VISION

In November 2011, DOCOMO established Medium-Term Vision 2015

"Shaping a Smart Life" (hereinafter "Medium-Term Vision 2015"). Targeting
evolution into an Integrated Service Company with mobile services at its
core, "Medium-Term Vision 2015" is designed to expedite "DOCOMO's
Change and Challenge to Achieve New Growth," an action plan released in
fiscal 2008, to take us one solid step closer to achieving our Corporate
Vision for 2020 "Pursuing Smart Innovation: HEART."

MISSION
TO EMPOWER EVERY NDIAN TO CONNECT WITH WORLD AFFORDABLY

VALUES

Fairness through meritocracy

Trust based on accountability
Tenacity for results
Pioneering spirit
Excellence in execution
Leadership with humility

MICRO ENVIRONMENT
SWOT ANALYSIS

Strength

1.Flexible plans
2.Good advertising
3.High brand visibility
4.Youth appeal, assistance/ JV from NTT Docomo (Japan), VAS
5.Ability to attract customers with various plans

Weakness

1.signal strength
2.Service centre issues
3.Untapped Rural Market
4.Price Higher than BSNL and MTNL
5.Simlar and monotonous plans schemes

Opportunity

1.Fast expanding cellular market

2.Latest and low cost technology
3.Untapped rural market
4.Value added services

Threats

1.Competitors low price offering

2. Saturation point in Basic telephony service
3.Mobile Number Portability

EXTERNAL ENVIRONMENTAL ANALYSISPolitical Not favourable in terms of Recent spectrum allocation .

Political lobbying is prevalent and many companies are taking

advantage of it. It has become ubiquitous and creates lots of hassles for
the firms.
Due to 2G Scam there will be tighter control and auditing system.
Also UPA will bring some new changes as the social pressure is so
high{Anna hazare movement}.Some new guidelines are coming up.
TATA may get truly benefitted by their inherent policy of no form of
corruption. TATA Docomo should be ready for a patient game so that this
political uncertainty gets settled.
ECONOMICAL Teledensity has improved from under 4% in March 2001 to 53% by the

end of March 2010.Cellular telephony has emerged as the fastest moving

business segment.
Due to high growth rate, higher teledensity and sustainable domestic
demand cellular telephony will surely remain in the pink of health in India.
Unexplored rural market. Usage may be low but volume can be high.
Due to immense competition and lowest call rates in the world there are
wafer thin margins as well.
SOCIAL Youth population is increasing, adoption to new technologies has
become daily routine, more literacy rate and more purchasing power of
Domestic consumers makes this industry more than attractive.
Youth will control the economy within next 10 years and companies need
to meet their ever changing and newest demands.
Plans and tariffs need to be updated according to current demand and
social habits.

 Development of new apps and cool value added services are in demand.

TECHNOLOGY-

Tata Docomo is enjoying the distinct advantage of the backing up of NTT

Docomo which proven innovative technology. It is first in India to roll out
3G services in India resulted a growth of 30%-40% in VAS and also
planning to bring in 3G enabled mobile phones at an affordable price.
It should try to capitalize the capabilities of Wimax technologies ,a high
speed data connection, which is supposed to have 12 million subscribers
by 2012.
As 3G technologies has made in roads in India there is a growing
emphasis on speed and coverage.

ENVIRONMENTAL-

People have growing concern about the kind of damage cellular wave do
to the brain and other parts of the body.
TATA Docomo should be the first to acknowledge the concern of the
people by innovating ways that that can make the waves less harmful.
LEGAL-

Recently due to allegations and speculations surrounding the 2G

Spectrum sale many service providers are in legal doldrums and have to
face wrath of CBI and judiciary.
Whereas TATA Docomo has benefitted from his fare policies, it should
par its back for this and march on with the progress

STRATEGY
The current strategic intent of Tatas is acquisition and mergers of
other businesses globally.
In an interview with Mckinsey Quarterly Mr. Ratan Tata said, The Tata
group's strategy to enter overseas markets is mainly driven by "We want
to expand into geographies where, as a group, we can have a meaningful
presence. And further he added that the group is looking at opportunity
to invest in steel industries, because of Tatas belief that owners of steel
are going to rule the industry. In addition; he assured that we are
making sure that, we have secure access of raw material.
In a nutshell, the group aims to achieve the following objectives:

The group chooses the opportunity of acquisitions and mergers to

expand the business.
The group intends to acquire the raw material industries in first place
to serve the other industries with a value added and low price of
material.
With the acquisitions and mergers the group also intends to capture a
high market share.

INTERNAL LEADERSHIP AND

ORGANIZATIONAL STRUCTURE

WORK ENVIRONMENT AND CULTURE

Using employ feedback to create a dynamic organization

Enhancing the skills development program for employees

Supporting the desire to try new challenges

integral role in realizing the company's goals and strategies.

Training and scheduling foe temporary employees

Employee management communication

Mental health support for employees

BEST PRACTICES
Tata docomo wins IDC Insights award
The award was conferred for outstanding achievement and setting new
benchmarks for industry best practices by displaying innovation and
creativity

Tata DOCOMO's Project Optimus awarded the 2014 QualTech Prize for
Sustainability
Through its Project Optimus2 initiative, across its multiple sites, Tata
Teleservices Limited was able to reduce Grid power consumption of 46486
MWh & diesel consumption reduction by 12725 KL leading to an overall
carbon footprint reduction of over 78874 TCO2. The company deployed a
mix of innovative solutions which included housing indoor equipment in
outdoor cabinets and using outside climate to effect the cooling process;
thus completely eliminating the requirement the cost and environmental
impact for air conditioning.
The efforts led to reduction in levels of CO2 emissions by reduced energy
consumption at the base station due to reduced power and diesel
consumption, and in process saving on diesel costs which can be as high
as 31% of Opex for a telecom company. Other initiatives focused on

deployment of solar and wind energy, more efficient use of print and
paper across the operations leading to a direct impact in terms of
electricity, emissions, paper (water, pulp etc) and other resources. The
award reflects that the company scaled up its efforts to include employees
and institutionalised the mechanisms throughout the country covering;
19598 base stations/towers.