net profit to the tune of Rs.99, 390 million (US $ 2.26 billion) for the last financial year.

The turnover, national wide coverage, reach, comprehensive range of telecom services and the desire to excel has made BSNL the No.1 Telecom Company of India.

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Telecom giant Bharti Airtel is the Flagship Company of Bharti enterprises. The Bharti Group has a diverse business portfolio and has created global brands in the telecommunication secotr. Bharti has recently forayed into retail business as Bharti Retail PVT. Ltd.under a MOU with Retail US giant Wal Mart for the cash & carry business. It has successfully launched an international venture with EL Rothschild Group to export fresh agri products exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world leader in financial protection and wealth management. Airtel comes to you from Bharti Airtel Limited, Indias largest integrated and the first private telecom service provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs) mobile services, broadband & telephone services (B&T) & enterprise services. The mobile business provides mobile and fixed wireless services using GSM technology across 23 telecom circles while the B&T business
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offers broadband & telephone services in 94 cities. The Enterprises services provide end-to-end telecom solutions to corporate customers and national & international long distance services to carriers. All these services are provided under the Airtel Brand.

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As Indias leading GSM Mobile Service operator, IDEA Cellular has licenses to operate in 11 circles. With a customer base of over 10 million, IDEA Cellular has operations in Delhi, Maharashtra, Goa, Gujarat, Andhra Pradesh, Madhya Pradesh, Chattisgarh, Uttaranchal, Haryana, UP-West, Himachal Pradesh and Kerala. IDEA Cellular footprint currently covers approximately 45% of Indias population and over 50% of the potential telecom market. As a leader in Value Added Services (VAS), innovation is central to Ideas VAS factory. Its the first cellular company to launch music messaging with Cellular Jockey, Background Tones, Group Talk, a voice portal with Say IDEA, and a complete suite of Mobile E-mail services. A front runner 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, with Super Power 2 minutes Outgoing Free, Lifelong offer and other segmented offerings like Womens Card. Lifetime Idea is the first and only loyalty program, for pre paid customers, introduced by a Cellular brand.

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Customer Service and innovation are the drivers of this Cellular Brand. A brand known for their many firsts, Idea is only operator to launch GPRS and EDGE in the country. The latest feather in Ideas cap is GSM Association Award for CARE. It is the second GSM Association award that Idea has won, the first one being for Bill Flash. Idea Cellular is part of the Aditya Birla Group, which is Indias first truly multinational corporation. Global in vision, rooted in India values, the group is driven by a performance ethic pegged on value creation for its multiple stakeholders. The combined holding of the Aditya Birla Group Companies in Idea stands at around 57 per cent. With ambitious future plans, the company is poised for rapid growth.

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The Late Dhirubhai Ambani dreamt of a digital India --- an India where the common man would have access to affordable means of information and communication. Dhirubhai, who single---handedly built Indias largest private sector company virtually from scratch, had stated as early as 1999: Make the tools of information and communication 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 60,000km route of a pan-India fiber optic backbone. This backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhais 70th birthday, though sadly after his unexpected dmise 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

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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.

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Vodafone Essar in India is part of Vodafone and owes its origins to 1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. It now has operations in 16 circles accounting for 86 percent of Indias mobile customer base, with over 31 million customers.* Vodafone Essar, under the Hutch brand, has over the years been named the Most Respected Telecom Company, the Best Mobile Service in the country, and the Most Creative and Most Effective Advertiser of the Year. Vodafone is the worlds leading international mobile communications company. Vodafone now has operations in 26 countries across 5 continents and 36 partner networks with about 225 million proportionate customers worldwide. Vodafone has tied up with Essar as its principal joint venture partner for the Indian operation. The Essar Group is one of Indias largest corporate houses with interests spanning in the manufacturing and service sectors like Steel, oil & Gas, Power, Telecom & BPO, Shipping & Logistics and Engineering and Constructions. The Group has an asset base of over Rs.200 billion (US $ 4.9 billion) and employs over 4000 people. *Figures from Cellular Operators Association of India, June 30, 2007.

Company Profile
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TATA TELESERVICES Tata Teleservices is part of the Rs. 120,000 Crore (US$ 29 billion) Tata Group, that has over 87 companies, over 330,000 employees and more than 2.8 million shareholders. The Group has a formidable presence across the telecom value chain. Tata Teleservices Limited spearheads the Tata Groups presence in the telecom sector. The Tata Group had revenues of around US $62.5 bn in Financial Year 200708, and includes over 90 companies, around 350,000 employees worldwide and more than 3.2 million shareholders. Incorporated in 1996, Tata Teleservices is the pioneer of the CDMA 1x technology platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It launched mobile operations in January 2005 and today enjoys a pan-India presence through existing operations in all of Indias 22 telecom Circles. The company is also the market leader in the fixed wireless telephony market. The companys network has been rated as the Least Congested in India for last four consecutive quarters by the Telecom Regulatory Authority of India through independent surveys. Tata Teleservices Limited now also has a presence in the GSM space, through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA DOCOMO brand name.

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TATA DOCOMO arises out of the Tata Groups strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. TATA DOCOMO has received a panIndia license to operate GSM telecom servicesand has also been allotted spectrum in 18 telecom Circles and will roll out its services shortly, starting with South India. TATA DOCOMO marks a significant milestone in the Indian telecom landscape, as it stands to redefine the very face of telecoms in India. Tokyo-based NTT DOCOMO is one of the worlds leading mobile operatorsin the Japanese market, the company is the clear market leader, used by over 50 per cent of the countrys mobile phone users. Today, Tata Teleservices Ltd, along with Tata Teleservices (Maharashtra) Ltd, serves over 36 million customers in more than 320,000 towns and villages across the country, with a bouquet of telephony services encompassing Mobile Services, Wireless Desktop Phones, Public Booth Telephony and Wireline Services. Other services include value-added services like Voice Portal, Roaming, Post-paid Internet Services, Three-way Conferencing, Group Calling, Wi-Fi Internet, USB Modem, Data Cards, Calling Card Services and Enterprise Services. Some of the other products launched by the company include Pre-paid Wireless Desktop Phones, Public Phone Booths, Mobile Handsets and Voice & Data Services such as BREW Games, Voice Portal, Picture Messaging, Polyphonic Ring Tones, and Interactive Applications like news, cricket, astrology, etc. In December 2008, Tata Teleservices announced a unique reverse equity swap strategic agreement between its fully-owned telecom tower subsidiary, Wireless TT Info-Services Limited, and Quippo Telecom Infrastructure Limitedwith the combined entity kicking off operations with 18,000 towers, thereby becoming the largest independent entity in this space. Tata Teleservices bouquet of telephony services includes mobile services, wireless desktop phones, public booth telephony and wireline services.

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PUNCHLINE: Suno Dil ki Awaz Market Data Tata Indicom in April 2009 crossed the 35 million subscribers mark in the wireless category with an overall subscriber base of over 38 million. Tata Teleservices is no. 2 slot in terms of Market Share in Delhi NCR region with a subscriber base of 3 million. Network Tata Teleservices operates primarily on the CDMA network. Tata Indicoms enterprise solutions work on the CDMA 1X technology. The total tower strength of Tata Indicom is currently at 12,500 towers nationwide, which includes 10,000 for TTSL and 2,500 for TTML. Business Areas Tata Teleservices offers multiple tariff plans in both the Post-paid and Pre-Paid category. It also offers Mobile Value Added Services to subscribers. Branding The Tata Indicom brand is endorsed by cricketers Pathan Brothers Tata Teleservices has recently launched the Virgin Mobile Brand to target the youth segment & Tata DoCoMo for its GSM services.

Corporate Mission

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TATA TELESERVICES LIMITED is the quality company .Quality is the basic business principle of TTSL. Quality means providing our external and internal Customers with innovative products and services that fully satisfy their requirement.

Corporate Goals

Our Customer Goal is to become an organization with which customers are keen to do business. Our Employee Goal is to create an environment where every one can take Pride in the organization and feel responsible for its success. Our Business Goal is to grow profits and increase market presence at a faster rate than competitors in the market in which we complete. Our Quality Goal is to integrate leadership through quality principles, Tools and processes in the daily management of our business. Philosophy

It succeeded through satisfied customers. It uses technologies to develop product leadership. It values its employees. It required premium return on assets. It behaves responsibility as corporate citizen It aspires to excellent in and it does.

Corporate Priority

Customer satisfaction

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Employee satisfaction Market share enlargement with continuous effort Greater return on assets

Board of Directors
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Mr. Ratan N. Tata Designation : Chairman Company : Tata Teleservices Ltd

Mr. A.K. Chaukar Designation : Managing Director Company : Tata Industries Ltd.

Mr. Anil Kumar Sardana Designation : Managing Director Company : Tata Teleservices Limited

Mr. I. Hussain Designation : Director Company :Tata Sons Ltd.

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Mr. N. S. Ramachandran Designation : Director, Company : Tata Teleservices Ltd.

Mr. N. Srinath Designation : CEO & MD Company : Tata Communications Ltd.

Dr. Mukund Govind Rajan Designation : MD Company : Tata Teleservices Maharashtra Ltd.

Mr. Anuj Maheshwari Designation : Director Company : Temasek Holdings Advisors India Pvt Ltd., ("THAIPL")

Mr Toshinari Kunieda

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SUMMER INTERNSHIP REPORT Designation : Senior Vice President Managing Director Global Business Division Company : NTT Docomo, INC.

Mr. Kiyoshi Tokuhiro Designation : Senior Vice President Managing Director of Network Department Company : NTT Docomo, INC.

Mr. Kazuto Tsubouchi Designation : Executive Vice President Chief Financial Officer Company : NTT Docomo, INC.

Mr. Anil Kumar Sardana Designation : Managing Director Tata Teleservices Ltd

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Objectives of the Study:


Study the internal branding of Tata Teleservices.

Research Methodology:
Primary Data Primary data was collected with the help of a structured questionnaire consisting of fourteen questions distributed to 30 respondents personally. Individuals were approached personally and method used was structured interview and questionnaires. They were asked questions relating to research objectives and a questionnaire was given to them. The project sample consisted of 17 engineers senior engineer level employees and 13 Assistant Manager and above level employees. Questionnaires and interviews were used as a source of Primary data collection because they provide reliable means of information as the respondent is can provide an accurate account based on his experience in the company and throw light on the internal branding of the company. a) Sampling- The sampling technique used is convenience sampling since the questionnaires were circulated among employees based on convenience of availability and time. b) Time of survey- The data was collected in the month of July, 2012. c) Area of survey- The data was collected in the companys noida Office.

Secondary data The research started with the collection and study of secondary data. Data is collected with the help of internet and published sources. I

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Analytical Tools The primary information collected through questionnaires is analyzed with the help of output table and graphs that is made on the basis of responses given by the employees of the company, TTSL. Microsoft excel has been used in the research.

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1 Data Interpretation - Findings (To Study Internal Branding) 5.2 Recommendations

1.1 Data Interpretation Findings: A. Why do you work with this organization?
AM (Assistant Manager) Manager Level
Pay Package work culture rewards & Recog. Work Env. Job Satisfaction No. Of Emp, Job Satisfaction, 7

No. Of Emp, Pay Package, 2

No. Of Emp, Work Env., 3 No. Of Emp, work No. Of Emp, culture, 1 rewards & Recog., 0

Engineer Sr. Engineer Level

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No. Of Emp, Work Env., 10

No. Of Emp, No. Of Emp, workrewards & Recog., No. Of Emp, Pay culture, 2 2 Package, 1

No. Of Emp, Job Satisfaction, 2

Pay Package

work culture

rewards & Recog.

Work Env.

Job Satisfaction

From the above data we can see, that in the AM Manager Level of employees, 7 out of 13 employees i.e. 53.4% work in the organisation for the satisfaction derived from their respective jobs. At this level, the pay package and rewards arent that important since the employees are already motivated, as the tasks they are performing is satisfactory for them. The employees that fall in the engineer sr. engineer level, work for a different reason. 10 out of 17 employees (58.8%) work due to a friendly and comfortable work environment in the organisation. At this level, rewards and job satisfaction are definitely important however, the comfort and healthy work environment in which they perform their tasks, is more important to this level of employees.

B. Reasons for employees leaving the organization?


AM (Assistant Manager) Manager Level
No Growth opp. Stress form overwork Strained relationship with supervisor AM ~ Manager of appreciation Lack Lack of Trust in mgmt. Low salary No. Of Emp, Low salary, 5

No. Of Emp, Strained No. Of Emp, NoNo. Of Emp, Lack of relationship with Growth opp., 2 appreciation, 2 No. Of Emp, Stress Of Emp, Lack of supervisor, 2 No. form overwork, 1Trust in mgmt., 1

Engineer Sr. Engineer Level

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No Growth opp. Stress form overwork Strained relationship with supervisor No. Of Emp, NoNo. Of Emp, Lack of Growth opp., 4 appreciation, 4 Engg ~ Sr. Lack of appreciation Engg Lack of Trust in mgmt. Low salary No. Of Emp, Strained relationship with No. Of Emp, Lack of supervisor, 1 Trust in mgmt., 0 No. Of Emp, Low salary, 6

No. Of Emp, Stress form overwork, 2

The above data was obtained by asking employees about their opinion regarding the attrition status of the organisation. In the AM Manager Level, 5 out 13 employee (38.4%), which is the majority, feel low salary is the primary reason for employees leaving the organisation. Other factors like no growth opportunities, lack of appreciation and strained relationship with supervisor, received equal weightage in responses. The majority of the employees in the Engineer Sr. Engineer Level, 6 out of 17 employees (35.2%), also felt that low salary was a major determinant in employees leaving the company. Apart from low salary, 23.5% of employees feel that employees leave the organisation due to lack of appreciation and another 23.5% feel less growth opportunities is a major driver for dissatisfaction among the employees. 11.5 % employees feel that stress from overwork also leads to employees getting frustrated with their jobs and eventually move out of the company for better options. C. Suggest ways the company can increase employee retention? AM (Assistant Manager) Manager Level
Open Communication Peformance based bonus AM~ Manager Emp reward program Recreational facilities Career development program Gifts on special occasion

No. of emp, Career development program, 9 No. of emp, Peformance based No. of emp, bonus, 3 Recreational No. of emp, Gifts on facilities, 0 special occasion, 0

No. of emp, Open Communication, 1No. of emp, Emp reward program, 0

Engineer Sr. Engineer Level

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Open Communication Peformance based bonus Engg ~ Sr. Engg Emp reward program Recreational facilities Career development program Gifts on special occasion

No. of emp, Career development program, 9 No. of emp, Peformance based bonus, 5 No. of emp, Recreational No. of emp, Gifts on facilities, 0 special occasion, 0

No. of emp, Emp No. of emp, Open reward program, 2 Communication, 1

Based on the above data, the employees were asked about ways in which the company can increase the retention of talent in the organisation. In the AM Manager Level, 9 out of 13 (69%) employees felt that organising regular career development programs would be the best way for the company to increase employee retention. Apart from this 23% of employees feel that providing performance based bonus is a good initiative since it will motivate them to keep up the good standard of work. The employees in the engineer sr. engineer level, in majority also felt that career development programs are the best retention strategy with 9 out of 17 employees giving a response in this favour (53%). 29% employees feel that performance based bonus is an important method of retention while, 12% employees feel that the existence of an employee reward program which promptly recognizes the efforts of the employees, is a significant element of employee retention, which the company can focus upon.

D. What type of benefits is most important to employees in this organization?


AM (Assistant Manager) Manager Level

No. of development Learning~ Manager AMofandemp, No. emp, Recreationa Gifts on special occasion Family l facilities, benefits,No. of emp, Reward & Recognition No. of emp, Family benefits Learning Reward of emp, No. & and Recogniti on Gifts special

Engineer Sr. Engineer Level

NO. of Emp

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Learning and development No.No. of emp, Gifts on No. of of emp, special occasion emp, Recreationa No. ofFamily emp, Reward & l facilities, benefits, Gifts on Recognition1, No. of emp, 6% special 0, 0% , 2, 12% Learning occasion, and NO. of Emp developm
From the above shown data, we can gauge what benefits are most important to the employees of this organisation. In the AM Manager Level, 54% of employees feel that learning and development benefits offered by the company are most essential. This is because employees feel that learning more about their jobs and development efforts are more important than other factors since it creates a more vivid interest in their jobs. Rewards and recognition also plays a vital role as articulated by 31% of the employees. The majority of employees in the engineer sr. engineer category also feel the same way about learning and development benefits offered by the organisation, with 76% of the employees having the opinion. Learning and development is crucial to this level of employees since they are at the start of their careers and feel the urge to gain as much knowledge to further hone and develop their skills by way of participating in training and development programs organised by the company for the benefit of its employees to equip them with the essential skills and competencies to perform their tasks efficiently.

Engg ~ Sr. Engg

E. The expectations at the time of joining the company, have been satisfactorily met?
No. of Employees, Strongly Agree Agree Disagree, 5, 17% No. of Employees, No. Disagree Strongly Disagree of Strongly Agree, 0, Employees, OPINION of EMPLOYEES 0% Strongly Disagree, 0, 0% Neutral

No. of Employees, Neutral, 6, 20%

No. of Employees, Agree, 19, 63%

No. of Employees

Opinion of Emp.

No. Of Emp.

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Strongly Agree Agree Neutral Disagree Strongly Disagree

0 19 6 5 0

From the above shown pie diagram, we can study the opinion of the employees regarding the extent to which the expectations they had at the time of joining the organisation, have been satisfactorily met. The total number of employees is 30 and the sample includes employees from the Engineer Sr. Engineer cadre and AM Manager Level cadre. 63% of the employees have stated that their expectations from the organisation pertaining to the work culture, job diversity, flexibility in policies, at the time of joining have been met successfully. This shows that the company does take extra measures to live up to the expectations of its new employees as well as existing employees to a good extent. However, there are a few employees who are either not sure if their expectations have been met (20%) and some who feel that their expectations have not been satisfactorily met by the organisation (17%). It is essential for the company to look into the interests of such employees by clearly identifying their expectations and striving to meet their standards and levels of expectations.

F. Training provided for the job is satisfactory?

Strongly Agree Agree Neutral Disagree Strongly Disagree

Opinion of Employees

Opinion of Emp.

No. Of Emp. 1

Strongly Agree

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Agree Neutral Disagree Strongly Disagree

17 6 3 3

From the above shown line diagram, the satisfaction level of the employees pertaining to the training imparted for their respective jobs can be studied. 17 out of 30 employees (57%) are satisfied with training programs imparted by the organisation. There are a few employees that have a neutral feeling (20%) and some who dont think the training programs are satisfactory according to their liking (20%). Overall, it can be said that the employees in majority are satisfied with the various training programs conducted in the company which is a very good sign. Training the employees is an essential aspect since it equips the employees with the required skills and competencies which enable the workers to perform much more efficiently in their tasks and assignments. The employees of this company (at least the majority) are happy with the quality of the training programs; however there are still a few employees who arent satisfied. On this ground the company can carefully evaluate the training programs based on the feedback of its employees and then look into the areas of training which are lacking in quality and outreach.

G. Company policies are transparent and thoughtfully planned out?

Strongly Agree Agree Neutral Disagree Strongly Disagree

Opinion of Employees Opinion of Emp.

No. Of Emp. 0

Strongly Agree

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Agree Neutral Disagree Strongly Disagree

15 9 6 0

The above shown figure depicts the opinion of the employees regarding the transparency and thoughtfulness of the company policies. 15 out of 30 (50%) employees feel tha the company policies are thoughtful and transparent in nature. This is an encouraging sign since it is very diffiult for any company to keep its employees satisfied wih the policies as there is always some discrepancy or the other. 6 out of 30 employees (20%) have stated that they are not happy with the company policies and dont believe it to be transparent enough. In such a scenario, the company must review its policies and see to what extent it can bend their policies in order to meet the satisfaction of the employees, but not at the cost of compromoising on the companys vision. Since the majority of the employees are satisfied with the policies, the company can take this as a pat on the back, but at the same time strive to make the policies a bit more flexible.

H. How do you feel working under your supervisor?

No. of Employees

Employee Rating Employee Rating

No. Of Emp. 5

Excellent

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Very Good Good Average Poor

12 10 3 0

The above shown figure aims at measuring the rating of the companys employees based on how they feel working under their immediate supervisor. The relationship between the supervisor and a sub-ordinate is very important for growth as a good relation can propel the performance and efforts of the employee in the appropriate channel while a strained relationship can cause irrevocable damage to the companys output. The figure shows that 12 out of 30 employees (40%) feel very good working under their superviors. 33% and 17% feel good and excellent respectively working under their supervisors. This is a good indicator that the superior-subordinate relationship in the organisation is very healthy which is a prerequisite for effective teamwork and satisfaction towards the job. It also propagates greater interest among the employees if the supervisor is motivating and considerate.

I.

What would your overall rating for the company be?


Employee Rating No. of Employees, poor, 0, 0% No. of Employees, average, 4, 13% No. of Employees, excellent, 3, 10%

No. of Employees, good, 10, 33%

No. of Employees, very good, 13, 44%

Employee Rating

No. Of Emp. 3 13

Excellent Very Good

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Good Average Poor

10 4 0

The above shown figure indicates the overall rating of the company given by the employees. Such a rating is a significant factor to study the internal branding of the company. The overall rating includes cleanliness of workplace, quality of products and services, employee welfare, maintenance of equipment, the companys goodwill etc. This rating gives a good picture of what the internal branding of the company is from the point of view of the employees. From the output table, we can see that 13 out of 30 employees (43%) have given a very good overall rating to the organisation while 33.3% of the employees have a good image of the organisation. This breakup shows that a large majority of the employees working in the organisation have a decent overall satisfaction of the company based on which they have given their respective ratings. The company should strive to keep up this strong overall rating and endeavour to do better.

J. The safety and the health standards of the company?

No. of Employees, excellent, 11

No. of Employees, very good, 12 excellent No. of Employees, good, 7 very good

No. of Employees, average, 0

No. of Employees, poor, 0

Employee Rating

Employee Rating

No. Of Emp. 11 12 7

Excellent Very Good Good

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Average Poor

0 0

The above diagram shows the rating given by the employees of the organisation based on the prevalent safety standards in the company. In a plant, one of the most essential aspects is the safety standard criteria. While working in a plant terrible accidents are prone to happen which further accentuates the need for having a high level of safety measures that are properly tested and implemented. From the above figure, we can gauge that the safety standards of the company are very high which can be seen as 12 out of 30 employees (40%) have given a very good rating and 37% of the employees have given an excellent rating. This is a very strong sign that the company takes utmost care of the safety of its employees in the organisation and effectively implements safety measures and also ensures that the safety norms are strictly adhered to. The company did not receive a single negative rating in this area, which is a terrific achievement.

K. How long do you intend to work for your organisation?

No. of Employees, < No. of Employees, 1- No. of Employees, 2- No. of Employees, > No. of Employees, 1 year, 7 2 years, 6 5 years, 8 5 years, 5 know, 4 dont < 1 year 1-2 years 2-5 years > 5 years dont know

Time Period

Time Period

No. Of Emp. 7 6 8

< 1 Year 1 2 Years 2 5 Years

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> 5 Years Dont Know

5 4

The above shown diagram shows the time period for which the existing employees of the company would like to further work in the organisation. From the output table we can see that 43% (13 out of 30) employees plan to work in the organisation for less than two years. This is not a very good sign as it indicates that the employees are not happy with the growth opportunities offered by the company and are also quite dissatisfied with the salary paid to them. However, 43% employees do plan to work for more than 2 years out of which 17% plan to work in the organisation for more than 5 years. This is an encouraging statistic, however, the company has to further look into areas that it can improve upon by means of which it can retain talent for a longer period in the organisation and extract maximum benefit from them and at the same time work on the employees development and welfare.

1.2 Recommendations (based on the findings):


The reason found out for most employees leaving the organisation was low salary paid and also lack of appreciation as well as growth opportunities. It thus becomes essential for the company to review the pay package it pays to its employees and compare it with other companies in the same industry to identify a satisfactory salary slab from the employees point of view. Also there is a need to look into the growth opportunities provided by the company to its employees. Quite a number of employees are leaving the organisation because they feel that the growth opportunities have stagnated and hence they look for better options elsewhere. This is a major concern which the company should tackle by providing incisive growth plans and development opportunities to its employees. Superiors should have regular discussions with the subordinates regarding their career needs and how these needs can be realized.

The company can increase its retention of employees by organizing effective career development programs which are regularly conducted and which involve timely feedback and interactions between the company and its employees. By doing so the company is ensuring faith in its employees that the company is genuinely concerned about its employees future in the industry and this can be further developed by counseling the employees about methods through which their careers can be given a boost.

The employees feel that the most important benefit organized is learning and development. Thus it becomes the responsibility of the organisation to conduct well structured and planned training programs to aid the cause of learning among the employees.

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SUMMER INTERNSHIP REPORT By doing so, the employees gain greater knowledge and skills for their jobs and enables them to perform tasks diligently and efficiently.

There is some level of dissatisfaction among employees as far as the company policies are concerned. There are few employees that feel the policies lack transparency and thoughtfulness. It is a very difficult task to keep all the employees satisfied with the policies as some discrepancies do occur from time to time. In order to tackle this problem the company can have frequent discussions with those employees having some complaints about the policies and then attempt to make the policies a bit more flexible to suit the employees needs but not at the cost of compromising the companys vision and ethics

The companys strength lies in the strong relation between the supervisors and subordinates. To continue this positive endeavour the company should ensure that such relationships are constantly reviewed and assessed. The company should hire people with caution and ensure that the new hire doesnt disrupt the peace and work culture of the organisation. Superiors can create a friendly environment by taking their team out for lunch or a movie and creating a relaxed work environment. The employees shouldnt be pressurized to the extent that they feel frustrated and resentful. Thus, relationship building should be continuously worked upon.

When the employees were asked about how long they would like to work for the organisation 43% (13 out of 30) plan to work in the organisation for less than two years. This is not a very good sign as it indicates that the employees are not happy with the growth opportunities offered by the company and are also quite dissatisfied with the salary paid to them. The company should look into similar areas that are causing employees wanting to leave the company in a short duration. Talent is very precious as a lot of efforts have been put into the honing and development of existing talent in the company. Thus, the company should review its retention policies and identify further areas causing dissatisfaction among employees so that top talent can be effectively retained for a longer duration in the company.

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