PROJECT REPORT

On

VALUE ADDED SERVICES

(EAT ALL YOU CAN)

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF

Bachelor of Business

Administration

Submitted to:

Submitted By:

Mrs Indu Singh (HOD BBA, Department)

Jitendra Singh Lodhi Roll No. 09098 BBA (VIth Sem)

Institute of Information Management & Technology (IIMT) Aligarh-2009-10

INSTITUTE OF INFORMATION MANAGEMENT AND TECHNOLOGY ALIGARH

ACKNOWLEDGEMENT

In the preparation of present project. I wish to acknowledge my thanks and gratitude to Mrs. Indu Singh (H.O.D.) for her kind help and assistance. It would have been difficult to complete it successfully without her kind and noble guidance at each and ever y step. Finally, I wish to pay my sincere gratitude to dear Mr. S.K. N. Singh and Director Mr. Pankaj Mahelwar for their support at various stage during this project and also to all my friends for their valuable help throughout this work.

Words fail me in expressing my regard to my parents who are the main source of the encouragement and inspiration in our life. Jitendra Singh Lodhi

PREFACE
Bachelor Business Administration is a course, which combines both theory and its applications as its contents of study in the field of management. As part and parcel of this course, every aspirant has to undergo an in company training in an organization. The purpose of this training is to expose the student of management sciences with real life situations existing in the organization and to provide an insight into the various functions who can visualize things what they have been taught in classrooms. Actually, it is the life force of management. It is in practical training that the effectiveness of management itself is realized. I was fortunate enough to do my training in AIRCEL DISHNET LTD. As a complementary to training, every trainee has to prepare and submit a report on the working of the organization. This report is in continuation of that tradition. It is an attempt to present an account of practical knowledge and observations gathered during the training. Jitendra Singh Lodhi

DECLARATION
I hereby declare that the project report on VALUE ADDED SERVICE IN AIRCEL pvt.ltd. is written and submitted by me to Institute of Information Management & Technology, Aligarh, towards the fulfillment for the study of BBA. This project is

based on my knowledge and database gained from the company. The report written is original work of me. The contents provided are true to the best of my knowledge and belief. I further declare that, this project report is not been copied and submitted to any other university for any other degree, or requirement course.

Jitendra Singh Lodhi Roll. No:- 09098

TABLE OF CONTENTS
1. INTRODUCTION  About telecom sector in India.  Basic structure of Indian telecom.  Telecom in J&k.
2. COMPANY PROFILE

 AIRCEL in Jammu and Kashmir  Value added service ( VAS )

3. ABOUT THE PROJECT

 Targets and Tasks Assigned

4. RESEACH METHODOLOGY

 PROBLEM DEFINATION  RESEARCH DESIGN  Type of research design  Method of collection data  Scaling technique  Sampling technique  Field work
5. METHODOLOGY DATA ANALYSIS 6. FINDINGS 7. RECOMMENDATIONS & SUGGESTIONS 8. ANNEXURES

9. BIBLIOGRAPHY

INTRODUCTION
TELECOMMUNICATION
The word telecommunication was adapted from the French word telecommunication. It is a compound of the Greek prefix tele -, meaning

'far off', and the Latin communicare, meaning 'to share'. Telecommunication is the transmission of signals over a distance for the purpose of communication. In modern times, this process almost always involves the sending of electromagnetic waves by electronic transmitters but in earlier years it may have involved the use of smoke signals, drums or semaphore. Today, telecommunication is widespread and devices that assist the process, such as the television, radio and telephone, are common in many parts of the world. There is also a vast array of networks that connect these devices, including computer networks, public telephone networks, radio networks and television networks. Computer communication across the Internet, such as e-mail and instant messaging, is just one of many examples of telecommunication. The basic elements of a telecommunication system are:
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a transmitter that takes information and converts it to a signal for transmission

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a transmission medium over which the signal is transmitted a receiver that receives and converts the signal back into usable information

Often telecommunication systems are two -way and devices act as both a transmitter and receiver or transceiver. For example, a mobile phone is a transceiver. Telecommunication over a phone line is called point-to-point communication because it is between one transmitter and one receiver, telecommunication through radio broadcasts is called broadcast communication because it is between one powerful transmitter and numerous receivers. A collection of transmitters, receivers or transceivers that communicate with each other is known as a network. Digital networks may consist of one or more routers that route data to the correct user. An analogue network may consist of one or more switches that establish a connection between two or more users. For both types of network, a repeater may be necessary to amplify or recreate the signal when it is being transmitted over long distances. This is to combat attenuation that can render the signal indistinguishable from noise. The shaping of a signal to convey information is known as modulation. Modulation is a key concept in telecommunications and is frequently used to impose the information of one signal on another. Modulation is used to represent a digital message as an analogue waveform. This is known as keying and several keying techniques exist these include phase-shift keying, frequency-shift keying, amplitude-shift keying and minimum-shift keying. Bluetooth, for example, uses phase-shift keying for exchanges between devices.

HISTORY OF GSM

The Group Special Mobile (GSM ) was created in 1982 by European Conference of postal and Telecommunications Administrations (CEPT) with the objective of developing a standard for a mobile telephone system that could be used across Europe. In 1989, GSM responsibility was transferred to the European Telecommunications Standards Institute (ETSI).The phase I of the GSM specifications were published in 1990. The first GSM network was launched in 1991 by Radiolinja in Finland. By the end of 1993, over a million subscribers were using GSM phone networks The growth of cellular telephone systems started in the early 1980s, particularly in being operated by 70 carriers across 48 countries.

The Global System for Mobile communications (GSM: originally from Group Special Mobile) is the most popular standard for mobile phones in the world. GSM service is used by over 2 billion people across more than 212 countries and territories. The ubiquity of the GSM standard makes
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international roaming very common between mobile phone operators, enabling subscribers to use their phones in many parts of the world. From the point of view of the consumers, the key advantage of GSM systems has been higher digital voice quality and low cost alternatives to making calls such as the Short Message Service (SMS). The advantage for network operators has been the ability to deploy equipment from different vendors because the open standard allows easy inter-operability. Like other cellular standards GSM allows network operators to offer roaming services which mean subscribers can use their phones all over the world. GSM is a cellular network, which means that mobile phones connect to it by searching for cells in the immediate vicinity. GSM networks operate in four different frequency ranges. Most GSM networks operate in the 900 MHz or 1800 MHz bands. Some countries in the Americas (including the United States and Canada) use the 850 MHz and 1900 MHz bands because the 900 and 1800 MHz frequency bands were already allocated.

The GSM logo is used to identify compatible handsets and equipment. There are four different cell sizes in a GSM network
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macro Micro
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Pico Umbrella cells.

The coverage area of each cell varies according to the implementation environment. Macro cells can be regarded as cells where the base station antenna is installed on a mast or a building above average roof top level. Micro cells are cells whose antenna height is under average roof top level; they are typically used in urban areas. Pico cells are small cells whose diameter is a few dozen meters; they are mainly used indoors. Umbrella cells are used to cover shadowed regions of smalle r cells and fill in gaps in coverage between those cells. The network behind the GSM system seen by the customer is large and complicated in order to provide all of the services which are required. It is divided into a number of sections and these are each covered in separate articles.
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The Base Station Subsystem (the base stations and their controllers). The Network and Switching Subsystem (the part of the network most similar to a fixed network). This is sometimes also just called the core network.

The GPRS Core Network (the optional part which allows packet based Internet connections).

All of the elements in the system combine to produce many GSM services such as voice calls and SMS

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Subscriber identity module(SIM)

One of the key features of GSM is the Subscriber Identity Module (SIM), commonly known as a SIM card. The SIM is a detachable smart card containing the user's subscription information and phonebook. This allows the user to retain his or her information after switching handsets. Alternatively, the user can also change operators while retai ning the handset simply by changing the SIM. Some operators will block this by allowing the phone to use only a single SIM, or only a SIM issued by them; this practice is known as SIM locking, and is illegal in some countries. In the United States, Canada, Europe and Australia, many operators lock the mobiles they sell. This is done because the price of the mobile phone is typically subsidised with revenue from subscriptions and operators want to try to avoid subsidising competitor's mobiles. A subscriber can usually contact the provider to remove the lock for a fee, utilize private services to remove the lock, or make use of ample software and websites available on the Internet to unlock the handset themselves Some providers will unlock the phone for free if the customer has held an account for a certain period. Third party unlocking services exist that are often quicker and lower cost than that of the operator. In most countries removing the lock is legal. In countries like India, Pakistan, Indonesia, Belgium, etc., all phones are sold unlocked. However, in Belgium, it is unlawful for operators there to offer any form of subsidy on the phone's
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price. This was also the case in Finland until April 1, 2006, when selling subsidized combinations of handsets and accounts became legal though operators have to unlock phone free of charge after a certain period (at most 24 months).

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CHANGES WITH THE CHANGING TECHNOLOGY

Technological changes in telecommunications and computers have radically changed the business scenario. In turn, the new demands of business have spurred many telecom-based technological innovations. In order to exploit these innovations for competing in global markets, the business community the world over has been putting pressure on gov ernments to revise the policy, regulation, and structure of the telecom sector. Several Countries across the world have responded by restructuring the state controlled telecom service provider, increasing private participation, and deregulating service provision. The emergent organizations have attempted to be more responsive to the business needs and have evolved mechanisms to remain competitive even under tremendous pressures. Over the past several years, developing countries have also recognized the important role a responsive, business-oriented, and technologically advanced telecom sector plays in the growth of the economy. Many developing countries now see the constraints of estate monopoly in telecom as standing in the way of a response to the twin cha llenges of spurring internal growth and competing in an increasingly global economy. Past experience of reform across many countries suggests that the fundamental issue that must be addressed in telecom reform is effective separation of the basic functions of policy making, operational management, and regulation (ITU Report 1989). The
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Second level of consideration is access to capital and human resources. The third level of concern is the introduction of competition for efficiency. Competitions perhaps more important than right ownership, if ever there was anything like it, in bringing about efficiency. The Indian telecom sector was wholly under government ownership until 1984, and was characterized by underinvestment, outdated equipment, and growth well below the potential of the market. In the mid -1980s, telecom was included by the government as a part of the so-called .Technology Missions a set of dedicated, welfare-oriented, and well focused programmes then implemented at national level.

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The DoT and the Precursor to Reform

In one of the earliest steps towards reforms and boosting indigenization efforts, the government set up the Centre for Development of Telematics (C-DOT) in 1984 with the objective of initiating and managing research in the switching and transmission segments. Subsequently, the government separated the Department of Post and Telegraph in 1985 by setting up the Department of Post and the Department of Telecommunications. In 1986 two new public sector corporations. The Mahanaga r Telephone Nigam Limited (MTNL) and the Videsh Sanchar Nigam Limited (VSNL).were set up under the Department of Telecommunications (DoT). The MTNL, which was carved out of the Dot, took over the operation, maintenance, and development of telecom services in Bombay and New Delhi. The VSNL was set up to plan, operate, develop, and accelerate international telecom services in India. The government created the corporate organizations in orderto allows decision making autonomy and flexibility and facilitates public borrowings that would not have been possible under a government framework. However, policy formulation, regulation, and several key decision areas remained with the DoT.
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A new organization, the Telecom Commission, was created in 1989 with a wide range of executive, administrative, and financial powers to formulate and regulate policy and prepare the budget for the DoT. The Telecom Commission had four full-time members managing technology, production, services, and finance and four part-time members representing the Planning Commission, Department of Finance, Department of Industry, and Department of Electronics. The creation of the MTNL, its subsequent operations, and the relationship of the personnel employed in the MTNL to their counterparts in the DoT raised questions about the organizational structure most suited for this sector. Therefore, in 1991, upon government initiative, the high-powered Athreya Committee submitted a report on the appropriate organizational structures for this sector. The report recommended:  Placing both policy and regulatory mechanisms under the Telecom Commission.  Breaking up of the DoT into zonal corporations under the government.  Setting up of a corporation, initially in the public sector, to handle the long-distance network.  Allowing value-added services (VASs) to be provided by the private sector.

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 Indicating general liberalization in production of equipment giving autonomy to R&D and training institutions.  Subsequently, other studies for reforms had been commissioned, but in the absence of public debate, and employee and union concerns regarding the consequences of implementation.  The government did not formally adopted any report.. Since 1997, there were several statements in the media by key decision make rs and the Communications Minister calling for corporatization of the DoT. However, there was very little public information or debate regarding the sequence of decisions leading to corporatization or the form of corporate structure.  Since 1995, there was increasing pressure from international organizations such as the WTO to review the monopoly status of theVSNL and the Dots monopoly in international long -distance communication respectively. The government had undertaken to  Review the monopoly status of the VSNL in 2004 and the possibility of opening of long distance in 1999.  The VSNL continued to have a monopoly over international telecom and broadcast transmission. It had planned to enter the long-distance market but the DoT hampered its plans. In 1999, the government created the Department of Telecom Services (DTS), whos Secretary was appointed from the Indian Telecom Services (ITS) cadre, and the
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DoT from the erstwhile the DoT, whos Secretary was appointed from the Indian Administrative Services (IAS). This was done ostensibly to separate the service provision component (DTS) from that of policy making (DoT). In reality this was to accommodate the conflict caused by the governments decision to appoint a Secretary to the department from the IAS, as DoT employees wanted the Secretary to be from the ITS. When the DTS Secretary retired, the government appointed an IAS officer in his place, which again led to agitation and further bifurcation of the DTS into the Department of Telecom Operations (DTO) and DTS. The DTS was to be headed by an IAS officer responsible for the MTNL, VSNL, Telecommunications Corporation of India Limited (TCIL), Indian Telephone Industries Ltd. (ITI), and Hindustan Teleprinters Limited (HTL) as well as for formulating the strategy for corporatization. The DTO was responsible for managing the telecom network.  The governments view has been that a person from outside the ITS cadre would be better able to oversee the corporatization of  the DoT since in the past senior management of the erstwhile DoT, mostly from the ITS, had resisted any kind of change  Although an outsider Secretary was ostensibly to facilitate corporatization, it is not clear how, without the requisite mandate from the employees and especially the senior managers, he/s he would
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be able to lead such a major task. This is not to say that the ITS cadre was better equipped to handle this task. What was missing was an overall strategy and an indication of the direction of change to inform the administrative changes. The gover nment seemed to view corporatization as an administrative decision rather than a process.  The Athreya Committee report as well as subsequent reports on restructuring may be viewed as the initiation of a process of  examining organizational options. The repo rts, however, did not accord due attention to the need for autonomy in financial and  Operational decision making. Management incentives that would have allowed these organizations to increase profitability and raise capital from markets had been only very sketchily outlined Thus access to capital would have been a problem.  Besides the limitations, the suggested changes were superficial since most .restructured. Organizations showed too much of a  Control and rule orientation and continued to work in much the same manner as before.  Inability of top management and political executives to address the need to make the DoT more competitive could be cited as a failure. Given the large base of employees who had been entrenched in a typical bureaucratic mode of funct ioning providing

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 Customer orientation and a commercial approach were, and continue to be, the most difficult tasks. The DoT had no specific training policy in this regard. Though there were several training centers, these were not equipped to provide manag ement training. The restructuring was far more concerned with form than content.  Areas like identifying the mechanisms for acquiring new core  Capabilities, developing appropriate incentives, and nurturing a climate in which change could take place were la cking.

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Telecommunications Regulatory Authority of India (TRAI)

The Telecommunications Regulatory Authority of India or TRAI (established in 1997) is the independent regulator established by the Government of India to regulate the telecommunications business in India. Notwithstanding anything contained in the Indian Telegraph Act, 1885, the functions of the Authority shall be to(a) Make recommendations, on a request from the licensor, on the following matters, namely: (i) need and timing for introduction of new service provider; (ii) terms and conditions of license to a service provider; (iii) revocation of license for non-compliance of terms and conditions of license: (iv) Measures to facilitate competition and promote efficiency in the operation of such services. (v) Technological improvements in the services pro vided by the service providers.
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telecommunication services so as to facilitate growth in

(vi) Type of equipment to be used by the service providers after inspection of equipment used in the network. (vii) measures for the development of telecommunication technology and any other matter relatable to telecommuni cation industry in general; (b) Discharge the following functions, namely:(i) ensure compliance of terms and conditions of license; (ii) notwithstanding anything contained in the terms and conditions of the license granted before the commencement of t he Telecom Regulatory Authority (Amendment) Ordinance,2000, fix the terms and conditions of inter-connectivity between the service providers; (iii) Ensure technical compatibility and effective inter -connection between different service providers. (iv) regulate arrangement amongst service providers of sharing their revenue derived from providing telecommunication services; (v) lay down the standards of quality of service to be provided by the service providers and ensure the quality of service and conduct the periodical survey of such service provided by the service providers so as to protect interest of the consumers of telecommunication services; (vi) lay down and ensure the time period for providing local and long distance circuits of telecommunication between different service providers;

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(vii) maintain register of interconnect agreements and of all such other matters as may be provided in the regulations; (viii) keep register maintained under clause (viii) open for inspection to any member of public on payment of such fee and compliance of such other requirement as may be provided in the regulations; (ix) ensure effective compliance of universal service obligations: (c) Levy fees and other charges at such rates and in respect of such services as may be determined by regulations. (d) Perform such other functions including such administrative and financial functions as may be entrusted to it by the Central Government or as may be necessary to carry out the provisions of this act. Provided that the recommendations of the Authority specified in the clause (a) of this sub-section shall not be binding upon the Central Government: Provided further that the Central Government shall seek the

recommendations of the Authority in respect of matters specified in subclauses (i) and (ii) of clause (a) of this sub-section in respect of new license to be issued to a service provider and the Authority shall forward its recommendations within a period of sixty days from the date on which that Government sought the recommendations: Provided also that the Authority may request the Central Government to furnish such information or documents as may be necessary for the purpose of making recommendations under sub -clauses (i) and (ii) of clause (a) of
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this sub-section and that Government shall supply such information within a period of seven days from receipt of such request: Provided also that the Central Government may issue a license to a service provider if no recommendations are received from the Authority within the period of specified in the second provision or within such period as may be mutually agreed upon between the Central Government and the Authority. Provided also that if the Central Government has considered that recommendation of the Authority comes to a pr ima facie conclusion that such recommendation cannot be accepted or needs modifications, it shall, refer the recommendations back to the Authority for its reconsideration.

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Milestones in Telecom Reforms

 1984 Manufacturing of subscriber terminal equipment opened to private sector.  1985 Telecom was constituted into a separate department with a separate board.  1986 MTNL and VSNL created as corporations.  1988 Government introduces in -dialing scheme. PABX services only within a building, or in adjoining buildings.  1989 Telecom Commission formed.  1991 Telecom equipment manufacturing opened to private sector. Major international players like Alcatel, AT&T,  Ericsson, Fujitsu, and Siemens entered equipment manufacturing market.  1992 VAS sector opened for private competition.  1993 Private networks allowed in industrial areas.  1994 Licenses for radio paging (27 cities) issued.  May 1994 New Telecom Policy announced.  September 1994 Broad guidelines for private operator entry into basic services announced.  November 1994 Licenses for cellular mobiles for four metros issued.

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 December 1994 Tenders floated for bids in cellular mobile services in 19 circles, excluding the four metros, on a duopoly basis.  January 1995 Tenders floated for second operator in ba sic services on a circle basis.  July 1995 Cellular tender bid opened.  August 1995 Basic service tender bid opened; the bids caused lot of controversy. A majority of bids were considered low.  December 1995 LOIs issued to some operators for cellular mobile operations in circles.  January 1996 Rebidding takes place for basic services in thirteen circles. Poor response.  The Telecom Regulatory Authority of India (TRAI) formed by ordinance.  October 1996 LOIs being issued for basic services.  March 1997 The TRAI Act passed in Parliament.  June 1998 Several VASs available through private operators. The first private basic service becomes operational.  March 1999 Announcement of National Telecom Policy.  January 2000 Amendment to the TRAI Act.  August 2000 Announcement of Domestic Long Distance Competition Policy.  October 2000 Planned Corporatization of DoT.
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BASIC STRUCTURE OF INDIAN TELECOM

Ministry of Communication & Information Technology

Licensor Dept of Telecom Unified License Operators Fixed Line Operators Regulator Telecom Regulatory Authority of India National Long Distance Operators CDMA International Long Distance Operators Judiciary Telecom Dispute Settlement Appellate Tribunal Wireless Operators GSM 900 & 1800 1800Mhz

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EVOLUTION OF THE INDIAN TELECOM MARKET

1. Penetration and growth

The Indian cell phone market essentially started in 1992 with the sale of licenses, which enabled the private sector to participate in the industry (COAI, 2006). In 1994, cellular service licenses were granted for the major metropolitan areas. This then expanded to 15 circles in the following yea r. Services were rolled out in 1995 with Kolkata becoming the first city to get a cellular network in August 1995. However, in December 2000 5 years after launch of cellular licenses penetration was still quite low. In fact, there were only about 3.2 million subscribers, primarily in the major cities and large towns. The major driver for change was the Telecom Regulatory Authority of India (TRAI).TRAI was instituted in 1997, and soon started building policies and regulations to push prices downward and spur competition. By December 2004, there were about 93mn phones in the country, of which 48mn subscribers were cellular (TRAI, Dec. 2005). The number of cellular phone users increased to about 76mn in December 2005 and about 89mn phones in March 2006 (Financial Express, Apr 2006) This trend indicates a CAGR of over 30%. Jorma Ollila, Chairman and CEO of Nokia, recently commented that India is amongst the top 5 telecom markets in the world

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(Light reading 2006) when he visited the country to reiterate hi s firms commitment to the market. Indeed, no other country in the world has added 4-5mn mobile phones per month. Exhibit 1 shows the growth of the postpaid and prepaid market in India, including prediction for 2010.
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The Indian wireless market has both CDMA and GSM network operators. CDMA operators entered the picture and grew rapidly Reliance, which owns about 70% of the CDMA market currently with ~ 20.44 mn subscriptions, grew at over 114% year -on year in 2002-03 one of the most explosive phone launches ever ( TRAI Jun 2003, Financial Express, Apr 2006). The overall CDMA subscriber base, though, is still about 22.2% of the market with Tata Teleservices taking up most of the remaining CDMA share. The GSM players account for the remaining ~78% - with a market that is less dominated by one player. Bharti, state -owned BSNL, and Hutch control the largest parts of this market and have been adding subscribers at an impressive pace. As of April 2006, Bharti was the largest player by far, with 30.37 mn subscribers. BSNL had a subscriber base of 20.44mn, followed closely by Hutch with 22% of the GSM market and an overall share of 15.02%. The Telecom Regulatory Authority of India overseas the evolution of this market. Since its establishment in 1997, this agency has made many key
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judgments including statements on tariffs, quality of service, next generation networks, etc. TRAI also releases quarterly reports on the state of the telecom industry with special emphasis on tariffs, interoperability between networks, and usage (TRAI). Since Indian regulation makes it difficult for network operators to also sell phones (due to revenue share agreements), there is a completely parallel market for users to buy phones. In the GSM space, users go to handset providers to buy phones and then to network operators to get network services. Most global handset manufacturers are present in India with Nokia leading the pack by far. In 2005, more than 31mn handsets were sold. Of this, Nokia captured about 60% share over 18mn phones in one year. Motorola, which has a smaller share, is seeing growth with the introduction of more advanced phones including its Razr platform. Samsung, LG and Sony Ericcson all have reasonable market share as well with LG catering almost exclusively to the CDMA space through a tie -up with Reliance.

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THE INDIAN MARKET BASIC DEMAND TRENDS

Demand for cellular services is interesting for a variety of reasons. Before catering to this market, service providers must consider unmet needs, price sensitivity, diversity in consumer profiles, and the skew in urban -rural markets. 1. Unmet needs Current Indian teledensity is 11.43 (i.e. only 11.43 phones both cellular and fixed line exist per 100 people) While that points to a staggering ~ 125mn phones already in the market, it also points to a large unmet demand. Specifically, peer countries have much higher teledensity. China has a mobile teledensity of 28.3 while in Malaysia, that number is 77. If India is to attain Chinas teledensity in 5 years up from its current penetration of ~ 7%, this implies an almost 4x increase in the number of phones. This would lead to demand for about 210mn additional phones in that time. 2. Young, growing, consuming market More than 95% of Indias population is under the age of 65.70% of the countrys citizens are below the age of 36, and half of those are under 18. (Bharadwaj etal, 2005; Wikipedia; Census Maps; Answers.com). Further, the standard of living has been increasing: only 26% of the population is below the pover ty line now, compared to over 50% in the mid-70s. (Sinha, Jayant, 2005) Thus, the young, mobile segment of the population is quite large and more connected
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than any previous generation. In addition, it earns more and is more willing to spend on convenience products than previous generations. In fact, in some instances, consumer products like cell phones now have are a symbol of status. Young consumers are willing to buy new phones and are constantly looking for good deals and the opportunity to trade up to better products. 3. Value sensitivity The Indian consumer is also very price sensitive. Product managers have found that consumers in India will not buy products unless there is a clear value proposition at the lowest possible price. For instance, Nokia successfully introduced a customized version of their 1100 phone with features uniquely tailored to India dust-resistant body and a built-in flashlight making it very popular among truck drivers (Bharadwaj et al, 2006). The phone itself retails for about $40. Indians also expect a high quality of services at the lowest possible tariff rate. Thus, tariffs in India for voice services are among the lowest in the world. While average American carrier charges about 30-40 cents per minute, the corresponding rate for an Indian carrier is only about 2 cents per minute. (Cingular, T - Mobile, TRAI Dec 2006). 4) Pre-paid rules Indian consumers choose plans and tariff structures that minimize monthly expenditure. Further, they also choose tariff plans th at let
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them switch easily especially since they shop on price. Thus prepaid SIM cards are the dominant method of revenue generation. With this scheme, consumers buy a SIM card to use in their phones with a set amount of money on it (say ~$10). In addition, since receiving calls in India is free, very often consumers will only receive calls on their phones. And almost every cellular company has also introduced free incoming plans for 1 2years & lifetime free incoming plans. Thus, revenues per user are low, with pre-paid users contributing ~$5.6 per month. While the average post-paid user spends much more contributing ~$19 per month this is a small segment of the market in India. In 2006, for example, over 95% of new phone additions were pre -paid plans. (TRAI Dec 2006) (See Exhibit 1 for potential growth of pre-paid vs. post-paid in India). 5)Rural vs. Urban Market While growth in India is significant, there is a large difference between urban and rural markets. Teledensity varies wildly. Fo r example, cities like Mumbai, Delhi, Chennai, and Kolkata have a teledensity around 49% while Circles B and C (which include far -less urban states) see a penetration of 2.6% (See Exhibit 7 for market penetration in India varied by geographical areas). Asl o, service providers pay Access Deficit charges to subsidize the (mainly government run) players that serve the unprofitable rural markets.
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However, as network operators run into an increasingly saturated market in cities, they are slowly turning to rural areas to grow. To enter these markets, carriers will have to make large capital investments, create low introductory pricing, and only offer a basic level of services. Although growth in rural markets will be slower and require a larger investment per customer, with no guarantee of the same amount of revenue, the thirst for communication and poor landline infrastructure makes rural India a unique opportunity for growth. Consequently, operators are dropping prices to ensure they get their hands on the expanding customer pie and the large untapped market means that revenues from the voice market will drive the growth for the next few years. 6. Demographics The expected growth in the Indian GDP, 6-7 percent annually from 2005 to 2007, is a good indicator of the increased purchasing power of the population (Asian Development Bank 2005). A greater percentage of the Indian population has higher levels of disposable income with which to purchase products and services. Along with lower connectivity costs and cheaper handsets, the mobile market in India is seeing a huge influx of subscribers who can now afford basic coverage.India is also experiencing changing demographics that have contributed to the explosion in the mobile market. Approximatel y 70
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percent of Indias 1.1 billion population is between the ages of 15 and 40 (U.S Census Bureau-International Database, 2003). As a result, telecom players are looking at a young population with increased pay scales and more job opportunities. Furthermo re, a high percentage of these Indians are still living at home and saving their salaries. Thus, this generation is able to spend a large percentage of their income on the purchase of entertainment and consumer electronics, including cell phones. 7. Role of Government The Indian government has played a significant role in setting the stage for growth in mobile telecommunications. Through the oversight of the Telecom Regulatory Authority of India (TRAI), the government has made many changes to regu lations and policies to remove hurdles and spark growth. First, the Indian government introduced the Unified Licensing Regime in 2003. This regime allows operators to offer any service through the technology of their choice, in any area in which they curre ntly operate. Thus, all telecom services (including voice, data, cable TV, and radio broadcasting) can now be delivered through a single medium and are covered by a single license. Unified licensing shifted operator behavior and caused operators to start focusing on converged services and networks for cost efficiency which, in turn, allows them to offer pricing conducive to rapid growth. In addition, the Indian government has
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raised the maximum foreign direct investment (FDI) limit from 49 percent to 74 percent in Telecom Sector. The government also enacted the Access Deficit Charge (ADC) policy, which requires that a share of call revenue be paid to the government to assist in funding network expansion into rural areas. As of early 2005, several regulations were imminent. First, the launch of an All India license would give operators the right to provide all forms of service throughout India with one license. This structure would initiate the next phase of market consolidation, with the result likely being five to six main players. The players would have greater scale which would lead to higher cost efficiency and, ultimately, more flexibility, and allow even fixed line users to switch to mobile services seamlessly possibly increasing competition in the market. Finally, the government needed to decide how to increase spectrum capacity, since 2G networks are nearing full capacity (2G stands for second generation cellular technologies, which are circuit -based, voice technologies deployed in the 1990s. T his standard is being replaced around the world with 3G networks that are faster.

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GROWTH OF TELECOM NETWORK (2008)

With a strong population of over 1.1 Billion, India has become one of the most dynamic and promising Telecom markets of the world. In recent times, the country has emerged as one of the fastest growing telecom markets in the world. It has third largest telecom network and the second largest wireless network in the world.

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NETWORK EXPANSION
The total number of telephones has reached 4297.25 lakh as on March 31, 2009 as compared to3004.92 lakh as on March 31, 2008. While 1292.33 lakh connections were added during the twelve months of 2008-09, about 108 lakh connections were added every month during the current fiscal year. T he tele density, as given in the following graph, has shown a sustained increase during last few years. It increased from 26.22% in March 2008 to 36.98% in March 2009.

Tele density graph

39

Cellular Service Providers

As on Apr 2007 India has 167 million mobile phone subscribers. Out of this 125 million are GSM users and 41 million CDMA users. BSNL, Bharti Airtel, Hutch, Idea, Aircel, Spice and MTL are the main GSM providers in India. Reliance Communications and Tata Indicom are the main CDMA providers in India.
Bharti Airtel

Airtel is providing cellular services in Delhi, Mumbai, Kolkata, Chennai, Andhra Pradesh, Gujarat, Haryana, Himachal Pradesh, Jammu and Kashmir, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Goa, Orissa, Punjab, Rajasthan, Tamil Nadu, UP and West Bengal. Airtel is the No.1 cellular service provider in India using GSM technology. Airtel has 23% market share in India with a total subscriber base of 38 million.
Reliance Communications

Reliance has both CDMA and GSM networks and total subscriber base of 29 million or 17% market share. It has GSM network in Assam, Bihar, Himachal Pradesh, Kolkata, North East, Madhya Pradesh, Orissa and West Bengal. Reliance has CDMA networks in other states and cities.

40

Bharat Sanchar Nigam Limited (BSNL)

BSNL is a state owned telecom company which has GSM presence in almost every cities and towns. BSNL has 27 million subscribers with a market share of 16%.
Tata Indicom

Tata Indicom is a main CDMA provider in India with 16 mill ion subscribers all over India. Tata Indicom has presence in almost every states and cities in India
Airtel has more than 100 million subscribers and BSNL has half as much.

But, BSNLs revenues was more than Airtels until now. For the first time
Airtel has surpassed BSNL to become countrys number one telecom

operator in terms of subscribers and revenues. There is a drop of 0.4% in BSNLs revenues when compared with the previous fiscal year. Airtel has increased its revenues by 39.8% - a very impressive growth.
BSNL did not face the heat until now as the revenues werent dipping. That

doesnt hold good any more and it has t o buck up or revamp before it turns into an Air India. BSNL doesnt have the same kind of excuses of Air India as it operates in a lucrative telecom market. The other operator which has seen a drop in revenues is MTNL. This is in spite of all the 3G spectrum and the leg-up both BSNL and MTNL got from

41

the government. Giving subsidies and special treatment doesnt work after all.
Reliance saw a decent growth of 23.1% and its revenues are 22341 crores.

It is 3rd in line. The best growth in revenues was by IDEA Cellular at 50.7%. Airtel and Reliance are the 2 India based operators to feature in the top 20 telecom operators by subscribers.
Top 10 telecom service provider s by revenues :
Operator Rank 1 2 3 4 5 6 7 8 9 10 Bharti Airtel BSNL Reliance Vodafone IDEA Cellular Tata Comm TTSL MTNL Aircel TTML Revenues 2006-07 17888 40135 14468 10565 4413 8857 5178 4923 1507 1422 Revenues 2007-08 26436 35296 18638 15477 6720 8263 5993 4729 2528 1730 Revenues 2008-09 36962 35167 22341 22224 10125 9963 6739 4487 3425 1323 Growth %

39.8 -0.4 23.1 43.6 50.7 20.6 12.4 -5.1 35.5 7.8

42

MARKET STRUCTURE OF TELECOM INDIA

Jammu & Kashmir

Divided into 22 circles

Himachal Pradesh Punjab Uttar Pradesh W

4 metros 19 circles
Market StructureFurther divided into A, B and C category based on economic parameters and revenue potential Each circle has a licenses Four operators per circle are allowed Licenses are saleable
Rajasthan

Haryana

DELHI Uttar Pradesh E

Bihar

Gujarat

Madhya Pradesh

West Bengal

Maharashtra

Orissa

KOLKATA

MUMBAI
Andhra Pradesh

Karnataka

METRO Circles

CHENNAI

A Circles
Tamil Nadu

B Circles
Kerala

C Circles

43

Telecom in J&K
In our state developmental challenges are many and almost every sector needs a special attention and package to grow. Since unprecedented progress in technology has made telecom sector one of the engines of growth, we want to see this sector progress to register increasing momentum in the growth of economy on all fronts. Every one percent growth in tele density is accompanied by 3% growth in Gross Domestic Product and sometimes this growth has been reported above 5% in some surveys conducted in developing nations. The tele -density - the number of phones per 100 of population - in fact is the very important indicator adopted for measuring the performance of this sector and in J&K it has risen from a mere 2.08 in 2001-2002 to 7.76 in 2005-06. We have to bear in mind that development of the telecom infrastructure holds out a considerable promise for the development of J&K because of the economi c benefits it will bring to state.. As far as telecommunication facilities in J&K state are concerned, there are over 16000 STD booths/PCOs, 366 telephone exchanges and 9 telegraph offices (CTOs/DTOs) regulating the services. The number of telephone connections has gone beyond 9 lakhs including phones of mobile segment. When this is compared with the phone level of 2001 -02, it is interesting to note that there has been an addition of almost 7 lakh connections between 2001-02 and 2005-06. The mobile phones have contributed 67% to this growth. With mobile services launched only in August 2003, J&K state has

44

been a late entrant into the telecom sector. Nonetheless, the teledensity of J&K at the end of June 2006 was reported at 11, marginally short of the national average of 13.7. we cannot ignore the fact that telecom penetration has been uneven across the urban and rural segments. While the urban tele density of J&K at 39.86 compares favourably with the national average of 42.65, rural tele-density at 0.84 is much below the national average of 1.85. However it is interesting to note that the average revenue per user (ARPU) for J&K at Rs.440.56 is much higher than the national average of Rs.339.49. This means that growth of telecom sector in J&K State is not likely to be hampered by demand side constraints. Falling cost of handsets and accessories coupled with innovative tariff plans has made initial entry cost affordable and this factor is largely contributing to the growing demand of phone connections. Take the case of mobile phone. This segment of phones is vital in a state like ours. These are the primary form of telecommunication in most emerging economies as on date. In other words, mobile phones have the capacity to revolutionize even small and tiny businesses and the people associated with these businesses can improve their earnings at a faster rate. Its efficient use can save time and money and provide quicker access to information. Its no longer just something that only the rich can afford. Now, its a basic means of communication. If such type of telecom facilities is made cost effective, it can help in fuelling rapid growth all round in the State. The main constraint to growth of telecom in the state stems from the supply side (service providers). These have resulted in the limitation on the
45

expansion of services into unreached area s of the state. Even there has been no quality improvement of existing services. The lack of proper coordination between the three mobile service providers in the state, BSNL, Airtel, and Aircel, is creating difficulties for subscribers as far as smooth connectivity is concerned. Calls between services, within services, and to landline phones are difficult to get through. It is notable that Reliance, which has a large presence in the rest of country, has yet to start its operations in the state despite havi ng a license to do so now for the past two years. There is need to encourage competitive pressures through multi operator scenario in J&K. As per the existing TRAI guidelines operators are obliged to provide connectivity to other operators at points of int erconnect (POI) on their respective networks. AIRTEL has reported that BSNL which owns the largest network in J&K has not been able to comply with this obligation. There is urgent need that authorities who matter in telecom department take cognizance of th is and sort out the impasse. Let them bear in mind that interconnectivity is vital for healthy competition among service providers as it will improve the quality of service and cut down the cost. High capital and operating costs of telecom services in the state are put as major hindrances in the smooth development of the sector. The service providers also point out mountainous terrain that hinders the telecom signal thereby limiting the reach of each telecom tower .

46

COMPANY PROFILE

47

AIRCEL
Maxis expansion into Indonesia and India is another milestone in our aspiration to be the regional communications leader of choice. The acquisition of a 51% stake in PT Natrindo Telepon Seluler (NTS), Indonesia and a 74% equity interest in Aircel , India provides new growth opportunities for Maxis. These acquisitions give Maxis a strong foothold in two of the worlds most attractive high-growth, low-penetration markets.

48

This marks the beginning of the new world of Maxis a world beyond voice, and beyond borders.

49

Maxis in INDONESIA
On 29th April 2005, Maxis acquired 51% of PT Natrindo Telepon Seluler. Maxis is currently in the middle of rolling out a Java wide network to establish the company as a national operat or. Th initial launch phase encompasses 1,300 BTS, providing both 2G and 3G services. NTS expects to have up to 480 employees by launch date and to increase significantly upon launching.
Maxis in India Maxis completed the acquisition of a 74% stake in Aircel

on March 21, 2006. Currently, Aircel has operations in 9 of the 23 -telecom circles of India - Chennai, Tamil Nadu, West Bengal, Orissa, Assam, North East, Jammu and Kashmir, Himachal Pradesh and Bihar. Aircel launched its services in Bihar and Himachal Pradesh in December 2006 and also recently received the licenses to operate in the remaining 14 -telecom circles of India giving it the ability to become a pan -India player. Maxis expansion into Indonesia and India is another milestone in our aspiration to be the regional communications leader of choice. The acquisition of a 51% stake in PT Natrindo Telepon Seluler (NTS), Indonesia and a 74% equity interest in Aircel, India provides new growth opportunities for Maxis. These acquisitions give Maxis a strong foothold in two of the worlds most attractive high-growth, low-penetration markets. This marks the beginning of the new world of Maxis a world beyond

50

voice, and beyond borders. MAP Maxis in Indonesia On 29th April 2005, Maxis acquired 51% of PT Natrindo Telepon Seluler. Maxis is currently in the middle of rolling out a Java wide network to establish the company as a national operator. The initial launch phase encompasses 1,300 BTS, providing both 2G and 3G services. NTS expects to have up to 480 employees by launch date and to increase significantly upon launching. Maxis in India Maxis completed the acquisition of a 74% stake in Aircel on March 21, 2006. Currently, Aircel has operations in 9 of the 23 telecom circles of India - Chennai, Tamil Nadu, West Bengal, Orissa, Assam, North East, Jammu and Kashmir, Himachal Pradesh and Bihar. Aircel launched its services in Bihar and Himachal Pradesh in December 2006 and also recently received the licenses to operate in the remaining 14 telecom circles of India giving it the ability to become a pan -India player. Aircel expects to aggressively grow its subscriber base in India and is developing a broad range of new propositions for its customers - from branding, to increased network coverage, to innovative product a nd service offerings, to refreshing customer experience. As of 31st December 2006, Aircel serves more than 4.5 million subscribers with a network comprising of almost 4,000 BTS. Aircel continues to be the market leader in Tamil Nadu and Chennai circle. Aircels network provides 2G and GPRS services, and is EDGE capable. Aircel is also currently in the process of conducting 3G Trials across

51

different cities in India. In addition, Aircel is the first cellular operator in India to launch wireless Internet services using WiMAX technology. It aims to immediately extend its WiMax coverage to over 20 cities to serve enterprise broadband customers. Over the next few quarters, India is expected to add new subscribers at the rate of 5 to 6 million per month. India offers huge opportunities for Aircel given the current low mobile penetrations levels as well as challenges in terms of its geographic spread and low ARPU levels. Aircel expects to aggressively grow its subscriber base in India and is developing a broad range of new propositions for its customers - from branding, to increased network coverage, to innovative product and service offerings, to refreshing customer experience. As of 31st December 2006, Aircel serves more than 4.5 million subscribers with a network comprising of almost 4,000 BTS. Aircel continues to be the market leader in Tamil Nadu and Chennai circle. Aircels network provides 2G and GPRS services, and is EDGE capable. Aircel is also currently in the process of conducting 3G Trials across different cities in India. In addition, Aircel is the first cellular operator in India to launch wireless Internet services using WiMAX technology. It aims to immediately extend its WiMax coverage to over 20 cities to serve enterprise broadband customers

52

Over the next few quarters, India is expected to add new subscribers at the rate of 5 to 6 million per month. India offers huge opportunities for Aircel given the current low mobile penetrations levels as well as challenges in terms of its geographic spread and low ARPU levels Aircels current and proposed footprint is illustrated below.

53

MISSION STATEMENT

We are conditionally committed to exceeding our customers expectations. we will provide network and services that are innovative and reliable, allowing our customers any time anywhere communications. we will attract, develop and retain an exceptional team of people. We are committed to enhancing the quality of real life in the community in which we operate. Wewill meet the financial expectation of our shareholders.

54

OUR GOALS AND VALUES CUSTOMERS :our customers are our most valued assets. we will

strive to exceed their expectations at all time by providing them with superior services that embody value, innovation, quality and care.
PEOPLE: our people are our greatest resources. we will attract, train

and retain the best.we will challenge them to develop their full potential in the context of our company goals.
INTEGRITY : We will maintain and strive for the highest levels of

personal and professional integrity and honesty in all ours dealings. We will keep our promises.
RESPECT : We will treat with respect & dignity all people we deal

with.
EXCELLENCE : We are committed to excellence in all what we

do.there will be no place for mediocrity.

WORK : We will promote a work environment that embraces

creativity,

promotes

empowerment,

encourages

team

work,

innovation, prudent risk taking, honest and open communication and respectful iconoclasm.
QUALITY : the hallmark of our internal and external outputs and

processes will be quality.this will pervade every aspect of our functioning.

55

AIRCEL IN J&K

AIRCEL 92.9%are targeting the unsaturated market where no other operator is present. An Aircel official admitted that they have been targeting the interior locations where the mobile connectivity has not been available. However, they denied that they have not been targeting the urban market. We are targeting the urban market, but our focus is more on connecting the rural market, the official said. In Jammu the post paid services of Aircel was launched in November-05 whereas prepaid services were launched in January -06 In Kashmir the post paid services of Aircel was launched in July -06 whereas prepaid services were launched in January -07.
Product Offerings (keeps on changing from time to time) : y New Subscribers: New Subscribers will need to buy a starter pack of

Rs.49 and recharge with Rs.248 to avail lifetime.

y Existing Aircel Subscribers : Existing Aircel Prepaid Subscribers

can recharge with Rs.199 and get lifetime va lidity. However existing Aircel lifetime subscribers will get the tariff benefit automatically.
Tariff highlights (keeps on changing from time to time) : y Local calls Re1/minute y STD Calls Rs 2.74/minute. Aircel gives services to its customers in 4 forms : y Validity Recharge y Top ups y Value Vouchers y Packs
56

iz i

i l i

Circle Head (Mr. Gurmeet Singh Makkad)

The vari l

dept and their functi ns in Jammu circle are as i i

i l/ i l

i i i il

57

Value Added Services

When a network operators offers services using: existing customer base existing infrastructure

They add more value to the relationship between consumer and operator. Hence, these services are known as Value Added Services.
Broad Classification of VAS offerings:-

Messaging short codes, MMS, email etc. Music mono tones, true tones, poly tones, mp3 tones, full songs, CRBT etc. Imagery wallpapers, animations, screensavers, videos etc. Games Branded, Unbranded Text based stock quotes, news etc. Doctor on call Voice station Caller ringtones

58

VALUE ADDED SERVICES PROVIDED BY AIRCEL

VAS
Jammu & Kashmir

Aircel pocket internet

Voice Station Subscription Services Missed call alerts Dialer Tunes Live Astrology Doctor On call

59

3.1

Aircel pocket internet

Non-stop downloads of your favorite stars' Wallpaper, latest Polyphonic Ringtones, MP3 tones, True tones,Music Videos, Movie videos, Themes, Movie Themes and Mobile games only on Aircel pocket internet. Whats more, activating this service is free and browsing the portal is charged just @10p/10Kb. Charges:
y y

SMS sent to 121 will be Free. Browsing charges 10paisa/10 Kb.

Tariff Plans: Service Astro Wall Papers Polyphonic Ring tone True Tones Mp3 Tones Animation Videos Themes Movie Themes Games Rate (Rs.) 5 15 15 20 20 15 30 50 30 50 / 99 / 150

60

3.2

Voice Station

Voice Station

Aircel 55500 service offers you a host of never before services - from music on your mobile to tit-bits about celebrities. All you need to do is call 55500 from your Aircel mobile and follow the simple instructions to enter a world of information and entertainment. The service recognizes your voice and gives information based on the command given by you.
Prayers

Perform pooja from your Aircel mobile. Listen to an exhaustive collection of devotional songs like Supbrapatham, Bhajans, Amman Songs, and Gayathri & Gurbani.
Astrology Service

You can check your horoscope for the day, by entering your birth date. Astro info is updated every day.
News

Get the latest news updates. Information is available across Regional, State, National and International categories. Calls to 55500 services will be charged at Rs.6/min. Conditions Apply.
61

Sports

Get the latest news and information about the happening in the s ports world, like live commentary, scores, schedules etc
Jokes

Smile with us by listening to the jokes. We have exhaustive collection which will make you burst in laughter for sure.
Call rates Rs. 6/min. Music Messaging and Ringtones

62

Subscription Services:Service News Headline + Breaking News Cricket NEWS & SCORES Jokes Alert Astro Pack Stock Alert Though of the Day Alerts Mehfil-ETimepass/Shayari Love Express Beauty Tips Alerts Health Tips Alerts Receipe Tips Alerts Fun Unlimited Alerts Regional News Alerts Ayurvedic Tips Alerts Amazing Facts Alerts Numerlogy Alerts Guru Granth Sahib Alerts Geeta Shloakas Holy Bible Alerts Quran Alerts Ram Charit Manas Alerts Subscription Keyword SUB NEWS SUB CRI SUB JOKES SUB ASTRO <SUNSIGN> SUB STOCK SUB THO SUB SHAYARI SUB LOVE SUB BTIP SUB HTIP SUB RTIP SUB FUN SUB RNEWS SUB ATIP SUB AF SUM NUM1 TO NUM9 SUB GURU SUB Geeta SUB BIBLE SUB QUR SUB RAM Send To 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 Charges Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Alerts Twice a day Ball by Ball update Once a Day Once a Day Thrice a Day Once a Day Twice A day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Time 10:30 & 16:40 9:00 13:30 13:00 10:15 & 13:00 & 17:00 9:30 13:00 & 14:55 11:15 & 14:00 13:45 17:30 15:20 10:00 & 14:45 14:50 7:30 12:30 13:45 7:00 6:40 6:40 8:45 8:45

63

Friendship Messages Alerts Career Guru Pack Fundoo Pack Super Sports Pack Word-a-Day Bihar News News - Bengal News - Kerela News - Karnataka News Maharashtra News - NCR News - North East News - Punjab News - Rajasthan News - TN News - UP News - Gujarat News - AP News - J&K Aduilt Jokes

SUB FRIENDS SUB CG SUB FNP SUB SSP SUB WORD SUB NEWSBH SUB NEWSBN SUB NEWSKER SUB NEWSKK SUB NEWSMAH SUB NEWSNCR SUB NEWSNE SUB NEWSPUN SUB NEWSRAJ SUB NEWSTN SUB NEWSUP SUB NEWSGJ SUB NEWSAP SUB NEWSJK SUB AJ

58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000

Rs 7/week Rs 7/week Rs.30/month Rs.30/month Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week

Once a Day Twice a day Twice a day Twice a day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day

14:00 10:00 & 14:00 11:00 & 16:00 10:00 & 15:00 9:35 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 12:40 10:00

To unsubscribe from any of the services please contact Aircel Customer Care. SMS Charges to 58000: Rs.3/SMS

64

3.3

Missed Call Alerts

Want to know who called you when your mobile was switched off or out of coverage area? Just subscribe to the Aircel Missed Call Alerts service (MCA). There are two simple ways of doing it. After subscribing to the monthly service, you will receive alerts on your mobile for all the missed calls at no extra cost.
Pay as you use option

You also have the option of not subscribing to the service. In this option you can get the missed call alerts for the every reque st you send. SMS Charges to 5899903: Rs. 3/SMS

65

3.4

Dialer Tunes

Aircel introduces Dialer Tunes! Get rid of boring Tring Tring and make your callers listen to latest tunes. Dial 56565, Registration Rs.30/month, call Rs.6/min & Rs.15/song.. Song validity is for a period of 90 days. Dialer tune is a special service through which the calling party can hear a song or music instead of the default "Tring Tring" tune. In order to get the Dialer service activated the subscriber has t o register with the Dialer Tune service by calling 56565 and follow the instructions played by IVR. Once the user has registered for DIALER TUNE service the calling party will hear the song instead of the default ringing tune ("Tring Tring"). Subscriber will be confirmed with an SMS message of service activation. To change the selected song or to dedicate a special song to another user the subscriber has to call 56565 and follow the instructions which will play by IVR, While selecting the song it will play, whether to dedicate to all or a particular number. Through this the subscriber can dedicate a specific song for a specific subscriber.

66

Whenever this subscriber calls, he or she will get to hear the special song dedicated to the calling number. Select a ne w song and either assigns the song for all the callers or to particular caller so that the previous song will be replaced with the newly selected song. Subscriber will be confirmed with an SMS message of song change. The user can deregister from the DIALER TUNE service by calling the short code 56565 and follow the instructions played by IVR. Select the account details or profile management and can do deregistration of a single number or all. Once the subscriber is unregistered the calling party will not he ar the song anymore and only the default "tring tring" will be played. The User can also unsubscribe from this service, by calling Aircel Customer care at 9858012345 or 121 from local Aircel numbeThe user can remove the song dedicated for a particular subscriber by calling 56565 at Rs.6/Min and follow the instructions played by IVR. Select the account details or profile management and can do deregistration of a single number. After removing the dedicated song the particular subscriber will hear the default song selected for all.

67

3.5

Live Astrology

Astrology service on short code 55315 is a voice based LIVE SERVICE, where AIRCEL customers can call at Rs. 9/min and talk to formally trained & experienced ASTROLOGERS.
Details of charges:
y

Live Astrology service on 55315 Rs. 9/min (60 second pulse

68

3.6

Doctor On call

Doctor-on-call' provides access to quality medical advice from the comfort of your home/ office. Gets instant advice on medical/ health and wellness queries from a panel of doctors specializing in various fields.
Details of charges :

Doctor on Call service on 54887 Rs. 9/min (60 second pulse).

69

INTRODUCTION
RESEARCH METHODOLOGY
The research process methodology consists of six steps and these steps are as follows: 1. 2. 3. 4. 5. 6. Problem definition. Development of an approach to the problem. Research design formulation. Field work or data collection. Data preparation and analysis. Report preparation and presentation.

PROBLEM DEFINATION
The first step in any marketing research is to define the problem. In defining the problem, the researcher should take into account the purpose of study, the relevant background information and th e information needed. Statement of problem: The purpose of our study is as follows: y To study the attitude, preference and response of AIRCEL customers towards DIALER TUNE. y To study how frequently the users of dialer tune change their dialer tune y To identify the factors which are keeping AIRCEL customers away from dialer tune service. y To study the satisfaction level of dialer tune services.

70

RESEARCH DESIGN
A research design is a framework for conducting the marketing research project. It details the procedure necessary for obtaining the required information, and its purpose is to design a study that will test the hypothesis of interest, determine possible answers to research questions and provide the information needed for decision mak ing. Formulating the research design involves the following steps:(a) TYPE OF RESEARCH DESIGN : Descriptive Research. We are using the descriptive research as we know the problem and by using this type of research we are able to get information regarding the attitude of Aircel customers towards dialer tune. These 6 Ws will help us to know the attitude of Aircel customers towards dialer tune:
Q1. Who are the people that are using or not using dialer tune? Q2.What is the satisfaction level of Aircel customers towards the dialer

tune service?
Q3 Why Aircel customers are away from dialer tune? Q4 When and how frequently customers change dialer tune ? Q5 Where the respondents should be contacted to obtain t he required

information?
Q6 In what way are we going to obtain information from the customers?

71

(b) METHOD OF COLLECTING QUANTITATIVE DATA:The research instrument which we are using in our research paper is a questionnaire. Our questionnaire consists of 8 close ended questions and 5 open ended questions. This questionnaire translates the information needed into a set of specific questions that the respondents have to answer. (c) SCALING TECHNIQUES :y METHOD OF SCALING: The scaling method which we are using in our

questionnaire is
NOMINAL SCALE. RANK ORDER SCALE

(d) SAMPLING TECHNIQUES:1. TARGET POPULATION: All Aircel customers of J&K . 2. SAMPLING FRAME: All customers of Kathua region. 3. SAMPLING SIZE: Our sample size will consist of 500 respondents. 4. SAMPLING TECHNIQUE: We are using SIMPLE RANDOM sampling technique. (e) FIELD WORK:- Our field force consists of 1 MEMBER only and our field is Kathua district.
DATA ANALYSIS

72

PLAN OF DATA ANALYSIS:

The main objective of our study is to analyze the factors. The course of the test is as follows:

For this we calculated the frequency distribution of the various responses that were given by the respondents. The response that got the highest frequency of occurrence associated with it is considered as the main factor.

73

MET

L
PERC

L
TAGE OF FEMALE AND MALE USERS

MALES

FEMALES 14%

86%

SPAN OF TIME SLOT OF PEOPLE USING AIRCEL:

In our survey     3.6% of respondents are using Aircel > 1 month 23% of respondents are using Aircel from 2-6 months 36.8% of respondents are using Aircel from 6-12 months 36.6% of respondents are using Aircel < 1 year

74

NUMBE OF DIALLE TUNE USE S

USING

NOT USING

22%

78%

 78% of Aircel customers are not using dialer tune service.  22%of Aircel customers are using dialer tune service.

REASONS FOR NOT USING DIALLER TUNES

300 250 200 150 100 50 0 NOT AWARE HIGH PRICE POOR QLT OTHERS

 14.5% of customers are not using due to NON AWARENESS.  63.85 of customers are not using due to HIGH PRICE.  7.7% of customers are not using due to POOR QUALITY OF SER ICE. 14.4% of customers are not using due to OTHER REASONS

75

NUMBER OF PEOPLE CHANGING SONGS FREE UENTL

NO. 1.00 2.00 T tal

Frequency 85 22 107

Percent 79.4 20.6 100.0

 85% customers change the songs frequently. .  20.6% customers do not change their song frequently

FREE UENCY OF CHANGE OF SONGS BY CUSTOMERS:-

WEEKLY

MONTHLY 1%

QUATERLY

42% 57%

 57% of customers changes songs monthly.  42 % of customers changes songs weekly.  1%of customers changes songs quarterly.

76

O CUSTOMERS RECOMMEND THIS SERVICE TO OTHERS

RECOMMEND

1.00 2.00 3.00 4.00 5.00 Total

NOT

96%

 96% customer recommend dialer tune service to others  4% customers did not recommend this service to others

RATING GIVEN BY PEOPLE TO THIS SERVICE

Frequency 21 54 22 8 2 107

Percent 19.6 50.5 20.6 7.5 1.9 100.0

    

19.6% customer rate this service as EXCELLENT. 50.5 % customer rate this service as VERY GOOD. 20.6 % customer rate this service as FAIRLY GOOD. 7.5 % customer rate this service as AVERAGE. 1.9 % customer rate this service as POOR.

77

FINDINGS:-

 HIGH COST OF DIALER TUNE SERVICE IS THE MAIN REASON KEEPING AWAY FROM THIS SERVICE.  HINDI SONGS ARE MOST PREFFERD DIALER TUNE.  PEOPLE MOSTLY CHANGE THEIR DIALER TUNE FREQUNTLY i.e MONTHLY OR WEEKLY.  90% i.e ALL MOST PEOPLE ARE STISFIED WITH THIS DIALER TUNE SERVICE.  ALL MOST ALL i.e USERS RECOMMEND THIS SERVICE TO OTHERS

78

LIMITATIONS:-

No study is free from the limitations, so does ours. There are many limitations that we encountered during the course of our study and research process  Our study is restricted to KATHUA region only.  Our study is restricted to AIRCEL CUSTOMERS only if the would have included other customers also then the wider analysis could have been done.  Some questions regarding the attitude of the customers also depends on the mood of the respondent and at the time during which they were interviewed

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RECOMMENDATIONS& SUGGESTIONS:-

By going through all the study there are some recommendations that can make the study more effective as well as can create a good results for AIRCEL dialer tune service. These recommendations are as follows: The price of dialer tune should be less so that more customers can use it.  Some promotional strategies should be used in rural areas as very less awareness of value added services in rural area.  Distribution of promotion material should be regular and noted.  Aircel should improve their visibility. Duri ng the survey period I found very few shops and other, points where advertisement has been done.

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ANNEXURE
QUESTIONNAIRE
Dear Respondent I am conducting a survey as a part of my course curriculum for my project. I would be grateful to you if you could kindly spare some of your precious time and help in filling up the questionnaire below. NAME: ___________ AGE: ___________ SEX :_____________ Market search information 1. How long you have been using Airce l? a) > 1 month b) 2-6 months Do you use dialer tune service? a) Yes b) No c) 6-12 months d) < 1year Thanking You QUALIFICATION: ___________ OCCUPATION: ___________

2.

3.

If not , then why you are not using this service ? a) No awareness b) High price c)poor quality service If yes , answer the following question :

d) others

4.

Which category of songs you prefer ? a) Hindi f) Dogri b) Punjabi c) English d)devotional e) kashmiri

5.

Do you change the song frequently ? a) Yes b) No

6.

If yes ,then how often is the change ? a ) Weekly b) Monthly c) Quartely Do you recommend the service to others ? a) Yes b) No

7.

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8.

Rate the service on the basis of your satisfaction ? a) Excellent b) Very good c) Fairly good e) Poor

d) Average

9. Please give your opinion to make this service better . a)_______________________________________________ b)__________________________________________________ c)_____________________________ _______________________ 10. Please mention the other service also which you would want on your Aircel mobile ? a)_______________________________________________________ b________________________________________________________ c)__________________________________________________________

Thanks you for your precious time and valuable information.

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CODE SHEET:-

S. NO 1

Q NO. Q1

QUESTION SINCE HOW LONG YOU HAVE BEEN USING AIRCEL?

Coding Instruction >1 Month :-1 2-6 Months :-2 6-12 Months :-3 >1 Month :-4

2 3

Q2 Q3

DO YOU USE DIALER TUNE SERVICE? IF NOT, THEN WHY YOU ARE NOT USING THIS SERVICE?

Q4

WHICH CATEGORY OF SONG YOU PREFER?

Yes :-1; No :-2 No awareness :-1 High price :-2 Poor quality service:-3 Others :-4 Hindi :-1 Punjabi :-2 English :-3 Devotional :-4 Kashmiri :-5 Dogri :-6 Yes :-1 No :-2 Weekly :-1 Monthly :-2 Quarterly :-3 Yes :-1, No :-2 Excellent :-1 Very good :-2 Fairly good :-3 Average :-4 Poor :-5

5 6

Q5 Q6

DO YOU CHANGE THE SONG FREQUENTLY? IF YES, THEN HOW OFTEN IS THE CHANGE?

7 8

Q7 Q8

DO YOU RECOMMEND THIS SERVICE TO OTHERS? RATE THE SERVICE ON THE BASIS OF SATISFACTION?

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BIBLIOGRAPHY

Websites:

Book:

http:// www.trai.gov.in http://en.wikipedia.org http://www.aircel.com http:// www.ibef.com http://www.scribd .com

Malhotra, Naresh(2009), MARKETTING RESEARCH- AN APPLIED

ORIENTATION, Prentice Hall Of India Private Limited, New Delhi

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