The ultimate aim of every organization is to sell the products, which the company manufactures and to make profit. A successful product or service means nothing unless the benefit of such a service can be communicated clearly to the target market. Today’s world is full of competition. And manufacturing the product is not enough, the same product needs to be communicated or the consumers should be made known about the availability of the product. Also it becomes essentially important to propagate the additional features about the product.
Promotion plays an extremely important role in communications as if the public doesn't know your item is for sale it will not sell. In the context of the marketing mix, promotion represents the various aspects of marketing communication, that is, the communication of information about the product with the goal of generating a positive customer response. Marketing communication decisions include:
• Brand Co-creation. • Promotional strategy (push, pull, etc.) • Advertising • Personal selling & sales force • Sales promotions • Public relations & publicity • Marketing communications budget
The main objective of the project was to promote the offer to the customers and to study the effective product promotional tariff as well as the sales. Promotion is aimed at building brand awareness. The introductory promotion also is intended to convince potential resellers to carry the product, Increased advertising to build brand preference. Emphasis on differentiation and building of brand loyalty. It serves as incentives to get competitors' customers to switch. Expenditures are lower and aimed at reinforcing the brand image for continued products. The effective tool of the Promotion Mix is Personal Selling. Personal Selling helps in promoting the product by interacting directly with the customers and it helps in getting the feedback on the spot. Personal Selling involves Sales men selling to the customer on a one to one basis Through this study, the company can get known of the problems faced by the existing customers and their concerns. The company can also get to know about the major influencers of the customers, and the factors that influence the customers. Also the steps taken by the customers in purchasing a phone can be known through this report. In short, the buying behavior of the customers can be known through this report. The information regarding the customer s satisfaction can also be known through this report.
NEW TELECOM POLICY 1999 (NTP 1999)
New Policy Framework
In order to effect separation of service providing functions from policy and licensing functions etc., a separate Department of Telecom Services (DTS) has been set up in October, 1999. Department of Telecommunication (DOT) would be concerned with the functions relating to the implementation of treaties and agreements with other countries; policy matters, licensing, coordination, research and development, private investment, administration of laws (Acts), Enquiries and Statistics etc. relating to Telephone Industries (ITI) and Hindustan Teleprinters Ltd. (HTL). DTS will look after the execution of land. all matters other than policy and licensing relating to services of telephones, wireless, data, facsimile and telematics, MTNL, C-DOT etc. The Telecom Commission will handle matters relating to the coordination between the DOT and DTS. This will include corporatisation of DTS as India Telecom.
In terms of National Telecom Policy (NTP) 1999 and subsequent Government approval in 1999, a Package for Migration from fixed license fee to revenue sharing under New Telecom Policy was offered to the
Telephone Instruments Service Providers, which has been accepted by most of them.
Consequent to the change in the tariff revision announced by Telecom Regulatory Authority of India (TRAI), the DOT as a service provider (now DTS), adopted the tariff with some modifications. The tariff in respect of rural subscribers and low calling urban subscribers was retained at the level prevailing prior to the notification. In addition, the subscribers got the benefit of reduction in STD/ISD rates as announced by TRAI. It was estimated that the combined effect of these revisions would entail significant net reduction in DOT'S revenue in the current year. TRAI was, therefore, requested to rework the tariffs for the next two years, keeping in view the negative impact on the revenues of Telecom operators.
OBJECTIVE OF THE STUDY:
The main objectives of the study are:-
1. To understand Telecom market in chitradurga.
2. To understand user requirements and expectations from telecom.
3. To understand customer preferences.
4. To find out the concentration of the GSM service providers in the consumer market.
5. To study effectiveness of various promotional measures and activities adopted by company for creating consumer awareness and building a brand image. 6. To introduce Brand co-creation concept to further strengthen the brand. 7. To assess the needs, requirements and expectations of the customers in order to assess their current satisfaction levels.
8. To assist the company in effective launch.
9. To determine and measure success post launch.
SCOPE OF THE STUDY: 1. Through uninor telecom has vast scope through out the world. But study is restricted to chitradurga city 2. This intended to know about the potential market for the marketing stategy about by the dealer, which helps him to attract the customer. 3. The survey is being targeted on different type of people i.e. variety of expectations of the people. 4. There are many areas are their to study about the telecom. But study is being restricted and mainly concentrated on the consumer satisfaction. 5. The scope of the study helps me to develop m potentially in solving practical oriented problems that would he faced by every business concern.
METHODOLOGY OF THE STUDY:
The main source of data collected is of two types, they are:
1. Primary source of data.
2. Secondary source of data.
Primary source of data:
It is collected far this project is through consumer questionnaire and face-to-face interview with the consumer.
Secondary source of data:
It is collected for this project is through company catalogue, journal company brochures, magazine, website etc.
LIMITATION OF THE STUDY:
1. The study is restricted to Chitradurga city.
2. Due to time constraint the study is limited to consumers only in Chitradurga city.
3. The report is based on primary data collected user are dealers in chitradurga city only.
5. Non-availability of complete secondary data. Hence, the information received by journals, catalogue and websites is assumed to true.
6. The response of the customer was not up to the mark during face to face interview i.e., their ways possibility of changing their views and opinions.
7. The response of the customer was based on the reference of their relative opinion. They were flexible i.e., to say that views were changed according to likes of their loved ones.
8. The response of the dealers was not co-operating while collecting in the views of opinion.
CHAPTERISATION
This project includes or divided into nine categories of lessons:
Chapter 1: This chapter deals with introduction to the project, its scope, objectives, limitations, methodology and Chapter Scheme.
Chapter 2: This chapter, deals with Industrial profile and evaluations.
Chapter 3: This chapter deals with Company Profile which gives information about Uninor Company, its management & Executive board & etc.
Chapter 4: This chapter includes District profile which gives information its location, physical features, and other related fields.
Chapter 5: This chapter Dealer Profile includes information about Dealer.
Chapter 6: This Chapter is includes marketing which gives information about marketing mix. Marketing strategy etc.
Chapter 7: This chapter are related to the Analysis of data and interpretation. It is related to survey and findings. which includes graphs related to the Uninor and its Services. Chapter 8: This chapter includes suggestions & Conclusion.
Chapter 9: This Chapter Annexure includes Questionnaire & Bibliography.
CHAPTER-2
INDUSTRIAL PROFILE
Industry Description:
The Indian telecommunications industry is one of the world's fastest growing industries, with 653.92 million telephone (landlines and mobile) subscribers and 617.53 million mobile phone connections as of May 2010. It is also the second largest telecommunication network in the world in terms of number of wireless connections after China. The Indian Mobile subscriber base has increased in size by a factor of more than one-hundred since 2001 when the number of subscribers in the country was approximately 5 million to 617.53 million in May 2010.
As the fastest growing telecommunications industry in the world, it is projected that India will have 1.159 billion mobile subscribers by 2013. Furthermore, projections by several leading global consultancies indicate that the total number of subscribers in India will exceed the total subscriber count in the China by 2013. The industry is expected to reach a size of Rs 344,921 crore (US$ 73.47 billion) by 2012 at a growth rate of over 26 per cent, and generate employment opportunities for about 10 million people during the same period. According to analysts, the sector would create direct employment for 2.8 million people and for 7 million indirectly. In 2008-09 the overall telecom equipments revenue in India stood at Rs 136,833 crore (US$ 29.15 billion) during the fiscal, as against Rs 115,382 crore (US$ 24.58 billion) a year before.
The telecom network in India is the fifth largest network in the world meeting up with global standards. Presently, the Indian telecom industry is currently slated to an estimated contribution of nearly 1% to India’s GDP.
The Indian Telecommunications network with 635.51 million connections is the second largest in the world. Today, it is the fastest growing market in the world and represents unique opportunities for U.S. companies in the stagnant global scenario. The total subscriber base, which has grown by 40% in 2005, is expected to reach 650 million in 2010.
According to Broadband Policy 2004, Government of India aims at 9 million broadband connections and 18 million internet connections by 2007and this market is increasing at a incremental rate. The wireless subscriber base has jumped from 33.69 million in 2004 to 62.57 million in FY2004- 2005 and now it accounts for around 563.73 million users till January 2010 . In the last 3 years, two out of every three new telephone subscribers were wireless subscribers. Consequently, wireless now accounts for 94% of the total telephone subscriber base, as compared to only 40% in 2003. Wireless subscriber growth is expected to bypass 8.5 million new subscribers per month by 2010. The wireless technologies currently in use 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 telecom circles and 4 metro cities, covering 2000 towns across the country.
Telephony Subscribers (Wireless and Landline): 621.28 million (Mar 2010)
Land Lines: 36.96 million (Mar 2010)
Cell phones: 617.53 million (May 2010)
Yearly Cell phone Addition: 178.25 million (Jan-Dec 2009)
Monthly Cell phone Addition: 20.31 million (Mar 2010)
Teledensity: 52.74% (Mar 2010)
Projected Teledensity: 1 billion, 84% of population by 2012.
Evolution of the Industry - Important Milestones:
|Year |Description |
|1851 |First operational land lines were laid by the govt. near Calcutta(seat of British Power) |
|1881 |Telephone Service introduced in India |
|1883 |Merger with the postal system |
|1923 |Formation of Indian Radio Telegraph Company (IRT) |
|1932 |Merger of ETC and IRT into the Indian Radio and Communication Company(IRCC) |
|1947 |Nationalization of all foreign telecommunication companies to form the Posts, Telephone and Telegraph(PTT),|
| |a monopoly run by the government’s Ministry of Communication |
|1985 |Department of Telecommunications (DOT) established, an exclusive provider of domestic and long-distance |
| |service that would be its own regulator (separate from the postal system) |
|1986 |Conversion of DOT into two wholly government-owned companies: the Videsh Sanchar Nigam Limited (VSNL) for |
| |international telecommunications and Mahanagar Telephone Nigam Limited (MTNL) for service in metropolitan |
| |areas. |
|1997 |Telecom Regulatory Authority of India created |
|1999 |Cellular Services are launched in India. New National Telecom Policy is adopted. |
|2000 |DoT becomes a corporation, BSNL |
(Source: The Indian Telecom Industry by consulting club, IIM Calcutta)
Major Players:
There are three types of players in telecom services: ➢ State owned companies (BSNL and MTNL)
➢ Private Indian owned companies (Reliance Infocomm, Tata Teleservices)
India's mobile telecom sector is one of the fastest growing sectors. Unlike in the 1990s when the mobile phone was an elitist product, mobile operators now tap a mass market with mass marketing techniques. "Unified licensing" rules allow basic and mobile operators into each other’s territory, and have ushered in perhaps the final phase of industry consolidation.
It seems that only companies with deep pockets can effectively compete as primary operators mobile markets. Economies of scale, scope, and end-to-end presence in long-distance as well as local telecom, are desirable.
There are, besides, new challenges. Operators have to find new growth drivers for the wire line business. There are problems of getting broadband to take off, of technology choice, of when to introduce new technologies, and of developing a viable business model in an era of convergence.
Growth of mobile technology:
India has the fastest growing mobile markets in the world. The mobile services were commercially launched in August 1995 in India. In the initial 5-6 years the average monthly subscribers additions were around 0.05 to 0.1 million only and the total mobile subscribers base in December 2002 stood at 10.5 millions. However, after the number of proactive initiatives taken by regulator and licensor, the monthly subscriber additions increased to around 2 million per month in the year 2003-04 and 2004-05 to 7-8 million in 2007-08 and 2008-09 .
Although mobile telephones followed the New Telecom Policy 1994, growth was tardy in the early years because of the high price of hand sets as well as the high tariff structure of mobile telephones. The New Telecom Policy in 1999, the industry heralded several pro consumer initiatives. Mobile subscriber additions started picking up. The number of mobile phones services added throughout the country in 2003 was 16 million, followed by 22 millions in 2004, 32 million in 2005 and 635 million in 2010. India has opted for the use of both the GSM (global system for mobile communications) and CDMA (code-division multiple access) technologies in the mobile sector.
The mobile tariffs in India have also become lowest in the world. A new mobile connection can be activated with a monthly commitment of US$ 5 only. In 2005 alone 32 million handsets were sold in India. The data reveals the real potential for growth of the Indian mobile market.
Cellular Service Providers:
As on Jan 2010 India has 635 million mobile phone subscribers. BSNL, Bharti Airtel, Hutch, Idea, Aircel, Spice and MTNL 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.
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%.
Vodafone
Vodafone is another emerging GSM provider in India with coverage in Kerala, Mumbai, Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh, Karnataka and Punjab with a total subscriber base of 27 million.
Tata Indicom
Tata Indicom is a main CDMA provider in India with 16 million subscribers all over India. Tata Indicom has presence in almost every state and cities in India.
Uninor
The company holds a pan-India UAS licence to offer telecommunications services in each of India’s 22 circles. It has also received spectrum to roll out these services in 21 of the 22 telecom circles. From November 2009, Uninor will be owned 67.25% by Norwegian telecom giant Telenor, and 23.75% by UNITECH. Uninor has started mobile services in India at the end of 2009, focusing on the GSM technology.
CHAPTER-3
COMPANY PROFILE
Uninor is a mobile telephony and network operator in India.The company holds a pan-India UAS licence to offer telecommunications services in each of India’s 22 circles. It has also received spectrum to roll out these services in 21 of the 22 telecom circles. From November 2009, Uninor will be owned 67.25% by Norwegian telecom giant Telenor, and 23.75% by UNITECH. Uninor has started mobile services in India at the end of 2009, focusing on the GSM technology.
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History
The company Unitech Wireless was until 2009 a subsidiary of Unitech Group, holding a wireless services licence for all 22 Indian telecom circles since 2008. In early 2009, Unitech Group and Telenor agreed on a majority take-over by Telenor of Unitech's wireless business, including Unitech Wireless' national-wide mobile licence. By March, May and November, Telenor acquired a 33%, 49% and 60% stake in Unitech Wireless, respectively. In September, the mobile operation changed its name to Uninor. On October 19 the Indian Cabinet Committee of Economic Affairs (CCEA) announced that it has approved Telenor's acquisition of up to 74% in Unitech Wireless, and the shareholder's agreement sets a 67.25% Telenor ownership in Uninor.
Uninor's strategy
Uninor is India's eighth nation-wide mobile operator, in a competitive landscape of 13 nation-wide or regional mobile operators. The company is targeting an 8 % pan-Indian market share, and the opening of one million retail points and breaking even on EBITDA within three years. It will provide mobile communication and Value Added Services.
In order to reduce time-to-market, Uninor will outsource infrastructure and back-end services to partner organizations with established core competencies. The operational model is low-cost with a gradual network-build up, infrastructure sharing, GSM equipment at competitive cost, full-scale IT-outsourcing and a long term cost and capex efficiency.
Uninor will organise with headquarters just outside Delhi (Gurgaon), and 11 regional hubs covering one or more of the total of 22 telecom circles. Hub head offices are located in the following cities: • Kochi- Kerala Circle • Chennai - Chennai, Tamil Nadu • Bangalore - Karnataka Circle • Hyderabad - Andhra Pradesh Circle • Kolkata - Kolkata, West Bengal & Orissa Circle • Delhi / Noida (NCR) - Delhi, Western Uttar Pradesh, Uttarakhand & Rajasthan Circle • Patna - Bihar & Jharkhand Circle • Mumbai - Mumbai, Maharashtra & Gujarat Circle • Lucknow • Guwahati • Chandigarh • Indore • Ahmedabad
To quickly launch mobile services only nine months after the foundation of the new company, Uninor has entered into network and base station service agreements with partners. Tower sharing agreements are concluded with Wireless-TT Info Service Limited and Quippo Telecom Infrastructure Limited. Telecommunications, network and radio equipment is to be supplied by Alcatel-Lucent, Huawei Technologies India, Nokia Siemens Networks and Ericsson. The company's IT services and infrastructure is to be shared with Wipro Technologies.
Mission:-
¬Maximize the enabling effect of mobile telecommunications.
¬ Promote safer products and services.
¬ Make responsible business practices part of everything we do
Vision:-
Uninor vision is simple, yet powerful. Uninor exist to help customer get the full benefit of communications services in people daily lives. Uninor is here to help. This means providing services that bring solutions to people everyday endeavors and needs, enabling your future aspirations to come even closer.
Uninor is driven by this promise to you.
- A promise to keep things simple. A promise to listen and respond. A promise to constantly innovate, motivate and support; so you see change.
Change that takes you where you want to go.
Parent Companies
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Telenor
¬ Founded in 1855, Telenor is the largest company in Norway, with
Headquarters located at Fornebu, close to Oslo.
¬ An International wireless carrier with operations in Scandinavia,
Eastern Europe and Asia.
¬ The 6th largest mobile phone operator in the world, with more than 172 million subscribers.
Unitech
¬ Unitech Group is India’s second largest real estate investment company and has recently claimed to be the largest real estate builder in the country.
¬ Based in New Delhi and ranks 1484 in Forbes Global 2000 companies, 32nd in India.
¬ Its construction business includes highways, roads, powerhouses, transmission lines, and it has residential projects called Unitech Cities, UniWorld, in cities like Mumbai, Delhi, Kolkata, Hyderabad, Bangalore, Kochi, Noida, Greater Noida, Agra, Luckhnow, Varanasi, Gurgaon and Ghaziabad.
¬ Formed by Ramesh Chandra and originally formed as United TechnicalConsultant Private Ltd in 1972 as a soil investigation
Company
THE TEAM THAT DRIVES UNINOR:
The team who manages the uninor can be shown as-Infrastructure
¬ Tower Sharing-Wireless-TT Info Service Ltd, Quippo Telecom
Infrastructure Ltd.
¬ Telecom, network and radio services- Alcatel, Lucent, Huawei
Technologies India, Nokia Siemens Networks and Ericsson.
¬ IT services and Infrastructure- Wipro Technologies
¬ Network management- Huawei, Ericsson and ZTE
TELENOR
Telenor Group is the incumbent telecommunications company in Norway, with headquarters located at Fornebu, close to Oslo. Today, Telenor Group is mostly an international wireless carrier with operations in Scandinavia, Eastern Europe and Asia, working predominantly under the Telenor brand. It is currently[update] ranked as the sixth largest mobile phone operator in the world, with more than 172 million subscribers. In addition, it has extensive broadband and TV distribution operations in four Nordic Countries.
Technology
The first telephone service in Norway was offered in 1878 between Arendal and Tvedestrand, while the first international telephone service between Christiania and Stockholm was offered in 1893. Automation of the telephone system was started in 1920 and completed in 1985. In 1946 the first Telex service was offered, and in 1976 satellite telephone connections to oil platforms in the North Sea were installed. In 1980 the first steps to digitalise the telephone network were taken.
Televerket opened its first manual mobile telephone system in 1966, being replaced with the automatic NMT system in 1981 and the enhanced NMT-900 in 1986. Norway was the first country in Europe to get an automatic mobile telephone system. The digital GSM system came into use in 1993; the GSM standard was developed in Norway by the Norwegian University of Science and Technology (NTNU), but no mobile phone manufacturers emerged in the country. The third generation of mobile technology with UMTS system began full operation 2004. The Opera web browser was created in 1994 by Jon Stephenson von Tetzchner and Geir Ivarsøy during their tenure at Telenor. Opera Software was established in 1995 after the pair went on to continue development of their browser.
Deregulation and internationalisation
The corporation changed its name to Televerket in 1969. In 1994, the then Norwegian Telecom was established as a public corporation. The authorities wanted to deregulate the telecom sector in Norway, and sector by sector was deregulated between 1994 to 1998. An attempt to merge Telenor with its counterpart in Sweden, Telia, failed in 1999, while both still were owned by their respective governments. On December 4, 2000 the company was partially privatised and listed on Oslo Stock Exchange and NASDAQ. The privatisation gave the company NOK 15,6 billion in new capital, the Government of Norway owning 77.7% of the company after the privatisation. By 2006 the governments ownership has been reduced to 53%.
In the second half of the 1990s, Telenor became involved in mobile operations in a number of countries: Russia (1994), Bangladesh, Greece, Ireland, Germany and Austria (1997), Ukraine (1998), Malaysia (1999), Denmark and Thailand (2000), Hungary (2002), Montenegro (2004), Pakistan (2004), Slovakia, Czech Republic, Serbia (2006). Operations in Greece, Ireland and Germany were sold in 1999/2000 and profits were re-invested in the emerging markets. In October 2005 Telenor acquired Vodafone Sweden, changing the name to Telenor in April 2006. On 31 July 2006, Telenor acquired 100 per cent share of mobile operator Mobi 63, one of two mobile operations existing in that moment in Serbia for Euro 1.513 billion.
Operations
Telenor offers a full range of telecommunication services in Norway, including mobile and fixed telephony as well as Internet access and content. Telenor still dominates the market place in Norway. However, competition has at times been intense in the mobile market and ADSL market, but Telenor remains the largest company in both sectors.
Telenor holds a prominent position in the Scandinavian Broadband and TV market, both with regard to the number of subscribers and to the extent of coverage. The TV distribution is branded Canal Digital.
Telenor used to provide a range of services related to satellite communication, including voice, television and data before its Telenor Satellite Services division was purchased by Vizada in 2007.
Telenor Maritime Radio is responsible for the infrastructure for maritime radio communication in Norway, and also includes five manned coast radio stations whose primary purpose is to monitor the maritime radio traffic (over e.g. VHF and MF bands) and to assist marine vessels in distress.
Telenor Cinclus develops and sells products related to Automatic Meter Reading and other technologies related to machine to machine communication.
Telenor Research and Innovation (Telenor R&I, prior to September 1, 2006 known as Telenor R&D) is Norway's largest research establishment within Information and Communications Technology (ICT). Telenor R&I has research facilities in Fornebu, Trondheim and Tromsø. In 2009 Telenor R&I was merged with Global Coordination team, and is now called Telenor GBD&R.
Telenor also owns 51,8% of EDB Business Partner that offers a wide range of IT-services. The company is listed on Oslo Stock Exchange.
Telenor has sold a number of divisions after its privatisation, including Bravida, the former installation division and Findexa, now part of Eniro that is responsible for telephone directories.
Mobile
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Old Style Telenor Mobile SIM
At year-end 2005, Telenor held controlling interests in mobile operations in Norway, Denmark, Sweden, Serbia, Ukraine, Hungary, Montenegro, Thailand, Malaysia, Bangladesh, India and Pakistan. Telenor also holds minority interests in mobile operations in Russia, having recently sold a minority share in Austria.
In accordance with Telenor's strategy of consolidating its position in international mobile by obtaining control of selected international mobile operations, and in order to maximize the benefit of cross-border synergies and increase overall profitability, Telenor also made new acquisitions in 2005.
In October 2006, Telenor entered into an agreement with Vodafone Group for the acquisition of subsidiary Vodafone Sweden for a consideration of NOK 8,170 million, including assumption of debt.
Effective from 26 October 2005, Telenor increased its economic stake in Total Access Communication (DTAC) in Thailand to 56.9 per cent. Following further transactions based on mandatory tender offers, Telenor's economic stake was raised to 69.3 per cent by year-end 2005.
Telenor's mobile commitments in Asia and Eastern and Central Europe are becoming increasingly important and to ensure optimal follow-up, Telenor has appointed dedicated Executive Vice Presidents for these regions. Telenor has also strengthened the co-ordination of operational and human resources across all the countries in which the group has operations through the appointment of two new Executive Vice Presidents to the Group Executive Management.
During 2005, Telenor successfully extracted a number of cross-border synergies across the group. Common technologies for optimal spectrum and network utilisation have been successfully implemented at each of the group's operations, and Telenor maintains its focus on adopting new technologies to improve service quality and reduce costs.
In order to harmonise the group's customer orientation across all markets, Telenor has developed a common segmentation model that enables more effective targeting, while also providing greater insight into the global markets. Telenor has developed a framework that provides affiliates with a proven concept of developing target segmented offerings and optimised go-to-market strategies.
Revenues from voice services include traffic charges, interconnection fees, and roaming charges. All of Telenor's mobile operations derive the greatest share of their total revenues from voice services, and Telenor continues to focus on developing new products, services and initiatives to increase Telenor's customer base and encourage higher usage.
Fixed-line
In Norway, Telenor provides communications solutions on a retail basis to both residential and business customers. Offers include analogue (PSTN) and digital (ISDN) fixed-line telephony, as well as broadband voice services over Internet Protocol (VoIP), Internet access via PSTN/ISDN and digital subscriber lines (xDSL), value-added services and leased lines. Norway now has one of the highest numbers of DSL lines per capita, currently at over 80% of households and steadily growing.
Through the acquisitions of Bredbandsbolaget and Cybercity, made in July 2005 for NOK 4.5 billion and NOK 1.3 billion, respectively, Telenor has gained a strong position in the fast-growing broadband markets in Sweden and Denmark. Bredbandsbolaget is Sweden's second largest provider of broadband services, offering full triple-play with high-speed Internet, VoIP and Internet Protocol (IP) television services on an all-IP fibre and xDSL network. Cybercity is Denmark's third largest broadband supplier, providing xDSL-based Internet access and voice services to both residential and business customers.
On 8 February 2006, Telenor increased its shareholding in the Swedish residential voice and broadband provider Glocalnet AB by 13.5 per cent, for a consideration of SEK 136 million (NOK 118 million), to secure a 50.1 per cent ownership interest. The acquisition triggered a mandatory offer for all outstanding shares in Glocalnet AB. This offer is valid until 21 April 2006. As at 28 March 2006, Telenor holds a 96.6 per cent ownership interest in Glocalnet.
In the fourth quarter of 2005, Telenor disposed of its operations in the Czech Republic and Slovakia with a loss of NOK 63 million.
In 2009, Norwegian performing rights agency TONO and the Norwegian section of the International Federation of the Phonographic Industry (IFPI Norge) attempted to force Telenor to block the Pirate Bay BitTorrent website. After several court judgements in favour of the ISP, the case was finally dropped, with an admission from TONO that under Norwegian law the ISP cannot be compelled to block access to the site.
Broadcast
Telenor also operates the national terrestrial broadcast network in Norway, Norkring. It is also part owner of the company that will build the new digital terrestrial network, Norges Televisjon and the content provider RiksTV. Telenor is also the leading provider of satellite broadcasting services in the Nordic region, utilising three geostationary satellites.[citation needed] Telenor's key objective is to further strengthen Broadcast's position in the Nordic region.
Thor is a satellite-family owned by Telenor. On 11 February 2008 the THOR 5 satellite was launched into geostationary orbit by a Proton rocket. The launch was provided by International Launch Services using a launch vehicle built by Khrunichev Space Center. Cato Halsaa, CEO of Telenor Satellite Broadcasting, said the launch, "Demonstrates our commitment to the satellite industry and our firm belief that satellites will continue to play an important role as a distribution platform for TV entertainment." Telenor operates three satellites from its satellite control center at Fornebu (Thor2, Thor3 & Thor5), with Thor6 being launched in 2009.
Telenor Broadcast provides TV distribution services to more than three million households and businesses in the Nordic region, offering basic tier, "minipay" and premium pay-TV services to subscribers with Direct To Home (DTH) satellite dishes. In Norway and Sweden, Telenor also offers basic tier TV services, pay-TV and Internet services to cable TV subscribers, and in Denmark, the same services are marketed through a cable network; OE Kabel TV, acquired in November 2005. In Finland, Telenor offers premium pay-TV services to subscribers with access to digital terrestrial television (DTT). Telenor also offers TV services through privately owned satellite master antenna TV networks (SMATV), which serve multiple dwellings such as housing associations and antenna unions.
Telenor's wholly owned subsidiary Canal Digital is the leading TV content distributor in the Nordic region, offering a wide range of national and international TV channels to households that rely on DTH, cable, DTT or SMATV for their reception of television services.
International activities and markets
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Telenor world locations 2009.
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Telenor Sweden headquarters in Stockholm.
Approximately half of Telenor's employees work outside Norway.
Bangladesh
Launched in 1997, Grameenphone was the first Telenor venture in the Asian telecom market.
Today, Grameenphone is the largest mobile provider in Bangladesh, serving more than 21 million subscribers; an increase of 53 per cent in the subscriber base in 2007. Telenor and its partners have boosted network capacity and extended coverage to new and often remote areas, connecting millions of previously unconnected people. Telenor holds 55.8 per cent of Grameenphone. Grameenphone started trading its shares on the stock exchanges in Dhaka and Chittagong on November 16, 2009. The headquarters are located in Dhaka.
Denmark
In Denmark Telenor owns the following companies: Telenor Denmark which is Denmark's second largest provider of mobile telephony with 1.8 million subscribers and which provides IP telephony and broadband and has 280.000 customers. Tele2 which provides telephony and internet. CBB Mobil which provides low cost prepaid mobile telephony.
On 15 June 2009 Sonofon, Cybercity and Tele2 were unified under one international brand - Telenor.
Furthermore the digital distributor of TV-channels Canal Digital owned by Telenor is also present in Denmark.
Finland
Telenor's operations in Finland are fixed datacom and Canal Digital.
Hungary
Pannon is Telenor's fully owned subsidiary in Hungary. The company offers mobile telephony, has 3 million subscribers and a market share of 33%. The Hungarian branch changed name to Telenor in May 2010.
India
Uninor had started its mobile services on 3rd December 2009, in 8 of the 22 circles in India. Telenor has acquired a 67% equity stake in Unitech Wireless, which has the requisite government approvals andlicences to provide mobile services pan-India. Uninor has rolled out its network nation-wide under brand name Uninor.
Malaysia
DiGi is Malaysia's third largest mobile telephony company, and Telenor owns 49% of the company.
Montenegro
Telenor Montenegro is Telenor's subsidiary in Montenegro and offers mobile telephony.
Pakistan
Telenor Pakistan is a wholly owned subsidiary that started operations on the 15th of March 2005 and holds one of six mobile licences in Pakistan. It's also the fastest growing cellular network of Pakistan - this may be attributed to their aggressive marketing and advertising campaign. Currently, Telenor holds the second largest GSM and the largest GPRS and EDGE coverage in Pakistan which competes with Ufone. with the recent launch of its nationwide EDGE-enabled network. It has achieved the third largest retailer network in Pakistan within the 2 years span of its operations and has started operations in northern areas of Pakistan and in Pakistani administered Kashmir. Telenor had reached its breakeven in the first quarter of 2007. Telenor proactively participated in the earthquake disaster relief, and carried out a campaign for the welfare of flood victims in Balochistan. The current CEO of Telenor Pakistan is Jon Eddy Abdullah.
Russia and CIS
Russia's second largest mobile telephone company is VimpelCom, which Telenor owns about a third of. VimpelCom also operates in Kazakhstan, Tajikistan, Ukraine, Uzbekistan and Georgia. The company is listed on New York Stock Exchange.
For a description of Telenor's legal battle with Alfa Group over VimpelCom and Kyivstar, see: Alfa Group.
Serbia
Telenor owns 100% of Telenor Serbia, one of the three mobile vendors in Serbia and has a customer base of around 2.99 million. It is second mobile operator in the Serbian market.
Sweden
Telenor owns a number of different companies in Sweden. Telenor Sverige AB is the result of Telenor's purchase of Vodafone Sweden in 2005, offering mobile telephone services with a market share of approximately 15%. Telenor also owns Bredbandsbolaget, Sweden's second largest provider of broadband and the largest provider of IP telephony. Canal Digital offers TV distribution as well.
Thailand
Telenor holds an indirect position in DTAC, a mobile telephony company in Thailand. DTAC currently has about 14 million users which put DTAC as the second-largest mobile operator in the Thai market.
Ukraine
Telenor owns 56.51% of the shares in one of Ukraine's largest GSM operators, Kyivstar.
Probable strategy
The company started commercial operations in Pakistan on 14 March 2005. It will continue its focus on mobile operations in Scandinavia, Eastern Europe and Asia, become the largest provider of TV and Broadband to customers in Scandinavia, and sell non-core assets outside this scope.
Generally, the company's strong growth has derived from focusing on mobile communication in low-income, but fast-growing markets. These potentials being fulfilled, new incomes could come from either new market entries, or increased revenues from more services in existing emerging markets, from both mobile and broadband services.
Telenor is currently taking part in a race to acquire a sixth mobile operator in Vietnam, in competition with other global telco's, among them Vimpelcom. Telenor announced to the business newspaper Dagens Næringsliv last winter that they are looking at possible prospects for mobile operations in Africa.
Telenor is a sponsor of Rosenborg BK.
UNITECH
The Unitech Group is India's second largest real estate investment company, and has recently claimed to be the largest real estate builder in the country.
The company is based in New Delhi and ranks 1484, in Forbes Global 2000 listing of the top 2000 public companies in the world by Forbes magazine, 32nd in India. Its construction business includes highways, roads, powerhouses, transmission lines, and it has residential projects called Unitech Cities/Uni World, in cities like Mumbai, Delhi, Kolkata, Chennai, Hyderabad, Bangalore, Kochi, Noida,Greater Noida, Agra, Lucknow, Varanasi,Gurgaon, and Ghaziabad .
History
Founded by Ramesh Chandra and originally formed as United Technical Consultant Private Ltd in 1972 as a soil investigation company. They later moved into civil engineering contracts in 1974.The company began to focus solely on real estate in 1986, and today it is India's second-largest listed real estate firm. Current events
They have recently formed a large joint venture with Norway based Telenor Group to create Unitech Wireless., in August 2009, it secured a 50 billion rupee ($1 billion) loan from State Bank of India (SBI.BO) to fund its mobile phone network rollout.
CHAPTER-4
DEALER PROFILE
INTRODUCTION:
Abhishek Communication is one of the leading agencies in the distribution of Uninor Service in Chitradurga city.
It was established in 1997. Before taking the dealership of Abhishek Communication
This firm partnership firm consisting three invested partners Abhishek, yogesh, vishwanath
LOCATION:
Abhishek Communication is located in B. D. Road and Opposite SJM Dental College, Reddy Complex, chitradurga.
AREA COVERED:
It covers entire Chitradurga City and all micro integers in Chitradurga District.
OBJECTIVES:
1. Though every business has primary objective to earn profit.
2. To promote and sell all brands of product
3. To provide good service to the customer.
4. To make customer satisfaction after get the product.
MARKETING MIX STRATEGY OF ABHISHEK COMMUNICATION Sales representatives of the company are active in collecting orders from dealers. The orders will be taken for a week, fortnight or monthly and even sometime quarterly. The orders depend on the sales of the dealer. In case of dealer needs immediately requirement of any good he can call him up and mail to the representation and the dealer may get the goods as early as possible.
PRODUCT MIX: Through Abhishek Communication dealing other Business also. But still they are the authorized dealers for Uninor SIM in Chiritradurga city.
PRICE MIX: The dealers take active part in pricing the product as the company itself does the pricing. The company fixes the maximum retail price (MRP) so the dealer need not add any local two on the price list by the company.
PROMOTION MIX: Abhishek Communication do not take any promotional activity because the makes this task easier with various promotional strategies like advertisement in newspaper, magazines, television and internet
If any dealer purchases the batteries in bulk the dealer will provide 8-10% cash discount and it acts as promotional strategy of the dealer
DISTRIBUTION MIX: The distribution aspect of the company is very simple the dealer needs to place an order with the representatives and get the delivery of the goods
The Abhishek Communication also have sub dealers who purchase the product in bulk It enables that can distribution the product easily
SALES: The dealers sell the goods on cash basis and credit facility is given. As cash and carry system is followed there are no bad debts for the firm and the dealer need not spend or make expenses on collection of depts.
ACCOUNTING SYSTEM: Accounting system is maintained as per rules and regulations, laid down by the govt.
STOCK MAINTENANCE: As it are perishable goods, so there is no maintenance of stock. They will get the. fresh stock whenever they need place an order and get the batteries and some are delivered to sub - dealer.
COMPETITORS:
The main competitors to the firm are some other Dealers in chitradurga
CHAPTER-5
CHITRADURGA DISTRICT PROFILE
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INTRODUCTION
Chitradurga is a first city with historical background District has number of tourist places like fort of regime of palegaras covering Anebagilu, Rangaiahana Bagilu, Onake Obavvana kindi etc. District has other historical places like halurameshwara. Sri Ranganatha Temple, Guru Thipparudraswarny Temple at Navakanahatti etc..
District has rich natural resources like lime stone, manganese etc., district has traditional artisans engaged in wool weaving, silk weaving and handicraft. Challakere taluk of the district is popularly known as oil centre of Karnataka, since rood many number of oil mills, solvent extraction plants are located. The district has good number of training centres and network of APMCs for items like, ground nuts. maize, sunflower. areca nut and oil seeds- District has good yield of coconut and us such number of coir industries are located district has other industries Ike cotton plant, cotton ginning etc. District has number of traditional silk weaving artisans and wool weavers.
HISTORY
The history of this region dates back to pre-historic period of 600BC according to excavations conducted at Chandravalli under the guidance of Dr.M.H.Krishna by the department at archaeological researcher, Mysore state. It was pre-eminently the land of assures in the age of the epics. Dynasties like nanolas, morays. Satavahanas, Kadamba, Chalukyas, Plazas, Retracts, Cholas, Vijayanagar kings and lastly the famous palayapuras of chitradurga, had ruled the district the seven round fort built by palegaras at top of the hills of the Chinnamuladri adjacent to the city has brought the tourism value to the city.
PHYSICAL FEATURES
The district is located between 1334' and 1510' north longitudes and 75' 37' and 77' 01' east longitudes. It is surrounded Bellary district in the north. Anantapur district of Andhra Pradesh in the east, Tumkur district in the south - west and the Survey found Davanegere district in the west. Generally speaking the whole district is dry land, characterized by huge, understanding plans. It lies in the valley of vedavathi river. It comes under the Krishna basin as the only river vedavathi flowing now in the district joins the Krishna River. Vedavathi is a river of two tributaries veda and Avathi. Bauxite, Chromium, Gold, Iron ore, lime stone, manganese, pyrites White quartzes are the important minerals available in the district The weather during summer is too hat and receives less rainfall The average rainfall is 756 mm
December to February is cold season with clear bright weather March to June is hot summer. The temperature manager between 27.90 to 42.200 C
ECONOMY AND INFRASTRUCTURE
Chitradurga district has a geographical area of 7,70,702 hectares. The area covered by forest is 76,646 hectares The total cultivated land is 4,22,574 hectares and non cultivatable land including barren land of 25,403 hectares, is 76,646 hectares (%) in the year 2001 —02 out of the total cultivated land, irrigated land is 70,500 hectares.
Farming ------------- % VaniVillas Darn partial tanks and tube wells, are the sources of irrigation. Tower, Ragi, Coconut.
And arecanut plantations are the main plantations Sugar cane, oilseeds, onion, mulberry, plants are important commercial crops Horticulture, Sericulture, and animal husbandry are other activities carried out in addition to agriculture which is a main occupation. There are no of large scale industries. Medium scale cottage and village industries are the important industries table gives details about the agriculture industry infrastructure computed by high power committee for redressal of regional imbalances appointed by the government of Karnataka under the chairmanship of Dr. D.M. Nanjundapa the economist.
Table 1.
GENERAL
|Sl.No. |Particular |No. of units |
|1. |Taluks |06 |
|2 |Hoblies |22 |
|3. |Villages |1059 |
Table 2.
LAND USE
|Sl.No. |Particular |Hectares |
|1. |Total geographical area |7,70,702, |
|2. |Forest |22,73,719 |
|3. |Permanent partures and grazing |88,740 |
|4. |Land |68,242 |
|5. |Irrigated land |3,58,037 |
|6. |Net area sown |46,279 |
Table 3.
LIVE STOCK
|Sl.No. |Particular |No. of Live |
|1. |Buffaloes |1,72,777 |
|2. |Sheep |7,16,433 |
|3. |Goats |2,15,140 |
|4. |Pigs |7,923 |
The SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. Information about the origins and inventors of SWOT analysis is below. The SWOT analysis headings provide a good framework for reviewing strategy, position and direction of a company or business proposition, or any other idea
A) STRENGTH
1) Location advantage of national Highway No 4 and National Highway No 13
2) Major tourist centre.
3) Abundant agriculture and Horticulture resources contributing to Industrial development in the sector.
4) Wind velocity is uniform in all the, seasons. Hence there is scope for windmill in Chitradurga and Hiriyur Taluks.
5) The district has good human resources as these are number of educational institution including Engineering college, Polytechnic, Job oriented course centres, skills development institutions like RUDSET, ATI, DITC
6) District has got highest number of self-help group in the state. As such this is a scope for group oriented production activities.
7) Oil testing centre is located at challakere to cater to quality analysis of oil, oil seed oil cake etc. -
8) STEP institution is encouraging technical entrepreneurs to set up information technology and Electronic industries.
B) WEAKNESS
1) The district has drought prone area. These are no personal source of water. Cultivators only depend on rainfall.
2) Airport is far-off to an extent of 200 kms from Chitradurga.
3) Chitradurga is not included on the direct route of Bangalore - Pune Railway route.
4) Mega industries have not been set up.
C) OPPORTUNITIES
1) Based on the human resources there is ample scope for both engineering and Technical industries like manufacturing service industries
2) There is good scope for food processing industries based on rich growth of Agriculture and Horticulture crops.
3) Good scope for non-conventional energy source like wind mill.
4) There is scope for truck terminal, transport based industries etc., as National Highway No. 4 and 13 are passing through the district
5) Based on natural resources like lime stone, good scope for cement based industries.
6) There is potential for industries like heavy fabrication sheet metal work etc
7) Tourism related activities such as 3 star hotels could be established
D) THREATS
1) Interrupted power supply is blocking the continuous and regular production activity
2) There is a cute shortage of drinking water and industrial water for chemical based industries.
CHAPTER-6
MARKETING STRATEGY
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INTRODUCTION: Marketing strategy is the total and unbeatable instrumental or a plan shaped and designed specifically for attaining the marketing objectives of a film. A marketing mission and objectives tells us as to where we want to go and marketing strategy provides us with the grand design for reaching out there. According to Prof "Jerome Cathy" Strategy, is the all important part of marketing the one time planning decision the most crucial decision that determines what business the company is in and the general strategy, it will follows may be more important than has over been realized. According to 'Mr. Robertson and Yoram wind'.."There are 3 generic strategies for achieving success in the competitive market place. The first of there is to gain control over the supply or distribution, the second competitive cost advantages and the third product differentiation. Marketing as a discipline is critical component of all these there strategies marketing performs a boundary role function in the firms selection of an appropriate strategy, marketing spares the customer interface and provides the assessment of needs which must ultimately guide all strategy development.
NATURE OF MARKETING STRATEGIES: The exact nature of marketing strategy is self evident from the definition we have gone through.
1. THEY ARE DYNAMIC: The concept of marketing strategy is relative as it is designed to meet the changing demands of a situation. Each situation and event needs a different strategy that is why strategies are revised and recast very frequently to cope up with the changes in a given situation or event.
2. THEY ARE FUTURISTIC: A marketing strategy is forward looking it orients towards future. A marketing strategy is designed to bring out the organization from a ditch of digression to the path of progress for better change in the coming times.
3. THEY ARE COMPLEX: A marketing strategy is a very complex plan impounding in its compound other plans or firms of plans which area must to achieve the organizational goals. It is a compendium complex of plans within plan to out beat the strength. vitality of others in a line are allied activities.
4. THE PROVIDE DIRECTION: A marketing strategy provides', a set direction in which human and physical resources will be allocated and deployed for achieving organizational goals in the face of change environmental pressure, stress and strains and constrains and restraints
5 THEY ARE ALL COVERING Marketing strategies involve the right combination of factors governing the best results infact, strategic planning warrants not only the insulation of various elements of a given situation but a judicious and critical evaluation of their relative importance.
6. THEY ARE A LINK BETWEEN THE UNIT AND ENVIRONMENT: The strategic decisions that are basically related with likely trends in the changing marketing changes in government policies, technological developments, ecological change over’s, social and cultural over tones Then the ever changing environment which is external to the organization has impact on it because unit is the subsystems of supra system namely environment. Marketing strategies are the interpretative plans formulated to interpret and give meaning to other plans in the spotlight of a specific situation or situations. They demand on adjustment of plans in anticipator of the reactions of those who will be influenced strategic decisions are the result of complex and intricate process of decision making.
8. THEY ARE TOP MANAGEMENT BLUE PRINT: Marketing strategies their formulation is the basic responsibility of top management. It is because, it is top management. 10s top management that spells out the missions, objectives and goals and the policies and strategies are the ways to reach them Thus, top management is not only to say to where to go but how best to go the terminal point
ESSENTIAL OF MARKETING STRATEGIES
1. IT IS CONSISTENT: A marketing strategy to be effective is, to be consistent with the overall and specific objectives and policies and other, strategies and tastes of the marketing organizations. Interval consistency is an essential ingredient of a good strategy as it identifies the area where the strategic decisions are to be made imminently or in the long run.
2. IT IS WORKABLE: Any strategy however lendable and theoretically sound is meaningless unless it is able to meet the ever changing needs of a situation. In this business world contingency is quite common and the strategy that strikes at the head to contribute to the progresses and prosperity of marketing organization.
3. IT IS SUITABLE: A strategy is emergent of situations or environment. It is the subservient of changing environment of business world. It is but natural that any strategy not suiting to the environment of business world. It is but natural that any strategy not suiting to the environment of business world. It is not natural that any strategy not suiting to the environment can impound the marketing organization in the compound of danger, digrers and frustration.
4. IT IS NOT RISKY: Any strategy involves risks, as uncertainty is certain, what is important is that the extent of the risk involved or associated with strategy is reasonably low as compared to its payoff or returns. It is because, a high risks very strategy may threaten the survival of the marketing organization, let alone its success, if calculations go fit.
5. IT IS RESOURCE BASED: A sound strategy is one which designed in the back ground of the available resources at its command. A strategy involves certain amount of risk which can hardly be segregated. A strategic decision warrants commitment of right amount of resources to the opportunity and reservations of sufficient resources for an anticipated or pass through errors in such demands of resources.
6. IT HAS A TIME HORIZON “The statement a stick in time saves nine” that aptly applies to the concept of strategy is time bound to be used at the nick of the hour and stick of the opportunity. It has an appropriate time horizon banks on the goals to be achieved. The time should be long enough to permit the organization to make adjustments and maintain the consistency of a strategy. According to PIMS approach (profit impacts of Marketing Strategy) has identified nine major strategic influence on the profitability and net cash flow according for 80% of business success or failure. These influences are narrated below in order of importance.
7. INVESTMENT INTENSITY: The extent of fixed and working capital and working capital and working capital needed to make available a product or product value in terms of rupee sales or value added in the business in determined by technology chosen and the way of doing the business capital or investment intensity has, generally a negative impact on the percentage measures of profitability or net cash flow.
8. PRODUCTIVITY:
Among other inputs, the productivity of capital equipment
TYPES OF STRATEGIES
Every marketing strategy is unique, but can be reduced into a generic marketing strategy. There are a number of ways of categorizing these generic strategies. A brief description of the most common categorizing schemes is presented below: ➢ Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry Typically there are three types of market dominance strategies:
▪ Leader
▪ Challenger
▪ Follower
➢ Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firm's sustainable competitive advantage.
▪ Cost leadership
▪ W Product differentiation
▪ Market segmentation
➢ Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types:
▪ P Pioneers
▪ P Close followers
▪ Late followers
➢ Growth strategies - In this scheme we ask the question, "How should the firm grow?". There are a number of different ways of answering that question, but the most common gives four answers:
▪ Horizontal integration
▪ Vertical integration
▪ Diversification
▪ Intensification
A more detailed scheme uses the categories: ▪ Prospector
▪ Analyzer
▪ Defender
▪ Reactor
➢ Marketing warfare strategies - This scheme drawsparallels between marketing strategies and military strategies.
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CHAPTER-7
ANALYSIS AND INTERPRETATION
Post Launch Survey:
1. Which is your current mobile operator?
Purpose:-
The purpose behind this question is to know the concentration of different mobile operator in market.
Interpretation:
Major respondents using mobile are enjoying Idea services. 8% of the respondents use Uninor, 24% respondents use Idea. Uninor captured maximum users from Docomo.
2. ) If Uninor Customer, How much you spend monthly on mobile?
Purpose:
The purpose behind this question is to know about the how much they monthly spend on their mobile.
Interpretation: Here 18 Respondent spend below Rs.400 on their monthly on their mobile, while 30 spend Rs400-Rs700 on their mobile. Only 17 spends more than Rs700 on their mobile expenses.
3. Do you prefer prepaid or postpaid?
Purpose:
The purpose behind this question is to the type of connection they prefer.
|Sl. No. |Type of connection |No. of respondents |Percentage |
|1 |Prepaid |44 |88 |
|2 |Postpaid |06 |12 |
| |Total |50 |100 |
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Interpretation: 88% of the respondent prefer prepaid connection, while only 12% prefer postpaid, so uninor may delay postpaid launch.
4. Which services from Uninor are more helpful to you?
Purpose:
The purpose behind this question is to know which services are more helpful to the respondent.
|Sl. No. |Services |No. of respondents |percentage |
|1 |Call Rates |18 |36 |
|2 |SMS Rates |10 |20 |
|3 |Network |12 |24 |
|4 |Value Added Services |10 |20 |
| |Total |50 |100 |
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Interpretation:
Here major Respondents mainly use call rates services of Uninor.20% of the respondents use Uninor for SMS services while only 20% of the respondents use Uninor for Value Added Services.
5. Which service you like most in your current operator?
Purpose:
The purpose behind this question is to know what service they like most in their current opertor.
Interpretation: It shows that customer like service most in their current opertor is network & call rates.
6. ) In which area you have problem with your current operator ? Purpose: The purpose of this question is to know in which areas they mostly face problems.
|Sl. No. |Services |No. of respondents |Percentage |
|1 |Call Rates |10 |20 |
|2 |SMS Rates |12 |24 |
|3 |Purchasing service |06 |12 |
|4 |Customer care |08 |16 |
|5 |Network |09 |18 |
|6 |Value Added Services |05 |10 |
| |Total |50 |100 |
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Interpretation:
It shows customer mainly face poblem in call rates.They still wants low call rates.
7. ) What is your current call rate type?
Purpose:
The main purpose of this question is to know customer preferences towards call rates plans.
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Interpretation:70% of respondents use per minute call rate,while only 26% are using per second billing plan.
8. Are you aware of Uninor.
Purpose:
The purpose behind this question is to know about the awareness of Uninor among all the respondents.
|Sl. No. |Answer |No. of respondents |Percentage |
|1 |YES |41 |82 |
|2 |NO |09 |18 |
| |Total |50 |100 |
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Interpretation: Here 82% of respondents are aware about UNINOR Services.
Purpose: The purpose behind this question is to know from which source the respondents came to know about UNINOR.
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Interpretation:36% of the respondents are aware about UNINOR through Advertisements, 30% are aware because of Hoardings while 20% and 14% of the respondents are aware because of Newspapers and Mouth Publicity respectively.
10. Are you aware of dynamic pricing?
Purpose: Purpose behind this question is to the awareness of uninor dynamic pricing.
Interpretation : Maximum respondents felt that Uninor’s Coverage area and connectivity was below expectations and needs a major improvement without which more customers will be driven off from the firm.
CHAPTER-8 FINDINGS/CONCLUSION
Follwing are the conclusion that the researcher found after the survey. ➢ From above analysis, within a month Uninor was able to capture 9 percent market share due to heavy promotion.
➢ From the above analysis the researcher concludes that major respondents are dissatisfied with some of the major services like call rates, SMS rates and new schemes & offers.
➢ Major respondents from all respondents use services of other service providers as Uninor is a new entrant and respondents lack awareness.
➢ Major respondents are youngsters and IT professionals so they need more facilities internet and low call rates, but Uninor dissatisfies these age group as their call rates are high and there is no internet service.
➢ A major portion of customers are aware of Uninor service.
➢ Uninor was a success in terms of creating awareness and spreading information.
➢ Majority of customers are aware of UNINOR shows that promotion strategy adopted by UNINOR is effective.
➢ Uninor’s USP was its Dynamic Pricing.
➢ Customers could understand its Dynamic Pricing. Thus it was a success.
➢ Uninor should not focus much on introducing Post Paid connections yet.
➢ Uninor should improve its GPRS and other VAS features.
➢ Customers avoided Uninor due to lack of connectivity and coverage area.
➢ Brand Co-creation methodology used by Uninor during its launch was a success.
➢ Costumers could connect themselves to the brand.
RECOMMENDATIONS
Following are some of the suggestions given by the researcher so that Uninor can serve people and its customers in an improved way:
➢ Uninor should focus on better network because mostly customers want better network
➢ Uninor should provide more offers and also should launch post-paid services so that the number of customers increase.
➢ Uninor should bring introduce some new SMS schemes and night calling facilities for students , youngsters.
➢ Uninor should introduce more schemes and offers.
➢ Uninor should provide more schemes and facilities for the IT professionals as pune is the IT hub,so as to increase a potential customer base.
➢ Uninor should decrease call rates of STD and ISD.
➢ Uninor should promote its GPRs and other VAS more.
➢ Should not enter into Post paid yet.
➢ Uninor should improve its Connectivity and Covergae area.
ANNEXURE
CUSTOMERS QUESTIONNAIRE
Dear Respondent,
I am the student of Govt. Art College, Chitradurga studying in B.B.M., 6th Semester. As a part of my study. I have undertaken a project work on “CONSUMER SATISFACTION TOWARDS UNINOR TELCOM ” in Chitradurga City with special reference to Abhishek Communication in Chitradurga City. I shall be very grateful if you could spare a moment in answering the following questions. Thanking you, Yours sincerely, (Sunil. P.S)
2. ) If Uninor Customer, How much you spend monthly on mobile?
Below 400 [ ] 400-700 [ ] More than 700 [ ]
3) Do you prefer prepaid or postpaid?
Prepaid [ ] Postpaid [ ]
4. Which services from Uninor are more helpful to you? Call rates [ ] sms rates [ ] Net work [ ] value added service [ ]
5. Which service you like most in your current operator? Call rates [ ] sms rates [ ]
Purchasing service [ ] customer care [ ]
Network [ ] value Added Services [ ]
6. ) In which area you have problem with your current operator ?
Call rates [ ] sms rates [ ] Purchasing service [ ] customer care [ ] Network [ ] value Added Services [ ]
7. ) What is your current call rate type? Pre minute [ ] Per second [ ]
