Marketing strategy of reliance jio
AmritaSinghKushwaha
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Sep 18, 2021
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About This Presentation
marketing strategy of reliance jio
Slide Content
1
PROJECT REPORT
ON
―MARKETING STRATEGY OF RELIANCE
JIO”
Towards partial fulfillment of the award of
The degree of
Master of Business Administration (MBA)
Submitted By: Guided By:
SURAJ SINGH SHAHAR ADBA
MBA 4th Sem (Faculty Guide)
Roll No.: 1827470024
NARVADESHWAR MANAGEMENT COLLEGE
NARENDRA NAGAR, MALHAUR ROAD, CHINHAT
LUCKNOW
PROJECT REPORT
ON
―MARKETING STRATEGY OF RELIANCE
JIO”
Towards partial fulfillment of the award of
The degree of
Master of Business Administration (MBA)
Submitted By: Guided By:
SURAJ SINGH SHAHAR ADBA
MBA 4th Sem (Faculty Guide)
Roll No.: 1827470024
NARVADESHWAR MANAGEMENT COLLEGE
NARENDRA NAGAR, MALHAUR ROAD, CHINHAT
LUCKNOW
2
DECLARATION
I do hereby declare that all the work presented in the Report
entitled ―Marketing Strategy of Relinace JIO” is carried out and
being submitted at the school of management for the award of
Master of Business Administration, is an authentic record of Suraj
Singh. The work is carried out under the guidance of Ms. Shahar Adba
(Faculty Guide). It hasn’t been submitted at any other place for any
other academic purpose.
Suraj Singh
DECLARATION
I do hereby declare that all the work presented in the Report
entitled ―Marketing Strategy of Relinace JIO” is carried out and
being submitted at the school of management for the award of
Master of Business Administration, is an authentic record of Suraj
Singh. The work is carried out under the guidance of Ms. Shahar Adba
(Faculty Guide). It hasn’t been submitted at any other place for any
other academic purpose.
Suraj Singh
3
ACKNOWLEDGEMENT
―It is not possible to prepare a project report without the assistance &
encouragement of other people. This one is certainly no exception.‖
On the very outset of this report, I would like to extend my sincere &
heartfelt obligation towards all the personages who have helped me in
this endeavor. Without their active guidance, help, cooperation &
encouragement, I would not have made headway in the project. I am
ineffably indebted to Ms. Shahar Adba for conscientious guidance and
encouragement to accomplish this assignment. I am extremely thankful
and pay my gratitude to my faculty Ms. Shahar Adba for her valuable
guidance and support on completion of this project in it’s presently.
I extend my gratitude to NARVADESHWAR MANAGEMENT
COLLEGE for giving me this opportunity. I also acknowledge with a
deep sense of reverence, my gratitude towards my parents and member of
my family, who has always supported me morally as well as
economically. At last but not least gratitude goes to all of my friends who
directly or indirectly helped me to complete this project report. Any
omission in this brief acknowledgement does not mean lack of gratitude.
Thanking You
SURAJ SINGH
ACKNOWLEDGEMENT
―It is not possible to prepare a project report without the assistance &
encouragement of other people. This one is certainly no exception.‖
On the very outset of this report, I would like to extend my sincere &
heartfelt obligation towards all the personages who have helped me in
this endeavor. Without their active guidance, help, cooperation &
encouragement, I would not have made headway in the project. I am
ineffably indebted to Ms. Shahar Adba for conscientious guidance and
encouragement to accomplish this assignment. I am extremely thankful
and pay my gratitude to my faculty Ms. Shahar Adba for her valuable
guidance and support on completion of this project in it’s presently.
I extend my gratitude to NARVADESHWAR MANAGEMENT
COLLEGE for giving me this opportunity. I also acknowledge with a
deep sense of reverence, my gratitude towards my parents and member of
my family, who has always supported me morally as well as
economically. At last but not least gratitude goes to all of my friends who
directly or indirectly helped me to complete this project report. Any
omission in this brief acknowledgement does not mean lack of gratitude.
Thanking You
SURAJ SINGH
4
PREFACE
I respect to the allotted period, I have formed relationship with the organization but
informally it is a sacred place for me as it’s my first practical exposure to an
organization to know and get aware to an organizational real practical stressful
environment.
Although I am student of I.M.B.A Lucknow. It is a two year full time degree
courses. So far this report is scheduled for third semester syllabus as a separate topic
to be asked in detail in viva-voice conducted by external So far I have completed 3
rd
semester examination. Thus study will provided me a better opportunity to survive in
cut throat competition with a prosperous existence. I have tried my best to gain out of
well framed circumstances & with the help of experienced personnel who helped me
out so for become possible to them. As being a very confidential functioning many
things are there which can’t be known but on the basis of gathered information and
certain hints, the project has been formed. It may have something missing but I have
tried to present all things what I have received. Although this report has been got
checked by different personnel but after that if there is some shortcomings I expect it
to be rectified. So the whole study bifurcated in different parts. Certain observations
& suggestions also have been stated which if possible to be reviewed.
PREFACE
I respect to the allotted period, I have formed relationship with the organization but
informally it is a sacred place for me as it’s my first practical exposure to an
organization to know and get aware to an organizational real practical stressful
environment.
Although I am student of I.M.B.A Lucknow. It is a two year full time degree
courses. So far this report is scheduled for third semester syllabus as a separate topic
to be asked in detail in viva-voice conducted by external So far I have completed 3
rd
semester examination. Thus study will provided me a better opportunity to survive in
cut throat competition with a prosperous existence. I have tried my best to gain out of
well framed circumstances & with the help of experienced personnel who helped me
out so for become possible to them. As being a very confidential functioning many
things are there which can’t be known but on the basis of gathered information and
certain hints, the project has been formed. It may have something missing but I have
tried to present all things what I have received. Although this report has been got
checked by different personnel but after that if there is some shortcomings I expect it
to be rectified. So the whole study bifurcated in different parts. Certain observations
& suggestions also have been stated which if possible to be reviewed.
5
EXECUTIVE SUMMARY
While working in the organization I was trained as a relationship personnel being
engaged into various jobs such as dealing with clients, answering customer queries
through telephonic conversations and providing them knowledge about new schemes
and converting them into our customers.
As my Field Project I was given the topic on ―Marketing Strategy of Relinace
JIO”. The project work was for this research was conducted in Lucknow to study of
Marketing Strategy of Relinace JIO.
The research has been conducted to gather information from 100 respondents & a
structured questionnaire will be used to collect the information from the respondents.
The data which was collected from them will be analyzed and classified. It was found
that though the Relinace JIO has the highest market share it needs to improve on its
service quality and retail services.
EXECUTIVE SUMMARY
While working in the organization I was trained as a relationship personnel being
engaged into various jobs such as dealing with clients, answering customer queries
through telephonic conversations and providing them knowledge about new schemes
and converting them into our customers.
As my Field Project I was given the topic on ―Marketing Strategy of Relinace
JIO”. The project work was for this research was conducted in Lucknow to study of
Marketing Strategy of Relinace JIO.
The research has been conducted to gather information from 100 respondents & a
structured questionnaire will be used to collect the information from the respondents.
The data which was collected from them will be analyzed and classified. It was found
that though the Relinace JIO has the highest market share it needs to improve on its
service quality and retail services.
6
TABLE OF CONTENT
SR. CONTENT PAGE NO.
Declaration ii
Acknowledgment iii
Preface iv
Executive Summery v
1. Introduction 7 – 19
2. Industry Profile 20 – 22
3. Company Profile 23 – 30
4. Objective of Study 31
5. Research methodology 32 – 33
6. Data analysis and interpretation 34 – 47
7. Findings 48 – 49
8. Limitation 50
9. Suggestion 50
10. Conclusion 51
11. Bibliography 52
12. Questionnaire 53 – 55
TABLE OF CONTENT
SR. CONTENT PAGE NO.
Declaration ii
Acknowledgment iii
Preface iv
Executive Summery v
1. Introduction 7 – 19
2. Industry Profile 20 – 22
3. Company Profile 23 – 30
4. Objective of Study 31
5. Research methodology 32 – 33
6. Data analysis and interpretation 34 – 47
7. Findings 48 – 49
8. Limitation 50
9. Suggestion 50
10. Conclusion 51
11. Bibliography 52
12. Questionnaire 53 – 55
7
INTRODUCTION
Marketing strategy
Marketing strategy is the goal of increasing sales and achieving a
sustainable competitive advantage. Marketing strategy includes all basic and long-
term activities in the field of marketing that deal with the analysis of the strategic
initial situation of a company and the formulation, evaluation and selection of market-
oriented strategies and therefore contribute to the goals of the company and its
marketing objectives.
Developing a marketing strategy
Marketing strategies serve as the fundamental underpinning of marketing
plans designed to fill market needs and reach marketing objectives. Plans and
objectives are generally tested for measurable results. Commonly, marketing
strategies are developed as multi-year plans, with a tactical plan detailing specific
actions to be accomplished in the current year. Time horizons covered by
the marketing plan vary by company, by industry, and by nation, however, time
horizons are becoming shorter as the speed of change in the environment increases.
Marketing strategies are dynamic and interactive. They are partially planned and
partially unplanned. See strategy dynamics. Marketing strategy needs to take a long-
term view, and tools such as customer lifetime value models can be very powerful in
helping to simulate the effects of strategy on acquisition, revenue per customer
and churn rate.
Marketing strategy involves careful and precise scanning of the internal and external
environments. Internal environmental factors include the marketing
mix and marketing mix modeling, plus performance analysis and strategic constraints.
External environmental factors include customer analysis, competitor analysis, target
market analysis, as well as evaluation of any elements of the technological, economic,
cultural or political/legal environment likely to impact success. A key component of
marketing strategy is often to keep marketing in line with a company's
overarching mission statement.
INTRODUCTION
Marketing strategy
Marketing strategy is the goal of increasing sales and achieving a
sustainable competitive advantage. Marketing strategy includes all basic and long-
term activities in the field of marketing that deal with the analysis of the strategic
initial situation of a company and the formulation, evaluation and selection of market-
oriented strategies and therefore contribute to the goals of the company and its
marketing objectives.
Developing a marketing strategy
Marketing strategies serve as the fundamental underpinning of marketing
plans designed to fill market needs and reach marketing objectives. Plans and
objectives are generally tested for measurable results. Commonly, marketing
strategies are developed as multi-year plans, with a tactical plan detailing specific
actions to be accomplished in the current year. Time horizons covered by
the marketing plan vary by company, by industry, and by nation, however, time
horizons are becoming shorter as the speed of change in the environment increases.
Marketing strategies are dynamic and interactive. They are partially planned and
partially unplanned. See strategy dynamics. Marketing strategy needs to take a long-
term view, and tools such as customer lifetime value models can be very powerful in
helping to simulate the effects of strategy on acquisition, revenue per customer
and churn rate.
Marketing strategy involves careful and precise scanning of the internal and external
environments. Internal environmental factors include the marketing
mix and marketing mix modeling, plus performance analysis and strategic constraints.
External environmental factors include customer analysis, competitor analysis, target
market analysis, as well as evaluation of any elements of the technological, economic,
cultural or political/legal environment likely to impact success. A key component of
marketing strategy is often to keep marketing in line with a company's
overarching mission statement.
8
Once a thorough environmental scan is complete, a strategic plan can be constructed
to identify business alternatives, establish challenging goals, determine the optimal
marketing mix to attain these goals, and detail implementation. A final step in
developing a marketing strategy is to create a plan to monitor progress and a set of
contingencies if problems arise in the implementation of the plan.
Marketing Mix Modeling is often used to help determine the optimal marketing
budget and how to allocate across the marketing mix to achieve these strategic goals.
Moreover, such models can help allocate spend across a portfolio of brands and
manage brands to create value.
Diversity of Strategies
Marketing strategies may differ depending on the unique situation of the individual
business. However, there are a number of ways of categorizing some 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 four types of
market dominance strategies:
Leader
Challenger
Follower
Nicher
According to Shaw, Eric (2012). "Marketing Strategy: From the Origin of the
Concept to the Development of a Conceptual Framework". Journal of Historical
Research in Marketing., there is a framework for marketing strategies.
Market introduction strategies
"At introduction, the marketing strategist has two principle strategies to choose from:
penetration or niche" (47).
Market growth strategies
Once a thorough environmental scan is complete, a strategic plan can be constructed
to identify business alternatives, establish challenging goals, determine the optimal
marketing mix to attain these goals, and detail implementation. A final step in
developing a marketing strategy is to create a plan to monitor progress and a set of
contingencies if problems arise in the implementation of the plan.
Marketing Mix Modeling is often used to help determine the optimal marketing
budget and how to allocate across the marketing mix to achieve these strategic goals.
Moreover, such models can help allocate spend across a portfolio of brands and
manage brands to create value.
Diversity of Strategies
Marketing strategies may differ depending on the unique situation of the individual
business. However, there are a number of ways of categorizing some 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 four types of
market dominance strategies:
Leader
Challenger
Follower
Nicher
According to Shaw, Eric (2012). "Marketing Strategy: From the Origin of the
Concept to the Development of a Conceptual Framework". Journal of Historical
Research in Marketing., there is a framework for marketing strategies.
Market introduction strategies
"At introduction, the marketing strategist has two principle strategies to choose from:
penetration or niche" (47).
Market growth strategies
9
"In the early growth stage, the marketing manager may choose from two additional
strategic alternatives: segment expansion (Smith, Ansoff) or brand expansion
(Borden, Ansoff, Kerin and Peterson, 1978)" (48).
Market maturity strategies
"In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is
common to employ a maintenance strategy (BCG), where the firm maintains or holds
a stable marketing mix" (48).
Market decline strategies
At some point the decline in sales approaches and then begins to exceed costs. And
not just accounting costs, there are hidden costs as well; as Kotler (1965, p. 109)
observed: 'No financial accounting can adequately convey all the hidden costs.' At
some point, with declining sales and rising costs, a harvesting strategy becomes
unprofitable and a divesting strategy necessary" (49).
Early marketing strategy concepts
Borden's "marketing mix"
"In his classic Harvard Business Review (HBR) article of the marketing mix, Borden
(1964) credits James Culliton in 1948 with describing the marketing executive as a
'decider' and a 'mixer of ingredients.' This led Borden, in the early 1950s, to the
insight that what this mixer of ingredients was deciding upon was a 'marketing mix'".
Smith's "differentiation and segmentation strategies"
"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending the
will of demand to the will of supply.' That is, distinguishing or differentiating some
aspect(s) of its marketing mix from those of competitors, in a mass market or large
segment, where customer preferences are relatively homogeneous (or heterogeneity is
ignored, Hunt, 2011, p. 80), in an attempt to shift its aggregate demand curve to the
left (greater quantity sold for a given price) and make it more inelastic (less amenable
to substitutes). With segmentation, a firm recognizes that it faces multiple demand
curves, because customer preferences are heterogeneous, and focuses on serving one
or more specific target segments within the overall market" (35).
"In the early growth stage, the marketing manager may choose from two additional
strategic alternatives: segment expansion (Smith, Ansoff) or brand expansion
(Borden, Ansoff, Kerin and Peterson, 1978)" (48).
Market maturity strategies
"In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is
common to employ a maintenance strategy (BCG), where the firm maintains or holds
a stable marketing mix" (48).
Market decline strategies
At some point the decline in sales approaches and then begins to exceed costs. And
not just accounting costs, there are hidden costs as well; as Kotler (1965, p. 109)
observed: 'No financial accounting can adequately convey all the hidden costs.' At
some point, with declining sales and rising costs, a harvesting strategy becomes
unprofitable and a divesting strategy necessary" (49).
Early marketing strategy concepts
Borden's "marketing mix"
"In his classic Harvard Business Review (HBR) article of the marketing mix, Borden
(1964) credits James Culliton in 1948 with describing the marketing executive as a
'decider' and a 'mixer of ingredients.' This led Borden, in the early 1950s, to the
insight that what this mixer of ingredients was deciding upon was a 'marketing mix'".
Smith's "differentiation and segmentation strategies"
"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending the
will of demand to the will of supply.' That is, distinguishing or differentiating some
aspect(s) of its marketing mix from those of competitors, in a mass market or large
segment, where customer preferences are relatively homogeneous (or heterogeneity is
ignored, Hunt, 2011, p. 80), in an attempt to shift its aggregate demand curve to the
left (greater quantity sold for a given price) and make it more inelastic (less amenable
to substitutes). With segmentation, a firm recognizes that it faces multiple demand
curves, because customer preferences are heterogeneous, and focuses on serving one
or more specific target segments within the overall market" (35).
10
Dean's "skimming and penetration strategies"
"With skimming, a firm introduces a product with a high price and after milking the
least price sensitive segment, gradually reduces price, in a stepwise fashion, tapping
effective demand at each price level. With penetration pricing a firm continues its
initial low price from introduction to rapidly capture sales and market share, but with
lower profit margins than skimming".
Forrester's "product life cycle (PLC)"
"The PLC does not offer marketing strategies, per se; rather it provides an
overarching framework from which to choose among various strategic alternatives".
Corporate strategy concepts
Andrews' "SWOT analysis"
"Although widely used in marketing strategy , SWOT (also known as TOWS)
Analysis originated in corporate strategy. The SWOT concept, if not the acronym, is
the work of Kenneth R. Andrews who is credited with writing the text portion of the
classic: Business Policy: Text and Cases (Learned et al., 1965)" (41).
Ansoff's "growth strategies"
"The most well-known, and least often attributed, aspect of Igor Ansoff's Growth
Strategies in the marketing literature is the term 'product-market.' The product-market
concept results from Ansoff juxtaposing new and existing products with new and
existing markets in a two by two matrix" (41-42).
Porter's "generic strategies"
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. The generic strategy
framework (porter 1984) comprises two alternatives each with two alternative scopes.
These are Differentiation and low-cost leadership each with a dimension of Focus-
broad or narrow.
Dean's "skimming and penetration strategies"
"With skimming, a firm introduces a product with a high price and after milking the
least price sensitive segment, gradually reduces price, in a stepwise fashion, tapping
effective demand at each price level. With penetration pricing a firm continues its
initial low price from introduction to rapidly capture sales and market share, but with
lower profit margins than skimming".
Forrester's "product life cycle (PLC)"
"The PLC does not offer marketing strategies, per se; rather it provides an
overarching framework from which to choose among various strategic alternatives".
Corporate strategy concepts
Andrews' "SWOT analysis"
"Although widely used in marketing strategy , SWOT (also known as TOWS)
Analysis originated in corporate strategy. The SWOT concept, if not the acronym, is
the work of Kenneth R. Andrews who is credited with writing the text portion of the
classic: Business Policy: Text and Cases (Learned et al., 1965)" (41).
Ansoff's "growth strategies"
"The most well-known, and least often attributed, aspect of Igor Ansoff's Growth
Strategies in the marketing literature is the term 'product-market.' The product-market
concept results from Ansoff juxtaposing new and existing products with new and
existing markets in a two by two matrix" (41-42).
Porter's "generic strategies"
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. The generic strategy
framework (porter 1984) comprises two alternatives each with two alternative scopes.
These are Differentiation and low-cost leadership each with a dimension of Focus-
broad or narrow.
11
Product differentiation
Cost leadership
Market segmentation
Innovation strategies
Innovation strategies deal 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:
Pioneers
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
These ways of growth are termed as organic growth. Horizontal growth is whereby a
firm grows towards acquiring other businesses that are in the same line of business for
example a clothing retail outlet acquiring a food outlet. The two are in the retail
establishments and their integration lead to expansion. Vertical integration can be
forward or backward. Forward integration is whereby a firm grows towards its
customers for example a food manufacturing firm acquiring a food outlet. Backward
integration is whereby a firm grows towards its source of supply for example a food
outlet acquiring a food manufacturing outlet.
Product differentiation
Cost leadership
Market segmentation
Innovation strategies
Innovation strategies deal 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:
Pioneers
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
These ways of growth are termed as organic growth. Horizontal growth is whereby a
firm grows towards acquiring other businesses that are in the same line of business for
example a clothing retail outlet acquiring a food outlet. The two are in the retail
establishments and their integration lead to expansion. Vertical integration can be
forward or backward. Forward integration is whereby a firm grows towards its
customers for example a food manufacturing firm acquiring a food outlet. Backward
integration is whereby a firm grows towards its source of supply for example a food
outlet acquiring a food manufacturing outlet.
12
Raymond Miles' Strategy Categories
In 2003, Raymond Miles proposed a more detailed scheme using the categories:
Miles, Raymond (2003). Organizational Strategy, Structure, and Process. Stanford:
Stanford University Press. ISBN 0-8047-4840-3.
Prospector
Analyzer
Defender
Reactor
Marketing warfare strategies – This scheme draws parallels between marketing
strategies and military strategies.
BCG's "growth-share portfolio matrix" "Based on his work with experience curves
(that also provides the rationale for Porter's low cost leadership strategy), the growth-
share matrix was originally created by Bruce D. Henderson, CEO of the Boston
Consulting Group (BCG) in 1968 (according to BCG history). Throughout the 1970s,
Henderson expanded upon the concept in a series of short (one to three page) articles
in the BCG newsletter titled Perspectives (Henderson, 1970, 1972, 1973, 1976a, b).
Tremendously popular among large multi-product firms, the BCG portfolio matrix
was popularized in the marketing literature by Day (1977)" (45).
Strategic models
Marketing participants often employ strategic models and tools to analyze marketing
decisions. When beginning a strategic analysis, the 3C's model can be employed to
get a broad understanding of the strategic environment. An Ansoff Matrix is also
often used to convey an organization's strategic positioning of their marketing mix.
The 4Ps can then be utilized to form a marketing plan to pursue a defined
strategy. Marketing Mix Modeling is often used to simulate different strategic flexing
go the 4Ps. Customer lifetime value models can help simulate long-term effects of
changing the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate, and
profitability of changes to pricing. However, 4Ps have been expanded to 7 or 8Ps to
address the different nature of services.
Raymond Miles' Strategy Categories
In 2003, Raymond Miles proposed a more detailed scheme using the categories:
Miles, Raymond (2003). Organizational Strategy, Structure, and Process. Stanford:
Stanford University Press. ISBN 0-8047-4840-3.
Prospector
Analyzer
Defender
Reactor
Marketing warfare strategies – This scheme draws parallels between marketing
strategies and military strategies.
BCG's "growth-share portfolio matrix" "Based on his work with experience curves
(that also provides the rationale for Porter's low cost leadership strategy), the growth-
share matrix was originally created by Bruce D. Henderson, CEO of the Boston
Consulting Group (BCG) in 1968 (according to BCG history). Throughout the 1970s,
Henderson expanded upon the concept in a series of short (one to three page) articles
in the BCG newsletter titled Perspectives (Henderson, 1970, 1972, 1973, 1976a, b).
Tremendously popular among large multi-product firms, the BCG portfolio matrix
was popularized in the marketing literature by Day (1977)" (45).
Strategic models
Marketing participants often employ strategic models and tools to analyze marketing
decisions. When beginning a strategic analysis, the 3C's model can be employed to
get a broad understanding of the strategic environment. An Ansoff Matrix is also
often used to convey an organization's strategic positioning of their marketing mix.
The 4Ps can then be utilized to form a marketing plan to pursue a defined
strategy. Marketing Mix Modeling is often used to simulate different strategic flexing
go the 4Ps. Customer lifetime value models can help simulate long-term effects of
changing the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate, and
profitability of changes to pricing. However, 4Ps have been expanded to 7 or 8Ps to
address the different nature of services.
13
There are many companies, especially those in the consumer package goods (CPG)
market, that adopt the theory of running their business centered around consumer,
shopper and retailer needs. Their marketing departments spend quality time looking
for "growth opportunities" in their categories by identifying relevant insights (both
mindsets and behaviors) on their target consumers, shoppers and retail partners. These
growth opportunities emerge from changes in market trends, segment dynamics
changing and also internal brand or operational business challenges. The marketing
team can then prioritize these growth opportunities and begin to develop strategies to
exploit the opportunities that could include new or adapted products, services as well
as changes to the 7Ps.
Real-life marketing
Real-life marketing primarily revolves around the application of a great deal of
common-sense; dealing with a limited number of factors, in an environment of
imperfect information and limited resources complicated by uncertainty and tight
timescales. Use of classical marketing techniques, in these circumstances, is
inevitably partial and uneven.
Thus, for example, many new products will emerge from irrational processes and the
rational development process may be used (if at all) to screen out the worst non-
runners. The design of the advertising, and the packaging, will be the output of the
creative minds employed; which management will then screen, often by 'gut-reaction',
to ensure that it is reasonable.
For most of their time, marketing managers use intuition and experience to analyze
and handle the complex, and unique, situations being faced; without easy reference to
theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the
overall strategy, coupled with the knowledge of the customer which has been
absorbed almost by a process of osmosis, will determine the quality of the marketing
employed. This, almost instinctive management, is what is sometimes called 'coarse
marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by
the theorists.
An organization's strategy combines all of its marketing goals into one comprehensive
plan. A good marketing strategy should be drawn from market research and focus on
There are many companies, especially those in the consumer package goods (CPG)
market, that adopt the theory of running their business centered around consumer,
shopper and retailer needs. Their marketing departments spend quality time looking
for "growth opportunities" in their categories by identifying relevant insights (both
mindsets and behaviors) on their target consumers, shoppers and retail partners. These
growth opportunities emerge from changes in market trends, segment dynamics
changing and also internal brand or operational business challenges. The marketing
team can then prioritize these growth opportunities and begin to develop strategies to
exploit the opportunities that could include new or adapted products, services as well
as changes to the 7Ps.
Real-life marketing
Real-life marketing primarily revolves around the application of a great deal of
common-sense; dealing with a limited number of factors, in an environment of
imperfect information and limited resources complicated by uncertainty and tight
timescales. Use of classical marketing techniques, in these circumstances, is
inevitably partial and uneven.
Thus, for example, many new products will emerge from irrational processes and the
rational development process may be used (if at all) to screen out the worst non-
runners. The design of the advertising, and the packaging, will be the output of the
creative minds employed; which management will then screen, often by 'gut-reaction',
to ensure that it is reasonable.
For most of their time, marketing managers use intuition and experience to analyze
and handle the complex, and unique, situations being faced; without easy reference to
theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the
overall strategy, coupled with the knowledge of the customer which has been
absorbed almost by a process of osmosis, will determine the quality of the marketing
employed. This, almost instinctive management, is what is sometimes called 'coarse
marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by
the theorists.
An organization's strategy combines all of its marketing goals into one comprehensive
plan. A good marketing strategy should be drawn from market research and focus on
14
the right product mix in order to achieve the maximum profit potential and sustain the
business. The marketing strategy is the foundation of a marketing plan.
Marketing planning
A marketing plan may be part of an overall business plan. Solid marketing
strategy is the foundation of a well-written marketing plan. While a marketing plan
contains a list of actions, a marketing plan without a sound strategic foundation is of
little use.
The marketing planning Definition and example
A marketing plan is a comprehensive blueprint which outlines an organization's
overall marketing efforts. A marketing process can be realized by the marketing mix,
which is outlined in step 4. The last step in the process is the marketing controlling.
The marketing plan can function from two points: strategy and tactics (P. Kotler, K.L.
Keller). In most organizations, "strategic planning" is an annual process, typically
covering just the year ahead. Occasionally, a few organizations may look at a
practical plan which stretches three or more years ahead.
Marketing planning aims and objectives
Behind the corporate objectives, which in themselves offer the main context for the
marketing plan, will lie the "corporate mission," in turn provides the context for these
corporate objectives. In a sales-oriented organization, the marketing planning function
designs incentive pay plans to not only motivate and reward frontline staff fairly but
also to align marketing activities with corporate mission. The marketing plan basically
aims to make the business provide the solution with the awareness with the expected
customers.
This "corporate mission" can be thought of as a definition of what the organization is,
or what it does: "Our business is ...". This definition should not be too narrow, or it
will constrict the development of the organization; a too rigorous concentration on the
view that "We are in the business of making meat-scales," as IBM was during the
early 1900s, might have limited its subsequent development into other areas. On the
the right product mix in order to achieve the maximum profit potential and sustain the
business. The marketing strategy is the foundation of a marketing plan.
Marketing planning
A marketing plan may be part of an overall business plan. Solid marketing
strategy is the foundation of a well-written marketing plan. While a marketing plan
contains a list of actions, a marketing plan without a sound strategic foundation is of
little use.
The marketing planning Definition and example
A marketing plan is a comprehensive blueprint which outlines an organization's
overall marketing efforts. A marketing process can be realized by the marketing mix,
which is outlined in step 4. The last step in the process is the marketing controlling.
The marketing plan can function from two points: strategy and tactics (P. Kotler, K.L.
Keller). In most organizations, "strategic planning" is an annual process, typically
covering just the year ahead. Occasionally, a few organizations may look at a
practical plan which stretches three or more years ahead.
Marketing planning aims and objectives
Behind the corporate objectives, which in themselves offer the main context for the
marketing plan, will lie the "corporate mission," in turn provides the context for these
corporate objectives. In a sales-oriented organization, the marketing planning function
designs incentive pay plans to not only motivate and reward frontline staff fairly but
also to align marketing activities with corporate mission. The marketing plan basically
aims to make the business provide the solution with the awareness with the expected
customers.
This "corporate mission" can be thought of as a definition of what the organization is,
or what it does: "Our business is ...". This definition should not be too narrow, or it
will constrict the development of the organization; a too rigorous concentration on the
view that "We are in the business of making meat-scales," as IBM was during the
early 1900s, might have limited its subsequent development into other areas. On the
15
other hand, it should not be too wide or it will become meaningless; "We want to
make a profit" is not too helpful in developing specific plans.
Abell suggested that the definition should cover three dimensions: "customer groups"
to be served, "customer needs" to be served, and "technologies" to be used.
[1]
Thus,
the definition of IBM's "corporate mission" in the 1940s might well have been: "We
are in the business of handling accounting information [customer need] for the larger
US organizations [customer group] by means of punched cards [technology]."
Perhaps the most important factor in successful marketing is the "corporate vision."
Surprisingly, it is largely neglected by marketing textbooks, although not by the
popular exponents of corporate strategy — indeed, it was perhaps the main theme of
the book by Peters and Waterman, in the form of their "Super ordinate Goals." "In
Search of Excellence" said: "Nothing drives progress like the imagination. The idea
precedes the deed." If the organization in general, and its chief executive in particular,
has a strong vision of where its future lies, then there is a good chance that the
organization will achieve a strong position in its markets (and attain that future). This
will be not least because its strategies will be consistent and will be supported by its
staff at all levels. In this context, all of IBM's marketing activities were underpinned
by its philosophy of "customer service," a vision originally promoted by the
charismatic Watson dynasty. The emphasis at this stage is on obtaining a complete
and accurate picture.
A "traditional" — albeit product-based — format for a "brand reference book" (or,
indeed, a "marketing facts book") was suggested by Godley more than three decades
ago:
1. Financial data—Facts for this section will come from management accounting,
costing and finance sections.
2. Product data—from production, research and development.
3. Sales and distribution data — Sales, packaging, distribution sections.
4. Advertising, sales promotion, merchandising data — Information from these
departments.
5. Market data and miscellany — From market research, who would in most
cases act as a source for this information. His sources of data, however,
assume the resources of a very large organization. In most organizations they
other hand, it should not be too wide or it will become meaningless; "We want to
make a profit" is not too helpful in developing specific plans.
Abell suggested that the definition should cover three dimensions: "customer groups"
to be served, "customer needs" to be served, and "technologies" to be used.
[1]
Thus,
the definition of IBM's "corporate mission" in the 1940s might well have been: "We
are in the business of handling accounting information [customer need] for the larger
US organizations [customer group] by means of punched cards [technology]."
Perhaps the most important factor in successful marketing is the "corporate vision."
Surprisingly, it is largely neglected by marketing textbooks, although not by the
popular exponents of corporate strategy — indeed, it was perhaps the main theme of
the book by Peters and Waterman, in the form of their "Super ordinate Goals." "In
Search of Excellence" said: "Nothing drives progress like the imagination. The idea
precedes the deed." If the organization in general, and its chief executive in particular,
has a strong vision of where its future lies, then there is a good chance that the
organization will achieve a strong position in its markets (and attain that future). This
will be not least because its strategies will be consistent and will be supported by its
staff at all levels. In this context, all of IBM's marketing activities were underpinned
by its philosophy of "customer service," a vision originally promoted by the
charismatic Watson dynasty. The emphasis at this stage is on obtaining a complete
and accurate picture.
A "traditional" — albeit product-based — format for a "brand reference book" (or,
indeed, a "marketing facts book") was suggested by Godley more than three decades
ago:
1. Financial data—Facts for this section will come from management accounting,
costing and finance sections.
2. Product data—from production, research and development.
3. Sales and distribution data — Sales, packaging, distribution sections.
4. Advertising, sales promotion, merchandising data — Information from these
departments.
5. Market data and miscellany — From market research, who would in most
cases act as a source for this information. His sources of data, however,
assume the resources of a very large organization. In most organizations they
16
would be obtained from a much smaller set of people (and not a few of them
would be generated by the marketing manager alone).
It is apparent that a marketing audit can be a complex process, but the aim is
simple: "it is only to identify those existing (external and internal) factors which will
have a significant impact on the future plans of the company." It is clear that the
basic material to be input to the marketing audit should be comprehensive.
Accordingly, the best approach is to accumulate this material continuously, as and
when it becomes available; since this avoids the otherwise heavy workload involved
in collecting it as part of the regular, typically annual, planning process itself — when
time is usually at a premium.
Even so, the first task of this annual process should be to check that the material held
in the current facts book or facts files actually is comprehensive and accurate, and can
form a sound basis for the marketing audit itself.
The structure of the facts book will be designed to match the specific needs of the
organization, but one simple format — suggested by Malcolm McDonald — may be
applicable in many cases. This splits the material into three groups:
1. Review of the marketing environment. A study of the organization's
markets, customers, competitors and the overall economic, political, cultural
and technical environment; covering developing trends, as well as the current
situation.
2. Review of the detailed marketing activity. A study of the
company's marketing mix; in terms of the 7 Ps - (see below)
3. Review of the marketing system. A study of the marketing
organization, marketing research systems and the current marketing objectives
and strategies. The last of these is too frequently ignored. The marketing
system itself needs to be regularly questioned, because the validity of the
whole marketing plan is reliant upon the accuracy of the input from this
system, and `garbage in, garbage out' applies with a vengeance.
Portfolio planning. In addition, the coordinated planning of the individual
products and services can contribute towards the balanced portfolio.
would be obtained from a much smaller set of people (and not a few of them
would be generated by the marketing manager alone).
It is apparent that a marketing audit can be a complex process, but the aim is
simple: "it is only to identify those existing (external and internal) factors which will
have a significant impact on the future plans of the company." It is clear that the
basic material to be input to the marketing audit should be comprehensive.
Accordingly, the best approach is to accumulate this material continuously, as and
when it becomes available; since this avoids the otherwise heavy workload involved
in collecting it as part of the regular, typically annual, planning process itself — when
time is usually at a premium.
Even so, the first task of this annual process should be to check that the material held
in the current facts book or facts files actually is comprehensive and accurate, and can
form a sound basis for the marketing audit itself.
The structure of the facts book will be designed to match the specific needs of the
organization, but one simple format — suggested by Malcolm McDonald — may be
applicable in many cases. This splits the material into three groups:
1. Review of the marketing environment. A study of the organization's
markets, customers, competitors and the overall economic, political, cultural
and technical environment; covering developing trends, as well as the current
situation.
2. Review of the detailed marketing activity. A study of the
company's marketing mix; in terms of the 7 Ps - (see below)
3. Review of the marketing system. A study of the marketing
organization, marketing research systems and the current marketing objectives
and strategies. The last of these is too frequently ignored. The marketing
system itself needs to be regularly questioned, because the validity of the
whole marketing plan is reliant upon the accuracy of the input from this
system, and `garbage in, garbage out' applies with a vengeance.
Portfolio planning. In addition, the coordinated planning of the individual
products and services can contribute towards the balanced portfolio.
17
80:20 rule. To achieve the maximum impact, the marketing plan must be
clear, concise and simple. It needs to concentrate on the 20 percent of
products or services, and on the 20 percent of customers, that will account
for 80 percent of the volume and 80 percent of the profit.
7 Ps: Product, Place, Price and Promotion, Physical Environment, People,
Process. The 7 Ps can sometimes divert attention from the customer, but
the framework they offer can be very useful in building the action plans.
It is only at this stage (of deciding the marketing objectives) that the active part of the
marketing planning process begins. This next stage in marketing planning is indeed
the key to the whole marketing process.
The "marketing objectives" state just where the company intends to be at some
specific time in the future.
James Quinn succinctly defined objectives in general as: Goals (or objectives)
state what is to be achieved and when results are to be accomplished, but they do not
state "how" the results are to be achieved.
[3]
They typically relate to what products (or
services) will be where in what markets (and must be realistically based on customer
behavior in those markets). They are essentially about the match between those
"products" and "markets." Objectives for pricing, distribution, advertising and so on
are at a lower level, and should not be confused with marketing objectives. They are
part of the marketing strategy needed to achieve marketing objectives. To be most
effective, objectives should be capable of measurement and therefore "quantifiable."
This measurement may be in terms of sales volume, money value, market share,
percentage penetration of distribution outlets and so on. An example of such a
measurable marketing objective might be "to enter the market with product Y and
capture 10 percent of the market by value within one year." As it is quantified it can,
within limits, be unequivocally monitored, and corrective action taken as necessary.
The marketing objectives must usually be based, above all, on the organization's
financial objectives; converting these financial measurements into the related
marketing measurements. He went on to explain his view of the role of "policies,"
with which strategy is most often confused: "Policies are rules or guidelines that
express the 'limits' within which action should occur. "Simplifying
somewhat, marketing strategies can be seen as the means, or "game plan," by which
80:20 rule. To achieve the maximum impact, the marketing plan must be
clear, concise and simple. It needs to concentrate on the 20 percent of
products or services, and on the 20 percent of customers, that will account
for 80 percent of the volume and 80 percent of the profit.
7 Ps: Product, Place, Price and Promotion, Physical Environment, People,
Process. The 7 Ps can sometimes divert attention from the customer, but
the framework they offer can be very useful in building the action plans.
It is only at this stage (of deciding the marketing objectives) that the active part of the
marketing planning process begins. This next stage in marketing planning is indeed
the key to the whole marketing process.
The "marketing objectives" state just where the company intends to be at some
specific time in the future.
James Quinn succinctly defined objectives in general as: Goals (or objectives)
state what is to be achieved and when results are to be accomplished, but they do not
state "how" the results are to be achieved.
[3]
They typically relate to what products (or
services) will be where in what markets (and must be realistically based on customer
behavior in those markets). They are essentially about the match between those
"products" and "markets." Objectives for pricing, distribution, advertising and so on
are at a lower level, and should not be confused with marketing objectives. They are
part of the marketing strategy needed to achieve marketing objectives. To be most
effective, objectives should be capable of measurement and therefore "quantifiable."
This measurement may be in terms of sales volume, money value, market share,
percentage penetration of distribution outlets and so on. An example of such a
measurable marketing objective might be "to enter the market with product Y and
capture 10 percent of the market by value within one year." As it is quantified it can,
within limits, be unequivocally monitored, and corrective action taken as necessary.
The marketing objectives must usually be based, above all, on the organization's
financial objectives; converting these financial measurements into the related
marketing measurements. He went on to explain his view of the role of "policies,"
with which strategy is most often confused: "Policies are rules or guidelines that
express the 'limits' within which action should occur. "Simplifying
somewhat, marketing strategies can be seen as the means, or "game plan," by which
18
marketing objectives will be achieved and, in the framework that we have chosen to
use, are generally concerned with the 8 P's. Examples are:
1. Price — The amount of money needed to buy products
2. Product — The actual product
3. Promotion (advertising)- Getting the product known
4. Placement — Where the product is sold
5. People — Represent the business
6. Physical environment — The ambiance, mood, or tone of the environment
7. Process — The Value-added services that differentiate the product from the
competition (e.g. after-sales service, warranties)
8. Packaging — How the product will be protected
(Note: At GCSE the 4 Ps are Place, Promotion, Product and Price and the "secret" 5th
P is Packaging, but which applies only to physical products, not services usually, and
mostly those sold to individual consumers)
In principle, these strategies describe how the objectives will be achieved. The 7 Ps
are a useful framework for deciding how the company's resources will be manipulated
(strategically) to achieve the objectives. However, they are not the only framework,
and may divert attention from the real issues. The focus of the strategies must be the
objectives to be achieved — not the process of planning itself. Only if it fits the needs
of these objectives should you choose, as we have done, to use the framework of the 7
Ps.
The strategy statement can take the form of a purely verbal description of the strategic
options which have been chosen. Alternatively, and perhaps more positively, it might
include a structured list of the major options chosen.
One aspect of strategy which is often overlooked is that of "timing." Exactly when it
is the best time for each element of the strategy to be implemented is often critical.
Taking the right action at the wrong time can sometimes be almost as bad as taking
the wrong action at the right time. Timing is, therefore, an essential part of any plan;
and should normally appear as a schedule of planned activities. Having completed this
crucial stage of the planning process, to re-check the feasibility of objectives and
strategies in terms of the market share, sales, costs, profits and so on which these
marketing objectives will be achieved and, in the framework that we have chosen to
use, are generally concerned with the 8 P's. Examples are:
1. Price — The amount of money needed to buy products
2. Product — The actual product
3. Promotion (advertising)- Getting the product known
4. Placement — Where the product is sold
5. People — Represent the business
6. Physical environment — The ambiance, mood, or tone of the environment
7. Process — The Value-added services that differentiate the product from the
competition (e.g. after-sales service, warranties)
8. Packaging — How the product will be protected
(Note: At GCSE the 4 Ps are Place, Promotion, Product and Price and the "secret" 5th
P is Packaging, but which applies only to physical products, not services usually, and
mostly those sold to individual consumers)
In principle, these strategies describe how the objectives will be achieved. The 7 Ps
are a useful framework for deciding how the company's resources will be manipulated
(strategically) to achieve the objectives. However, they are not the only framework,
and may divert attention from the real issues. The focus of the strategies must be the
objectives to be achieved — not the process of planning itself. Only if it fits the needs
of these objectives should you choose, as we have done, to use the framework of the 7
Ps.
The strategy statement can take the form of a purely verbal description of the strategic
options which have been chosen. Alternatively, and perhaps more positively, it might
include a structured list of the major options chosen.
One aspect of strategy which is often overlooked is that of "timing." Exactly when it
is the best time for each element of the strategy to be implemented is often critical.
Taking the right action at the wrong time can sometimes be almost as bad as taking
the wrong action at the right time. Timing is, therefore, an essential part of any plan;
and should normally appear as a schedule of planned activities. Having completed this
crucial stage of the planning process, to re-check the feasibility of objectives and
strategies in terms of the market share, sales, costs, profits and so on which these
19
demand in practice. As in the rest of the marketing discipline, employ judgment,
experience, market research or anything else which helps for conclusions to be seen
from all possible angles.
Detailed plans and programs
At this stage, overall marketing strategies will need to be developed into detailed
plans and program. Although these detailed plans may cover each of the 7 Ps
(marketing mix), the focus will vary, depending upon the organization's specific
strategies. A product-oriented company will focus its plans for the 7 Ps around each
of its products. A market or geographically oriented company will concentrate on
each market or geographical area. Each will base its plans upon the detailed needs of
its customers, and on the strategies chosen to satisfy these needs. Brochures and
Websites are used effectively.
Again, the most important element is, the detailed plans, which spell out exactly what
programs and individual activities will carry at the period of the plan (usually over the
next year). Without these activities the plan cannot be monitored. These plans must
therefore be:
Clear - They should be an unambiguous statement of 'exactly' what is to be done.
Quantified - The predicted outcome of each activity should be, as far as possible,
quantified, so that its performance can be monitored.
Focused - The temptation to proliferate activities beyond the numbers which can
be realistically controlled should be avoided. The 80:20 Rule applies in this
context to.
Realistic - They should be achievable.
Agreed - Those who are to implement them should be committed to them, and
agree that they are achievable. The resulting plans should become a working
document which will guide the campaigns taking place throughout the
organization over the period of the plan. If the marketing plan is to work, every
exception to it (throughout the year) must be questioned; and the lessons learnt, to
be incorporated in the next year's .
Content of the marketing plan
demand in practice. As in the rest of the marketing discipline, employ judgment,
experience, market research or anything else which helps for conclusions to be seen
from all possible angles.
Detailed plans and programs
At this stage, overall marketing strategies will need to be developed into detailed
plans and program. Although these detailed plans may cover each of the 7 Ps
(marketing mix), the focus will vary, depending upon the organization's specific
strategies. A product-oriented company will focus its plans for the 7 Ps around each
of its products. A market or geographically oriented company will concentrate on
each market or geographical area. Each will base its plans upon the detailed needs of
its customers, and on the strategies chosen to satisfy these needs. Brochures and
Websites are used effectively.
Again, the most important element is, the detailed plans, which spell out exactly what
programs and individual activities will carry at the period of the plan (usually over the
next year). Without these activities the plan cannot be monitored. These plans must
therefore be:
Clear - They should be an unambiguous statement of 'exactly' what is to be done.
Quantified - The predicted outcome of each activity should be, as far as possible,
quantified, so that its performance can be monitored.
Focused - The temptation to proliferate activities beyond the numbers which can
be realistically controlled should be avoided. The 80:20 Rule applies in this
context to.
Realistic - They should be achievable.
Agreed - Those who are to implement them should be committed to them, and
agree that they are achievable. The resulting plans should become a working
document which will guide the campaigns taking place throughout the
organization over the period of the plan. If the marketing plan is to work, every
exception to it (throughout the year) must be questioned; and the lessons learnt, to
be incorporated in the next year's .
Content of the marketing plan
20
A marketing plan for a small business typically includes Small Business
Administration Description of competitors, including the level of demand for the
product or service and the strengths and weaknesses of competitors
1. Description of the product or service, including special features
2. Marketing budget, including the advertising and promotional plan
3. Description of the business location, including advantages and disadvantages
for marketing
4. Pricing strategy
5. Market Segmentation
INDUSTRY PROFILE
India is currently the world’s second-largest telecommunications market and has
registered strong growth in the past decade and half. The Indian mobile economy is
A marketing plan for a small business typically includes Small Business
Administration Description of competitors, including the level of demand for the
product or service and the strengths and weaknesses of competitors
1. Description of the product or service, including special features
2. Marketing budget, including the advertising and promotional plan
3. Description of the business location, including advantages and disadvantages
for marketing
4. Pricing strategy
5. Market Segmentation
INDUSTRY PROFILE
India is currently the world’s second-largest telecommunications market and has
registered strong growth in the past decade and half. The Indian mobile economy is
21
growing rapidly and will contribute substantially to India’s Gross Domestic Product
(GDP), according to report prepared by GSM Association (GSMA) in collaboration
with the Boston Consulting Group (BCG).
The liberal and reformist policies of the Government of India have been instrumental
along with strong consumer demand in the rapid growth in the Indian telecom sector.
The government has enabled easy market access to telecom equipment and a fair and
proactive regulatory framework that has ensured availability of telecom services to
consumer at affordable prices. The deregulation of Foreign Direct Investment (FDI)
norms has made the sector one of the fastest growing and a top five employment
opportunity generator in the country.
The Indian telecom sector is expected to generate four million direct and indirect jobs
over the next five years according to estimates by Randstad India. The employment
opportunities are expected to be created due to combination of government’s efforts to
increase penetration in rural areas and the rapid increase in smartphone sales and
rising internet usage.
International Data Corporation (IDC) predicts India to overtake US as the second-
largest smartphone market globally by 2017 and to maintain high growth rate over the
next few years as people switch to smartphones and gradually upgrade to 4G.
growing rapidly and will contribute substantially to India’s Gross Domestic Product
(GDP), according to report prepared by GSM Association (GSMA) in collaboration
with the Boston Consulting Group (BCG).
The liberal and reformist policies of the Government of India have been instrumental
along with strong consumer demand in the rapid growth in the Indian telecom sector.
The government has enabled easy market access to telecom equipment and a fair and
proactive regulatory framework that has ensured availability of telecom services to
consumer at affordable prices. The deregulation of Foreign Direct Investment (FDI)
norms has made the sector one of the fastest growing and a top five employment
opportunity generator in the country.
The Indian telecom sector is expected to generate four million direct and indirect jobs
over the next five years according to estimates by Randstad India. The employment
opportunities are expected to be created due to combination of government’s efforts to
increase penetration in rural areas and the rapid increase in smartphone sales and
rising internet usage.
International Data Corporation (IDC) predicts India to overtake US as the second-
largest smartphone market globally by 2017 and to maintain high growth rate over the
next few years as people switch to smartphones and gradually upgrade to 4G.
22
Market Size
Driven by strong adoption of data consumption on handheld devices, the total mobile
services market revenue in India is expected to touch US$ 37 billion in 2017,
registering a Compound Annual Growth Rate (CAGR) of 5.2 per cent between 2014
and 2017, according to research firm IDC.
India is expected to have over 180 million smartphones by 2019, contributing around
13.5 per cent to the global smartphone market, based on rising affordability and better
availability of data services among other factors.&
According to a report by leading research firm Market Research Store, the Indian
telecommunication services market will likely grow by 10.3 per cent year-on-year to
reach US$ 103.9 billion by 2020.
According to the Ericsson Mobility Report India, smartphone subscriptions in India is
expected to increase four-fold to 810 million users by 2021, while the total
smartphone traffic is expected to grow seventeen-fold to 4.2 Exabytes (EB) per month
by 2021.
According to a study by GSMA, smartphones are expected to account for two out of
every three mobile connections globally by 2020 making India the fourth largest
smartphone market. Total number of Fourth-Generation (4G) enabled smartphone
shipments in India stood at 13.9 million units in the quarter ending December 2015,
which was more than 50 per cent of total shipments, thereby surpassing number of
Third-Generation (3G) enabled smartphone shipments for the first time.^ Broadband
services user-base in India is expected to grow to 250 million connections by 2017.
Market Size
Driven by strong adoption of data consumption on handheld devices, the total mobile
services market revenue in India is expected to touch US$ 37 billion in 2017,
registering a Compound Annual Growth Rate (CAGR) of 5.2 per cent between 2014
and 2017, according to research firm IDC.
India is expected to have over 180 million smartphones by 2019, contributing around
13.5 per cent to the global smartphone market, based on rising affordability and better
availability of data services among other factors.&
According to a report by leading research firm Market Research Store, the Indian
telecommunication services market will likely grow by 10.3 per cent year-on-year to
reach US$ 103.9 billion by 2020.
According to the Ericsson Mobility Report India, smartphone subscriptions in India is
expected to increase four-fold to 810 million users by 2021, while the total
smartphone traffic is expected to grow seventeen-fold to 4.2 Exabytes (EB) per month
by 2021.
According to a study by GSMA, smartphones are expected to account for two out of
every three mobile connections globally by 2020 making India the fourth largest
smartphone market. Total number of Fourth-Generation (4G) enabled smartphone
shipments in India stood at 13.9 million units in the quarter ending December 2015,
which was more than 50 per cent of total shipments, thereby surpassing number of
Third-Generation (3G) enabled smartphone shipments for the first time.^ Broadband
services user-base in India is expected to grow to 250 million connections by 2017.
23
Market share
of mobile
network
operators as on
31 July 2016
Airtel: 256.8 million (24.3%)
Vodafone: 199.7 million (18.9%)
Idea: 176.49 million (16.7%)
RCom: 95.46 million (9.0%)
BSNL: 90.71 million (8.6%)
Aircel: 89.33 million (8.5%)
Tata Docomo: 58.67 million (5.6%)
Telenor: 53.11 million (5.0%)
Jio: 24 million (2.3%)
MTS: 7.35 million (0.7%)
MTNL: 3.59 million (0.3%)
Market share
of mobile
network
operators as on
31 July 2016
Airtel: 256.8 million (24.3%)
Vodafone: 199.7 million (18.9%)
Idea: 176.49 million (16.7%)
RCom: 95.46 million (9.0%)
BSNL: 90.71 million (8.6%)
Aircel: 89.33 million (8.5%)
Tata Docomo: 58.67 million (5.6%)
Telenor: 53.11 million (5.0%)
Jio: 24 million (2.3%)
MTS: 7.35 million (0.7%)
MTNL: 3.59 million (0.3%)
24
COMPANY PROFILE
RELIANCE JIO
Reliance Jio Infocomm Limited (RJIL), a
subsidiary of Reliance Industries Limited
(RIL), India’s largest private sector company,
is the first telecom operator to hold pan India
Unified License. This license authorises RJIL
to provide all telecommunication services except Global Mobile Personal
Communication by Satellite Service.
RJIL holds spectrum in1800 MHz (across 14 circles) and 2300 MHz (across 22
circles) capable of offering fourth generation (4G) wireless services. RJIL plans to
provide seamless 4G services using FDD-LTE on 1800 MHz and TDD-LTE on 2300
MHz through an integrated ecosystem.
RJIL is setting up a pan India telecom network to provide to the highly underserviced
India market, reliable (4th generation) high speed internet connectivity, rich
communication services and various digital services on pan India basis in key
domains such as education, healthcare, security, financial services, government
citizen interfaces and entertainment. RJIL aims to provide anytime, anywhere access
to innovative and empowering digital content, applications and services, thereby
propelling India into global leadership in digital economy.
RJIL is also deploying an enhanced packet core network to create futuristic high
capacity infrastructure to handle huge demand for data and voice. In addition to high
speed data, the 4G network will provide voice services from / to non-RJIL networks.
COMPANY PROFILE
RELIANCE JIO
Reliance Jio Infocomm Limited (RJIL), a
subsidiary of Reliance Industries Limited
(RIL), India’s largest private sector company,
is the first telecom operator to hold pan India
Unified License. This license authorises RJIL
to provide all telecommunication services except Global Mobile Personal
Communication by Satellite Service.
RJIL holds spectrum in1800 MHz (across 14 circles) and 2300 MHz (across 22
circles) capable of offering fourth generation (4G) wireless services. RJIL plans to
provide seamless 4G services using FDD-LTE on 1800 MHz and TDD-LTE on 2300
MHz through an integrated ecosystem.
RJIL is setting up a pan India telecom network to provide to the highly underserviced
India market, reliable (4th generation) high speed internet connectivity, rich
communication services and various digital services on pan India basis in key
domains such as education, healthcare, security, financial services, government
citizen interfaces and entertainment. RJIL aims to provide anytime, anywhere access
to innovative and empowering digital content, applications and services, thereby
propelling India into global leadership in digital economy.
RJIL is also deploying an enhanced packet core network to create futuristic high
capacity infrastructure to handle huge demand for data and voice. In addition to high
speed data, the 4G network will provide voice services from / to non-RJIL networks.
25
Reliance Jio is part of the ―Bay Of Bengal Gateway‖ Cable System, planned to
provide connectivity between South East Asia, South Asia and the Middle East, and
also to Europe, Africa and to the Far East Asia through interconnections with other
existing and newly built cable systems landing in India, the Middle East and Far East
Asia.
RJIL’s subsidiary has been awarded with a Facility Based Operator License (―FBO
License‖) in Singapore which will allow it to buy, operate and sell undersea and/or
terrestrial fibre connectivity, setup its internet point of presence, offer internet transit
and peering services as well as data and voice roaming services in Singapore.
RJIL has finalised key agreements with its technology partners, service providers,
infrastructure providers, application partners, device manufacturers and other strategic
partners for the project. These strategic partners have committed significant resources,
knowhow and global talent to support planning, deployment and testing activities
currently underway.
Home to the world’s second largest population of 1.2 billion, India is a young nation
with 63% of its population under the age of 35 years. It has a fast growing digital
audience with 800 million mobile connections and over 200 million internet users.
Reliance thoroughly believes in India’s potential to lead the world with its capabilities
in innovation. Towards that end, Reliance envisages creation of a digital revolution in
India.
Reliance Jio aims to enable this transformation by creating not just a cutting-edge
voice and broadband network, but also a powerful ecosystem on which a range of rich
digital services will be enabled – a unique green-field opportunity.
The three-pronged focus on broadband networks, affordable smartphones and the
availability of rich content and applications has enabled Jio to create an integrated
Reliance Jio is part of the ―Bay Of Bengal Gateway‖ Cable System, planned to
provide connectivity between South East Asia, South Asia and the Middle East, and
also to Europe, Africa and to the Far East Asia through interconnections with other
existing and newly built cable systems landing in India, the Middle East and Far East
Asia.
RJIL’s subsidiary has been awarded with a Facility Based Operator License (―FBO
License‖) in Singapore which will allow it to buy, operate and sell undersea and/or
terrestrial fibre connectivity, setup its internet point of presence, offer internet transit
and peering services as well as data and voice roaming services in Singapore.
RJIL has finalised key agreements with its technology partners, service providers,
infrastructure providers, application partners, device manufacturers and other strategic
partners for the project. These strategic partners have committed significant resources,
knowhow and global talent to support planning, deployment and testing activities
currently underway.
Home to the world’s second largest population of 1.2 billion, India is a young nation
with 63% of its population under the age of 35 years. It has a fast growing digital
audience with 800 million mobile connections and over 200 million internet users.
Reliance thoroughly believes in India’s potential to lead the world with its capabilities
in innovation. Towards that end, Reliance envisages creation of a digital revolution in
India.
Reliance Jio aims to enable this transformation by creating not just a cutting-edge
voice and broadband network, but also a powerful ecosystem on which a range of rich
digital services will be enabled – a unique green-field opportunity.
The three-pronged focus on broadband networks, affordable smartphones and the
availability of rich content and applications has enabled Jio to create an integrated
26
business strategy from the very beginning, and today, Jio is capable of offering a
unique combination of telecom, high speed data, digital commerce, media and
payment services.
business strategy from the very beginning, and today, Jio is capable of offering a
unique combination of telecom, high speed data, digital commerce, media and
payment services.
27
PRODUCTS / SERVICES AND PROCESSES/ FACILITIES
The company will launch its 4G broadband services throughout India in the first
quarter of 2016-2017 financial year. It was slated to release in December 2015 after
some reports said that the company was waiting to receive final permits from the
government. Mukesh Ambani, owner of Reliance Industries Limited (RIL) whose
Reliance Jio is the telecom subsidiary, had unveiled details of Jio's fourth-generation
(4G) services on 12 June 2015 at RIL's 41st annual general meeting. It will offer data
and voice services with peripheral services like instant messaging, live TV, movies on
demand, news, streaming music, and a digital payments platform.
The company has a network of more than 250,000 km of fiber optic cables in the
country, over which it will be partnering with local cable operators to get broader
connectivity for its broadband services. With its multi-service operator (MSO)
licence, Jio will also serve as a TV channel distributor and will offer television-on-
demand on its network.
PAN-INDIA SPECTRUM
Jio owns spectrum in 800 MHz and 1,800 MHz bands in 10 and 6 circles,
respectively, of the total 22 circles in the country, and also owns pan-India licensed
2,300 MHz spectrum. The spectrum is valid till 2035. Ahead of its digital services
launch, Mukesh Ambani-led Reliance Jio entered into a spectrum sharing deal with
younger brother Anil Ambani-backed Reliance Communications. The sharing deal is
for 800 MHz band across seven circles other than the 10 circles for which Jio already
owns.
PRODUCTS / SERVICES AND PROCESSES/ FACILITIES
The company will launch its 4G broadband services throughout India in the first
quarter of 2016-2017 financial year. It was slated to release in December 2015 after
some reports said that the company was waiting to receive final permits from the
government. Mukesh Ambani, owner of Reliance Industries Limited (RIL) whose
Reliance Jio is the telecom subsidiary, had unveiled details of Jio's fourth-generation
(4G) services on 12 June 2015 at RIL's 41st annual general meeting. It will offer data
and voice services with peripheral services like instant messaging, live TV, movies on
demand, news, streaming music, and a digital payments platform.
The company has a network of more than 250,000 km of fiber optic cables in the
country, over which it will be partnering with local cable operators to get broader
connectivity for its broadband services. With its multi-service operator (MSO)
licence, Jio will also serve as a TV channel distributor and will offer television-on-
demand on its network.
PAN-INDIA SPECTRUM
Jio owns spectrum in 800 MHz and 1,800 MHz bands in 10 and 6 circles,
respectively, of the total 22 circles in the country, and also owns pan-India licensed
2,300 MHz spectrum. The spectrum is valid till 2035. Ahead of its digital services
launch, Mukesh Ambani-led Reliance Jio entered into a spectrum sharing deal with
younger brother Anil Ambani-backed Reliance Communications. The sharing deal is
for 800 MHz band across seven circles other than the 10 circles for which Jio already
owns.
28
4G SERVICE PROVIDERS IN LUCKNOW
Lucknow is in UP EAST telecom region.
Important Cities close to LUCKNOW:
Agra , Aligarh , Allahabad , Bareilly , Gorakhpur , Kanpur , Lucknow , Moradabad ,
Varanasi , Faizabad ,Fatehpur , Ferozabad , Jhansi , Mathura , Muzaffarnagar
Providers with 4G coverage in LUCKNOW:
Airtel, Vodafone, Reliance Jio, BSNL, Aircel, Telenor
Major Participants:
Reliance Jio, Airtel, Vodafone
4G SERVICE PROVIDERS IN LUCKNOW
Lucknow is in UP EAST telecom region.
Important Cities close to LUCKNOW:
Agra , Aligarh , Allahabad , Bareilly , Gorakhpur , Kanpur , Lucknow , Moradabad ,
Varanasi , Faizabad ,Fatehpur , Ferozabad , Jhansi , Mathura , Muzaffarnagar
Providers with 4G coverage in LUCKNOW:
Airtel, Vodafone, Reliance Jio, BSNL, Aircel, Telenor
Major Participants:
Reliance Jio, Airtel, Vodafone
29
BHARTI AIRTEL
Airtel India is the largest provider of mobile
telephony and second largest provider of fixed
telephony in India, and is also a provider
of broadband and subscription television services. The brand is operated by several
subsidiaries of Bharti Airtel, with Bharti Hexacom and Bharti Telemedia providing
broadband fixed line services and Bharti Infratel providing telecom passive
infrastructure service such as telecom equipment and telecom towers. Bharti Airtel
Limited is part of Bharti Enterprises and is headed by Sunil Bharti Mittal.
Airtel is the first Indian telecom service provider to achieve Cisco Gold
Certification. It also acts as a carrier for national and international long distance
communication services. The company has a submarine cable landing station
at Chennai, with a connection to Singapore. As of September 2016, Airtel has 255.73
million subscribers with a market share of 24.7% in the Indian telephony
market. Airtel was named India's second most valuable brand in the first ever Brandz
ranking by Millward Brown and WPP plc.
4G
On 19 May 2010, the broadband wireless access (BWA) or 4G spectrum auction in
India ended. Airtel paid ₹33.1436 billion (US$490 million) for spectrum in 4
circles: Maharashtra and Goa, Karnataka, Punjab and Kolkata. The company was
allocated 20 MHz of BWA spectrum in 2.3 GHz frequency band. Airtel's TD-
LTE network is built and operated by ZTE in Kolkata and Punjab, Huawei in
Karnataka, and Nokia Siemens Networks in Maharashtra and Goa. On 10 April 2012,
Airtel launched 4G services through dongles and modems using TD-LTE technology
in Kolkata, becoming the first company in India to offer 4G services. The Kolkata
BHARTI AIRTEL
Airtel India is the largest provider of mobile
telephony and second largest provider of fixed
telephony in India, and is also a provider
of broadband and subscription television services. The brand is operated by several
subsidiaries of Bharti Airtel, with Bharti Hexacom and Bharti Telemedia providing
broadband fixed line services and Bharti Infratel providing telecom passive
infrastructure service such as telecom equipment and telecom towers. Bharti Airtel
Limited is part of Bharti Enterprises and is headed by Sunil Bharti Mittal.
Airtel is the first Indian telecom service provider to achieve Cisco Gold
Certification. It also acts as a carrier for national and international long distance
communication services. The company has a submarine cable landing station
at Chennai, with a connection to Singapore. As of September 2016, Airtel has 255.73
million subscribers with a market share of 24.7% in the Indian telephony
market. Airtel was named India's second most valuable brand in the first ever Brandz
ranking by Millward Brown and WPP plc.
4G
On 19 May 2010, the broadband wireless access (BWA) or 4G spectrum auction in
India ended. Airtel paid ₹33.1436 billion (US$490 million) for spectrum in 4
circles: Maharashtra and Goa, Karnataka, Punjab and Kolkata. The company was
allocated 20 MHz of BWA spectrum in 2.3 GHz frequency band. Airtel's TD-
LTE network is built and operated by ZTE in Kolkata and Punjab, Huawei in
Karnataka, and Nokia Siemens Networks in Maharashtra and Goa. On 10 April 2012,
Airtel launched 4G services through dongles and modems using TD-LTE technology
in Kolkata, becoming the first company in India to offer 4G services. The Kolkata
30
launch was followed by launches in Bangalore (7 May 2012), Pune (18 October
2012), and Chandigarh, Mohali and Panchkula (25 March 2013). Airtel obtained 4G
licences and spectrum in the telecom circles
of Delhi, Haryana, Kerala and Mumbai after acquiring Wireless Business Services
Private Limited, a joint venture founded by Qualcomm, which had won BWA
spectrum in those circles in the 4G spectrum auction.
Airtel launched 4G services on mobile from February 2014. The first city to get the
service was Bangalore. Airtel has started their 4G services
in Karnal and Yamunanagar in Haryana on 16 June 2015. Airtel 4G trials has been
started in Delhi from 18 June 2015. Airtel had 1,20,000 4G subscribers as of May
2014.
As of March 2016, Airtel provides 4G coverage in 350 cities in 15 circles. Airtel
extended its 4G network to 15 km off India's coastline, following a request by
the Indian Navy.
VoLTE
On 3 November 2016, The Economic Times reported that Airtel had awarded a Rs.
402 crore (US$60 million) contract to Nokia to implement Voice over Long-Term
Evolution (VoLTE) technology on the operator's network nationwide. Airtel had
previously awarded a smaller contract to Nokia for trial of VoLTE technology in
select circles in early 2016. Airtel subscribers will be able to place VoLTE calls in
areas covered by LTE. If LTE is not available in the area, the call will fall back to 3G
or 2G. Airtel is expected to launch VoLTE services in early 2017.
launch was followed by launches in Bangalore (7 May 2012), Pune (18 October
2012), and Chandigarh, Mohali and Panchkula (25 March 2013). Airtel obtained 4G
licences and spectrum in the telecom circles
of Delhi, Haryana, Kerala and Mumbai after acquiring Wireless Business Services
Private Limited, a joint venture founded by Qualcomm, which had won BWA
spectrum in those circles in the 4G spectrum auction.
Airtel launched 4G services on mobile from February 2014. The first city to get the
service was Bangalore. Airtel has started their 4G services
in Karnal and Yamunanagar in Haryana on 16 June 2015. Airtel 4G trials has been
started in Delhi from 18 June 2015. Airtel had 1,20,000 4G subscribers as of May
2014.
As of March 2016, Airtel provides 4G coverage in 350 cities in 15 circles. Airtel
extended its 4G network to 15 km off India's coastline, following a request by
the Indian Navy.
VoLTE
On 3 November 2016, The Economic Times reported that Airtel had awarded a Rs.
402 crore (US$60 million) contract to Nokia to implement Voice over Long-Term
Evolution (VoLTE) technology on the operator's network nationwide. Airtel had
previously awarded a smaller contract to Nokia for trial of VoLTE technology in
select circles in early 2016. Airtel subscribers will be able to place VoLTE calls in
areas covered by LTE. If LTE is not available in the area, the call will fall back to 3G
or 2G. Airtel is expected to launch VoLTE services in early 2017.
31
VODAFONE INDIA
Vodafone India is the second largest mobile network
operator in India by subscriber base, after Airtel with a market
share of 18.42%. It is headquartered in Mumbai, Maharashtra. It
has approximately 200 million customers as of August 2016. It
offers both prepaid and postpaid GSM cellular phone coverage
throughout India with better presence in the metros.
Vodafone India provides services on basis of 900 MHz and 1800 MHz digital GSM
technology. Vodafone India launched 3G services in the country in the January–
March quarter of 2011 and plans to spend up to $500 million within two years on its
3G networks. It has launched its 4G services in India starting from Kochi in Kerala in
December 2015 and plans to expands its network to various other cities in the
country.
Vodafone India is a 100% subsidiary of Vodafone Group. It commenced operations in
1994 when its predecessor Hutchison Telecom acquired the cellular license for
Mumbai. Brand Vodafone was launched in India in September 2007, after Vodafone
Plc. acquired a majority stake in Hutchinson Essar in May 2007. From a single
operation base with 31 million customers, the company has expanded its operations
across the country to cover all 22 telecom circles and service 180 million customers.
This journey is a strong testimony of Vodafone's commitment and success in a highly
competitive and price sensitive market.
VODAFONE INDIA
Vodafone India is the second largest mobile network
operator in India by subscriber base, after Airtel with a market
share of 18.42%. It is headquartered in Mumbai, Maharashtra. It
has approximately 200 million customers as of August 2016. It
offers both prepaid and postpaid GSM cellular phone coverage
throughout India with better presence in the metros.
Vodafone India provides services on basis of 900 MHz and 1800 MHz digital GSM
technology. Vodafone India launched 3G services in the country in the January–
March quarter of 2011 and plans to spend up to $500 million within two years on its
3G networks. It has launched its 4G services in India starting from Kochi in Kerala in
December 2015 and plans to expands its network to various other cities in the
country.
Vodafone India is a 100% subsidiary of Vodafone Group. It commenced operations in
1994 when its predecessor Hutchison Telecom acquired the cellular license for
Mumbai. Brand Vodafone was launched in India in September 2007, after Vodafone
Plc. acquired a majority stake in Hutchinson Essar in May 2007. From a single
operation base with 31 million customers, the company has expanded its operations
across the country to cover all 22 telecom circles and service 180 million customers.
This journey is a strong testimony of Vodafone's commitment and success in a highly
competitive and price sensitive market.
32
4G
On 8 December 2015, Vodafone announced the roll out of its 4G network in India on
1800 MHz band, starting from Kochi, Kerala. After that vodafone has launched 4G
services in Kolkata, Mumbai, Delhi followed by Kerala and Karnataka. Vodafone has
launched 4G services in Tamil Nadu by 2100 MHz spectrum. On 5th january 2017,
World's Largest 4G Network Vodafone Launched its 4G services
In Guwahati Followed By Tinsukia, Sibsagar , Bongaigaon In Assam Circle.
VoLTE-Vodafone is expected to launch VoLTE service in this year followed by
Reliance Jio and Bharti Airtel.
VODAFONE SUPERNET 4G
Vodafone SuperNet™ 4G is the world’s largest 4G network. (As per an independent
report basis the global presence of Vodafone 4G in more countries than any other
brand. Source: GSMA, March 2016.)
With Vodafone SuperNet™ 4G now in India, your smartphone will need a seatbelt.
Experience not just super-fast internet speeds but a host of advanced features that jolt
the way you use your phone.
Upgrade to Vodafone SuperNet™ 4G now to get faster speeds and a superior
browsing experience. Vodafone SuperNet™ not only boosts your upload and
download speeds but also minimises your buffering time even while streaming HD
videos.
4G
On 8 December 2015, Vodafone announced the roll out of its 4G network in India on
1800 MHz band, starting from Kochi, Kerala. After that vodafone has launched 4G
services in Kolkata, Mumbai, Delhi followed by Kerala and Karnataka. Vodafone has
launched 4G services in Tamil Nadu by 2100 MHz spectrum. On 5th january 2017,
World's Largest 4G Network Vodafone Launched its 4G services
In Guwahati Followed By Tinsukia, Sibsagar , Bongaigaon In Assam Circle.
VoLTE-Vodafone is expected to launch VoLTE service in this year followed by
Reliance Jio and Bharti Airtel.
VODAFONE SUPERNET 4G
Vodafone SuperNet™ 4G is the world’s largest 4G network. (As per an independent
report basis the global presence of Vodafone 4G in more countries than any other
brand. Source: GSMA, March 2016.)
With Vodafone SuperNet™ 4G now in India, your smartphone will need a seatbelt.
Experience not just super-fast internet speeds but a host of advanced features that jolt
the way you use your phone.
Upgrade to Vodafone SuperNet™ 4G now to get faster speeds and a superior
browsing experience. Vodafone SuperNet™ not only boosts your upload and
download speeds but also minimises your buffering time even while streaming HD
videos.
33
OBJECTIVE OF STUDY
A survey to analysis understanding and impact of services provided by Relinace JIO.
Objective of study:
1. To analysis the awareness level about Relinace JIO.
2. To understand nature and content of online advertising of Relinace JIO.
3. To analyses the impact of Relinace JIO.
4. To analyses use and importance of Relinace JIO.
OBJECTIVE OF STUDY
A survey to analysis understanding and impact of services provided by Relinace JIO.
Objective of study:
1. To analysis the awareness level about Relinace JIO.
2. To understand nature and content of online advertising of Relinace JIO.
3. To analyses the impact of Relinace JIO.
4. To analyses use and importance of Relinace JIO.
34
RESEARCH METHODOLOGY
Research methodology systematically solves the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study
the various step that are generally adopted by a researcher in studying his research
problems along with logic behind them. It is necessary for the researcher to know not
only the research method but also the methodology. The scope of research
methodology is wider than that of research methods. Thus, when we talk of research
methodology we not only talk of research methods but also consider the logic behind
the methods we use in the context of our research study and explain what we are using
a particular method or techniques and why we are not using others so that research
result are capable of being evaluated either by the researcher or by others.
METHOD OF DATA COLLECTION
The task data collection being collection after a research problem has been
defined and research design chalked out while deciding about the method of data keep
in mind two types of data.
► PRIMARY DATA
► SECONDARY DATA
PRIMARY DATA are those which are collected a fresh and for first time and thus
happen to be original in character. In this project I collected data through scheduling
method .this method of data collection is very much like the collection of data through
questionnaire method. While little differences lies in the fact schedule (Performa to
contain a set of questions) are being in by the Enumerator who are specially appointed
for the purpose.
These Enumerators along with schedules go to responded, put them the
question from the perform in the order of question listed and record the replies in the
space meant for the same in the preformed.
RESEARCH METHODOLOGY
Research methodology systematically solves the research problem. It may be
understood as a science of studying how research is done scientifically. In it we study
the various step that are generally adopted by a researcher in studying his research
problems along with logic behind them. It is necessary for the researcher to know not
only the research method but also the methodology. The scope of research
methodology is wider than that of research methods. Thus, when we talk of research
methodology we not only talk of research methods but also consider the logic behind
the methods we use in the context of our research study and explain what we are using
a particular method or techniques and why we are not using others so that research
result are capable of being evaluated either by the researcher or by others.
METHOD OF DATA COLLECTION
The task data collection being collection after a research problem has been
defined and research design chalked out while deciding about the method of data keep
in mind two types of data.
► PRIMARY DATA
► SECONDARY DATA
PRIMARY DATA are those which are collected a fresh and for first time and thus
happen to be original in character. In this project I collected data through scheduling
method .this method of data collection is very much like the collection of data through
questionnaire method. While little differences lies in the fact schedule (Performa to
contain a set of questions) are being in by the Enumerator who are specially appointed
for the purpose.
These Enumerators along with schedules go to responded, put them the
question from the perform in the order of question listed and record the replies in the
space meant for the same in the preformed.
35
SECONDARY DATA Means that are already available i.e they refer to the data
which have already been collected and analyzed by someone else. Secondary data
may either be published data are available.
Thus we can say that the following methodology has been used to obtain the
necessary information and material for the project work.
DIRECT METHOD : This method involves the direct interaction with the
people Lo collection the relevant information like company personnel, dealers,
customer etc, and collect the information through questionnaires.
INDIRECT METHOD : This method involves the collection of information
through magazines, articles, internet, website, etc, and also the process of drawing the
conclusion with the help of analyzing the question of the questionnaires. I have
conducted a market research by visiting various shops and houses.
Data collection: In this project the data has been collected from different people in
different area by conducting informed interviews.
Area covered: Regarding the survey and research I have meet different type of
people and visited various shops, houses, offices in Lucknow market region.
Field market:
It includes giving out in the field to collect required information and data from a
concerned person.
I used to visit various offices conducting a short informal interviews which help to
know all the necessary information and data required for the project work under this
survey my main target was to have on interaction with the customers to find out as to
what do they perceive with respect to finance to find out potential of different product
of range, financing and market share of existing players in the market. I conducted my
survey through a system of questions that are field by the customers as well as by me
during survey, which has been included in the report.
Sample size: 100
SECONDARY DATA Means that are already available i.e they refer to the data
which have already been collected and analyzed by someone else. Secondary data
may either be published data are available.
Thus we can say that the following methodology has been used to obtain the
necessary information and material for the project work.
DIRECT METHOD : This method involves the direct interaction with the
people Lo collection the relevant information like company personnel, dealers,
customer etc, and collect the information through questionnaires.
INDIRECT METHOD : This method involves the collection of information
through magazines, articles, internet, website, etc, and also the process of drawing the
conclusion with the help of analyzing the question of the questionnaires. I have
conducted a market research by visiting various shops and houses.
Data collection: In this project the data has been collected from different people in
different area by conducting informed interviews.
Area covered: Regarding the survey and research I have meet different type of
people and visited various shops, houses, offices in Lucknow market region.
Field market:
It includes giving out in the field to collect required information and data from a
concerned person.
I used to visit various offices conducting a short informal interviews which help to
know all the necessary information and data required for the project work under this
survey my main target was to have on interaction with the customers to find out as to
what do they perceive with respect to finance to find out potential of different product
of range, financing and market share of existing players in the market. I conducted my
survey through a system of questions that are field by the customers as well as by me
during survey, which has been included in the report.
Sample size: 100
36
The survey done from 100 persons in Lucknow.
DATA ANALYSIS AND INTERPRETATION
1. – Do you know about Relinace JIO?
Yes 45
No 35
Can’t say 20
Interpretation:
45% respondent said that they know about Relinace JIO, 35% no, but 20% can’t say
45%
35%
20%
Yes
No
Can’t say
The survey done from 100 persons in Lucknow.
DATA ANALYSIS AND INTERPRETATION
1. – Do you know about Relinace JIO?
Yes 45
No 35
Can’t say 20
Interpretation:
45% respondent said that they know about Relinace JIO, 35% no, but 20% can’t say
45%
35%
20%
Yes
No
Can’t say
37
2. – How do you know about Relinace JIO?
Advertisement 40
Friend 20
Internet 20
Other 20
Interpretation:
40% know about that advertisement, 20% about friend, 20 from internet and 20% are
know another media.
40%
20%
20%
20%
Advertisement
Friend
Internet
Other
2. – How do you know about Relinace JIO?
Advertisement 40
Friend 20
Internet 20
Other 20
Interpretation:
40% know about that advertisement, 20% about friend, 20 from internet and 20% are
know another media.
40%
20%
20%
20%
Advertisement
Friend
Internet
Other
38
3. - Which company’s product are you using?
Relinace JIO 45
Vaseline 55
Interpretation:
45% respondent using Relinace JIO Product, but 55% said that they are using
Vaseline Products.
45%
55% Nevia
Vaseline
3. - Which company’s product are you using?
Relinace JIO 45
Vaseline 55
Interpretation:
45% respondent using Relinace JIO Product, but 55% said that they are using
Vaseline Products.
45%
55% Nevia
Vaseline
39
4. – Which Company provides better Quality?
Vaseline 40
Relinace JIO 60
Interpretation:
40% respondent said that Vaseline provide better quality & 60% said about
Relinace JIO.
60%
40%
Nevia
Vaseline
4. – Which Company provides better Quality?
Vaseline 40
Relinace JIO 60
Interpretation:
40% respondent said that Vaseline provide better quality & 60% said about
Relinace JIO.
60%
40%
Nevia
Vaseline
40
5. –Which Company gives you better Satisfaction?
Relinace JIO 55
Vaseline 45
Interpretation:
55% respondent said that Relinace JIO gives better satisfaction & 45% said
that Vaseline gives better satisfaction.
55%
45%
Nevia
Vaseline
5. –Which Company gives you better Satisfaction?
Relinace JIO 55
Vaseline 45
Interpretation:
55% respondent said that Relinace JIO gives better satisfaction & 45% said
that Vaseline gives better satisfaction.
55%
45%
Nevia
Vaseline
41
6. Which Company gives you better schemes on retail?
Relinace JIO 30
Vaseline 70
Interpretation:
30% respondent said that Relinace JIO gives better schemes on retail, 70%
said gives better schemes on retail.
30%
70%
Nevia
Vaseline
6. Which Company gives you better schemes on retail?
Relinace JIO 30
Vaseline 70
Interpretation:
30% respondent said that Relinace JIO gives better schemes on retail, 70%
said gives better schemes on retail.
30%
70%
Nevia
Vaseline
42
7. – Which Company Advertisement is better in your view?
Relinace JIO 60
Vaseline 40
Interpretation:
60% respondent said that Relinace JIO Products advertisement is better &
40% said Vaseline.
60%
40%
Nevia
Vaseline
7. – Which Company Advertisement is better in your view?
Relinace JIO 60
Vaseline 40
Interpretation:
60% respondent said that Relinace JIO Products advertisement is better &
40% said Vaseline.
60%
40%
Nevia
Vaseline
43
8. Which company sales promotion is better in your view?
Relinace JIO 35
Vaseline 65
Interpretation:
35% respondent said that Relinace JIO’s sales promotion is better, 65%
respondent said Vaseline’s sales promotion is better.
35%
65%
Nevia
Vaseline
8. Which company sales promotion is better in your view?
Relinace JIO 35
Vaseline 65
Interpretation:
35% respondent said that Relinace JIO’s sales promotion is better, 65%
respondent said Vaseline’s sales promotion is better.
35%
65%
Nevia
Vaseline
44
9. Which company’s marketing strategy is better in your view?
Relinace JIO 47
Vaseline 53
Interpretation:
47% respondent said that Relinace JIO’s marketing strategy is better and 53%
said that marketing strategy is better.
47%
53%
Nevia
Vaseline
9. Which company’s marketing strategy is better in your view?
Relinace JIO 47
Vaseline 53
Interpretation:
47% respondent said that Relinace JIO’s marketing strategy is better and 53%
said that marketing strategy is better.
47%
53%
Nevia
Vaseline
45
10. Which company’s sales strategy is better in your view?
Relinace JIO 44
Vaseline 56
Interpretation:
44% respondent said that Relinace JIO gives best sales strategy but 56% said
that Vaseline gives best sales strategy.
44%
56% Nevia
Vaseline
10. Which company’s sales strategy is better in your view?
Relinace JIO 44
Vaseline 56
Interpretation:
44% respondent said that Relinace JIO gives best sales strategy but 56% said
that Vaseline gives best sales strategy.
44%
56% Nevia
Vaseline
46
11. Which company’s product range is better in your view?
Relinace JIO 34
Vaseline 66
Interpretation:
34% respondent said that Relinace JIO product range is better but 66% said
that Vaseline product range is better.
34%
66%
Nevia
Vaseline
11. Which company’s product range is better in your view?
Relinace JIO 34
Vaseline 66
Interpretation:
34% respondent said that Relinace JIO product range is better but 66% said
that Vaseline product range is better.
34%
66%
Nevia
Vaseline
47
12. Which company’s sale is better in your view?
Interpretation:
47% respondent said that Relinace JIO sales is better but 53% said that
Vaseline sale is better.
47%
53%
Nevia
Vaseline
Relinace JIO 47
Vaseline 53
12. Which company’s sale is better in your view?
Interpretation:
47% respondent said that Relinace JIO sales is better but 53% said that
Vaseline sale is better.
47%
53%
Nevia
Vaseline
Relinace JIO 47
Vaseline 53
48
13. Which company’s sales person behaviour is better in your view?
Relinace JIO 55
Vaseline 45
Interpretation:
55% respondent said that Relinace JIO sales person behaviour better and 45%
said that Vaseline.
55%
45%
Nevia
Vaseline
13. Which company’s sales person behaviour is better in your view?
Relinace JIO 55
Vaseline 45
Interpretation:
55% respondent said that Relinace JIO sales person behaviour better and 45%
said that Vaseline.
55%
45%
Nevia
Vaseline
49
14. Which company’s customer satisfaction is better in your view?
Relinace JIO 40
Vaseline 60
Interpretation:
40% respondent said that Relinace JIO’s customer satisfaction is better 60%
said that Vaseline.
40%
60%
Nevia
Vaseline
14. Which company’s customer satisfaction is better in your view?
Relinace JIO 40
Vaseline 60
Interpretation:
40% respondent said that Relinace JIO’s customer satisfaction is better 60%
said that Vaseline.
40%
60%
Nevia
Vaseline
50
FINDINGS
45% respondent said that they know about Relinace JIO, 35% no, but 20%
can’t say.
40% know about that advertisement, 20% about friend, 20 from internet and
20% are know another media.
45% respondent using Relinace JIO Product, but 55% said that they are using
Vaseline Products.
40% respondent said that Vaseline provide better quality & 60% said about
Relinace JIO.
55% respondent said that Relinace JIO gives better satisfaction & 45% said
that Vaseline gives better satisfaction.
30% respondent said that Relinace JIO gives better schemes on retail, 70%
said gives better schemes on retail.
60% respondent said that Relinace JIO Products advertisement is better &
40% said Vaseline.
35% respondent said that Relinace JIO’s sales promotion is better, 65%
respondent said Vaseline’s sales promotion is better.
47% respondent said that Relinace JIO’s marketing strategy is better and 53%
said that marketing strategy is better.
44% respondent said that Relinace JIO gives best sales strategy but 56% said
that Vaseline gives best sales strategy.
34% respondent said that Relinace JIO product range is better but 66% said
that Vaseline product range is better.
FINDINGS
45% respondent said that they know about Relinace JIO, 35% no, but 20%
can’t say.
40% know about that advertisement, 20% about friend, 20 from internet and
20% are know another media.
45% respondent using Relinace JIO Product, but 55% said that they are using
Vaseline Products.
40% respondent said that Vaseline provide better quality & 60% said about
Relinace JIO.
55% respondent said that Relinace JIO gives better satisfaction & 45% said
that Vaseline gives better satisfaction.
30% respondent said that Relinace JIO gives better schemes on retail, 70%
said gives better schemes on retail.
60% respondent said that Relinace JIO Products advertisement is better &
40% said Vaseline.
35% respondent said that Relinace JIO’s sales promotion is better, 65%
respondent said Vaseline’s sales promotion is better.
47% respondent said that Relinace JIO’s marketing strategy is better and 53%
said that marketing strategy is better.
44% respondent said that Relinace JIO gives best sales strategy but 56% said
that Vaseline gives best sales strategy.
34% respondent said that Relinace JIO product range is better but 66% said
that Vaseline product range is better.
51
47% respondent said that a Relinace JIO sale is better but 53% said that
Vaseline sale is better.
55% respondent said that Relinace JIO sales person behaviour better and 45%
said that Vaseline.
40% respondent said that Relinace JIO’s customer satisfaction is better 60%
said that Vaseline.
47% respondent said that a Relinace JIO sale is better but 53% said that
Vaseline sale is better.
55% respondent said that Relinace JIO sales person behaviour better and 45%
said that Vaseline.
40% respondent said that Relinace JIO’s customer satisfaction is better 60%
said that Vaseline.
52
LIMITATION
Though, best efforts have been made to make the study fair, transparent and
error free. But there might be some inevitable and inherent limitations. Though
outright measure are undertaken to make the report most accurate.
The limitation of the survey is narrated below:
The project is valid for Lucknow only.
It was not possible to cover each and every area due to time constrains.
There may be some biased response from the respondents
Some respondents did not provide the full data.
Unwillingness on the part of the customers to disclose the information as per
the questionnaire.
The decisiveness on the part of the customers regarding some question hence
difficulty faced in recording and analyzing the data.
RECOMMENDATION AND SUGGESTION
After this study some points emerge which should be implemented by the
services provided by Relinace JIO.
Relinace JIO should be given more space in Online advertising.
In Online advertising should be published in colored forms more now days.
More people for events should be given in the form of online advertising.
LIMITATION
Though, best efforts have been made to make the study fair, transparent and
error free. But there might be some inevitable and inherent limitations. Though
outright measure are undertaken to make the report most accurate.
The limitation of the survey is narrated below:
The project is valid for Lucknow only.
It was not possible to cover each and every area due to time constrains.
There may be some biased response from the respondents
Some respondents did not provide the full data.
Unwillingness on the part of the customers to disclose the information as per
the questionnaire.
The decisiveness on the part of the customers regarding some question hence
difficulty faced in recording and analyzing the data.
RECOMMENDATION AND SUGGESTION
After this study some points emerge which should be implemented by the
services provided by Relinace JIO.
Relinace JIO should be given more space in Online advertising.
In Online advertising should be published in colored forms more now days.
More people for events should be given in the form of online advertising.
53
CONCLUSION
It was observed that Relinace JIO has been perceived quite positively as it has
been projected. People are aware of the Brand & Awareness of Relinace JIO is
quite high in the market.
Although Relinace JIO has been into controversies, people still prefer to stay loyal
to the Brand with Relinace JIO being termed as a more popular brand than
Vaseline.
Relinace JIO products would appear, on the shelf, to have the most expensive
range of skin care products common to supermarkets, at almost double the cost of
no name brands. This can be for several reasons apart from just to cover the extra
costs of promotions, for which no name brands do without. When people buy
Relinace JIO they are not just buying the product but also the image that goes with
it, therefore to have the price higher reiterates the fact that the product is of a
better quality than the rest and that the consumer is not cheap.
In supermarkets and convenience stores Relinace JIO has their own setup which
contains only their products. There is little personal selling, but that is made up for
in public relations and corporate image. Relinace JIO sponsors a lot of events
including sports and recreational activities.
CONCLUSION
It was observed that Relinace JIO has been perceived quite positively as it has
been projected. People are aware of the Brand & Awareness of Relinace JIO is
quite high in the market.
Although Relinace JIO has been into controversies, people still prefer to stay loyal
to the Brand with Relinace JIO being termed as a more popular brand than
Vaseline.
Relinace JIO products would appear, on the shelf, to have the most expensive
range of skin care products common to supermarkets, at almost double the cost of
no name brands. This can be for several reasons apart from just to cover the extra
costs of promotions, for which no name brands do without. When people buy
Relinace JIO they are not just buying the product but also the image that goes with
it, therefore to have the price higher reiterates the fact that the product is of a
better quality than the rest and that the consumer is not cheap.
In supermarkets and convenience stores Relinace JIO has their own setup which
contains only their products. There is little personal selling, but that is made up for
in public relations and corporate image. Relinace JIO sponsors a lot of events
including sports and recreational activities.
54
BIBLIOGRAPHY
Websites:
1. www.google.com
2. www.relinacejio.com
3. www.wikipedia.com
Books:
Phelip Kolter
BIBLIOGRAPHY
Websites:
1. www.google.com
2. www.relinacejio.com
3. www.wikipedia.com
Books:
Phelip Kolter
55
QUESTIONNAIRE
1. – Do you know about Relinace JIO?
Yes
No
Can’t say
2. – How do you know about Relinace JIO?
Advertisement
Friend
Internet
Other
3. Which company’s product are you using?
Relinace JIO
Vaseline
4. – Which Company provides better Quality?
Relinace JIO
Vaseline
5. –Which Company gives you better Satisfaction?
Relinace JIO
Vaseline
QUESTIONNAIRE
1. – Do you know about Relinace JIO?
Yes
No
Can’t say
2. – How do you know about Relinace JIO?
Advertisement
Friend
Internet
Other
3. Which company’s product are you using?
Relinace JIO
Vaseline
4. – Which Company provides better Quality?
Relinace JIO
Vaseline
5. –Which Company gives you better Satisfaction?
Relinace JIO
Vaseline
56
6. Which Company gives you better schemes on retail?
Relinace JIO
Vaseline
7. Which Company advertisement is better in your view?
Relinace JIO
Vaseline
8. Which company sales promotion is better in your view?
Relinace JIO
Vaseline
9. Which company’s marketing strategy is better in your view?
Relinace JIO
Vaseline
10. Which company’s sales strategy is better in your view?
Relinace JIO
Vaseline
11. Which company’s product range is better in your view?
Relinace JIO
Vaseline
6. Which Company gives you better schemes on retail?
Relinace JIO
Vaseline
7. Which Company advertisement is better in your view?
Relinace JIO
Vaseline
8. Which company sales promotion is better in your view?
Relinace JIO
Vaseline
9. Which company’s marketing strategy is better in your view?
Relinace JIO
Vaseline
10. Which company’s sales strategy is better in your view?
Relinace JIO
Vaseline
11. Which company’s product range is better in your view?
Relinace JIO
Vaseline
57
12. Which company’s sale is better in your view?
Relinace JIO
Vaseline
13. Which company’s sales person behaviour is better in your view?
Relinace JIO
Vaseline
14. Which company’s customer satisfaction is better in your view?
Relinace JIO
Vaseline
12. Which company’s sale is better in your view?
Relinace JIO
Vaseline
13. Which company’s sales person behaviour is better in your view?
Relinace JIO
Vaseline
14. Which company’s customer satisfaction is better in your view?
Relinace JIO
Vaseline
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