abs - vodafone- rohit munjal
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Summer Internship : Vodafone Essar Mobile Services
Limited
Towards the partial fulfilment of
Masters of Business Administration (MBA)
2008-2010
MAJOR: MARKET RESEARCH AND PERFORMANCE
TRACKING OF RETAILERS FOR VAS (CT).
MINOR: MARKET SURVEY AND ANALYSIS ON
VODAFONE TUESDAYS.
1
Submitted By:
Rohit Munjal
MBA (M & S) class of 2010
A0102208005
Amity Business School
Submitted To:
Ms. Anita Venaik
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I (ROHIT MUNJAL) studying in Third semester of Master of Business
Administration in the Academic Year 2008-10 at Amity Business School, Amity
University, Noida, Uttar Pradesh hereby declare that I have completed project in
Vodafone as a part of the course requirements of Masters of Business Administration
of Amity university.
We further declare that the information presented in this project is true and original to the
best of my knowledge.
Date:
Place: New Delhi
Rohit
Munjal
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Prof Anita Venaik, hereby inform that (Rohit Munjal) studying in Third semester of
Masters of Business Administration in the Academic Year 2008-10 at Amity Business
School, Amity University, Noida, Uttar Pradesh has completed project in Vodafone,
under my guidance for six weeks i.e., 11.05.2009 to 19.06.2009.
I further declare that information presented in this project is true and original to the best
of my knowledge.
Date:
Place: Noida
Prof Anita Venaik
Faculty Guide
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Icon like Vodafone which is fuelled by the individuals with so much zest and energy,
teaming up to form a formidable force, was in itself a true learning experience which
will help immensely in my career.
We have been extremely fortunate that we have had the opportunity of doing my summer
internship in the able guidance ofMs Parul Mattoo, Ms Richa Arya and Ms Geetika
Zadoo. Their support and patience proved to be very helpful in completing the project.
I would also like to thank the employees at Vodafone for their kind co-operation which
helped us to learn a lot from the organization.
Rohit Munjal
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With the emerging revolution where innovations are taking place at the blink of an eye, it
is impossible to keep pace with emerging trends. In organizations where making things
right in the first instance is the driving motto, perfection and accuracy are inevitable.
Excellence is an attitude that the whole of the human race is born with. It is the
environment that makes sure that whether the result of this attitude is visible or
otherwise. A well planned, properly executed and evaluated industrial training helps a lotin inculcating a professional attitude. It provides a linkage between the student and
industry to develop an awareness of industrial approach to problem solving, based on
broad understanding of process and mode of operation of organization.
During the period, the students get the real, firsthand experience for working in the
actual environment. Most of the theoretical knowledge that has been gained during the
course of their studies is put to test here. Apart from this, the students get an opportunity
to learn latest technology, which helps immensely in their career.
I had the opportunity to have real experience on many ventures, which has increased my
sphere of knowledge to great extent and all credit goes to organization Vodafone Essar
Limited which in true self made the telecom revolution happened in India.
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PAGE NO.
1. EXECUTIVE SUMMARY --------------------------------------------------------------------
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2. COMPANY PROFILE -------------------------------------------------------------------------
10
3. OBJECTIVES -----------------------------------------------------------------------------------
14
4. RESEARCH METHODOLOGY -------------------------------------------------------------
16
5. MAJOR RTCTS
18 - 37
5.1) INTRODUCTION -------------------------------------------------------------------- 19
5.1.1) VAS 19
5.1.2) CALLER TUNES 21
5.2) SWOT ANALYSIS ------------------------------------------------------------------- 23
5.2) DATA ANALYSIS AND INTERPRETATION --------------------------------- 25
5.3) FINDINGS ----------------------------------------------------------------------------- 35
5.4) RECOMMENDATIONS ------------------------------------------------------------ 36
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5.5) CONCLUSION ------------------------------------------------------------------------ 37
6. MINOR VODAFONE TUESDAYS
38 - 41
6.1) INTRODUCTION -------------------------------------------------------------------- 39
6.2) ACTION PLAN ----------------------------------------------------------------------- 39
6.3) FINDINGS ------------------------------------------------------------------------------ 40
6.4) RECOMMENDATIONS ------------------------------------------------------------ 41
6.5) CONCLUSION ------------------------------------------------------------------------ 41
7. BIBLIOGRAPHY -------------------------------------------------------------------------------
42
8. APPENDICES ------------------------------------------------------------------------------------
44
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I have done this project with Vodafone Essar Mobile Services Limited, as everyone
knows that Vodafone is very well known telecom giant which caters to the 22 cities of
India and is the second most preferred brand after Airtel.
For the summer training project, I have chosen the Vodafone Essar Mobile ServicesLimited head office located at Okhla phase 2, New Delhi where I was assigned to work
on two projects namely RTCTS and Vodafone Tuesdays under my project guide and her
team.
In my project at Vodafone, I have made an attempt to gauge the level of satisfaction of
customers who had activated the caller tune through the retailers and also to keep a track
on the retailers performance in the four zones and simultaneously pushing them to up
sell VAS (CT).
Every day I used to call some of the retailers to take their feedback about the sales of
caller tunes and the customers feedback was also taken about the service. This feedback
regarding the service is very important because there was the need to take appropriate
actions as per the comments and also the feedback helped in making the decisions about
the launch of the other services and their success ratio.
The basic objective of the my report is to understand the various factors that may lead to
failure of RTCTS and how we can avoid these failures to make it a success and utilize
the retailers to up-sell more value added services making it beneficial to the customers,
retailer and the company.
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In the minor project at Vodafone, I have made an attempt to gauge the level of
satisfaction of customers who had availed the Vodafone Tuesdays service and also tried
to get the ideas from them regarding the promotional activities for it.
In every Vodafone Tuesdays store across the circle researcher took customer feedback
forms so that the customers can give their suggestions as a feedback to us. This feedback
regarding the service offered at tie up joints is very important because it helps to make
appropriate changes in promotional concept according to the customers preferences.
All the comments written by the customers on the customer feedback book had been
categorized by researcher into different parameters such as commendation, appreciations,
requests, suggestions, complaints or irrelevant, then the different steps that need to be
taken by the associates in order that customers complaints are resolved, commendations
are appreciated, requests are fulfilled and corrective action is taken in case of some valid
and good suggestions given by the customers.
The basic objective of the my report is to understand the various factors that may lead to
customer dissatisfactions and how one can avoid this situation by taking appropriate
action in proper time to convert this dissatisfaction into customer delight.
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Vodafone Group Plc is the world's leading mobile telecommunications company, with asignificant presence in Europe, the Middle East, Africa, Asia Pacific and the United
States through the Company's subsidiary undertakings, joint ventures, associated
undertakings and investments.
The Group's mobile subsidiaries operate under the brand name 'Vodafone'. In the US the
Group's associated undertaking operates as Verizon Wireless. During the last two
financial years, the Group has also entered into arrangements with network operators in
countries where the Group does not hold an equity stake. Under the terms of these
Partner Network Agreements, the Group and its partner networks co-operate in the
development and marketing of global services under dual brand logos.
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At 31 March 2009, based on the registered customers of mobile telecommunications
ventures in which it had ownership interests at that date, the Group had 303 million
customers, excluding paging customers, calculated on a proportionate basis in
accordance with the Company's percentage interest in these ventures.
The Company's ordinary shares are listed on the London Stock Exchange and the
Company's American Depositary Shares ('ADSs') are listed on the New York Stock
Exchange. The Company had a total market capitalisation of approximately 66.9 billion
at 18 May 2009.
Vodafone Group Plc is a public limited company incorporated in England under
registered number 1833679. Its registered office is Vodafone House, The Connection,
Newbury, Berkshire, RG14 2FN, England.
odafone Essaris a subsidiary of Vodafone group Plc, which operates under the brand name Vodafone in India. Operating in 22 telecom circles in India,
Vodafone Essar provides 2G services on 900MHZ and 1800MHZ digital GSM
technology. It provides both prepaid and post-paid mobile phone services. The company
has strong positions in major Indian cities. In India, Vodafone serves more than 63.34
million customers.
VVodafone Essar is jointly owned by Vodafone and Essar Group and other Indian
business organizations. Vodafone owns 67% stake of the company. The rest 33% is
jointly held by Reliance Communications, Hinduja Group, and Essar Global Limited.
Essar Global Limited is one of the leading business houses in India. It business areas
include steel manufacturing and service, energy, power, communications, shipping and
logistics and projects. The group also has operations in Canada, USA, Africa, the Middle
East, the Caribbean and South East Asia.
The company started its business in India in 1994. At that time it was named Hutchinson
Essar Limited and was jointly owned by Hutchison Telecommunications Limited and
Essar Group. Hutchinson Telecommunications Limited was previously owned by Li Ka
Shing Holdings. The company operated under the name, Hutch. On February 11, 2007,
Vodafone bought 67% stake of Hutchison Telecommunications International Limitedfrom Li Ka Shing Holdings for $11.1 billion. The transaction completed on May 8, 2007.
Currently, the market value of Vodafone Essar Limited stands at $18.8 billion.
The total subscriber base of Vodafone is 5,46,24,809 (till September, 2008). It represents23.38% of the total number of GSM mobile connections in India till Sept 2008.
1. Mumbai..41156712. Delhi. 37410373. Kolkata.. 2481872
4. Chennai1472340
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5. Gujarat.72411676. A.P..34300167. Karnataka.33332078. Punjab..19447339. Haryana..187833910. U.P.(E)..5589567
11. Rajasthan.434340712. UP (W)..382503513. West Bengal..400099414. Maharashtra..383371915. Tamil Nadu.450934116. Kerala.270441217. Orissa.13744518. Assam4548619. North East.2981420. MP3021321. Bihar..76349
Vodafone India posted revenues of 674 millionin the third quarter, up by 37.3 percent from thecorresponding quarter last year. The companydoes not disclose profit.
Revenue growth in India has slowed marginallyfrom last quarter. Despite strong competition andthe recession, the operator now has 60.9 million
customers in India. It added 2.1 millionsubscribers during the quarter assisted by itsexpansion into six new circles. It has addedaround 10,000 base stations during the quarter inthe country. Vodafone Indias share in the mobile
phone operator market rose to 18 percent. It willcontinue to drive increased volumes byintroducing promotional offers, the company hasnoted in its official earnings release.
Vodafone has seen a reduction in churn with subscribers moving towards Lifetime
Validity prepaid offerings. Its ARPU has also dropped to Rs 297 from Rs 305 inQ2 while voice usage increased from 56,745 minutes last quarter to 61,606 minutes inQ3.
Prepaid subscribers form 92.1 percent of the operators subscriber base. The companyclaims its visitor revenue (when subscribers of other operators roam into its network)suffered a negative impact due to the Mumbai attack and poor economic conditions thathave reduced travel in the country.
Vodafones infrastructure joint venture with Bharti and Idea - Indus Towers - hassteadily increased its operations. The independent tower company provides passive
network infrastructure to all operators.
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Rate RTCT as a retail VAS outreach program on the parameters of retailers
response, customers comfort and acceptability and overall efficiency levels of the
program.
Within this explore various other value added services that retailer would like to
sell seeking the customers response.
Rate VODAFONE TUESDAYS as a brand outreach program on the parameters
of customers awareness, acceptability and overall efficiency of the program.
Within this explore various other promotional activities that people would like tosee seeking the customers opinion.
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I have used structured questionnaire, personal interviews, internet some books and
journals in my research methodology.
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I have collected information through questionnaires which was filled by some 50
retailers, around 100 customers of RTCTS and 100 customers of Vodafone Tuesday. Ialso interviewed some of the retailers regarding the RTCTS.
PRIMARY DATA
My primary source of information is questionnaire which was responded by 100
customers and 50 retailers and data which I have got by few people. My questionnaire
consists of 7 and 11 mixed (open and close) questions for RTCTS and 13 open ended
questions for Vodafone Tuesdays.
I have given few choices and they were required to tick the choices as per their
preference and were made to give their views about the Vodafone initiatives. The
interviews were structured in such a way so as to produce results that are more reliable
and easily analyzed. By analyzing this data I got the necessary information.
SECONDARY DATA
Secondary data is the data which already exists and is easily accessible; therefore thisdata is collected by the information available on the projects URL and the material
supplied by the company in the printed form like documents regarding the launch of the
project.
Research Instrument - Questionnaire and Direct Interviews
Research Method - Survey Method
Sample Size - 50 retailers and 100 customers
Target Sample - Customers using CT
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5.1) INTRODUCTION TO PROJECT
RTCTSstands forRetailer Caller Tune Service. RTCTS is the first ever initiative by
any telecom major to sell the caller tune through retailer. Since VAS accounts for the
major revenues in any telecom sector, it becomes necessary for them to develop and
introduce various ways for retention of existing base and extracting more from their
subscribers.
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VAS is a huge revenue engine for the company and keeping the companys interest in
mind, Vodafone brings an opportunity to sell Caller tune for the retailers with
bumper margins.
To further understand about the RTCTS, it is necessary to understand few terms like
VAS and Caller Tunes.
5.1.1) VAS Industry
VAS stands forValue Added Services. Value Added Services (VAS) are those services
that are not part of the basic voice offer and are availed off separately by the end user.
They are used as a tool for differentiation and allow the mobile operators to develop
another stream of revenue.
Various Value Added Services that telecom operators offer are Caller tunes, GPRS,
MCI, Data Cards, Alerts, etc.
VAS services presently contribute 7% of the total telecom revenue for Indian operators.
Non voice revenues have been increasing since 2000. Mobile phones today have moved
beyond their fundamental role of communications and have graduated to become an
extension of the persona of the user. We are witnessing an era when user buy mobile
phones not just to be in touch but, to express themselves, their attitudes, feelings and
interests.
The mobile - VAS market in India is growing at 40% annually, but industry players say
price points have to come down and a more user friendly experience ushered in to sustain
growth.
Users today continuously want more from their phones. They use their mobiles to play
games, read the new headlines, surf the net, keep a tab on astrology, and listen to music,
make others to listen to their music, check their bank balance and the list will continue.
Thus, there exist a vast world beyond voice that needs to be explored and tapped and theentire cellular industry is heading towards it to provide innovative options to their
customers. Spoilt by chance the mobile phone subscribers are beginning to choose their
operators on the basis of the value added services they offer. The increased importance
of VAS has also made content developers burn the midnight oil to come with better and
newer concepts and services.
VAS comes at a price which is on the higher side for consumers. It needs to be re-
evaluated and reasonable point price should be set because the consumers are making the
choice, Buying an audio CD of an album would be more cost effective than
downloading a single track on the mobile.
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With the increasing competition and TRAI regulations, India has perhaps the lowest
ARPU for mobile users in the world.
In India average Minutes of Usage (MOU) and voice ARPU continue to decline due to
increased service penetration into lower income segments. As the Indian mobile market
enters a more mature stage, operators seek additional ways to generate revenue. Mobile
subscriptions in India continue to grow, although the rate of growth can vary
significantly from month to month.
Currently, the VAS market is valued at Rs 65 billion ($1.35 billion) and constitutes about
9 to 10 per cent of the total revenues for telecom operators in India. With 3G services
ironing its way in, the VAS industry is expected to increase its share manifold, with
some industry estimates pegging the figure at Rs 200 billion by 2015. The prime movers
in the VAS industry will be Bollywood and Cricket, but we see mythology content and
astrology fast catching up. SMS/IVR/music downloads/Internet apps/search which has a
huge market potential in the Indian market will also see an upsurge.
Telecom operators in India appear to be gung-ho over the prospects of value-addedservices (VAS) which help them to differentiate, add substantially to their margins whilesimultaneously be a precursor to third generation or 3G regime. The recent creativecampaigns of majors like Vodafone (Zoo Zoos), Airtel (R Madhavan and Vidya Balan),Virgin Mobile (music download) and Aircels (Internet applications) are a case in point.
The Internet and Mobile Association of India (IAMAI) predicts that the VAS industrywill touch Rs 9,760 crore by end of June 2009, growing at 70 per cent. Music, caller ring
back tones and wallpapers are the most consumed services. Over half of the music
industrys Intellectual Property Rights (IPRs) comes from the mobile space. Moreover,given the declining average revenue per user (ARPU) and increasing competition amongoperators as new players join in, there will be more focus on VAS.
For Indias largest private Telco, for instance, VAS will play an important role as BhartiAirtel moves towards achieving its target of adding another 100 million in just threeyears. The company has already crossed the 100-million subscriber mark. VAS accounts
for around 10 per cent of Airtels revenues (non-SMS would be around 6 per cent). Aswe move from plain generic communication to entertainment, VAS plays an importantrole. It acts as a productivity-enhancement and livelihood-enhancement tool. Forinstance, we have mandi prices for rural people on their mobiles; we give them weatherinformation and also provide local job search facility on mobiles. As SMS moves fromEnglish to vernacular languages, VAS revenue (both from SMS and non-SMS services)will only increase, says Raghunath Mandava, chief marketing officer, Airtel.
Harit Nagpal, director, new business and marketing at Vodafone Essar, has a slightlydifferent take on this subject. We cant go away from our core, network promotion. ZooZoos was to offer some variety. You have to have some variety in your campaign, he
says. VAS comprises around 10 per cent of its total revenue, and more than half of it
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comes from non-SMS services. For Vodafone, while there is no significant increase inVAS revenue share compared to the near-past, it has increased in value terms.
Prashant Singhal, telecom head at Ernst & Young, opines, Though voice is the killerapplication, operators dont have to induce customers to use voice. Thats why theresthis focus on VAS. Moreover for new operators, VAS gives better revenue margins too.
A new operator will end up paying 60-75 paisa (20 paisa termination charge and 45-55paisa carriage fee) on a national call while charging the customer only 1.50 paisa. On theother hand, chances are that an old operators call will terminate on its own subscriber(on account of penetration), which will save him both the charges. VAS gives Telcos amargin of 60-80 per cent.
Key challenges facing the VAS industry
A major challenge for VAS and telecom providers is getting the customers to use the
services. Customers find the download process frustrating and expensive and lose
interest.
Regulations with copyright, operators' revenue shares and infrastructure bandwidth are
also the major roadblocks in the VAS segment. However, slow data transfer and speeds
problem will be by and large alleviated by 3G networks. Rather than being reactive,
operators have to be little proactive in the industry to beat the stiff competition by
making marketing a continuous process, identifying new business opportunities and
developing a clearly defined value proposition for the target market.
5.1.2) CALLER TUNES
Society has come a long way with changing times and changing technology and so is themobile phone industry. It started off with short text messages, moved on to ringtones,faceplates and screensavers and now it has been added up with caller tunes.
Caller tunes are real music tracks that are played over the ringing tone when anyone calls
you. In this way, the caller hears a song of your choice instead of the usual ring-ring
while he is waiting for you to answer. There is no comparison in between caller tunes
and ringtones because ringtone is what you hear when your mobile phone rings whereas
caller tune is heard by the person who calls you at the same moment of time.
Since caller tunes are not ringtones, nothing is required to be installed on any phone for
the service to work and the tune heard by the caller shall be the one you had purchased
from the shop. Caller tunes are compatible with your mobile phone as well as of the
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person calling you and dont require being with t-mobile or anything special to be
downloaded into the phone.
To get a caller tune you have to call up your mobile phone service or the one who
provides the same and then ask for the available caller tunes of your choice. If you are
directly requesting for the caller tune to be activated in your mobile phones, it shall be
done within few minutes and a chargeable amount shall be deducted from your account
if you recharge your mobile each month. On the other hand, if you are a post-paid or
billing customer, this amount shall be credited to your outstanding bill. In case, you are
new to this service then you have to pay your first 22instalment of the monthly
subscription.
You can either send the text song code through short messaging service to the provider to
request for the caller tune. Many times, these text codes are available through
advertisements in the newspapers, magazines or television media from which you can
choose one.
You also have the facility to use your own customized caller tunes as it is feasible in
ringtones. You can also change your caller tune anytime by making a request to the
provider and if you are requesting it through sms then do remember to enter the right text
code for your choice of song.
RTCTS is all about activating the caller tune through retailers. Since TRAI restrictions
have increased on telecom operators to further push the service through phone, it
becomes very important for telecom major to think beyond and introduce new ways to
sell VAS.
Initially RTCTS is launched for test marketing on 100 best superstar retailers 4 a month
and then on 11th June it was introduced to all 2500 superstar retailers with some changes
in the functioning.
Proposed RTCT functioning:
Offering Caller tune activations through retail.
Customer to approach the retailer with the CT request
Customer to choose from the CTs available
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Retailer to send an SMS from his eTopUp number
o RTCTS to 111
Retailer to take Rs 45 for activation
CT to get activated within 8 hours of the initial request
Retailer to earn Rs 20 as cash and 5 Superstar points on each transaction
Auto debit of eTop Up to take place from retailers account daily for the CT
money less of commission
Transaction considered complete only post customer has been activated on caller
tune
Incentive plans for DSEs
o Every 100 CT acquisition Rs 500
o Every 150 CT acquisition Rs 900
o Every 200 CT acquisition Rs 1400
o Every 250 CT acquisition Rs 2000
5.2) SWOT ANALYSIS
STRENGTHS
1. First ever initiative by any telecom major in India. Seeing the restrictions
imposed by TRAI, correct time to take initiative.
2. Bumper margins for retailers and also the superstar points on each sale.
3. Test marketing on 100 retailers with good incentives for DSEs.
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4. A good customer base for Vodafone known for its excellent customer service and
providing customer delight.
WEAKNESS
1. RTCTS is needed to be explained thoroughly to retailers so as to make interest in them to
push the sales.
2. We need to be more alert towards an appropriate response to the customer for RTCTS.
OPPORTUNITIES
1. A good opportunity to cash in from new customers by providing VAS through retailers.
2. More of promotional schemes at retailer outlet can be introduced to induce or stimulate
impulse purchases for the customers such as Help yourself desk at corner.
3. A good opportunity is seen in targeting the females with the new connection.
THREATS
1. TRAI regulations on the push messages to the customers which is causing customer
retention difficult in terms of services used.
2. There is an emerging threat from the Airtels START and STOP service which is
customer friendly and gives wide options about VAS.
5.3) DATA ANALYSIS AND
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INTERPRETATION
I have been assigned a project to gauge the customer satisfaction among the existing and
the new customers who are regular users of caller tune as well as the customers who are
using it for the first time regarding the RTCTS initiative by Vodafone.
Part of my project was to track the performance of retailers on daily basis through the no.of sales they are making each day. Checking their sales was done through the URL
which manages the VAS service of Vodafone.
Performance Management System means:-
Identifying the parameters of performance and stating them very clearly
Setting performance standards
Planning in participative ways where appropriate, performance of all constituents
Identifying competencies and competency gaps that contribute/hinder to
performance
Planning performance development exercise
Recognizing and promoting performance culture.
Performance criteria for my report were to:
To keep a note of daily sales of 100 test retailers
Calculate total sales for a month of each zone
Calculate the performance of RM (relationship Manager)
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PERFORMANCE TRACKING: ZONE WISE
East Zone
East zone in Delhi and NCR covers three areas of Delhi which are East Delhi, Noida and
Ghaziabad.
*Pie chart is used to show the total sales made by each zone in a month.
*Line chart depicts the comparative sales trend of each area for a month starting from 16th May to 10th July.
*X Axis denotes the date and Y axis denotes the sales in number.
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ANALYSIS
As per the data collected, East Delhi sold maximum caller tunes when compared to other
subdivisions in East Zone. It can be concluded from the line trend that the sales declined
dramatically after the May month for each subdivision. The main reason for the decline
of the sales was the elimination of incentives of DSEs on CT from 1 st June onwards.
Also in whole of east zone the sales were good due to only three retailers who made total
sales of 100 and above each while rest of the retailers contributed less in the total sales
making an average of 20-30 sales each.
South Zone
South zone in Delhi and NCR covers two areas of Delhi which are South Delhi and
Faridabad.
*Pie chart is used to show the total sales made by each zone in a month.
*Line chart depicts the line trend of sales of each area.
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*X Axis denotes the date and Y axis denotes the sales in number.
ANALYSIS
As per the data collected, Faridabad sold maximum out of two subdivisions in south
zone. It was concluded that the retailers of the south zone were making strategies to push
CT to customers with the new activations and also they were selling CT at cheaper rate
than allotted by cutting their margins. The push by DSEs to sell VAS was also the main
reason for souths good sales at initial point of the project. Also in South zone, no. of
retailers contributing to good sales was greater than that of east zone; there around 6 out
of 26 retailers made an average sale of 100 caller tunes while others also did well.
North and West zones were covered by my team mate of whom the analysis part is not
shown in this report while the results are taken into account.
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Performance per zone
Zone No. of sales No. of days Avg. sales No. of
outlets total
assigned
Sales per
Retailer
NORTH 797 26 30.7 20 40
EAST 646 26 24.8 27 24
SOUTH 1076 26 41.4 27 40
WEST 1338 26 51.5 26 51
The data above mentioned is for the first phase where RTCTS was launched for 100 test
retailers and is from 16th may to 10th June.
ANALYSIS
As RTCTS was launched for 100 test retailers to up sell VAS (Caller tune), it wasrequired to keep a daily track on their sales. These 100 retailers were chosen in such a
way so as to cover all four zones equally. Moreover these retailers were few selected
ones out of 2500 superstar retailers who were the best in generating most of the revenue
for the company in Delhi and NCR region. From the analysis, it was observed that West
Zone caused for the maximum sales of CT in Delhi and NCR while East Zone was the
least performer. West Zone made an average sale of 51.5 caller tunes per day while East
Zone did a sale of 24.8 caller tunes per day. Also if the average sale of whole Delhi and
NCR region is calculated it comes out to be around 150 sales/day. That clearly depicts
the success of the program in its test marketing.
Second phase of RTCTS was launched on 11th June in which all 2500 superstar retailers
were brought under RTCTS with less commission of 10/- per CT successfully sold.
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Age
During the survey I divided age into 3 groups, namely: 15 25, 26 50 and 50
above.
ANALYSIS
It can be analyzed that 59 customers fall in the age group of 15 25 yrs, 37
customers fall in the age group of 26 50 yrs while the rest fall in the 50 + age
group. From this, I can conclude that RTCTS should mostly target the youth
which has the highest acceptability ratio. Also working class people are the good
prospects which can be targeted.
Social Class
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ANALYSIS
In the analysis it was found that 52 customers were from worker class. That
means retailers were mostly targeting the worker class who has least knowledge
about what caller tune actually is. Retailers actually were targeting the worker
class by charging them more with the new activations. Next Category with
maximum activations belong to the students i.e. 40,who are very much interested
in getting CT activated whenever there is a new release. The third category is the
service class which is least interested in getting CT activated.
Connection
Connection here refers to Age on network (AON) which signified that either theconnection on which CT has been activated is a new one or an old connection.
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ANALYSIS
During the test survey I concluded that out of 100 customers who activated CT
through retailers, most were activations on the new connection as retailers were
bundling CT with new connection. Moreover it was easy for retailers to target
labor class with the new activations.
Acceptability
Acceptability here refers to customers willingness to buy a CT through retailers.
This actually means that customer, without any influence of the retailer; want to
activate CT on his\her number.
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ANALYSIS
Through the surveys it can be concluded that, though the sales made by retailers
were good but consumer is showing least interest in activating it by his own and
67 customers out of 100 were influenced by the retailers or they were actually
being forced to buy a CT. When we took feedback from customers, they told that
CT was pushed by the retailers at cheaper rate and was also bundled with new
connection, and they really didnt want it and will deactivate it next month.
Awareness about CT
In our questionnaire to customers and retailers, I asked them about the awareness which
the retailers are making to customers about RTCTS. As RTCTS was test launched to 100
retailers only so it was entirely left on the retailers to promote RTCTS as no promotional
activity could be carried out by Vodafone.
As per the feedback given by retailers and customers we came to know that 1 on 1
interaction helped a lot in making the customers aware. Also some promotional print
outs were made to display outside shops by most of the retailers.
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Other VAS services
Our other objective was to explore various other VAS which the retailers are interested
in selling and at the same time feel that the customers would also be interested in buying.
I had mainly focussed on four other value added services which the company feels are
the most feasible to sell and has a wider scope ahead. These services are as follows:
1. MCI Missed Call Information
2. Alerts like cricket, news, astrology, etc.
3. GPRS Packs.
4. Data Cards.
ANALYSIS
In the questionnaire retailers were asked to give their preference about other VAS on a
ranking scale of 1-4. From the test survey of 50 retailers of east and south Delhi zone, I
concluded that the response for the data cards was good. Almost 65% retailers gave their
first preference to data cards as they think most of the customers today rely so much on
internet to access web and to stay updated with the world. Also demand for data cards is
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huge in students who often ask the retailers about such packs. Then GPRS packs are also
considered as a good option to sell with around 40% retailers agreeing to it to keep it as
their first preference. So it can be concluded that Data cards and GPRS packs can be
introduced as per the retailers point of view because these services have a great demand
to make it a potential market.
On the other hand, many feel that Alerts and MCI packs wont work as customers feel
that it is waste of money for them.
5.4) FINDINGS
FINDINGS ON THE BASIS OF PERFORMANCE
West zone is performing extremely well followed by south and north zone.
The performance of South zone is steady.
High margins made the retailer to pitch in for high sales.
DSEs played an important role in pushing the retailers to make sales.
Bundle selling is mostly employed by the retailers.
Customers (worker class) are also satisfied with the concept as they find it an easier
way to get CT.
The incentives on DSEs were withdrawn from 1 st June onwards and thereafter sales
of caller tunes declined dramatically.
First phase RTCTS launch gave an average of 3.5 sales per day per agent with 100
outlets.
Sales drop from 350 average per day with 100 retailers to 60 average sales per day
with 2500 retailers.
FINDINGS ON THE BASIS OF QUESTIONNAIRE
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As the questionnaires were analyzed I can conclude that most of the customers
activating CT are worker class who are getting it activated with new activations.
Majorities are not willing to buy CT but are being influenced by the cheap rates
being offered by some of the retailers.
One to One interaction helped the retailers to make them aware about the program.
Irrespective of low acceptance ratio, sales were high which implies retailers interest
is very much needed for the projects success.
A majority of customers who are mainly the new users of CT think that getting CT
activated through retailer is lot more simpler than through sms or calling as in this
case, a customer can easily go through the song booklet which has about 1200
popular songs.
The overall scenario regarding the display posters in many of the retail stores was
good since majority of the stores were visited by the researchers and customers
interviewed were of the view that the window display is good.
5.5) RECOMMENDATIONS
I had been at Vodafone for 7 weeks during my summer training program and I have
identified a few loopholes that would lead Vodafone from a level of customer
satisfaction to customer delight. Following are the number of recommendations that I
would like to make regarding the RTCTS operations at Vodafone.
We need to have more of promotional activities outside the store to attract more
customers inside the store.
Since our target customers for caller tunes are the youth so we can promote RTCTS
at the various D.U colleges as most of the buyers are college goers. Banners and
billboards can be displayed outside the colleges.
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There lies an opportunity everywhere; the only need is to identify that opportunity.
I had interacted with many of the prospective customers who went dissatisfied just
because of the fact that they did not get their favourite caller tune. There we do
need to update the song booklets given to the retailers so that the customers do not
go dissatisfied from the retailers store.
Creating a pull for customers
Through information
o Newspaper inserts in areas with details of the shops
o Cell site wise SMSes
Informal meetings with the retailers should be conducted so as to get more of the
feedback and to motivate them to sell as much as possible.
While we were there at Vodafone we had found out that many of the retailers were
not able to give the needed time to sell CT as the time needed per customer to
explain about RTCTS was much more than selling other bonus packs so as for their
convenience some easy way out should be adopted.
5.6) CONCLUSION
During the measurement of the effectiveness of the RTCTS provided by Vodafone
in terms of acceptance, responsiveness of the customers and the retailers, it was
found out that overall perception about its service is low.
Vodafone now focuses on promoting VAS through retailers as a result of which
customer base can be further increased.
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PRE and DSE involvement in pushing RTCT would most certainly enhance the
sales.
DSE incentives drive would certainly help to achieve the sales targets.
More emphasis in marketing and promotional activities would definitely lead to
enhancement in sales at retailer point.
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6.1) INTRODUCTION
Vodafone Tuesdays is a brand initiative by Vodafone to make the Vodafone customer
proud. Vodafone Tuesdays was first launched in Mumbai circle 2 years back and after
seeing its success, it was decided to launch the concept in Delhi. The main motive behind
the concept is to paint the whole city red with the brand Vodafone behind it.
What exactly Vodafone Tuesdays Is?
Vodafone Tuesday is a scheme which allows a Vodafone subscriber to bag two movietickets and meals at a price of one. Vodafone Mumbai subscribers are using this schemesince long and now it is even being made available to Delhi/NCR subscribers.
This scheme restricted to Tuesdays, will allow Vodafone users in Delhi/NCR to catch
movies at all outlets of Satyam (Nehru Place, Patel Nagar and Janak Puri) and DTCinemas (Gurgaon), and dine at restaurants like Bercos, Tantra, The Rock Caf, LittleItaly, and many more.
Vodafone Tuesdays coupons can be downloaded on mobile phones for a forthcomingTuesday on any day of the week.
While commenting on the scheme, Sanjay Warke, Chief Executive Officer, VodafoneEssar-Delhi said, Vodafone has always endeavored to bring innovative service offeringsto its varied customer base. With Vodafone Tuesdays, we plan to offer maximum valueto movie buffs and food enthusiasts in Delhi. This is another of our special initiatives to
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launch festive value-for-money offers in its effort to brighten up this Diwali for ourcustomers in and around Delhi.
6.2) ACTION PLAN
1) To achieve the set objectives we will understand the consumer behavior.
2) Through primary data collection, find out the performance of the program from a
pure quality point of view. Get customer response to get a complete picture.
Consumer Research
VT specific research and analysis
6.3) FINDINGS
There are 11 movie halls and around 220 food outlets s under Vodafone Tuesday.
Fair knowledge imparted by the people representing Vodafone at movie halls.
West zone people has good amount of awareness regarding the Vodafone
Tuesday.
South and East zone has least knowledge about Vodafone Tuesday and uses less
service by Vodafone.
The customers that use the Vodafone Tuesdays concept are mostly the students.
Talking about the promotion strategies for Vodafone Tuesdays:-
It is mainly done through radio and lots of prints are also given in various
magazines covers.
Display boards and Vodafone people are there on the tie up joints to make
customers aware.
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Vodafone campus and Vodafone Tuesdays promotions are being done in north
campus.
Through the surveys done at various outlets and movie halls, many customers got to
share their experience on Vodafone Tuesdays. Many consumers gave the refreshing
ideas that Vodafone should adopt. Some of the mostly said are listed below:-
Road shows
Events in the malls
Promotions at College fests
Zoo zoos to promote Vodafone Tuesday on TV.
6.4) RECOMMENDATIONS
Since this is the time many youngsters surf the net and visit the campus to get themselves
admitted in the colleges, it provides an ample opportunity for Vodafone to target the
youth to create awareness about the brand initiatives that Vodafone has taken to create a
mark and consumer friendly brand in the market.
Extending the promotional activity from north campus to south campus will
further strengthen the presence of Vodafone Tuesdays.
Promoting Vodafone Tuesdays by organizing events in the malls.
Advertisements in various social networking sites like Orkut, Face book, etc.
Pop-ups advertising can be done.
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Tie up with PVR cinemas will help Vodafone to reach larger customer base
through Vodafone Tuesdays.
6.5) CONCLUSION
7 out of 11 movie halls are in west zone which creates ample awareness about
Vodafone Tuesday in the zone.
4 movie halls cover south, north and east zone making it a need to tie up with
more movie halls in respective zones.
Less awareness amongst the people of south and east zones.
Aggressive awareness programmes are need to be employed in south, north and
east zones.
Customers using Vodafone Tuesdays are more interested in redeeming it for movies than
for food.
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Vodafone. RTCTS launch word doc
Vodafone. RTCTS revival doc
URL
http://172.20.23.81:8080/RTCT/MIS
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Web Links
http://www.vodafone.com/start/about_vodafone/who_we_are.html
http://www.medianama.com/2009/02/223-vodafone-india-revenue-up-373-percent-
arpu-down-mou-up/
http://www.efytimes.com/efytimes/33810/news.htm
http://www.business-standard.com/india/news/telcos-go-creativevas/358691/
Web Links
www.marketresearch.com
http://www.vodafone.in
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Dear Customer,
We will be thankful to you for giving your precious time while filing up
that questionnaire as it will help us to understand you better and will
help in improving the level of customer service.
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PERFORMANCE OF RMs
EAST
Data
RMNo ofretailer
TotalSales
Avg. sales perretailer
No. ofdays
Avg. sales perday
AKSHAY
AMBARDAR 2 113 56.5 26 4.3
HIMANSHUBHAYA 3 90 30.0 26 3.5
MANISH
SRIVASTAVA 2 50 25.0 26 1.9
NIKHIL
UPADHYAY 2 17 8.5 26 0.7
NIRMAL VERMA 1 11 11.0 26 0.4
PIYUSH
KAUSHAL 2 14 7.0 26 0.5
SANJEEV
KUMAR SINGH 4 132 33.0 26 5.1
SANTOSH
MISHRA 2 1 0.5 26 0.0
SAURABH
KAPUR 3 29 9.7 26 1.1
SUBHASH
RANA 2 25 12.5 26 1.0
SUSHEEL
SHARMA 1 13 13.0 26 0.5
VIKRAM MEHTA 1 131 131.0 26 5.0
VINAY
AGARWAL 2 17 8.5 26 0.7
Grand Total 27 643
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SOUTH
Data
RMNo. ofretailers
TotalSales
Avg. sales perretailer
No. ofdays
Avg. sales perday
ABHAY
SHARMA 3 57 19.0 26 2.2
GAGANDEEP
BHATIA 3 35 11.7 26 1.3
HIMANSHU
PANDEY 2 83 41.5 26 3.2
MUKUL MOGHE 1 130 130.0 26 5.0
NEERAJ
SHARMA 2 34 17.0 26 1.3
NITIN SHARMA 2 50 25.0 26 1.9
PANKAJ
AGGARWAL 6 266 44.3 26 10.2
ROHITBHARDWAJ 4 244 61.0 26 9.4
ROSHAN SAMI 3 159 53.0 26 6.1
VACANT 1 18 18.0 26 0.7
Grand Total 27 1076