SUMMER TRAINING REPORT

ON

STUDY OF THE TELECOM RETAILERS BEHAVIOUR

AT

VODAFONE LTD. DELHI ZONE

Submitted to MAHARSHI DAYANAND UNIVERSITY, ROHTAK For The partial fulfillment of the award of degree of MASTER OF BUSINESS ADMINISTRATION (MBA) (SESSION: 2010-2012)
SUBMITTED TO: Dr. Hari Om Sharma MBA Faculty SUBMITTED BY: Rahul Johnson MBA 3rd SEM REG. NO -1079170291

INSTITUTE OF MANAGEMENT & TECHNOLOGY

(Approved by AICTE, New Delhi & Affiliated to M.D. University, Rohtak)

TIGAON ROAD, NEAR SAI DHAM FARIDABAD - 121002

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DECLARATION
I,RAHUL JOHNSON, REG.NO. 1079170291 CLASS MBA 3rd SEMESTER of the

Institute of Management & Technology, Faridabad hereby declare that the Summer Training Report entitled, STUDY OF THE TELECOM RETAILERS BEHAVIOUR is an original work and the same has not been submitted to any other institute for the award of any other degree. A seminar presentation of the Training report was made on . and the suggestions as approved by the faculty were duly incorporated.

PRESENTATION INCHARGE

CANDIDATE SIGNATURE

Forwarded by Principal-Director

PREFACE
The customers are very important and play a very crucial role in any process of marketing. Today the customers are king of the market because the customers loyalty and customers preference are built by the products and services offered to the customers and they seek for more benefits and moneys worth for the amount they spend. But these services and products are delivered to the end customers only by the Retailers who work as the end medium in the whole chain of sales. That is where the concept of Retailers preference and Retailers behavior comes because the Retailers make the marketers rethink about designing their services; because of the important role they play in the whole chain. They have to think about the market strategies, Retailer behavior, Retailers taste etc. Also many marketers are smart enough to understand Retailers needs, wants and demands and perform beyond their expectation i.e. they delight them. It provides them growth, profitability and creativity with lot of inventions. Retailers have to deal with a customer who is extremely demanding. Not just in terms of the product-quality, but also in terms of service, and the entire shopping experience. Today, the typical customer who shops in a retail outlet compares the time spent at the check-out counter with that at an efficient retail shop, and the smile of a customer the counter-person to that decorating the facecrew member. To cope with the new customer, manufacturers have to focus on product quality and brand building. And retailers, in turn, have to focus on the quality of the shopping experience.

ACKNOWLEDGEMENT
Any education provides many openings to grow & nourish new heights but at the same time training is necessary to add fragrance to a blossoming flower. I feel very fortunate to have summer training at VODAFONE LIMITED under the guidance of my project managers who put forth their best efforts for the completion of my projects. For completing this project I owe a deep intellectual debt to number of people who through their rich and varied contribution have greatly improved my understanding of various concept of my project. I wish to express my gratitude to Mr. SUVINDHU (Head of PREPAID Sales, Vodafone Delhi), for allowing me to do the project in the organization. I owe thanks to Mr. RAHUL JHA (ASST. MANAGER), for their support and guidance and I learn a lot from his experience. I am also very thankful to Mr. AMIT (zonal Co-ordinate) who immensely helped me in filling my questionnaire with the employees.I am thankful to dealers, users who spared their time to response the questionnaire. I am highly thankful to head of department of M.B.A faculty for timely guidance on this work. In last but not a least, I express my sincere thanks to my parents for unconditional support during summer training work.

RAHUL JOHNSON

TABLE OF CONTENT
Chapter I Introduction Significance of study/ problem
Review of existing literature Conceptualization Focus of study Objectives of the study 8 10

19 20 21

Chapter II

Research Methodology Universe and survey population

Research design Sample size and techniques Data collection Analysis pattern Limitation of the study 23

41 42 42 46 46

Chapter III Chapter IV

Micro Analysis Macro Analysis

48 61

Chapter V

Summary Recommendations

66 67

Annexure

Bibliography

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SIGNIFICANCE OF PROBLEM
Any Research has its own importance in business organization. The present research shows the retailers feedback about Competitor Companys Airtel, idea, Vodafone as well as organization. Research is a systematic and scientific investigation of any idea either precise or abstract from a continuous basis for learning , exploratory or descriptive. According to above definition research is a systematic and scientific investigation through which any organization try to find out its strength and weakness as well as opportunity and threat. As we know in the present era the business activities have become more complex and complicated due to modern technology. In recent time it could be either

retailers are notblind follower of a product. They are giving high priority to all feature like price, scheme, talk time, pose material, activation time etc. It gives the complete identification of a product so it is also the one most important part. My research work is highly focused on this issue, which is important for the organization as well. During research work retailers opinion about product and services was studied. The factors affecting the retailers to sale an individual product were explored, and this research gives insight to understand the retailers to promote the sale as per required the customer and maximum profit these area interest in sale the product.In this I got the great experience about the market. For company point of view I trying to find out how to promote sales overVodafone

brand to competitor company. I trying to find market survey of Vodafone which is itself important. I trying to find the sale of Vodafone, due to some hurdle I dont claim my research work is 100% accurate because so many factors was uncontrolled during the project. So many problem face in market of retailers like claim, gift, distribute service and

communicate retailers, attitude etc.I trying to finish my research with 100% accuracy which is best available in market. So it is my strong believe that my research work is significant in all manners. This research is helpful for organization, retailers store and guidance of faculty member.

The limitation of the study is that only Retailers from DELHI ZONE. i.e. the capital city of NCR have been taken into account. In this survey only the view of retailers has been taken into account but neither the view of the company nor the satisfaction level of the customers is taken into account, and as we know retailers behavior is at times monetarily motivated one so some of the response may be biased. However the study has provided encouraging results and there is scope for deriving more information if a more rigorous study is conducted at district levels to cover the entire state.

REVIEW OF EXISTING LITERATURE

The word retail means to sell or be sold directly to individuals. Retail is Indias largest industry, and arguably the one with the most impact on the population. It is the countrys largest source of employment after agriculture, has the deepest penetration to rural India, and generates more than 10percent of Indias GDP. However, retailing in India has so far, been mostly in the hand of small disorganized entrepreneurs. It is also Indias least evolved industries. In fact, it is not even considered a real industry. The industry suffers from lack of management talent, poor access to capital, unfavorable regulation and denial of access to best practices. The Indian retail industry is only now beginning to evolve in line with the transformation that has swept other large economies. Fifty years of restricting the consumer goods industry, a national mindset which favored denial over indulgence, and a fractured supply chain for agricultural products have all contributed to prevent the development of modern tenants based on scale advancements and consumer preferences.

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India has some 12 million retail outlets, but many of these act merely as subsistence providers for their owners and survive on a cost structure where labor and land is assumed to be free and taxes nil. Compare this with the global retail industry, which is one of the worlds largest organized employers, is at the cutting edge of technology, and which leverages scale and scope to offer value-added services to its customers.

Indian Telecom Industry:At 560.2 million connections Indian Telecom Industry till august 2011, is the 3rd largest and fastest growing in the world. The subscriber base has grown by 40%annually and is expected to reach 250 million in 2007. Over the last 3 years, two out of every three new telephone connections were wireless. Consequently, wireless now accounts for 54.6% of the total telephone subscriber base, as compared to only 40% in 2003. Wireless subscriber growth is expected to grow at 2.5 million new subscribers every month in 2007. The wireless subscriber base skyrocketed from 33.69 million in 2004 to 62.57 million in FY 2004 -2005. The wireless technologies currently in use Indian Telecom Industry are Global System for Mobile Communications (GSM) and Code Division Multiple Access(CDMA). There are primarily 9 GSM and 5 CDMA operators providing mobile services in 19 telecommunication circles and 4 metro cities, covering more than2000 towns across the country. And the numbers are still growing for Indian Telecom Industry is regulated by 'Telecom Regulatory Authority of India' (TRAI).It has earned good reputation for transparency and competence. Three types of players exist in ' Indian Telecom Industry community.

State owned companies like - BSNL and MTNL.

Private Indian owned companies like - Reliance Infocomm and Tata Teleservices.

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Foreign invested companies like Vodafone- Essar, Bharti Tele-Ventures, Idea Cellular, BPL Mobile, Spice Communications etc. The Indian Telecom Industry services are not confined to basic telephone but it also extends to internet, broadband (both wireless and fixed), cable TV, SMS, IPTV, soft switches etc. The bottlenecks for Indian Telecom Industry are: Slow reform Process. Low-penetration Service providers bears huge initial cost to make inroads and achieving break-even is difficult. Huge initial investments Limited spectrum availability and interconnection charges between the private and state operators.

Key Players in Indian Telecom Industry:The telecom industry of India has registered manifold growth in the recent years. Personalized telecom access is essential necessity of life for increasing number of the people. The sector offers unlimited prospects when we consider future growth. Both Public Players and Private Players are enhancing their technologies The Indian Retailing Industry stands poised to take off into the 21st century. It is one of the fastest growing sectors in the nation that caters to the world's second largest consumer market. Retail boom is unbaiting. India has five million retailers with a business volume of $180 million growing at 5 to 7 per cent a year. The middle class drives retailing anywhere in the world and this segment should have reasonable income. The next driver is availability of variety of goods, products and brands. The third one is sense of awareness. Retail: Largest private industry in the world economy.

Airtel, Idea, and Vodafone Comparative Study:- Today the telecommunication sector is very important in INDIA. There is very tough competition between various companies. Now a days telecommunication companies offering various p lans or benefits to customers to outstand the
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competition

in

the

market.

The

telecommunication industry, in a way, creates employment for people. So, this project's primary objective is to know about the marketing str ategy of companies on the Retailers.

After the liberalization of the Indian Telecom Sector in 1994, the Indian cellular market witnessed a surge in cellular services. By 2005, there were a total of 12 players in the market with the five major players being Bharti Tele -Ventures Limited (Bharti), Bharat Sanchar Nigam Limited (BSNL), Vodafone limited, Idea Cellular limited (Idea) and Reliance India Mobile (RIM), and Tata Indicom.

Brand Image :

Brand image means the image of a particular brand in market and in eyes of people. Brand image decides the popularity of a brand in market. A brand having good brand image is considered more popular than a brand with low image.

Components of Brand Image :

There are three components to a brand image : attributes, consequences and brand personality. It is perhaps more inclusive to think of a brands image as encompassing all the associates that a consumer has for that brand : all the thoughts, feelings and imagery-even colours, sounds and smells - that are mentally liked to that brand in the consumers memory.

First comes the attributes, attributes means qualities or functions or advantages of a particular brand. A brand is known by its attributes i.e. the qualities it offers. Attributes effect the brand image i.e. a product or brand with lot of advantages in comparison to its nearest substitute is considered more suitable. Thus it enhances the brand image. Then come the consequences, consequences means the effect of the product. The product or brand which gives ultimate

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good result is considered good brand. Thus, consequences also effect brand image. Last component of brand image is brand personality. Brand personality includes associations with particular characters, symbols, endorsers, life styles and types of users. Together, such brand personality associations create a composite image of a brand. It gives the brand a sense of human, it makes you feel a brand as a person. Thus it characterized it as adventurous, head strong, undependable, excitable etc. Brand personality also associate feelings with brand. Like fun, excitement with Pepsi, taste, health with honey. Brand personality also creates an association of that brand with certain important life values, such as exciting life, the search forself respect, the need to be intellectual, the desire for self-expression etc. Finally what often matters more than the specific personality attributed to brand is the question of whether a brand has any clear personality at all. Thus, it could be said that the brand personality of a "brand as a person", is used by various advertising agencies and marketing client companies.

Thus, these are the 3 components of brand image. Brand image is a important tool for making effective sales. Brand image builds the confidence in customers. A product which owns high brand image is always at an advantage in comparison to products with low brand image. Thus, brand image can be described as impression of brand in eyes of customers.

According to David Ogilvy :-

"We hold that every advertisement must be considered as a contribution to the complex symbol which is the brand image as part of the long term investment in the reputation of the brand."

Vodafone has entered a conditional agreement to buy one of its two retail partners, First Mobile. The chain operates 77 stores around New Zealand. The deal will see First Mobile become a wholly-owned subsidiary of Vodafone.
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Thirty two of the First Mobile stores will be directly run by Vodafone; the remaining 45 will remain managed by franchisees. A Vodafone spokesman told NBR that Vodafone had not gone looking for a deal. Instead, the opportunity arose to buy First Mobile, and the telco took it.Vodafone already owns 25% of its second major retail partner, digiMobile. Telecom and 2degrees are already on a push to broaden their presence (see below). Now, as the retail war expands, Vodafone will now have a bit more control over its front line. "Both telcos are challenged to support with lower margins and poor cust service levels and conversion rates", a recently departed Telecom manager told NBR this morning. "Taking [direct] ownership is the short term answer - maybe." Once HP's New Zealand country manager, and recently chief executive of Vodafone Australia - will oversee the retail chain's transition in his new role of First Mobile executive chairman. Mr Hewitt (pictured), one of the biggest personalities on the local scene during his time running HP, moved to a boardroom-only role after Vodafone Australiamerged with Hutchison in June last year. The takeover "wont be rushing to rationalise store numbers or reduce head count," said Vodafones director of sales, Grant Hopkins. At this stage I see no need to do that. We want our retail staff focused on the job of looking after our customers and offering them the best service we can. This move isnt about reducing cost, its about adding capability."

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Today's development comes on the heels of 2degrees' recent move to lease space and recruit owner-operators ahead of a retail launch later this year. Telecom - which had a major retail makeover last year as it launched XT - has recently opened four stores, taking its total of directly owned outlets to 32. The telco also has 86 partner stores through Orb and Leading Edge, five kiosks in high-traffic malls. Ahead of the First Mobile deal, Vodafone owned 18 stores, with the balance of tis 130 branded outlets run by DigiMobile and First Mobile. Both telcos also sell through multichannel retail partners. Small business owners can easily get too involved in the day-to-day operations of their retail stores to spend any time brainstorming marketing ideas or promotional events. Some retailers worry that marketing is too expensive, others may find it too time consuming. Without announcing who you are and what you sell, how will anyone know? Here are 50 marketing ideas for retailers.

1. Create a calendar for customers with your shop's name and address on it.

2. Print the products you sell or services offered on the back of your business cards.

3. Always carry business cards with you. Give them freely and ask permission to leave them in places your target market may visit.

4. Join a trade association or organization related to your industry.

5. Have a drawing for a product or a gift certificate. Use the entry forms to collect customers' mailing addresses.

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6. Develop a brochure of services your shop offers.

7. Conduct monthly clinics about a product or service you offer or schedule semi-annual seminars on related "how-to" information for your industry.

8. Print a tagline for your business on letterhead, fax cover sheets, e-mails and invoices.

9. Develop a website to showcase your products, services and location. Use a memorable URL and include it on all marketing materials.

10. Include customer testimonials in your printed literature.

11. Promote yourself as an expert by writing articles or tips on topics related to your industry.

12. Submit to the local newspaper, trade journal or other publications.

13. Host an after-hours gathering for your employees and their friends/relatives.

14. Provide free t-shirts with your logo to your staff to wear.

15. Send newsworthy press releases as often as needed.

16. Create an annual award and publicize it.

17. Develop your own TV show on your specialty and present it to your local cable station or public broadcasting station.

18. Create a press kit and keep its contents current.

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19. Use an answering machine or voice mail system to catch after-hours phone calls. Include basic information in your outgoing messages such as business hours, location, website, etc.

20. Join a Chamber of Commerce where you can network with area business owners.

21. Hold an open house. Invite prominent city officials and the press.

22. Get a memorable local or toll-free phone number.

23. Place ads in publications your market reads. Be sure to reach the non-English speaking market as well.

24. Distribute specialty products such as pens, mouse pads, or mugs with your store's logo.

25. Advertise in creative locations such as park benches, buses, and popular Web sites.

CONCEPTUALISATION
Whenever we talk about growth and development of a nation, it is impossible to ignore the vital contribution of Telecommunication sector. Today it has become a lifeline for us, in the absence of which we feel we are separated from the world at large. The importance of telecommunication product and service has gone deep in the life of people that after three essentials of human being i.e. food, shelter and clothing the fourth one that can be added comfortably is the communication. A gadget and a service which can be found in everyones palm ranging from rickshaw-puller to big businessmen. Now talking of India, which is still a

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developing country, the importance of telecommunication as sector can be very well understood. Indian telecom sector has been doing exceptionally well in the past decade. Its structural and institutional reforms have provided tremendous growth opportunity to his sector. India has nearly 250 million telephone lines making it the third largest network in the world after China and USA. With a growth rate of 45%, Indian telecom industry has the highest growth rate in the world. And in this context whenever we talk of mobile telephony, Vodafone as a brand must be taken in to account. Nowadays there islet of competition between different telecom operators who in order to add more subscriber base to the existing figures comes out with attractive customer schemes and virtually there is a tug of war between operators to get more market share. But in this fierce competitive war to get more subscriber base, many times the Retailers who play a vital role in the whole chain of sales and who influence customers for a service provider are sometimes ignored. So from this study an attempt has been made to understand the psychology, behavior, preference and satisfaction at the Retailer level. In this competitive market for a service provider to get an edge over other operator, in addition to other prevailing factors an operator must clearly understand the behavior, preference and satisfaction level of Retailers, which will help them to design effective strategies to get more sales and increase subscriber base and shift push sales to pull sales. The study delves into how the Retailer behaves and their expectation level from particular service provider and how it can be effectively managed.

WHY PROMOTION ACTIVITY?

Now adays dealers are expecting the promotion activity for availability of the product at the right time is very important. It happens where dealers will be least care about the brand availability by offering this promotion activity Vodafone prepaid new sim activation and new scheme aware the customer. Vodafone will be able to hit the minds of dealers and again this

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activity will also help in improving the image of Vodafone where it is weak, as well as the specialties of Vodafone service availability etc. The Vodafone known as what we wants the service dealers, retailers, and customer. He is given a new service provide a every three month promote the sale is name a VSS (Vodafone super star) scheme in retailers gave promote the sale and gave the gift achieve the target. Vodafone time to time promote the sale in a market of gave the promotion gift and extra scheme etc.

FOCUS OF THE STUDY

It is not a hidden fact the Vodafone has its own image or brand which shows the value of money for its communication part. The Vodafone have a great service and plans to launch in a market. VODAFONE products are sales in postpaid & prepaid sim.VODAFONE share in other competitor company is great share in other communication industry.Market leaders with their greater sales volume and high turnover in a market for postpaid & prepaid plan. Vodafone plan is very good & great service provide in a customer. It is generally consider VODAFONE is in the 2nd position in a telecom sector. The company has separate distribution channel for prepaid. They are giving high priority to customers. They are providing easy recharge, paper coupon, bonus card, new scheme & credit card recharge service, customer relation and regular visit to retailers shop to relation. Most importantly they are avail bonus card chart, scheme chart & their retailer charging point, bunting, side flag, board etc. and they positioning their product through heavy advertisement campaign. Recently the VODAFONE islaunched 3G in a market but the position is different. which is very critical for the company. After 3G launch the sale volume and customer awareness about the all VODAFONE service remain satisfy, which create harsh situation for all organization.
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There are some problems, which is as follows: Competitors position in market distribution channel which deals almost all product. Time taken for activation. Retailer satisfaction. Pos and material supply.

OBJECTIVES OF THE STUDY

To study the telecom retailers communication and behavior. To know the retailers feedback about level of sales team in telecommunication company.

To find out about experience with brand, rating of the overall Quality of products and services of Airtel, Vodafone, Idea brands.

To study about the service time taken for activation of number of different service

providers.

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INDUSTRY PROFILE
Telecommunication is the transmission of information over significant distances to communicate. Telecommunication sector in India is primarily subdivided into two segments, which are Fixed Service Provider (FSPs) and Cellular Services. Telecom industry in India constitutes some essential telecom services like telephone, radio, television and Internet. Telecom industry in India is specifically emphasizing on latest technologies like GSM( Global System for Mobile Communications), CDMA(Code Division Multiple Access), PMRTS(Public Mobile Radio Trunking Services), Fixed Line and WLL(Wireless Local Loop ). India has a prospering market specifically in GSM mobile service and the number of subscribers is growing very fast.

TYPE TRADED AS

PUBLIC LIMITED COMPANY LSE: VOD NASDAQ: VOD

INDUSTRY PREDECESSOR

TELECOMMUNICATIONS 1983-1991 RACAL TELECOM

FOUNDED

1984

HEADQUARTER
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LONDON,UNITED KINGDOM

AREA SERVED KEY PEOPLE

WORLDWIDE GERARDKLESTERLEE (CHAIRMEN) VITTORIO COLAO (CEO)

PRODUCTS

FIXED

LINE

AND

MOBILE INTERNET

TELEPHONY,

SERVICES, DIGITAL TELEVISION

REVENUE

45.88 BILLION(2011)

OPERATING INCOME PROFIT TOTAL ASSETS TOTAL EQUITY EMPLOYE SUBSIDIARIES

5.596 BILLION(2011) 7.968 BILLION (2011) 151.22BILLION (2011) 87.55 BILLION (2011) 83,862(MARCH 2011) LIST

WEBSITE

WWW. VODAFONE.COM

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HISTORY
Vodafone itself was formed in 1982 as a joint venture between Racal Electronics plcs Subsidiary Racal Strategic Radio Ltd (who won one of two UK cellular telephone network Licences) along with Millicom and the Hambros Technology Trust. In this arrangement Racal Owned 80% Millicom 15% and Hambros 5%. The network was known as Racal Vodafone, with the Vodafone name being derived from the firms goal of establishing a voice and data services over cellular telecommunication network. Vodafone was launched on 1 January 1985 and later that year Racal Strategic Radio was renamed Racal Telecommunication Group Limited in 1985. A year later, on 29 December 1986 Racal Electronics bought out the minority shareholder of Vodafone for GB110 million. In September 1988 the company was again renamed Racal Telecom and on 26 October 1988 Racal electronics floated 20% of the company- a flotation that valued Racal Telecom at GB 1.7 billion. On 16 September 1991 Racal Telecom was demerged from Racal Electronics as Vodafone Group and the mobile telephony giant was born. During the mix 1990s Vodafone began to consolidate itself on the British high-street. In July 1996 Vodafone acquired the two third of Talk land it did not already own for 30.6 million. On 19 November 1996, in a defensive move, Vodafone purchase People Phone for 77 million, a 181 store chain whose customer were overwhelmingly using Vodafones network. In a similar move the company acquire the 80% of Aster Communication that it did not own, a service provide with 21 stores. This made Vodafone a very visible presence on the British high street and significantly increased the companys share of UK mobile customer.

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NEW CORPORATE LOGO OF VODAFONE AS OF 1997.

In 1997 Vodafone introduced its new corporate Speech mark logo. This represents a quotation mark within a circle. With the Os in the Vodafone logotype being opening and closing quotation marks, suggesting conversation.

VODAFONE IN EUROPE
The late 1990s and early 2000s saw Vodafone grow dramatically via a number of strategic acquisitions. The first of these occurred on 29thJune 1999 when Vodafone completed its purchase of Air Touch communication Inc. and changed its name to Vodafone Air touch plc. This acquisition also gave Vodafone a 35% share of Mannesmann, owner of the largest German mobile network. On 21st September 1999 Vodafone agreed to merge its U.S. wireless assets with those of Bell Atlantic Corp to form Verizon Wireless. In November 1999 Vodafone made an unsolicited (hostile) bid for Mannesmann, which was rejected. During 1999 Mannesmann had purchase the UK mobile operator Orange and both Vodafone and Mannesmann were now operating in the same Markets. The hostile takeover provoked strong protest in Germany and there insured a board struggle which saw Mannesmann resist Vodafones efforts. However on 3 February 2000 the Mannesmann board agreed to an increased offer of 112bn, then the largest corporate merger ever. The EU approved the Merger in April 2000.

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On 28th July 2000 the company reverted to its former name, Vodafone Group Plc. The conglomerate was subsequently broken up and all manufacturing related operations sold off. Investment also continued in new technologies and on 16th April 2001 Vodafone made the first 3G voice call on Vodafone United Kingdoms 3G network. Acquisitions also continued and in 2001 Vodafone takes over Irwell (part of earworm) in Ireland, rebranding the company Vodafone Ireland. A year later Vodafone acquired Japans third-largest mobile operator J-Phone, which was the first operator to introduce camera phones in Japan. A major shift came on 17th December 2001 where Vodafone introduces the concept of Partner Network by signing TDC Mobil of Denmark. The new concept involves the introduction of Vodafone international services to the local market, without the need of investment by Vodafone. The concept would be used to extend the Vodafone brand and services into Markets where it does not have stakes in local operators. Vodafone services would be markets under the dual-brand scheme, where the Vodafone brand is added at the end of the local brand. In 2002 Vodafone rebrands Japans J-Sky mobile internet as Vodafone live. Which presaged the global rollout of both the brand and the service? Map of Vodafone activities in Europe where red areas represent countries where Vodafone is active as a corporate entity, orange areas represent Vodafone partners and Blue areas represent Vodafones partners. In Europe the acquisition of partner network continues apace with a number of partner deals and acquisitions. These include:

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VODAFONE IN ASIA-PECIFIC

Vodafone was committed to becoming a global mobile communication providerand in the 1990s the company began its move into the Asia-pacific markets. In July 1993 the first mobile service, that of bell south in New Zealand went live. Vodafone wasnt far behind, with its own network: Vodafone Australia going live in October the same year. July 1994 Saw Vodafones Fiji network goinglive. In November 1998 Vodafone purchased bell south New Zealand Which later became rebranded as Vodafone New Zealand on October 1, 2003 J-Phone (which Vodafone live! December 2004 saw apartner deal with smart one of Hong Kong which becomes smart tone Vodafone in April 2005. On 28th October 2005 Vodafone announces the acquisition of a 10 per cent stake in Indias BhartiTeleventures, which operates the largest mobile phone network in India under the brand name Airtel. On 25th January 2006 Vodafone announces that Indonesia, Malaysia and Sri Lanka are added to the Vodafone footprint Vodafone group signs a partner network agreement with telecom Malaysia. On 6th February 2007 Samoa is added as a partner market.

Vodafone in the Middle East Africa

The drive into the Middle East was led by Vodafone Egypt which went live under the name click GSM in October 1998. Then on 18th September 2002 Vodafone signs a partner agreement with the MTC group of Kuwait which is re-branded to MTC-Vodafone. On November 3rd 2004 Vodafone announces that its south Africa affiliate. Vodafone has agree to introduce Vodafones international service and partner agreements to its local

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market. On the 3rd November 2005. Vodafone increase its stake in Vodafone group by buying-out the 15% stake held by venting. This gives Vodafone a 50% stake in Vodacom. On the 8th November 2006 Vodafone announces a deal with telecom Egypt resulting in further co-operation in the Egypt market; and increasing of stake in Vodafone Egypt. After the deal, Vodafone Egypt will be 55% owned by the group, while the remaining 45% will be owned by telecom Egypt.

Vodafone in the USA

Vodafone entered the US market in 1999 when it merged its operation with that of air touch communications in June of that year; thereby changing its name to Vodafone air touch plc. In September 1999 VodafoneAir touch announce a $70-billion joint venture with bell Atlantic corp. The first wireless business with a national footprint in the U.S., version wireless was composed of bell Atlantics and Vodafone air touchs U.S wireless assets and began operations on April 4, 2000. However, version communication-the company formed when bell Atlanticand GTE merged on June 30,2000-owns a majority of Verizon wireless and Vodafones branding is not used, nor is the CDMA network compatible with GSM phones. The story between Vodafone and Verizon has not always been a happy one, due primary to the bidding war that Vodafone won for Air touch. Ironically, misgivings were but behind one another when Vodafone approaches Verizon to form a joint partnership and hold a minority stake in Verizon communication. Together, Vodafone and Verizon built a profitable $20 billion business, whose network serves more U.S. wireless $20 billion business, whose network serves more U.S. But Vodafones global ambitions and other strains in the relationship including a bail-out clause some call the nuclear option put the venture at risk of breaking up. This nuclear bomb option is a essentially a part of the contract that takes

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effect for 60 days at which at this time Vodafone can demand that Verizon pay it $10 billion in return for a large chunk of Vodafones stake within a 60 days period. In July 2003 was the first time this window of dissolution option took effect. The amount Verizon would have to pay to Vodafone for this pull out option would depend on an appraisal of the venture. In future years, this window again opens for 60 days. Consequently the clause sets an interval period for Vodafone to pull out of this joint venture. Vodafone is primarily frustrated by the companys lack of control in the U.S. It is clear Vodafone aspires to be a household name when it comes to wireless,and its inability to make its presence known in one of the most reputable and sought after market, the United States, is major setback for the corporations global GSM network goals. Moreover, because it owns just 45% of the partnership, Vodafone hasnt yet been able to get its name attached to a single product of the joint venture. In addition, a critical issue is Vodafone also cant persuade the venture to use a technology compatible with the one Vodafone uses for most of the 28 other countries, and more than 100 million customers, that it serves. What may be one of the greater obstacles in developing a truly integrated knowledge sharing partnership is the difference in network standards both companies use. It is increasingly frustrating for Vodafone executive to be unable to utilize their own cell phone when doing business in the united states. This is because the GSM (global system for mobile) network the Vodafone utilizes, which is the European standard is not compatible with the system the united states utilizes, which is a patchwork of various standards. The system Verizon utilizes is CDMA, code division multiple access, and consequently Vodafone executive and customer cannot use their own cell phone on their joint venture partners network. Moreover, version says it preparing to roll out technology that it says will permit wireless web browsing at speeds far faster than Vodafones next generation service. As the case fir Vodafone stands, they roam to a GSM carrier in the united states when they attempt to use their cell phones.
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Unfortunately for Vodafone the position is held by T- mobile, a service of deutsche telecomAG. T-Mobile is a U.S. affiliate service that runs on the same standard as its parent deutsche telecom is successfully taking a huge portion of the U.S. market, and penetrating the American market (the second largest market after china), successfully. Perhaps as a consequence of these reasons, Vodafone made a bid for the entirety of AT&T wireless when that company was for sale in 2004. Had this bid been successful, Vodafone would presumably have sold its stake in Verizon wireless, and then rebranded the resultant business as Vodafone. However, wireless, and then rebranded the resultant business as Vodafone. However, Cingular wireless ( joint venture of SBC Communications and bell south (both now AT&T) ultimately outbid Vodafone and took control of AT&T wireless. Vodafone also made a bid for Nextel (whom sprit bought out) in attempts to materialize and broaden the dreams of entering the US market. Early in 2006 Verizon re-iterated their desire to buy-out the remaining 45% of stock of version wireless from Vodafone group. Vodafone has also repeatedly indicated that it would be willing to buy out Verizons stake.

Vodafone in the Americas

On 15 November 2005, Vodafone group announced a group-wide co-operation agreement with American mobile of Mxico. The agreement involves co-operation on international service and roaming. The service include voice and GPRS Roaming services, preferred roaming and virtual home environment. Included in the agreement are the 13 network owned and controlled by America mob vie (except Trachoma in the united states), and the various operating companies of Vodafone and its partner networks.

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On 6 February 2007, Vodafone group signed a three- year partnership agreement with deiced group in the Caribbean. The two groups will also become preferred roaming partners of each other. Along with digicel,s markets, the Vodafone brand is now present in 81 countries, regions, and territories.

Vodafone Group plc.

This is a global telecommunications company headquartered in London, United Kingdom. It is the world's largest mobile telecommunications company measured by revenues and the world's second-largest measured by subscribers (behind China Mobilewith around 341 million proportionate subscribers as of November 2010. It operates networks in over 30 countries and has partner networks in over 40 additional countries. It owns 45% of Verizon Wireless, the largest mobile telecommunications company in the United States measured by subscribers. The name Vodafone comes from voice data phone, chosen by the company to "reflect the provision of voice and data services over mobile phones". Vodafone has its primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index. It had a market capitalisation of approximately 93 billion as of 9 March 2011, making it the fourth largest company on the London Stock Exchange. It has a secondary listing on NASDAQ.

20th century
In 1980, Sir Ernest Harrison OBE, chairman of Racal Electronics plc.s, the UK's largest maker of military radio technology, agreed a deal with Lord Weinstock of General Electric Company plc. to allow Racal to access some of GEC's tactical battlefield radio

32

technology. Briefing the head of Racal's military radio division Gerry When to drive the company into commercial mobile radio, when visited GE's factory in Virginia, USA in 1980. In 1982, Racal's newly formed Racal Strategic Radio Ltd subsidiary won one of two UK cellular telephone network licences, with the other going to British Telecom The network, known as Racal Vodafone, was 80% owned by Racal, with Millicom holding 15% and Hambros Technology Trust 5%. Vodafone was launched on 1 January 1985. Racal Strategic Radio was renamed Racal Telecommunications Group Limited in 1985. On 29 December 1986, Racal Electronics bought out the minority shareholders of Vodafone for GB110 million. Under stock market pressure to realise full value for shareholders (the mobile unit was being valued at the same amount as the whole Racal group), in September 1988, the company was again renamed Racal Telecom, and on 26 October 1988, Racal Electronics floated 20% of the company. The flotation valued Racal Telecom at GB1.7 billion. On 16 September 1991, Racal Telecom was demerged from Racal Electronics as Vodafone Group. In July 1996, Vodafone acquired the two thirds of Talk land it did not already own for 30.6 million. On 19 November 1996, in a defensive move, Vodafone purchased for 77 million, a 181 store chain whose customers were overwhelmingly using Vodafone's network. In a similar move the company acquired the 80% of Aster Communications that it did not own, a service provider with 21 stores. In 1997, Vodafone introduced its Speech mark logo, composed of a quotation mark in a circle, with the O's in the Vodafone logotype representing opening and closing quotation marks and suggesting conversation. On 29 June 1999, Vodafone completed its purchase of Air Touch Communications, Inc. and changed its name to Vodafone Air touch plc. The merged company commenced trading on 30
33

June 1999. In order to gain anti-trust approval for the merger, Vodafone sold its 17.2% stake in E-PlusMobil funk. The acquisition gave Vodafone a 35% share of Mannesmann, owner of the largest German mobile network. On 21 September 1999, Vodafone agreed to merge its U.S. wireless assets with those of Bell Atlantic Corp to form Verizon Wireless. The merger was completed on 4 April 2000. In November 1999, Vodafone made an unsolicited bid for Mannesmann, which was rejected. Vodafone's interest in Mannesmann had been increased by the latter purchase of Orange, the UK mobile operator. Chris Gent would later say Mannesmann's move into the UK broke a "gentleman's agreement" not to compete in each other's home territory. The hostile takeover provoked strong protest in Germany, and a "titanic struggle" which saw Mannesmann resist Vodafone's efforts. However, on 3 February 2000, the Mannesmann board agreed to an increased offer of 112bn, then the largest corporate merger ever. The EU approved the merger in April 2000. The conglomerate was subsequently broken up and all manufacturing related operations sold off. On 28 July 2000, the Company reverted to its former name, Vodafone Group plc. In April 2001, the first 3G voice call was made on Vodafone United Kingdom's 3G network.

21st century
In 2001, the Company acquired Irwell, the largest wireless communications company in the Republic of Ireland, from earworm. Irwell was subsequently rebranded as Vodafone Ireland. Vodafone then went on to acquire Japan's third-largest mobile operator J-Phone, which had introduced camera phones first in Japan. On 17 December 2001, Vodafone introduced the concept of "Partner Networks", by signing TDC Mobil of Denmark. The new concept involved the introduction of Vodafone

34

international services to the local market, without the need of investment by Vodafone. The concept would be used to extend the Vodafone brand and services into markets where it does not have stakes in local operators. Vodafone services would be marketed under the dualbrand scheme, where the Vodafone brand is added at the end of the local brand. (i.e., TDC Mobil-Vodafone etc.) In May 2011, Vodafone Group Plc. bought the rest of the shares of Vodafone Assar from Assar Group Ltd with value of $5 billion and became a solely owned of Vodafone Assar.

VODAFONE INDIA
Vodafone Assar, formerly Hutchison Assar, is a cellular operator in India that covers 23 telecom circles in India. It is based in Mumbai. On July 2011,Vodafone Group agreed terms for the buy-out of its partner Assar from its Indian mobile phone business. The UK firm paid $5.46 billion to its Indian counterpart to take Assar out of its 33% stake in the Indian subsidiary. It will leave Vodafone owning 74% of the Indian business, while the other 26% will be owned by Indian investors, in compliance with Indian law.It is the second largest mobile phone operator in terms of revenue behind BhartiAirtel, and third largest in terms of customers . Vodafone had about 134.5 million customers as of February 2011.[4] On February 11, 2007, Vodafone agreed to acquire the controlling interest of 67% held by Li Cashing Holdings in Hutch-Assar for US$11.1 billion, pipingReliance Communications, Hindus Group, and Assar Group, which is the owner of the remaining 33%. The whole company was valued at USD 18.8 billion.[5] The transaction closed on May 8, 2007. Despite the official name being Vodafone Assar, its products are simply branded Vodafone. It offers bothprepaid and post-paid GSM cellular phone coverage throughout India with good presence in the metros.
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Vodafone Assar provides 2.75G services based on 900 MHz and 1800 MHz digital GSM technology. Vodafone Assar will launch 3G services in the country in the January-March quarter of 2011 and plans to spend up to $500 million within two years on its 3G networks.

Vodafone acquires Essar's Stake

On March 31, 2011, Vodafone Group Plc. announced that it would buy an additional 33% stake in its Indian joint venture for $5 billion after partner Group exercised an option to sell the holding in the mobile-phone operator. The deal will raise Vodafones stake to 75%. Assar will exit the company after it implemented a put over 22% of the venture. Vodafone exercised its call option to buy an 11% stake. In 2007, Vodafone granted options to Assar that would enable the conglomerate to sell its entire stake for $5bn, or to dispose of part of the 33 per cent shareholding at an independently appraised fair market value. In January 2011, Vodafone objected to Assars plans to place part of its 33% stake in India Securities, a small public company. Vodafone feared the move would give an inflated market value to Vodafone Assar. It had approached the market regulator SEBI and also filed a petition in the Madras High Court. The final shareholding pattern post this deal was not provided by the company as it was not clear whether Vodafone's stake would exceed the 74 per cent FDI limit. Indian laws don't allow foreign companies to own more than 74% in a local mobile-phone operator. Vodafone has assured it will comply with local rules. Vodafone will have to sell that 1% to some Indian entity, or theyll have to consider an initial public offering. Vodafone also said that final settlement is anticipated to be completed by November 2011. The completion of the deal would be subject to meeting certain conditions which include Reserve Bank of India's permission as well as valuation of the deal.

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3G
On 19 May 2010, the 3G spectrum auction in India ended. Vodafone paid 11617.86

million (the second highest amount in the auctions) for spectrum in 9 circles. The circles it will provide 3G in areDelhi, Gujarat, Haryana, Kolkata, Maharashtra & Goa, Mumbai, Tamil Nadu, Uttar Pradesh (East) and West Bengal. On 16 March, 2011, Vodafone launched 3G services in Uttar Pradesh (East) in the cities of Kanpur and Luck now. Vodafone had already launched limited 3G services

in Chennai and Delhi earlier, but the Uttar Pradesh (East) launch counts as its first fully commercial launch. This makes Vodafone the fifth private operator (seventh overall) to launch its 3G services in the country following Tata DoCoMo, Reliance

Communications, Airtel and Aircel.

3G Coverage
Vodafones 3G service is currently available in the following cities in 9 telecom circles: This is an incomplete list, which may never be able to satisfy particular standards for completeness. You can help by expanding it with reliably sourced entries. .
Telecom Circle State/Region No. of Towns Cities/Towns

Delhi

Delhi NCR

N/A

Delhi

Gujarat

Gujarat

Ahmedabad, Gandhidham, Rajkot, Surat

Haryana
1

Haryana

Kolkata

Kolkata
2

Kolkata

Maharashtra and

Maharashtra

Nagpur

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Goa

Goa
3

Panaji/Caranzalem/Dona Paula, Margao

Mumbai

Mumbai

Mumbai

Tamil Nadu

Tamil Nadu

Chennai, Coimbatore, Vellore

Uttar Pradesh (East)

Eastern Uttar Pradesh

4

Allahabad (April 2011), Kanpur, Lucknow, Varanasi(April 2011)

West Bengal

West Bengal

VODAFONE OPERATION
Vodafone Operations
This section explains how Vodafone operates, from the key assets it holds to the activities it carries out to enable the delivery of products and services to the Groups customers.

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Mobile network technology 2G

Vodafone operates 2G networks in all its mobile operating subsidiaries, through Global System for Mobile (GSM) networks, offering customers services such as voice, text messaging and basic data services. In addition, all of the Groups controlled networks operate General Packet Radio Services (GPRS), often referred to as 2.5G. GPRSallow mobile devices to be used for sending and receiving data over an IP based network, enabling wireless access to data networks like the internet. The GPRS Connected at download speeds slightly below a dial-up modem. In some markets, Vodafonedata service offering includes internet and email access, allowing the customer to always be Continues to further evolve data speeds with 2G evolutions beyond GPRScapability.

3G
Vodafones has 3G networks in some countries but in India it is still awaiting licence from the DOT to launch its services. Operating on the Wideband Code Division Multiple Access (W-CDMA) standard, provide customers with faster data access. Vodafone has expanded its service offering on 3G networks with high speed internet and email access, video telephony, full track music downloads, mobile TV and other data services in addition to existing voice and data services.

Brand and Distribution

Vodafones products and services are available directly, via Vodafone stores andcountry specific Vodafone websites, and indirectly via third party serviceproviders, independent dealers, distributors and Retailers, to both consumer andbusiness customers in the majority of markets under the Vodafone brand.
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DISTRIBUTION AND CHANNEL OF SALES AT VODAFONE Vodafone distribution channel in India normally contributes roughly 85-90 % of total business volumes. The distribution Model comprises basically of three entities1. A distributor who is given a territory to service. 2. A Distributor FOS (Feet on Street on payroll of the distributor) who is appointed by the distributor to service a particular area of his overall territory. 3. A Retailer who is an entity who purchases stock from the distributors. Through the FOS of his area) and sells it to the end consumer. Other channels like Company owned Retail such as Vodafone ministers&Vodafone stores are also used as Distribution channel and are generally seen to be contributing to around 10-15 % of a telecom company's subscriber base as well as revenues.

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RESEARCH DESIGN
Retail market research surveys are an economical way to ascertain customer opinions and uncover potential leads. Retail market research surveys also measure industry and market trends, helping to serve as a platform for the development of new products and services. Infuser designs, administers and analyses user-friendly retail market research surveys. Our professionals are experienced in assisting organizations in garnering invaluable information regarding consumer behaviour. Implementing a retail market research survey can save your organization time and money by:

Judging the satisfaction and interest levels of a potential new product or service before development.

Understanding what your audience likes and dislikes, thereby increasing retention.

Whether you need a retail market research survey designed from scratch, or have an existing survey that needs to be administered, Infuser takes extraordinary measures to ensure validity, reliability and bias reduction. Our goal is to help you compose a highly relevant survey instrument that will yield sound and valid conclusions while achieving the maximum survey response rate possible.

SAMPLE SIZE AND TECHNIQUES

Sample size Sample frame Sampling Method Constraints 50 Retailers Retail store in NCR Random sampling Time, number of respondents

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Survey

Questionnaire

DATA COLLECTION METHODS

THERE ARE TWO TYPES OF METHOD OF DATA COLLECTION:-

PRIMARY DATA SECONDARY DATA

PRIMARY DATA:The primary data are those which are collected a fresh and for the first time and thus happen to be original in character. We collect primary data during the course of doing experiments in an experimental research. It is the first hand data and nobody else has collected this before. There are various ways of collecting primary data, these are as follows:
1). Observation method 2). Interview method 3). Questionnaires 4). Schedules 5). other methods

Primary data was collected using the following techniques:The main tool used was, the questionnaire method. Further direct interview method, where a face-to-face formal interview was taken. Lastly observation method has been continuous with

42

thequestionnaire method, as one continuously observes the surrounding environment he works in. QUESTIONNAIRE SURVEY:In the studies a questionnaire is prepared. The present Questionnaire consists of 9 questions.

SECONDARY DATA:Secondary data is collected by someone other than the user. Common sources of secondary data for social science include censuses, surveys, organizational records and data collected through qualitative methodologies or qualitative research. Primary data, by contrast, are collected by the investigator conducting the research. Secondary data analysis saves time that would otherwise be spent collecting data and, particularly in the case of quantitative data, provides larger and higher-quality databases than would be unfeasible for any individual researcher to collect on their own. In addition to that, analysts of social and economic change consider secondary data essential, since it is impossible to conduct a new survey that can adequately capture past change and/or developments. As is the case in primary research, secondary data can be obtained from two different research strands:

Quantitative: Census, housing, social security as well as electoral statistics and other related databases.

Qualitative: Semi-structured and structured

interviews, focus

groups transcripts, field

notes, observation records and other personal, research-related documents.

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A clear benefit of using secondary data is that much of the background work needed has been already been carried out, for example: literature reviews, case studies might have been carried out, published texts and statistic could have been already used elsewhere, media promotion and personal contacts have also been utilized. This wealth of background work means that secondary data generally have a pre-established degree of validity and reliability which need not be re-examined by the researcher who is reusing such data. Furthermore, secondary data can also be helpful in the research design of subsequent primary research and can provide a baseline with which the collected primary data results can be compared to. Therefore, it is always wise to begin any research activity with a review of the secondary.

Refer to the data that has been already collected. The secondary data, which has been to carry out this, are as follow. Books, Journal, Magazine, Newspapers. Industry Reports. Companys Internet site Some other relevant study material and websites. The Research process was done by interacting with number of customers during the activities performed, which included, markets, cold calling, canopies, etc. sample design consists of random sampling

Services provided by Vodafone :-

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mobile services with GSM technology

fixed-line telephone services

Universal Internetworking

VoIP (Voice over Internet Protocol)

Interactive Television

Visual Communication

Broadband Portal

Analysis Pattern
Two types of data are used. These are primary and secondary data. Primary data are defined as data that are collected from original sources for a specific purpose. Secondary data are data collected from indirect sources. These include the survey or questionnaire method, telephonic interview as well as the personal interview methods of data collection.

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In this project I have used questionnaire and telephonic interview as primary source. These include books, the internet, company brochures, product brochures, the company website, competitors websites etc. newspaper articles etc. In this project I have used internet, company brochures, product brochures, and the company website as a secondary source.

LIMITATIONS OF THE STUDY

Although all efforts were taken to make the result of survey as accurate as possible the survey had the following constraints: Retailers were not willing to give answers of the questions due to their busy schedules. Retailers hide the facts especially in the sales figure. Due to the time constraint and other imperative workload during the training period it could not be made possible to explore more areas of concern pertaining to project study. Limitations on expertise of research also might be responsible for poor results. Monetary shortage was also there to control the elaborative study on the topic.

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47

CHAPTER - 3
1. Based on your overall Experience with brand, how would you rate the overall Quality of products and services of Airtel, Vodafone, Idea brands?

COMPANY NAME AIRTEL VODAFONE IDEA

EXCELLENT 6 7 3

VERY GOOD 19 19 13

GOOD 21 18 16

FAIR 4 5 16

POOR 0 1 2

25 20 15 10 5 0 EXCELLENT VERY GOOD GOOD FAIR POOR

AIRTEL VODAFONE IDEA

STATISTICAL GRAPH REPRESENTING SERVICE RATING. Interpretation:From the above figure we can easily find the overall quality of the Airtel, Vodafone, and Idea. Its clearly observable that the Vodafone and Airtel are close in Very good category. Whereas Airtel is superior from Vodafone and Idea companies in Good category of choices

48

on overall experiences of the retailers. In excellent category of choices Vodafone was noticed on topmost scoring 7 points. At least two retailers reported the Idea company in Poor category. As an overall picture this may be concluded that majority of the respondents were with either very good or good choices for almost all the three service providers.

2. Thinking about the TIME TAKEN FOR ACTIVATION OF NUMBER? How will you describe the OVERALL ACTIVATION TIME ?
COMPANY NAME AIRTEL VODAFONE IDEA EXCELLENT 6 10 7 VERY GOOD 18 18 13 GOOD 19 14 13 FAIR 5 7 14 POOR 2 1 3

20 18 16 14 12 10 8 6 4 2 0 EXCELLENT VERY GOOD GOOD FAIR POOR AIRTEL VODAFONE IDEA

STATISTICAL GRAPH REPRESENTING RETAILER RESPONSE BASED ON NUMBER ACTIVATION TIME DURATION INTERPRETATION:From the above figure we can easily find the overall Time taken for activation of the Airtel, Vodafone, and Idea. Its clearly observable that the Vodafone

49

and Airtel are close in Very good category. Whereas idea is 14 level of fair category as per the Vodafone and Airtel. The category of good position is high in a Airtel. In excellent category of choices Vodafone was noticed on topmost scoring 10 points. As an overall picture this may be concluded that majority of the respondents were with either very good or good choices for almost all the three service provider 3. Thinking about the SALES TEAM from each company. How will you rate the sales team on specific attributes? Please use the card to give you response on Idea, Airtel, Vodafone.

COMPANY NAME AIR TEL VODAFONE IDEA

EXCELLENT 8 15 3

VERY GOOD 22 18 16

GOOD 18 14 20

FAIR 2 3 11

POOR 0 0 0

25 20 15 10 5 0 EXCELLENT VERY GOOD GOOD FAIR POOR

AIR TEL VODAFONE IDEA

STATISTICAL GRAPH REPRESENTING RETAILER RESPONSE BASED ON SALES TEAM

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INTERPRETATION:As per the table about feedback the services, it can be analyzed that Vodafone sales team was noticed superior in excellent category whereas Airtel was shown in very good category of remarks. Bestsales person which can be inferred from bar chart where Vodafone is excellent highest has got 15 points and is followed by Airtel is highest in very good with 22. Whereas Idea is highest in good sales team, this is achieve 20 points.Idea is also fair in a high position and the sales team is a better in scenario table of Vodafone and Airtel is a good sales department in the markets and retailer feedback. Retailer for a single day in case of EasyRecharge. So here we can clearly see that higher the visit of sales person, the more satisfied the 0retailer is. So sales frequency has a direct co-relation with the satisfaction level of the retailers. This can be ascertained by looking into the first chart where sales frequency has been depicted.

4. THINKING ABOUT THE POS MATIRIAL FROM EACH COMPANY. HOW WILL YOU RATE THE OVERALL POS MATERIAL SUPPLY AND QUALITY FOR EACH OF THE COMPANY ? VERY GOOD 19 20 15

COMPANY NAME AIR TEL VODAFONE IDEA

EXCELLENT 4 6 2

GOOD 19 15 20

FAIR 8 9 11

POOR 0 0 2

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25

20

15 AIR TEL VODAFONE 10 IDEA

0 EXCELLENT VERY GOOD GOOD FAIR POOR

STATISTICAL GRAPH REPRESENTING RETAILER RESPONSE BASED ON POSMATERIAL SUPPLY.

INTERPRETATION:From the above table we can easily find out the responses given by the Retailers. Here it can be very clearly seen from the above table Vodafone is on highest position in table of excellent category and Airtel. Vodafone is scoring 20 and Airtel is with 18 points in very good category. Idea is also with 20 points highest in good category of a market in the see at the above chart. Idea is also on high position in fair of the pose and material supply. The overall feedback retailers in pose and quality wise are very high position in Vodafone.

52

5. Thinking about the availability of forum to communicate issues from each company. How will you rate the Availability of forum to communicate issues for each of the company?

COMPANY NAME AIR TEL VODAFONE IDEA EXCELLENT 6 2 0

VERY GOOD 1 6 3 GOOD 18 18 12 FAIR 15 10 15 POOR 10 14 20

25

20

15 AIR TEL VODAFONE 10 IDEA

0 EXCELLENT VERY GOOD GOOD FAIR POOR

STATISTICAL GRAPH REPRESENTING RETAILER RESPONSE BASED ON COMMUNICATION FORUM.

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Interpretation From this analysis it can be visualised that in terms of Availability of form to communicate retailers feedback of problem. This chart says that the Airtel is on highest position in communication then Vodafone. In the very good scenario Vodafone is highest and it is on the 2nd position. Vodafone and Airtel are on similar position in Good category of choices on feedback of retailers. Idea in comparison to Vodafone is on poor choice and Airtel is

following the both. This is a feedback trend of different markets in a NCR zone.

6. AVAILABILITY OF SIGNAGE IN FRONT OF SHOP VODAFONE, SELFS BOARD & OTHER COMPANY BOARD ? VODAFONEs Board OTHERS COMPANYs Board

SELFS Board

20

16

14

other, 14

vodafone's Board, 20

self's Board, 16

STATISTICAL GRAPH REPRESENTING RETAILER RESPONSE BASED ON SIGNAGE BOARD PROVISION.

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7.

HOW MUCH RETAILERS VODAFONE SUPER STAR MEMBERSHIP PERCENTILE ?

MEMBERSHIP VSS

DON'T MEMBERSHIP VSS

24

26

DON'T MEMBERSHIP VSS 52%

MEMBERSHIP VSS 48%

GRAPHICAL REPRESENTING PERCENTILE VSS.

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8.

AVAILABILITY OF SIDE WALL HANG IN SHOP VODAFONE, OTHER COMPANY, DONT HAVE SIDE WALL HANG ?

VODAFONE SIDE WALL

OTHER COMPANY SIDE WALL

DON'T HAVE SIDE WALL

11

13

26

FEEDBACK PERCENTILE
VODAFONE SIDE WALL DON'T HAVE SIDE WALL OTHER COMPANY SIDE WALL

22%

52% 26%

STATISTICAL GRAPH REPRESENTING RETAILER RESPONSE TOWARDS SIDE WALL HANG.

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9.

MONTHLY ACTIVATION ON RETAILER VODAFONE, AIRTEL, IDEA?

AIRTEL MTD

VODAFONE MTD

IDEA MTD

1486

2549

1709

MONTHLY ACTIVATION

IDEA MTD 30%

AIRTEL MTD 26%

VODAFONE MTD 44%

STATISTICAL FIGURE BASED ON PERCENTILE MTD

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58

MACRO ANALYSIS:
We can easily find the Time Taken for Activation Airtel, Vodafone, idea.

Its a clearly watch the quality purpose excellent position in a Vodafone and the very good is similar to Vodafone and Airtel. The good table look at Airtel is highest and fair is a highest in idea. This is scenario of a daily visit in a retailer of a different market in a NCR Zone.

From a Retailers point of view, it is always expected that the person of a company visit in a retailers shop in a all type of problem solve the company.

It can be clearly found out that Retailers are most satisfied with Airtel and Vodafone in terms of Time taken for activation of number. So here Vodafone is ahead excellent of overall activation and the very good is similar in Vodafone and Airtel and the good is highest in Airtel, fair highest is idea.

The point of view overall activation time is Vodafone andAirtel is the best perform As per the data gathered, Excellent, very good, good, fair, poor in terms of data feedback of retailers.

It can be analyzed that Vodafone sales team excellent and the very good sales team highest in airtel. The good sales team highest idea and the fair is also idea of the study of table.

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 The sales team work to different- different type of a favor of retailers then the retailers satisfied of a company retailers want a more profit in a sales the product and best opportunity in retailers. Best sales person which can be inferred from bar chart where Vodafone is excellent highest has got 15 points and is followed by Airtel is highest in very good with 22 scores. Whereas idea highest in good sales team this is achieve 20 points.

The major reasons behind the fact that Airtel is the clear winner in case of sales person can be summarized as; Airtel sales person are a good listener, they inform in advance about the schemes to the Retailer, provide quick service and are efficient, are co-operative and helpful, have quick problem solving ability, receives Retailers call and reverts back in time, behaves like a friend, educates and update Retailers about various schemes and product resolves complaints quickly, whenever needed visits the Retailer twice in a day has got serious attitude towards his job, behaves decently, and if at times need provides credit to the Retailer for a single day in case of Easy-Recharge.

The higher visit of sales person, the more satisfied the retailer is. So sales frequency has a direct co-relation with the satisfaction level of the retailers. This can be ascertained by looking into the first chart where sales frequency has been depicted.

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S.W.O.T Analysis
Strength: Vodafone has a brand image. It has a high quality communicate company. It has a direct attract customer. It has a pool of dedicated and hardworking Empowerment.
Experienced market player.

Weakness: Company does not provide credit to retailers Company. Company has no proper promotion strategy. Company has no proper replacement procedure. Fewer margins to retailers. There is Lack of availability. Distribution is not up to the mark in every area. Lack of salesmen and distributor in some areas in Delhi.

Opportunity: Sale can be increased by providing the replacement offer to retailers. Increase in retailer margin can enhance the sale of Vodafone services. Focused approach towards small market can also increase the sale of Vodafone. New schemes can be provided to the retailers to attract them to push the sale of Vodafone services.
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 Regular supply can be easily compete the competitors and increase its own sale.

Threats: More competitors are entering in the market. Competitors are providing more margins to retailers. Competitors also giving replacement facility to retailers. Competitors providing regular supply and strong distribution channel. Competitors also reaching to small market.

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SUMMARY
The development of the telecom sector has experienced a major process of transformation in terms of its growth, technological content and market structure in the last decade. The study aims to analyses that with the increase in competition in the telecom service, higher levels of Retailer satisfaction with affordable price for end users and improved quality of services are achieving or not . The study also shows whether the Retailer who deals with various service providers product and service are satisfied with the service quality and allied parameter attached to it or not. As competition in telecom sector is increasing day by day and all operators are in a run to increase their subscriber base, at times tend to ignore the satisfaction level of the Retailers, who play a vital role in delivering the end service to the customer. The operators in order to lure customer, comes out with attractive customer schemes but in spite of increase in their subscriber base and revenue, sometimes neglects the Retailers satisfaction and profitability.

So this study is a one of a kind study where an attempt has been made to know the Retailers preference and behavior they show towards particular operators product and services and their level of satisfaction while dealing with those.

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RECOMENDATIONS TO VODAFONE
After the completion of the whole survey and going through the observations and findings, I would like to put forward certain opinions from my end, which will definitely help Vodafone as a service provider to increase the satisfaction level of retailers. My recommendations are Regarding sales frequency, Vodafone should try to increase the salesfrequency of its DSE/FOS. As they are the one who represents thecompany in front of the retailers, so their regular visit highly impacts the behavior of the retailer and creates a better bonding between the retailerand company.

Vodafone should try to increase the efficiency of its sales person. Propertraining should be given to them where they should be told as how toimprove relation with the retailers, become a good listener, perform theirduties efficiently so that overall satisfaction level of retailers can beincreased.

Now regarding the Service Quality, Vodafone should try to improve itsoverall service quality by responding to the problems of retailers in time,by incorporating a more helping attitude, by providing fast service andhaving an empathetic look towards the retailers problem.

There should be constant monitoring of the distributors activities as anylapse in duties from their end highly affects the retailers and bring badname for the company. As from the survey it came to light that a lot ofretailers are there who just because of lack of proper distributor servicegive away business to other rival service provider.

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Vodafone should try to stop frequent DSE/FOS churn done by the distributors, which is not appreciated by the retailers. Because of highest churn retailers feel that they are not able to have a proper bonding with them which is most required to serve the customers well.

From the survey it also came to light that Vodafone is slow in processing (i.e. verification, simcard delivery and activation) as a result of which retailers face harassment and do not feel motivated to influence customers for Vodafone. As a result of which lot of business for Vodafone actually gets churned away to other operators who provide fast processing. So Vodafone should also try to improve upon this factor.

Vodafone as a new entrant should try to match the network availability With other operators operating within the state, in the absence of which retailers find it difficult to convince customers on the ground of network coverage.

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BIBLIOGRAPHY
Books: Kotler Philip and Keller; Marketing Management; PHI, New Delhi Kapoor, jagdeep; 24 Brand Mantras; Sage publication; new delhi. Kotler, Philip, Kevin Keller, A. Koshy and M. Jha, Marketing Management in South Asian Perspective, Pearson Education, New Delhi Kerin, Hartley, Berkowtz and Rudelius, Marketing, TMH, New Delhi Etzel, Michael J, Marketing: Concepts and Cases, TMH, New Delhi Lovelock, Christopher, Wirtz, Jocken and Chatterjee, Jayanta, Service Marketing people, technology, Strategy, Pearson Education, New Delhi. Soloman, Michael R, consumer behavior- Buying, Having and Belhg; Pearson Education; New delhi.

Websites:
1. www.vodafone.in 2. Yahoo.com 3. www.google.com 4. www.wikipedia .org

5. www. Scribd.com 6. www.vodafone delhi zones 7. www. Vodafone India

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