PROJECT:- ANALYSIS OF TELECOM SECTOR PLAYERS

ACCORDING TO THEIR MARKETING

STRATEGIES

SUBMITTED BY:- SUSMITTED

TO:-
AMIT JAIN BASANT PUROHIT
NAWAL K. SURANA
SANJAY BHURA
 INTRODUCTION:-
Few years ago, Jyoti Basu in Calcutta called Sukh Ram in Delhi in what was the
first mobile phone call in India. Brick sized cell phones used to cost Rs. 45,000 and
each call costed Rs. 16.5/minute. Back then, cell phone was a status symbol.
Today, there are over 60 million mobile connections in India (expected to double
in number in next 12 months). A local call costs around less than Rs 1/min and a
cell phone can be purchased for less than Rs. 2000.

TELECOM SECTOR: A GLOBAL SCENARIO

The Indian telecom market has been displaying sustained high growth rates. Riding
on expectations of overall high economic growth and consequent rising income
levels, it offers an unprecedented opportunity for foreign investment. A
combination of factors is driving growth in the telecom market, promising rich
returns on investments.

• India is the fourth largest telecom market in Asia after China, Japan and South
Korea.

• The Indian telecom network is the eighth largest in the world and the second
largest among emerging economies.

• The Indian telecom market size of over US $ 8 billion is expected to increase three
fold by 2012.

• This exponential growth of mobile telephony can be attributed to the introduction

of digital cellular technology and decrease in tariffs due to competitive pressures.
For the first time in India, the growth of cellular subscriber base has exceeded the
fixed line subscriber base.

• Historically telecom network in India was owned and managed by govt. as it is

considered as a strategic service.
• Indian telecom network is 8th largest in the world and 2nd largest among emerging
economies.

• Contribution of telecom sector in terms of revenue is 2.1 % of GDP as compared

to 2.8% in developed economies.

REFORMS IN TELECOM SECTOR:-

• Reforms in telecom sector began in 1980 with telecom manufacturing being

opened for private sector followed by national telecom policy (ntp) in 1994 and
1999.

• In 1990 telecom revolution in many countries which resulted in better

quality of service with lower tariff rates force Indian policy makers to open up
telecom sector for private players.

• The decade of 1980's saw private sector being allowed in

telecommunications equipment manufacturing.

• Mahanagar telephone nigam limited (mtnl) and videsh sanchar nigam

limited (vsnl) were formed.

• A telecom commission was set up to give focus to telecommunications

policy formation.

• in 1990s, telecommunications sector also benefited from the general opening

up of the economy.

• NTP 1994 was the first attempt to give a comprehensive roadmap for the
Indian telecommunications sector.
 Availability of telephones on demand (targeted by 1997) .
  Universal service covering all villages and one pco per 500 persons in urban
areas at the earliest (targeted to be achieved by 1997) .
 Telecom services at affordable and reasonable prices .

• NTP 1999 brought in the third generations of reforms in the Indian

telecommunications sector.

• FDI increase from 49% to 74%.

• Internet telephony in 2002.

• Launch of cdma technology.

• 3-6 operator in each circle.

• Intra circle merger guidelines.

• Broadband policy 2004.

INDIAN TELECOM SECTOR:-

Indian Telecom sector, like any other industrial Sector in the country, has
gone through many phases of growth and
diversification. Starting from telegraphic and
telephonic systems in the 19th century, the field
of telephonic communication has now expanded
to make use of advanced technologies like
GSM, CDMA, and WLL to the great 3G
Technology in mobile phones. Day by day,
both the Public Players and the Private Players
are putting in their resources and efforts to improve the telecommunication
technology so as to give the maximum to their customers.
 The Indian telecom sector can be broadly classified into Fixed Line Telephony
and mobile telephony. The major players of the telecom sector are experiencing a
fierce competition in both the segments.

 The major players like BSNL, MTNL, VSNL in the fixed line and Airtel,
Vodafone (Hutch), Idea, Tata, Reliance in the mobile segment are coming up with
new tariffs and discount schemes to gain the competitive advantage.

 The Public Players and the Private Players share the fixed line and the mobile
segments. Currently the Public Players have more than 60% of the market share.

DEMOGRAPHIC CHARACTERS :

 According to the Vision 2020 document of the Planning Commission of India, the
country will witness continued urbanization. The urban population is expected to
rise from 28 per cent to 40 per cent of total population by 2020.
 Future growth is likely to be concentrated in and around 60 to 70 large cities
having a population of one million or more. This profile of concentrated
urban population will facilitate customized telecom offerings from operators.

MARKET-SIZE, PLAYERS AND TRENDS:-

Both fixed line and mobile segments serve the basic needs of local calls, long
distance calls and the international calls, with the provision of broadband services
in the fixed line segment and GPRS in the mobile arena. Traditional telephones
have been replaced by the codeless and the wireless instruments.
 Mobile phone providers have also come up with GPRS - enabled
multimedia messaging, Internet surfing, and mobile- commerce.
 The much-awaited 3G mobile technology has entered in The Indian
telecom market.
  The GSM, CDMA, WLL service providers are all upgrading them to
provide 3G mobile services.
 Radio services have also been incorporated in the mobile handsets,
along with other applications like high storage memory, multimedia
applications, multimedia games, MP3 Players, video generators, Camera's,
etc. The value added services provided by the mobile service operators
contribute more than 10% of the total revenue.

 The 2009 budget has brought further relief to the customers with the
reduction in the tariffs, both local and long distance, and with slashing down
the roaming rentals. This is likely to lead to even more people going for
cellular services and more and more use of the value added services.
 However, landline telephony is likely to remain popular, too, in the
foreseeable future. MTNL, the largest landline service provider, has
recently taken some bold initiatives to retain its market share and, if
possible, expand it

PLAYERS ARE:-
o AIRTEL
o VODAPHONE
o RELAINCE
o BSNL
o IDEA
o AIRCEL
o TATA

OPPORTUNITIES:-
India offers an unprecedented opportunity for telecom service operators,
infrastructure vendors, manufacturers and associated services companies. A host of
factors are contributing to enlarged opportunities for growth and investment in
telecom:
 an expanding Indian economy with increased focus on the services
sector
  population mix moving favorably towards a wenger age profile
 urbanization with increasing incomes

Investors can look to capture the gains of the Indian telecom boom and diversify
their operations outside developed economies that are marked by saturated telecom
markets and lower GDP growth rates.

COMPETITIVE LANDSCAPE:-

 Demand is driven by technological innovation and by growth in business

activity. The profitability of individual companies depends on efficient
operations and good marketing.
 Large companies have big economies of scale in providing a highly
automated service to large numbers of customers, and have the financial
resources required building and maintaining a large network.
 Smaller companies can compete effectively only in small markets or by
providing specialty services

STAGES INVOLVED IN STRATEGIC FORMULATION:-

1) Situation analysis
2) Self analysis
3) Competitor analysis

COMPETITOR ANALYSIS

Competitor Analysis is an important part of the strategic planning process.

WHY BOTHER TO ANALYZE COMPETITORS?

 Some businesses think it is best to get on with their own plans and ignore
the competition. Others become obsessed with tracking the actions of
competitors (often using underhand or illegal methods).
 Many businesses are happy simply to track the competition, copying their
moves and reacting to changes.

Competitor analysis has several important roles in strategic planning:

 To help management understand their competitive advantages
/disadvantages relative to competitors.
 To generate understanding of competitors‟ past, present (and most
importantly) future strategies.
 To provide an informed basis to develop strategies to achieve competitive
advantage in the future.
 To help forecast the returns that may be made from future investments (e.g.
how will competitors respond to a new product or pricing strategy?

CUSTOMER MARKET SHARE & REVENUE MARKET SHARE.

Bharti Airtel managed to grab the sweet spot.
 Bharti Airtel has 24.3% customer market share and 33.8% revenue market
share.
 Vodafone India has 18.8% customer market share and 20.7% revenue
market share.
 Reliance Communications has with 18.9% customer market share and
pathetic 11.5% revenue market share.
 BSNL has subscriber share of 12.7% and mere 10.2% of revenue share
 Idea Cellular has 8.96% subscribers market share and 9% revenue market
share.

NOTE:--According to Mobile India, BSNL seems to have a turnaround in its

operations as the company has added 81% more subscribers in July-2009,
compared to June-2009.
 MARKET STRUCTRE
LEADER AIRTEL
CHALLANGER VODAPHONE, RELIANCE, BSNL
FOLLOWER IDEA,TATA

PORTER’S GENERIC STRATEGY MODEL :-

GENERIC STRATEGY ANALYIS IN THE CONTEXT OF AIRTEL:

 STRATEGIC TARGET:--TARGET ENTIRE INDUSTRY

 STRATEGIC ADVANTAGE:--UNIQUENESS PERCEIVED BY THE
CONSUMERS
 GENERIC STRATEGY:--DIFFERENTIATION STRATEGY
ILLUSTRATIONS:-
The responses of the Airtel officials and the consumers reveal that Airtel attempts
to achieve a competitive advantage by creating a service that is perceived as
unique.
 The study shows it clearly that the elite people, entrepreneur, people
belongs to upper-upper, upper middle and to those people for whom
money is not an issue and they just want to get best service, have an
Airtel connection. so this study shows that Airtel is more focused on the
elite group people.
 Study clearly shows that Airtel is a status symbol because of the brand
image in the mind of public due to their willingness to provide the best
service.
 Higher class people are not concentrated on price because 500-1000 or
more is not a big deal for them. They concentrate on the quality of
service, and some special services:--
1) A person, having Airtel mobile connection, and don‟t have time to
go the insurance company to take/renew car insurance so what
he/she can do: - he/she can go for car insurance by Airtel mobile.
2) Other example:-electricity bill payment; mobile to mobile top up,
fund transfer, payment and purchase of airline as well as train
reservation ticket.
3) Airtel provided the customers with mobile phone communication
requirements like better network coverage, network reliability,
and charging customers for only what they use, instead of features
like free phone calls, which even have a higher cost for provider.
4) Therefore, a customer-focused “differentiation strategy” when
implemented with a clear vision benefits the company in many
ways including price premium, brand loyalty and sometimes
even reduced costs.
5) The branch manager of Airtel told that In order to effectively
maintain a differentiation strategy, the firm have a very strong kills
in R&D, product engineering, change management, marketing,
advertising, and HRM.
GENERIC STRATEGY ANALYIS IN THE CONTEXT OF VODAFONE:
 STRATEGIC TARGET:--TARGET ENTIRE
INDUSTRY
 STRATEGIC ADVANTAGE :-- UNIQUENESS
PERCEIVED BY THE CONSUMERS
 GENERIC STRATEGY:--
DIFFERENTIATION STRATEGY

ILLUSTRATIONS:-

 The responses of the consumers reveal that Vodafone is also attempts to

achieve a competitive advantage by creating a service that is perceived as
unique.
 Vodafone have a huge market share due to its better service and good
network. But the thing that differentiate it from the competitors that it
provide the more and more number of the value added services.
 Latest advertisement of Vodafone: Zoo zoos” is very attracting and it
increases the sales of the Vodafone,
 Vodafone has a brand image in the mind of public due to their willingness to
provide the best service.

GENERIC STRATEGY ANALYIS IN THE CONTEXT OF RELIANCE:

 STRATEGIC TARGET:--TARGET ENTIRE INDUSTRY
 STRATEGIC ADVANTAGE:-ARRIVED AT LOW COST POSITION
 GENERIC STRATEGY:--OVERALL LOW COST LEADERSHIP
STRATEGY

ILLUSTRATIONS:-
 1) Reliance is providing the better quality in the lowest cost in the market. The
study clearly shows that reliance has the approx 18% of the total consumer
base while enjoys only 10% of the total telecom market revenue. So this
study clearly indicates that reliance is meant to provide the better quality at
the lowest possible price.

2) “MANSOON HUNGAMA OFFER” of reliance made a tremendous

history in the field of telecom. In that plan reliance provide a mobile
handset along with connection (CDMA) in just 500/- Rs. Which was almost
unbelievable in market? So in another words we can say that reliance bring
the mobile revolution in India at the lowest possible cost.

3) Besides that the GSM launch of the reliance creates a history that with
in 6 months it takes 7.2% of the GSM mobile segment in India due to the
low price. In that plan reliance give 900/- free talk time in just 25/-.

OVERALL ANALYSIS OF TELECOM MARKET IN CONTEXT

WITH GENERIC STRATEGIES:-

 Cost leadership strategy is not the most desirable strategy in this event, as
competitors may put intense price pressures, such that all companies would end up
reducing their prices drastically.
 Differentiation would be a viable strategy in this case as there is a
likelihood that the loyal customers would stay with the company. It would also be
hard for competitors to cope with the specialized needs of customers who are part
of a niche segment in the market.
 High customer loyalty towards a company's brands, which is true for the
differentiation strategy, can play a vital role in discouraging potential entrants.
 Threat of substitutes is reduced in case of the differentiation strategy due to
customer loyalty to the unique aspects of a particular product or service, which no
substitute product can offer in the customer's mind.
 Buyers in case of differentiation strategy would have less power as there are
few alternatives available to them.

MARKETING WARFARE STRATEGIES:-

1. Principle of defensive strategy : -- Market leader adopts
2. Principle of offensive strategy : -- Market challenger adopts
3. Principle of flanking strategy : -- Market follower adopts
4. Principle of gorilla strategy : -- Market follower adopts

PRINCIPLE OF DEFENSIVE WARFARE:

 ADOPTED BY MARKET LEADER: AIRTEL

 SUBPRINCIPLE: 1:--Only the market leader should consider playing

defense.
 Illustration: - We strengthen wer position by introducing new products or
services.
 For Example:-
 Airtel as a market leader already occupied the highest position, have a
strong relationship with the customer and intermediatory, customers
have the brand loyalty so Airtel being a market leader go for defensive
strategy just to maintain its market share.
 Introduce the concept of minitue tariff (125 Rs and 200 Rs STD free)
which replaces the lower down rates plan (STD in 2 Rs or 1.5 Rs)
from the market.

 SUBPRINCIPLE: 2:--The best defensive strategy is the courage to attack

werself.
 Illustration: - it‟s better to take business away from werself than have
someone else do it for we. (Sacrifice short-term profits and It protects
market share)
 For Example:-
 Initially Airtel was also involved in establishment of own tower
business but later it shifted its business to the “Industal”.
 Airtel replaced the Post paid mobile concept by prepaid mobile
connection this example can be better understood in the context of
forsightness and to meet the consumer demands and need.

 SUBPRINCIPLE: 3:--Strong competitive moves should always be

blocked.
  Illustration: - When we own the pie, we should try to Increase the size of
the pie, rather than of wer slice.
 For Example:-
 Airtel introduced various value based service just after Vodafone : for
example:
 “Chota Recharge” concept and “Night Calling” concept were
introduced by hutch (now Vodafone) and then immediately
followed by Airtel to take in to account that this move may create
big difference in the market so Airtel immediately launched the
same offer in the market.

PRINCIPLE OF OFFENSIVE WARFARE:-

 ADOPTED BY MARKET CHALLANGERS:--VODAFONE, RELIANCE,
BSNL
 SUBPRINCIPLE: 1:-- The main consideration is the strength of the
leader’s position.

 Illustration: - What’s good strategy for the leader is bad strategy for #2,
and vice versa.

 For Example:-
 Airtel concentrates for the value added services which are of
premium use so here what Vodafone did: Vodafone concentrated
more on the different kind of value added services i.e. “cricket
commentary suniye”, fashion tips, voice sms, beauty tips, caller
tunes, ringtones download rather than Airtel is more concerned about
the services that really be much more useful i.e. car insurance,
electricity & mobile bill payment, reservation. So we can say that
market leader is involving in premium use service to attract the elite
people whereas the Vodafone adopted to provide the entertainment
services to attract the weth.
 Airtel ,being a market leader, is following the differentiation strategy
so reliance creates a big difference by providing the service as
compare to the very low price.
 Airtel is market leader in the GSM sector; here reliance came with
CDMA technology and cover the large chunk of market.
SUBPRINCIPLE: 2:--THE FIND A WEAKNESS IN THE LEADER’S
STRENGTH AND ATTACK AT THAT POINT

 Illustration: - Where absolute superiority is not attainable, “we must

produce a relative one at the decisive point by making skilled used of what
we have.”
 For Example:-
 Value added services were not too much popularizes and the mobile
were meant to call only. But Vodafone change the concept. it started
to give more and more value added service(weth targeted) and now
value added service is the main source for revenue for telecom
companies.
 At one time Airtel was charging 50 RS as the customer get entered
into the roaming so here what BSNL did:--it attack at the weakness of
Airtel and this moves proves a very beneficial for the BSNL. BSNL
was the first which made the roaming charge to zero (before this
minimum 50 Rs were deducted as soon as we entered in roaming)

 SUBPRINCIPLE: 3:-- Launch the attack on as narrow a front as

possible

Illustration:- There’s weakness in strength, if we can find it.

 For Example:-
 BSNL captures a very big market by giving the mobile SIM
free of cost. The concept behind that was when a person has the
SIM, he/she will going to recharge that SIM that time revenue
generates. And at least we can get a very high amount of
customers.
 Vodafone focused more and more on the value added service
and marketing. Recently Vodafone gave its whole
concentration by a series of advertisements of ZOOZOO series.
This move of Vodafone proved very successful to attract the
more and more number of the customers.

PRINCIPLE OF FLANKING WARFARE:--

  ADOPTED BY THE MARKET FOLLOWERS:--TATA, IDEA

SUBPRINCIPLE: 1:-- A good flanking move must be made into an

uncontested area
Illustration:- The success of a flanking attack often hinges on wer ability to create
and maintain a separate category.
For Example:-
 Airtel is primarily concentrated on the elite class people and mainly in the
urban areas. So idea found creates its market in the rural cities, where they
found the lesser competition.  Idea was the first mobile service provider
launched the 3 years validity scheme which got a great consumer response.
And by the both above stated idea managed to grab a big market share in a
short while. Here we can say that idea move was in uncontested area.
 Virgin and spice got a huge market in south India where no mobile
company was targeting and by this move they were in a position to manage a
good number of customers.

SUBPRINCIPLE: 2:-- Tactical surprise ought to be an important element of the

plan.
Illustration: - Flanking skill requires exceptional foresight. The reason is that in a
true flanking attack, there is no established market for the new product or service.
For Example:-
 Idea launch with a great 3 years validity along with plan 0-1-2-3 (Tata to
Tata-zero: Tata to other-RS 1: Tata to basic-RS 2: Tata to STD Rs 3) was a
great surprise at that time.
 Tata provided one hand set free with buying of one handset along with
unlimited free talk time in between both. This scheme took a huge consumer
response.

SUBPRINCIPLE: 3:-- The pursuit is as critical as the attack itself.

  Illustration: - Reinforce success, abandon failures. What if we don’t
have the resources to follow up the launch of a successful flanking attack
Perhaps we shouldn’t have launched a flanking attack in the first place.
Perhaps we should have waged guerrilla warfare.

 For Example:-
 Idea concentrates to upgrade the position by launching the new
schemes time to time to maintain its flanking move.

PRINCIPLE OF GURILLA WARFARE:--

 ADOPTED BY THE MARKET FOLLOWERS:--VIRGIN,

 Virgin Is The New Market Entrant In The Mobile Service Provider Which
Captures Huge Market In A Very Short Time.

 SUBPRINCIPLE: 1: Find a segment of the market small enough to defend.

 Illustration:--There‟s a critical difference between flanking and guerrilla

warfare. A flanking attack is deliberately launched close to the leader‟s
position. The objective warfare is to bleed or unravel the leader‟s share.
For Example:-
 Somehow the virgin concentration on youth (as target segment as the
name itself suggest) and payment on incoming facility can be
classified in this category. The theme is that the virgin doesn‟t
concentration the leaders market share as Airtel was concentrating on
the elite group and knowing the fact that in India there are 55%
youth. So they were very focused and launched their mobile service
with attractive plan(pay for first 3 min and free for whole day).

SUBPRINCIPLE: 2 No matter how successful you become, never act like the
leader.
 Illustration: -- Try to pick a segment small enough so that you can become
the leader – but never act like the leader.

For example:-
  Virgin got a huge youth response and the figure stated clearly says
the success story of virgin as its shown in their advertisements also
which all were targeting youth only.

SUBPRINCIPLE: 3 Be prepared to bug out at a moment’s notice.

Illustration: -- Successful guerrillas operate with a different organization
and a different timetable. Get as high a percentage of your personnel on the
firing line as possible.
For example:-
 In this competitive scenario, whenever any big company (market
leader or challenger) will come into this segment with same or better
plan, they might lose their market share so it is advised to the
company, not to invest huge amount in it and be prepare for bug out.

THE FACTORS RESPONSIBLE FOR THE SUCCESS OF THE

MARKET LEADER OVER THE COMPETITORS.

FACTORS RESPONSIBLE FOR MARKET SUCCESS OF AIRTEL:-

1. FIRST MOVER ADVANTAGE:

 In the initial days due to high tariff rates cellular players had to impose
high call charges on their customers and the handsets were costly.
 Naturally, they targeted the elite, up market professionals and
entrepreneurs as customers. Airtel was positioned as an asp rational and
lifestyle brand.
 It was pitched not merely as a mobile service, but as something that gave
consumer a badge value. The Brand was developed to connote leadership
in network, innovations, offerings and services.
 The taglines like "Airtel celebrates the spirit of leadership" and "The
first choice of the corporate leaders" emphasized that stance.
 The „Leadership‟ campaign was reportedly successful and resulted in a
marginal improvement in Airtel performance.
2. HIGHLY FOCUSED ON TELECOM
Bharti Airtel is largely focused on the telecom; around 93% of the total revenue
comes from telecom (Total telecom revenue Rs 3,326).

3. LEADERSHIP IN FAST GROWING CELLULAR SEGMENT

Airtel is holding leadership position in cellular market.. Bharti Airtel is one of

India's leading private sector providers of telecommunications services
based on an aggregate of 27,239,757 customers as on August 31, 2006,
consisting of 25,648,686 GSM mobile and 1,591,071 broadband &
telephone customers.

4. PAN INDIA FOOTPRINT

 Airtel offers the most expansive roaming network. Letting you roam
anywhere in India with its Pan-India presence, and trot across the globe with
International Roaming spread in over 240 networks.
 The mobile services group provides GSM mobile services across India in 23
telecom circles, while the B&T business group provides broadband &
telephone services in 92 cities.

5. HEAVY BRAND PROMOTION STRATEGY

 Hence Bharti decided to humanize the brand Airtel to gain competitive
advantage.
 In august 2000 Bharti launched its new Touch Tomorrow campaign which
aimed at strengthening its relationship with its customers and make the
brand softer to cater a wide variety of people across the society.

6. PROMOTIONAL EFFECTIVENESS:

 Airtel basically uses two appeal to connect to the users

 Emotional
 Humorous
 attracting

 Brands stray when they try to be different for the sake of being different.
The desire to be different is pretty common in advertising.
  In 2002, Airtel signed on music composer A.R.Rehman and changed its
tune to "live every moment": rah man’s signature tune for Airtel is the
most downloaded ringbone in India. But that was just part of the ongoing
communication.
 The following year Airtel adopted the "express yourself" positioning, which
is also its current tagline.
 Youth icons like Shahrukh khan and Sachin Tendulakar were brought in
as brand ambassadors to attract youngsters
 Add campaign with an eye on the rural market.

6. HUGE NETWORK COVERAGE:-

A combination of the following 4-key performance indicators largely determines
the overall service quality: system coverage; call blockage; voice quality; and
dropped call rate.

 System coverage
 Call blockage
 Voice quality
 Dropped call rate

Source:--According to the national survey report Airtel minimum complaints of all

of these above stated problems were found to be minimum in case of Airtel. So we
can say that Airtel is providing comparatively far better service to the users.

7. PROACTIVE AND INNOVATIVE SERVICES:--

According to the responses obtained the most critical factor in this regards is the
fresh experience which Airtel provides to its consumers time to time.

 Black berry
 Start or stop service at any time
 Facilities provided
 News services
 Car insurance
 Fund transfer
  Bill payment system
 Payment for ticket
 Payment of electricity bills
 Bharti Airtel Launched , Special Five, to Empower Its Customers

STRATEGIES ADOPTED BY THE AIRTEL IN THE

COMPETETIVE ENVIRONMANT TO GET MARKET
SUCCESS:-

1. MARKET EXPANSION STRETEGY–

The analysis of the given strategy clearly shows that Airtel is trying to achieve their marketing
goals by expanding their market by two ways:--

Grow Sales with Existing Products Grow Sales with New and innovative
services

Marketers are trying to provide on the existing Airtel is trying to increase their market by
services to increase their sales. This strategy is providing regularly updated versions or
majority adopted by organization because they refinements to existing plans or services and
are very keen to make a better performance of by introducing new plan or service. The
their existing plan or service. Examples:-- example given in product variants category is
Various kinds of sales promotion techniques fall under this category also. Examples:--
are given by the organization on their existing Black berry Start or stop service at any time
plan or service to enhance the market of that Facilities provided News services Car
one. insurance Fund transfer Bill payment system
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