TABLE OF CONTENTS

EXECUTIVE SUMMERY

CHAPTER 1: INTRODUCTION

o COMPANY PROFILE

o HISTORY OF THE ORGANIZATION

o VISION

o MISSION

o PERSONNEL

o OBJECTIVES

o ORGANISATIONAL STRUCTURE

o CONCEPT OF RELIANCE COMMUNICATION

o MARKET OVERVIEW

CHAPTER 2: MAIN STUDIES

o INTRODUCTION OF THE TOPIC

o THE PROBLEMS BEING FACED

o WHAT DOES COMPANY EXPECT TO DO BY SOLVING THE PROBLEM

o STRATEGIC WEAPON OF RELIANCE

o ADVERTISING & PROMOTION STRATIGIES

CHAPTER – 3: RESEARCH OBJECTIVES &METHODOLOGIES

o RESEARCH PROBLEM

o RESEARCH OBJECTIVE & SUBJECT OBJECTIVE

o INFORMATION REQUIREMENT

o CHOICE OF RESEARCH DESIGN

o RESEARCH INSTRUMENT USED

o SCHEMES, PRODUCTS & SAMPLE SIZE

o FIELD WORK
CHAPTER 4: DATA ANALYSIS & INTERPRETATION

o DATA INTERPRETATION & FINDING OF CUSTOMER SURVEY

o MARKET SHARE OF MOBILE SUBSCRIBERS

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 RELIANCE also much work is done to develop the Marketing competencies so as

to have better results. In this context a part from the various departments the
Marketing sales department has got a crucial role to play.

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.

HEMANT PAL SINGH

BBA II SEM
JKBS 083193
 COMPANY PROFILE
About Sh. Dhirubhai heerachand ABBAni (the founder of the company)

Few men in history have made as dramatic a contribution to their country’s economic
fortunes as did the founder of Reliance, Sh. Dhirubhai H ABBAni. Fewer still have left
behind a legacy that is more enduring and timeless.

As with all great pioneers, there is more than one unique way of describing the true
genius of Dhirubhai: The corporate visionary, the unmatched strategist, the proud
patriot, the leader of men, the architect of India’s capital markets, the champion of
shareholder interest.
But the role Dhirubhai cherished most was perhaps that of India’s greatest wealth
creator. In one lifetime, he built, starting from the proverbial scratch, India’s largest
private sector enterprise.

When Dhirubhai eBBArked on his first business venture, he had a seed capital of barely US$
300 (around Rs 14,000). Over the next three and a half decades, he converted this
fledgling enterprise into a Rs 60,000 crore colossus—an achievement which earned
Reliance a place on the global Fortune 500 list, the first ever Indian private company to
do so.

Dhirubhai is widely regarded as the father of India’s capital markets. In 1977, when Reliance
Textile Industries Limited first went public, the Indian stock market was a place
patronised by a small club of elite investors which dabbled in a handful of stocks.

Undaunted, Dhirubhai managed to convince a large number of first-time retail investors to

participate in the unfolding Reliance story and put their hard-earned money in the
Reliance Textile IPO, promising them, in exchange for their trust, substantial return on
their investments. It was to be the start of one of great stories of mutual respect and
reciprocal gain in the Indian markets.

Under Dhirubhai extraordinary vision and leadership, Reliance scripted one of the greatest
growth stories in corporate history anywhere in the world, and went on to become
India’s largest private sector enterprise.

Through out this amazing journey, Dhirubhai always kept the interests of the ordinary
shareholder uppermost in mind, in the process making millionaires out of many of the
initial investors in the Reliance stock, and creating one of the world’s largest
shareholder families.
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’.

In 1977, the company went public.

At the time of the Reliance Textiles IPO, participation in the Indian capital markets was largely
limited to a small but influential elite which dabbled in a handful of stocks. The great majority of

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, MuBBAi, 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

infrastructure. He wanted Reliance to spearhead a communications revolution that would

dramatically cut down the cost of connectivity, and propel India into the digital age. His ultimate
ambition: To make the cost of a phone call cheaper than that of a post card. It was therefore
entirely logical for Reliance to enter the telecommunications space when the sector was opened up
for private participation in the 1990s.

The rest, as they say, is history.

Today, Reliance Communications is India’s largest information and communications services

provider with over 20 million subscribers, and offers the full range of integrated telecom services—
at prices that are, by far, the lowest anywhere in the world.

Dhirubhai left for his heavenly abode on July 6, 2002.

HISTORY OF THE ORGANIZATION

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 aBBAssador

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

January 10
Reliance Communications adds a record 1.4 million subscribers in December ‘06
January 18
Reliance Communication launches unique "Simply 2030" plan on Reliance Hello
January 25
Reliance Communications promotes Roger Waters Music Concert
January 29
RCOM shareholders approve tower business demerger with a 99.99% overwhelming majority
January 30
Overwhelming response to Reliance World’s National Digital Elocution Competition
January 30
Reliance joins Lenovo and Intel for "Internet on the Move"
February 2
Reliance Communications’ market capitalization tops Rs 1 lakh crore ( 1 trillion rupees or 24.39
billion US dollars) on BoBBAy Stock Exchange
February 16
Reliance Communications offers best value on roaming
February 26
Search Jobs & Classified Ads from Reliance Mobile World - Reliance Communications ties up
with Naukri.com
March 6
Reliance Communications ushers in ‘Virtual Global Conference Network’
March 7
DHIRUBHAI ABBANI – THE MAN I KNEW By KOKILABEN
Book on Founder Chairman launched.
March 8
Reliance Communications launches ‘Roam Jamaica on Reliance Mobile
March 16
Reliance Mobile launches ' Suno Zee’
March 19
Demerger of Passive Infrastructure division Reliance Communications & Reliance Telecom
approved by the BoBBAy High Court
March 21
Reliance World Offers Program to Help Students ’Crack Admissions in Colleges Abroad’
March 23
Govt’s Rural Telephone Scheme(RDEL)through Reliance Communications successfully closes
by March 31,2007
March 26
Booking train ticket from Reliance Mobile Phones becomes more easy now… with ITZ Cash
Cards
April 4
Reliance Communications unleashes the power of mobile advertising
April 6
Reliance Communications acquires 1.2 million subscribers in March 2007.
April 11
Sunny Days And Nights For Reliance Mobile Subscribers as
Reliance Communications ties up with SUN TV to offer video streaming of all SUN TV
programs online 24x7
April 11
Reliance World launches summer e camp for school kids
April 30
RCOM first listed Indian telecom company to reward shareholders
May 2
A Classic Bonanza – Reliance Communications unveils handsets @ Rs 777
May 9
RCOM bags West Bengal E-Governance Project
May 10
Reliance sets a new record, one million Classic handsets sold in just one
May 12
Reliance Communications slashes rate to US and Canada. It's now just Rs 1.99 per minute
May 14
Reliance Communications launches Classic Color Bonanza - Color handsets @ Rs 1234
May 17
RCOM kick starts world's fastest and largest rural infrastructure rollout on World Telecom Day.
May 18
Reliance Communications Launches Lifetime Validity Recharge @ Just Rs.499.
May 22
RCOM slashes roaming rates by as much as 70 percent
May 25
Reliance Communications launches unlimited calling
June 5
RCOM hosts seminar on ‘Emerging Trends in Mobile Applications Development’
June 6
Reliance Communications adds 1.4 million new mobile subscribers in May2007
June 6
Reliance Classic' Makes Music - FM Radio Phones Launched at just Rs.1888
June 27
Reliance World, BIMTECH & Philadelphia University unveil Executive Program in Retail
Management (EPRM)
June 28
Reliance Communications ties up with Cisco to launch Business Internet Services for SMEs in
Pune
July 4
Bengali movie ‘Anuranan’ on Reliance Mobile World

July 7
RCOM and QUALCOMM Collaborate on CDMA2000 Expansion
July 12
Reliance Communications awards Alcatel-Lucent a Next-Gen network expansion contract
July 12
Reliance Communications awards Huawei all IP Next-Gen network expansion contract
July 19
RCOM announces sale of equity stake in its Tower Company-Reliance Telecom Infrastructure
Limited
July 19
RCOM's AGM on Reliance Mobile World
July 23
Reliance Communications launches Passport Calling Solutions
July 25
RCOM join hands with Yatra.com for air and hotel bookings
August 20
RCOM offers 'Live Mandi Prices' on Reliance Mobile World
August 31
Reliance Communications , the official global partner for the first edition of ICC Twenty 20
World Cup Championship 2007 in South Africa unveils the coveted Trophy in MuBBAi 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
November 27
FLAG and GlassHouse ink landmark partnership
December 11
Reliance Communications adjudged World’s Top CDMA Operator at the Global CDMA Industry
Achievements Awards Fete
December 20
Reliance Communications completes Yipes’ acquisition
December 24
RCOM announces special offers for Christmas and New Year.
2006

January 01
Reliance Infocomm launches "One Nation, One Tariff" to enable Reliance IndiaMobile prepaid
users to call anywhere in India at Re one per minute.

January 19
Reliance Demerger adds record Rs.55, 000 Crore to shareholder wealth

January 23
TIMES NOW launched on Reliance Mobile Phones, making it the world’s first TV channel to be
launched on a mobile phone.

March 06
Reliance Communications Ventures Ltd. (RCVL), India's leading integrated telecommunications
company, a member of the Reliance - Anil Dhirubhai ABBAni group, lists on the BoBBAy Stock
Exchange and National Stock Exchange.

March 21
Reliance Infocomm introduces R World in Hindi to become the world's first operator to offer
mobile data services in more than one language on the same handset. This will make it possible
for millions of Indians to access the popular R World with hundreds of every-day-use
applications in the national language.

March 23
Reliance-Anil Dhirubhai ABBAni Group signs up Indian cricket's whiz kid and heartthrob of
millions Mahendra Singh Dhoni as the brand aBBAssador for Reliance Communications
Ventures Ltd.

March 29
Reliance Infocomm becomes India’s first telecom operator to launch seamless inter-standard
international roaming service - 1World.1Number, with single number on international CDMA
and GSM networks.

April 27
Reliance Communications launches India’s first Talking Message Service (TMS) enabling its
mobile users to send voice messages to not only other mobiles but also fixed wireless phones
(FWP) and landlines.
June 22
Reliance Communications ties up with Disney to offer on Reliance Mobile World India's first 3D
animation on mobile.
July 03
Reliance Communications launches 'Hello Capital Plan' to enable its subscribers in 19 state
capitals to call each other at the local call rate of 40 paise per minute.

July 19
Reliance Communications slashes ILD rates by up to 66%
August 7
T-Com signs contract with FLAG Telecom for Europe-US bandwidth
September 5
Union Communications & IT Minister Thiru Dayanidhi Maran inaugurates Reliance
Communications’ FALCON Cable System.

November 17
Reliance Communications launches Free Group Term Life Cover for its CDMA subscribers
December 28
Reliance Communications’ FLAG Telecom announces FLAG Next Gen to cover 60 countries
2005

January 04
Reliance introduces first e-recharge facility in CDMA in India.
January 24
Reliance IndiaMobile announces mega rural plan to cover 4 lakh villages and 65 crore Indians by
December 2005.

June 26
Anil ABBAni appointed Chairman of Reliance Infocomm
July 30
Air Deccan and Reliance WebWorld join hands to offer air ticket booking facility at Reliance
WebWorld

August 11
XLRI's Post-Graduate Certificate programme in Logistics Supply Chain Management
(PGCLSCM) launched on Reliance WebWorld's virtual classroom platform. first of its kind e-
learning programme in India.

August 18
Reliance Infocomm rolls out international roaming facility across several countries to become
the first Indian CDMA operator to offer its customers such a service.

September 06
Reliance Infocomm tied-up with the BoBBAy Stock Exchange to make available live stock
quotes on its mobile phones.

September 15
Reliance Communications, UK launched Reliance IndiaCall service in England and Wales
enabling callers to make high-quality calls to India from any landline or mobile phone at
economical rates.

September 21
Apollo Hospital and Reliance Infocomm join hands to provide top class healthcare service to
millions of Indians in over a hundred Indian cities.

October 13
Reliance WebWorld wins Frost & Sullivan Market Leadership Award for Video Conferencing
services.

November 12
Reliance Infocomm hosts the 4th global CDMA Operators Summit.

November 22
Reliance Infocomm joins hands with Indian Airlines to offer India's first mobile booking of
domestic airline ticket.

November 30
Reliance Infocomm introduces MOREbile, redefines customer rewarding with 33 % more talk
time on prepaid recharges of Rs 315 denomination and above and much more.

December 12
Reliance Infocomm and China Telecom sign agreement for telecom services to provide direct
telecommunication service, including a global hubbing service, to subscribers in the two
countries.

2004

January 12
International wholesale telecommunications service provider, FLAG Telecom amalgamates with
Reliance Gateway, a wholly owned subsidiary of Reliance Infocomm

February 9
Launches RIM Prepaid with attractive offer - For Rs 3500 get a Motorola C131 mobile phone
and Rs 3240 worth of re- charge vouchers instantly and stay connected for 1 year

February 17
Reliance subsidiary Flag Telecom announces FALCON Project - a major new Middle East Loop
Terabits Submarine Cable System with links to Egypt and Hong Kong via India

March 22
Reliance Infocomm launches multi-player gaming on RIM handsets - a first in India

April 05
Reliance IndiaMobile introduces International Roaming facility to 172 countries, 300 networks

April 23
Reliance Infocomm introduces first ever auction facility on Mobile phones through R World.

May 27
Reliance Infocomm receives the Most Promising Service Provider of the Year 2003 (Asia
Pacific) award at the Asia Pacific Technology Awards instituted by Frost & Sullivan.

June 8
Reliance Infocomm introduces World Card - a Prepaid International calling card for affordable
and convenient ISD calls from India.

July 29
Announces India's First MPLS Global VPN Solution in partnership with MCI

August 5
Launches the first regional Customer Contact Centre in Chennai

September 6
Mukesh D. ABBAni, Chairman, Reliance Infocomm, receives Voice & Data "Telecom Man of
the Year" award

September 9
Introduces Railway Ticket booking from R World data applications suite of Reliance
IndiaMobile

October 12
Mukesh ABBAni voted the world’s most infuential telecom person by UK-based publication
Total Telecom.

October 19
Reliance Infocomm bags the CDMA Development Group's 3G CDMA Industry Achievement
Award for International Leadership.

2003

January 15
Introduces Dhirubhai ABBAni Pioneer Offer for Reliance India Mobile service
February 14
Launches Reliance Web World in top 16 cities

March 31
Launches International Long Distance Services
April 3
Commissions all backbone rings

April 25
Introduces colour handsets

May 1
Launches Reliance India Mobile Service commercially in top 92 cities
with one million customers.

June 10
Launches India's first wireless Point of Sale (POS)

July 1
Introduces "Monsoon Hungama" Offer: Instant multimedia mobile phone and connection for just
Rs 501.

Sets world record - acquires one million customers in 10 days

July 3
Launches R Connect Internet connection cable

Aug 26
Introduces Reliance IndiaPhone Fixed Wireless Phone and Terminal

September 20
"Navratri" a data service in R-World posts a world record of 10 million downloads on the first
day of the launch.

September 30
R World clocks a phenomenal 1 billion hits in 1 month

October 6
Launches integrated broadband centre at Reliance WebWorld, Bangalore

October 24
Deploys pilot of Home Netway in MuBBAi

October 30
Reliance becomes India's largest mobile service provider within 7 months of commercial launch

November 3
Customer base touches 5 million

November 12
Migrates to Unified License Regime

November 16
Launches National Roaming

November 21
Launches International SMS to 159 countries launched

December 19
Adds 4500th Contact Centre Executive
Contact Centre becomes the largest such facility deployed by any single Indian Service Provider

2002

January 15
First Base Transceiver Station (BTS) made "Ready for Electronics"
February 25
Obtains International Long Distance License from Govt. of India

December 22
Commissions 1st Optic Fibre Backbone ring

December 24
Establishes 1st Point of Interconnect (POI) in New Delhi

December 27
Hon'ble Prime Minister of India Sh.Atal Behari Vajpayee e-inaugurates Reliance Infocomm
Hon'ble Union Minister for Parliamentary Affairs, Information Technology and Communications,
Pramod Mahajan, inaugurates NNOC

2001

May 1
First Media Convergence Node made "Ready for Electronics" at Jaipur

2000

May 10
Optic fibre laying process commences in Gujarat, Andhra Pradesh & Maharashtra

1999

The Dream, 1999

"Make a phone call cheaper than a postcard and you will usher in a revolutionary transformation
in the lives of millions of Indians" - Dhirubhai ABBAni

The Reality, November 15

Reliance Infocomm begins Project Planning

A DREAM COMES TRUE:

The Late Dhirubhai ABBAni 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 shall believe interpretation and keep every commitment that we make.

 We will operate with honesty and integrity interpretation all our dealings.

 We treat every individual with dignity and respect.

 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 consistently achieve high growth with the highest levels of productivity.

 To be a technology driven, efficient and financially sound organisation.

 To contribute towards community development and nation building.

 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.

 To encourage ideas, talents and value systems.

 To uphold the guiding principle of trust, integrity and transparency in all aspects of
interpretation and dealings.

INDIA ’S LEADING INTEGRATED TELECOM COMPANY:

Reliance Communications is the flagship company of the Anil Dhirubhai ABBAni Group (ADAG)
of companies. Listed on the National Stock Exchange and the BoBBAy 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 ABBAni’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.

LOOKING BACK, LOOKING FORWARD

Reliance – Anil Dhirubhai ABBAni Group, an offshoot of the Reliance Group founded by Shri
Dhirubhai H ABBAni (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.

Reliance Energy Ltd.

Reliance Mutual Fund

Harmony
Reliance Communications

Reliance Life Insurance Reliance Anil Dhirubhai ABBAni Group

Reliance Portfolio Management Service

Reliance General Insurance

Reliance Big Entertainment

CHAIRMAN’S PROFILE

Regarded as one of the foremost corporate leaders of contemporary India,Shri Anil D ABBAni, 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 ABBAni 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 ABBAni 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
 Central Advisory Committee, Central Electricity Regulatory Commission
 Board of Governors, Indian Institute of Management, Ahmedabad
 Board of Governors Indian Institute of Technology, Kanpur

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.

Awards and Achievements:

 Conferred the ‘CEO of the Year 2004’ in the Platts Global Energy Awards
 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 BoBBAy 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 SHRI ANIL D. ABBANI - CHAIRMAN

 o PROF. J RAMACHANDRAN

o SHRI S.P. TALWAR

o SHRI DEEPAK SHOURIE

o SHRI A.K.PURWAR

OBJECTIVES:

 Strengths and enhances existing business roles.

 Drives greater empowerment, business focus, operational efficiencies and

customer value.

 Takes another significant steps towards institutionalization and building a

conglomerate of the future.

CONCEPT OF RELIANCE COMMUNICATION

Anil ABBAni: Telecom person of the year 2007

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 ABBAni, chairman of Reliance Communications. Anil ABBAni joined Reliance
Industries (currently promoted by his brother Mukesh ABBAni, following their split) in
1983 as co-chief executive officer. Forbes ranked him number 104 among the World's
Richest People in 2006. The ABBAni 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 ABBAni'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. ABBAni 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 ABBAni 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. ABBAni has also recently announced his Rs
1,200 crore buyout of Yipes Holdings.

Achiever's Pride

 Undertook financial restructuring of Reliance communications

 To spend Rs 16,000 crore to expand and strengthen network coverage
 After expansion, Reliance Communications will have the single largest wireless
network in the world
 Launched the lowest-cost classic brand handset at Rs 777
 Subscriber base grew to over 28 mn during last fiscal, registering 60% growth
 Total Revenue shot up to Rs 14,468 crore, an increase of 34%
 Net Profit rises to Rs 3,163 crore, an increase of over 600%
 Revenues of the wireless business increased by 46% to Rs 10,728 crore
 Broadband achieved revenue growth of 123% to Rs 1,144 crore
 Market capitalization crossed Rs 100,000 crore
 Will add 23,000 more towers
 Telecom services will be available in over 23,000 towns and 600,000 villages
 Next generation DTH network has been launched end of the year
Reliance Communications' wireless subscriber base grew to over 28 mn last fiscal, registering a
60% growth. This makes it one of the top two wireless operators in India.

"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 ABBAni 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," ABBAni adds.

According to ABBAni, the financial restructuring of Reliance Communications is the biggest

turnaround story in the history of corporate India. The inherited ownership structure of Reliance
Communications was complex. The reorganization has yielded a simple, fair, and transparent
ownership structure, and given Reliance Communications 100% ownership of all operational
and associate companies.

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

Opportunities available in the telecommunications sector. "We are currently evaluating a

number of inorganic opportunities in select international markets to further expand our
footprint," ABBAni said.

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 ABBAni 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

Reliance Communications (formerly Reliance Communications Ventures) is one of India's

largest providers of integrated communications services. The company has more than 20
million customers and serves individual consumers, enterprises, and carriers, providing
wireless, wireline, long distance, voice, data, and internet communications services through
a number of operating subsidiaries. The company sells communications and digital
entertainment products and services through its chain of Reliance Web World retail outlets.
The company's Reliance Infocomm subsidiary provides wireless communications services
throughout India. Reliance Communications is part of the Reliance - Anil Dhirubhai
ABBAni Group.

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.

Today, Reliance Communications is revolutionizing the way India communicates and

networks, truly bringing about a new way of life.

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

(PERSONAL BUSINESS) (ENTERPRISES BUSINESS) (HOME BUSINESS)

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

o THE PROBLEMS BEING FACED

o WHAT DOES COMPANY EXPECT TO DO BY SOLVING

THE PROBLEM

o STRATEGIC WEAPON OF RELIANCE

o ADVERTISING & PROMOTION STRATIGIES

INTRODUCTION OF THE TOPIC
What is SWOT Analysis?

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).

SWOT analysis can provide:

A framework for identifying and analyzing strengths, weaknesses, 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.

Opportunities: external conditions those are helpful to achieving the objective.

Threats: external conditions that is 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:

 a company (its position in the market, commercial viability, etc)

 a method of sales distribution
 a product or brand
 a business idea
 a strategic option, such as entering a new market or launching a new product
 a opportunity to make an acquisition
 a potential partnership
 changing a supplier
 outsourcing a service, activity or resource
 an investment opportunity

(2) PROBLEM BEING FACED

 Lack of communication between retailers and distributor

 Lack of improper distribution channel

 Competitors

 Not regular visit of DSE and Runner

 All retailers are not aware of new scheme of RCOM

 Lack of sales promotion and advertisement

 Retailer doesn’t get claim at proper time

 No visit of DL or any other person to the retailer’s shop

 RELIANCE COMMUNICATION LIMITED

Strength Weakness

 Low Entry Cost  Branding Image

 Commission Structure  Distribution problem
 Fast Activation Process  Limited product portfolio- Only
 Network Mobile
 Connectivity  Lack of Competitive Strength
 Data GPRS  Limited Budget

Opportunity Threat

 Preference of GSM over CDMA  Political destabilization.

 New Specialist application  New Entrants
 Rural Telephony  IT Development
 New Market, Vertical, Horizontal  Market Demand
 Competitors` Vulnerabilities  Seasonality,Weather Effects

(3) WHAT DOES COMPANY EXPECT TO DO BY SOLVING THE PROBLEM

 Customer Satisfaction
 Retailer Satisfaction

 Increase in Sale

 Sales Promotion

 Proper Distribution Channel

STRATEGIC WEAPONS OF RELIANCE

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:
Cost leadership, differentiation, or strategic focus.

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

quality at the right price.

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

technologies that have been inducted in the Reliance Communication network.

Our network consists of the latest switching, transmission and access technologies. The core of the

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

gigabit ethernet provide broadband services on wireline access.

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

access our bouquet of services.

The technologies help Reliance Communication to provide world class telecom services in both

voice and data at prices affordable by the Indian masses.

ADVERTISING & PROMOTIONAL STRATEGY

“Doing business without advertising is like winking at a girl in the dark, you know what you are

doing but nobody else does”.

Reliance is a big or one may say a massive industrial by :- with its rapid industrial vertical

integration it has created awareness and an image for itself, in the domestic as well as international

markets. This itself is a promotional tool.

Vast recognition to Mr.ABBAnis achievement in business magazines, newspapers. International

magazine have itself helped in promoting the company and is good in the country. Recognition to

Mr. ABBAni work hear also seen when he received the awarded for the best industrialist by the

Wharton school of management USA.

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

creating customers and enhancing market share.

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,

and development of more environment friendly processes.

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

but to deliver value.

Reliance's R&D efforts are through ongoing internal efforts as well as joint efforts in collaboration

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

Atomic Research Centre (BARC).

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

initiatives and development of new product applications.

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

become apparent with full understanding of cross functional linkages.

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.

FUNDAMENTAL TO THE WORK OF THE RELIANCE ORGANISATION AND ITS

ULTIMATE competitive position, is a respect for the development of the employee through self-

help and guidance to foster common purpose and cohesion.

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

become apparent with a full understanding of cross-functional linkages.

 Continuing personal development is the constant obligation of all employees and constant

responsibility of all Executives, Managers and Supervisors.

The development and the use of human potential and a learning organisation is Reliance’s bridge to

continued success in the future.

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

were inducted into Reliance.

Well-qualified
An emphasis has been placed on recruiting people with formal training that matches their job

profile.

VISION OF RELIANCE COMMUNICATION

Reliance Communication envisions a digital revolution that sweep the country and bring about a

New Way of Life. A digital way of life for a New India.

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

computers and televisions.

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 ABBAni be a metaphor of profound

significance for Reliance Communications

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.

THE RELIANCE: LAUNCHING STRATEGIES

Reliance communication is in the process of establishing a nation-wide, high capacity, integrated

(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 ABBAni’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

well” a telecom analyst said.

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 last mile.

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

at the hands of TRAI.

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

the owner of that platform happens to be Reliance!

One of the elementary principles of networking relates to the way in which subscribers attribute

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

infrastructure built by publicly owned companies.

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”.

It is evident that Reliance is aiming to grab market shares quickly.

Mukesh ABBAni, 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

solution to bridge the “last mile” problem in the telecom network.

(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

assets valued at Rs. 69,000 crores.)

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.
OPERATOR USER BASE(MILLION)

Airtel 9.45

Vodafone 6.92

Reliance 5.92

Tata Indicom 3.64

Idea 1.61

MTNL 1.48

Total 29.02

(Source: COAI and AUSPI)

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 is a big old name in the cellular market.

 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 aBBAssadors.
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

 RESEARCH OBJECTIVE & SUBJECT OBJECTIVE

 INFORMATION REQUIREMENT

 CHOICE OF RESEARCH DESIGN

 RESEARCH INSTRUMENT USED

 SCHEMES, PRODUCTS & SAMPLE SIZE

 FIELD WORK

(1) RESEARCH PROBLEM

 Collection of Data of other companies –Tata Indicom, Airtel & BSNL

 Retailers some time gives wrong data

 Limitation of time and money

(2) RESEARCH OBJECTIVE

 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 help in development and introduction of new product

 To identify the company position among competitors

 To determine those factors which persuade retailers for sale of RCOM Sims/product

 To find out which type of schemes retailers prefer and why?

 To study the effect of irregular supply on the sale of the product

(3) SUBJECT OBJECTIVE

 To compare the Airtel and Tata indicom Bundle offer with RDLG 3000, 3500 &
6100 for analyzing the status of RCOM Bundle Offer

 To identify the Market share of RCOM

 To find out the basic problems of retailers

 To find out the performance of Distributor

 To find out the basic problems of Channel of Distributor

  To find out the Claims pending of Retailers

(4) INFORMATION REQUIREMENT

Complete Price structure of RCOM, Airtel & Tata Indicom offer which includes
 Sim Processing Fees

 Discount Offered

 Schemes offered

 Service Tax

(5) SOURCES OF INFORMATION

 Data collected from the Company

 Secondary Data

 Internet

 Retailers

 Distributor

 Sales Executives

 Other Trainees (Runner)

(6) SCHEMES, PRODUCTS

RELIANCE PRODUCT

 Reliance Base Phone

 Reliance Mobile

 Reliance Data Card

 Reliance Voucher, E-Recharge

 Reliance PCO

 Reliance Broad Band

PRODUCTS FOR THE MONTH OF JULY 2009

 Rs. 55 FULL T.T of 55 (off net 43+on net 12)

Rs. 77 FULL T.T of 77(off net)

TOP
Rs. 210 TALK TIME of Rs. 222 (off net)
Ups
Rs. 310 TALK TIME of Rs. 333 (off net)

Rs. 510 TALK TIME of Rs. 555 (off net)

Rs. 195 Local on-net mobile unlimited FREE (validity 30 days)

Rs. 496 Local & STD on-net mobile unlimited FREE (validity 30 days)

Rs. 35 All STD@ Rs. 1 per minute (validity 30 days)

STVs
Rs. 79 All Local@ Rs. 0.50/min and all STD@ Rs.1/min (valid. 30 days)

Rs. 49 On-net Local@33PAISE, Off-Net Local@49 Paise (valid. 30 days)

Rs. 99 On-net Local@33PAISE, Off-Net Local@Paise, all STD@99 Paise (30D)

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-

SMS Rs. 49 500 LOCAL SMS FREE & VALIDITY 30 DAYS

 STD CALLING CARD

MRP TALKTIME VALIDITY ON-NET OTHER

(NIGHT)

RS. 95 84.66 15 DAY 1.25

RS. 115 102.35 15 DAY 1.20

RS. 125 111.25 15 DAY 1.20

RS. 225 200.25 30 DAY 1.10

RS. 280 249.20 30 DAY 1.10

RS. 525 467.25 30 DAY RS. 0.40 RS. 1.00

RS. 650 578.50 30 DAY FREE RS. 1.00

RELIANCE MOBILE HAND-SET

MOBILE CUSTOMER PRICE RETAILAR PRICE

RD LG 3000 1199/- 1165/-

RD LG 3500 1299/- 1265/-

RD LG 3600 1799/- 1690/-

RD LG 6100 2699/- 2540/-

FIELD WORK
I. MARKET VISITING & SURVEY (18/5/2008 to 26/5/2008)

II. APPROACH FOR NEW RETAIL COUNTER(12/6/2008 to 19/6/2008)

III. TO LAUNCH NEW SCHEME THROUGH THE CANOPY (24/7/2008 to 4/7/2008)

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
got the all information about the market and knew that how they work and how increase the
goodwill of Reliance Communication. They give the regular information about current
scheme & plan. We saw that there were more than 534 hundred small & big counters under
the Jai Agency.

NAME AREA

MANISH TIKRI BORDER,NANGLOI PART-1

KAMAL NANGLOI PART-2

ASHISH PASCHIM VIHAR,CHANDRA VIHAR

PAWAN GUPTA HASTSAL

RAJESH MOHAN GARDEN

GHANSHYAM UTTAM NAGAR -1

MANOJ UTTAM NAGAR -2

VIJAY KHANNA CHANKYA PLACE

 AREA OF DSR UNDER JAI AGENCY

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.

FULL NAME OF SOME KINDS OF SERVICE

LTV – Life Time Validity

CAF – Customer Application form

GSK – Get started Kit

FWP – Fix Wireless Phone

STV – Special Tariff voucher

OTAF – Over the Air Fulfillment

FRC – First Recharge Coupon

GSM – Global System of Mobility

CDMA – Code Dual Module Assessment

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.

TO LAUNCH NEW SCHEME THROUGH THE CANOPY –

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

Research methodology is a way to systematically do the job. It may be understood as a

science of studying how research is done scientifically. The most desirable approach with
regards to the selection of the research methodology depends on the nature of particular
work, time and resources available along with the desire level of accuracy.

Research Type - Descriptive Research

Data Source - Primary Data

Research Instrument - Questionnaires

Type of Questionnaire - Structured

Sampling Unit - Retailer

Sampling Method - Judgmental

Contact Method - Personal Interview

 CHAPTER - 4
DATA ANALYSIS & INTERPRETATION
 Data Interpretation & Finding of customer Survey

 MARKET SHARE OF MOBILE SUBSCRIBERS

(1) DATA INTERPRETATION OF CUSTOMER’S SURVEY

Age group – Tabulating in percentage the age group of customers

Age Group Percentage (%)

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.

Income Level Tabulation

Income Group Percentage (%)

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/-.

Percentages of customer who are prospective take of a particular service

company Percentage (%)

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

Scaling About RCOMM Service

Scale Percentage

Very good 20

Good 25

Satisfactory 40

Poor 10

Can’t say 5

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.

(2) MARKET SHARE OF MOBILE SUBSCRIBERS

MARKET SHARE OF CDMA IN DELHI & NCR

RCOMM – 44%

TATA INDICOM – 56%

MARKET SHARE OF GSM IN DELHI & NCR

AIRTEL – 28%

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.ABBAni 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.

Support from company: -

Most of the retailers ensnared that they are supported by the companies’
personnel & companies’ helpline.

All companies provide POP at right time and in adequate number.

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

The company expand the budget allocation for promotional campaign in

center DELHI & NCR. It has affected the sale service brand image of
Reliance especially in DELHI. Low supports in promotion have lead to
fluctuation in sale

There may be some useful tools which can be summrized as follows:-

(1) Advertising – advertising should have a clear objective and message,

which has not been found in recent ads. Reliance is a faster growing
provider service in each state .every offers and schemes they should
show with proper message for benefit to the customer. In busy life
customer do not remembered any offers and which service we can
provided for the customer therefore they should by force showing
advertisement in growing market and among customer .customers wants
continuously exposure in Cable and Local newspapers.

(2) Persuasive Advertising :-

Now there is a need of persuasive advertising for Reliance service which
can be moved into the category of “comparative advertising”. It will
help the company to establish the superiority of its brand service through
specific comparison of one or more attributes and features.

(3)Technical Expertise:-

The advertisement should show the companies expertise, experience and

pride in market the product service sale.

Media A combination of print ads and TV commercial do a better job.

Local ads and publicity should be giving more stress. Hoardings,
banners, wall painting should be promoted, as some expenses are also
beard by dealers. Ads on Cable network result greater audience
 attention. Schemes, gift offers etc. must be highlighted through Radio
and Local newspapers.

2. SALES PROMOTION

Cash discount

Premiums

Appointment of sale promoter

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.

4. PRODUCT QUALITY AND TECHNICAL FEATURES

As for as some hand set mobile product quality is concerned, there is an

urgent need of technical up gradation of Reliance mobile product line. It
would be beneficial for company to launch some colors mobile hand set
with the some added feature and minimum price.

ANNEXURE 1
 SAMPLE QUESTIONNAIRE
(FOR FINDING RIM INDICOM CUSTOMERS)

Name:

Occupation:

1.Do you have any Landline/Mobile Connection?

Yes No

2.How many connections do you have?

One Two More than two

3.Are you a RIM subscriber?

Yes No

4.Why did you choose RIM?

1) For better services 

2) Better Tariff plans 

3) Value added services 

4) Easily available connections 

5. Is there a major difference between the services of RIM and other service providers?
Yes No

6.Are you satisfied with the services and facilities of RIM?

Yes No

7.What is the average monthly Outgoing call from your connection?

100-200 201-400 401 & above

8.What is your average monthly Bill?

300-500 501-1000 1000-1500
1500 & above

9.Do you have a STD facility?

Yes No

10.Are you ready to pay more for Value Added Services?

Yes No

11.Would you subscribe to services of other providers in case you get better services?
Yes No

Thanks

BIBLIOGRAPHY
 BOOKS

Marketing Management - Phillip Kotler

Marketing Research - Tull & Hawkins

MAGAZINE

Business Today

Advertising & Management

Free Press journal

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

THE RELEVANT INFORMATION FROM THE INTERNAL SOURCE OF

THE ORGANIZATION.