Mohit Project

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1.1 Introduction to Aircel:

The Aircel Group is a joint venture between Maxis Communications Berhad of Malaysia

and Apollo Hospital Enterprise Ltd of India, with Maxis Communications holding a

majority stake of 74%.

Aircel commenced operations in 1999 and became the leading mobile operator in Tamil

Nadu within 18 months. In December 2003, it launched commercially in Chennai and

quickly established itself as a market leader – a position it has held since.

Aircel began its outward expansion in 2005 and met with unprecedented success in the

Eastern frontier circles. It emerged a market leader in Assam and in the North Eastern

provinces within 18 months of operations. During this period, the company gained a

foothold in 9 circles including Chennai, Tamil Nadu, Assam, North East, Orissa, Bihar,

Jammu & Kashmir, Himachal Pradesh and West Bengal.

The Company has currently gained a momentum in the space of telecom in India post the

allocation of additional spectrum by the Department of Telecom, Govt. of India for 13

new circles across India. These include Delhi (Metro), Mumbai (Metro), Andhra Pradesh,

Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra & Goa, Rajasthan,

Punjab, UP (West) and UP (East).

Aircel has won many awards and recognitions. Voice and Data gave Aircel the highest

rating for overall customer satisfaction and network quality in 2006. Aircel emerged as

the top mid-size utility company in Businessworld’s ‘List of Best Mid-Size Companies’

in 2007. Additionally, Tele.net recognised Aircel as the best regional operator in 2008.

With over 10 million customers in the country, Aircel, the fastest growing telecom

company in India, has revved up plans to become a full-fledged national operator by

2009.



1.1.1 Maxis Communications:

Maxis Communications Berhad is the leading mobile phone service provider in

Malaysia. It was started in the year 1995.

1.1.2 Products and services

Maxis provides a variety of mobile communication products and services. They offer

prepaid call plans, monthly subscription plans, global roaming, MMS, WAP (over both

GSM and GPRS), Residential Fixed Line services, Broadband Internet plans, and as of

early 2005, 3G services to both pre-paid and subscription customers.

For business customers, Maxis offer VSAT services (satellite based communications) and

Blackberry based mobile services besides regular services. Maxis also provides an online

Music store for its customers to download multimedia content.

Maxis' most popular service is its pre-paid brand, which currently serves over 6.3 million

customers in Malaysia. They are currently heavily promoting a new IDD 132 service,

which offers discounted calls to landlines in selected countries, at a rate of 20 sen

(roughly 6 US cents) per minute which is, at certain times for many subscribers, even

cheaper than a local call.

Maxis is currently involved in a price war with its competitors (particularly DiGi) in the

pre-paid SIM market which has driven its Hotlink starter pack prices down to RM 6

(about USD$1.2).

There are several high profile celebrities who have signed on as spokespersons for Maxis,

including big names such as Siti Nurhaliza, all the Akademi Fantasia's stars, along with

many other local celebrities.

It is allegedly linked to some content providers that is siphoning money out of the users'

pocket. As the evidence could only be found in monthly bill's statement, it is reluctant to

provide such service for its prepaid customers. Such intent is unknown for all.



1.1.3 Recent corporate history

In 2002, Maxis purchased Timecel, a rival mobile service provider, from TimedotCom

Berhad. Prior to the purchase, Maxis offered phone numbers beginning with 012, and

TimeCell 017. Now, subscribers can choose between the two. In 1999, Maxis introduced

the popular pre-paid brand "Hotlink", which currently has 6.3 Million customers.

On April 27, 2007, an offer was made to buy out Maxis and privatise the company in

preparation for expansions into the Indonesian and Indian markets. The deal was offered

by Ananda Krishnan, who pledged Maxis RM17.46 billion (US$5.1 billion) in exchange

for all remaining shares of the company. The offer is to be formally made by Usaha

Tegas, a company owned by Krishnan, on May 3, 2007, while the Kuala Lumpur Stock

Exchange suspends trading of the company's shares until May 3.

1.1.4 Majority shareholders

Maxis Communications is part of Ananda Krishnan's business empire. In 1996, the

company launched Malaysia's first two satellites; MEASAT 1, 2 and 3. A fourth satellite,

MEASAT 1R, is currently under construction.

Saudi Telecom Company bought 25% of Maxis.

1.1.5 Maxis 3G

Maxis officially launched its 3G services on July 1, 2005 (the 3G datacard service was

soft-launched earlier in February 2005). The 3G service is available in selected regions of

the country since nationwide coverage does not make economic sense (due to the high

CAPEX involved). The main coverage areas include:

• The Klang Valley (including large part of Kuala Lumpur and Selangor) - the

initial launch in July 2005

• Penang - Dec 2005

• Johor Bahru - Jan 2006

• Kuantan - Sept 2006



Maxis appears to be adopting a "thick coverage" strategy for 3G. This means 3G service

will be rolled out only in areas where data traffic is heavy, or with strategic importance

(example, Putrajaya which is the government's administrative centre). The rest of the

country will be served by 2.5G (GPRS; nationwide coverage) which is progressively

being upgraded to 2.75G (EDGE or E-GPRS).

The key "shouting points" for Maxis 3G appear to be:

• video call & videomail

• packet-switched video streaming services (including live channels, video-on-

demand & video clip downloads)

• Traffic Check (Maxis claims to have 50 video cameras installed around Klang

Valley, Penang & Johor Bahru)

• Full-track music download

• 3G datacard

In Sept 2006, Maxis launched 3.5G (HSDPA) as part of the "wireless broadband modem"

service which is targeted at "mass market consumer/home" users (instead of business or

corporate). Maxis is progressively upgrading its entire 3G network to 3.5G capability. As

of Dec 2006, the entire Penang island, and part of Klang Valley/JB/Kuantan are already3.5G-capable.

1.1.2 Apollo Hospital:

Apollo Hospitals is a healthcare corporation that operates 38 hospitals in South Asia. It is

the largest healthcare provider in Asia and the third largest in the world.. It is

headquartered in Chennai, India.

Apollo Hospital Delhi is the first hospital in India to be accredited by the JCI and is

affiliated with Johns Hopkins international, the Mayo Clinic, and many major hospitals in

the United States and Europe.



In addition to hospitals, Apollo operates Nursing and Hospital Management colleges,

pharmacies, diagnostic clinics, medical transcription, third-party administration and

telemedicine.

Through its wholly owned subsidiary, Apollo Health and Life Science Limited, the

Apollo Group has set up a chain of nearly 60 branded day-to-day retail clinics on a

franchised basis across India and the Middle East. This is the first time healthcare

delivery has been successfully franchised in India.

Apollo Group companies

• Apollo Pharmacies

• Apollo Health and Lifestyle Limited

• Apollo Health Street Incorporated

• Medvarsity Online Ltd

• Apollo Telemedicine Networking Foundation

• Apollo Hospitals Education & Research Foundation

1.1.3 Apollo Group companies

• Apollo Pharmacies

• Apollo Health and Lifestyle Limited

• Apollo Health Street Incorporated

• Medvarsity Online Ltd

• Apollo Telemedicine Networking Foundation

• Apollo Hospitals Education & Research Foundation

Various Products Of Aircel:

1.1.3.1 Aircel Prepaid:

Now speak as much as you want to. Find a tariff plan that fits your usage and budget best.

What’s more, get a whole bouquet of value-added services to go with it.



1.1.3.2 Aircel Postpaid:

Aircel offers you postpaid plans which are tailor-made to suit your calling needs. You

can now explore the world of limitless possibilities by subscribing to an Aircel postpaid

plan!



1.1 INTRODUCTION ABOUT THE PROJECT

1.1.1 The Indian Telecom Sector

India is the fourth largest telecom market in Asia after China, Japan and South Korea.

The Indian telecom network is the eighth largest in the world and the second largest

among emerging economies. At current levels, telecom intensiveness of Indian economy

measured as the ratio of telecom revenues to GDP is 2.1 percent as compared with over

2.8 percent in developed economies (CRISIL, www.ibef.com).

Indian telecom sector has undergone a major process of transformation through

significant policy reforms. The reforms began in 1980s with telecom equipment

manufacturing being opened for private sector and were later followed by National

Telecom Policy (NTP) in 1994 and NTP'1999.

Historically, the telecom network in India was owned and managed by the Government

considering it to be a natural monopoly and strategic service, best under state's control.

However, in 1990's, examples of telecom revolution in many other countries, which

resulted in better quality of service and lower tariffs, led Indian policy makers to initiate a

change process finally resulting in opening up of telecom services sector for the privatesector.

Policy reforms can be broadly classified in three distinct phases

• " The Decade of 1980's saw private sector being allowed in telecommunications

equipment manufacturing. Mahanagar Telephone Nigam Limited (MTNL) and

Videsh Sanchar Nigam Limited (VSNL) were formed and a Telecom Commission

was set up to give focus to telecommunications policy formation.• " In 1990s, telecommunications sector also benefited from the general opening up

of the economy. NTP 1994 was the first attempt to give a comprehensive roadmap

for the Indian telecommunications sector.

o Availability of telephones on demand (targeted by 1997)



o Universal service covering all villages and one PCO per 500 persons in

urban areas at the earliest (targeted to be achieved by 1997)

o Telecom services at affordable and reasonable prices

o World standard quality of services

• " NTP 1999 brought in the third generations of reforms in the Indian

telecommunications sector.

1.1.2 Telecommunication Services

1.1.2.1 Fixed Service Providers(FSPs)

Fixed line services consist of basic services, national or domestic long distance and

international long distance services. The domestic market (i.e. excluding international

revenues), has been growing more than 5 per cent annually during the past three years,and has a current market size of Rs 30,164 crores, with a base of 43 million lines.

The state operators (BSNL and MTNL), account for almost 90 per cent of revenues from

basic services. Private sector services are presently available in 18 circles, and

collectively account for less than 5 per cent of subscriptions. However, private services

focus on the business/corporate sector, and offer reliable, high- end services, such as

leased lines, ISDN, closed user group and videoconferencing. As a result, average-

revenues-per-user (ARPU) of private operators are more than twice those of the state-

owned service providers.

The main revenue contributing value added services were NLD and ILD. The reduction

in NLD and ISD tariffs punctured the potential of the key revenue streams. Internet

telephony for ISD worsened the potential. Added to it was the phenomenal growth rate in

cellular services.

Growth Drivers

The Government has allowed unlimited competition in the basic sector. Considering the

inherent advantage of scale that the incumbent state operators have, the private

companies are setting their networks very selectively and targeting corporate clients with

value added services. The government has introduced unified license for fixed and



mobile service providers. This allows all phone companies to become mobile operators

by offering cellular and landline/WLL-M services under a single authorization, ending

service-specific licensing.

Indian fixed line network is likely to expand as the current low level of telephone

penetration is very low coupled with the unmet demand for connections. India's fixed line

telecom network is estimated to expand to about 47 million by March 2005 from 43

million in March 2004 (ICRA report, http://www.trade.uktradeinvest.gov.uk). The rate of

growth in services revenues is however, likely to be lower in comparison with the pace of

increase in the number of fixed lines.

1.2.3.2 Cellular Services:

There are 25 private companies providing Cellular Services in 19 Telecom Circles and 4

Metro cities, covering 1500 towns across the country. Presently, there are five private

service operators in each area, and an incumbent state operator. Almost 80% of the

cellular subscriber base belongs to the pre-paid segment.

Several GSM cellular service companies are climbing the EDGE bandwagon. Hutch has

already started and Bharti has made test calls on the EDGE platform and the company is

in talks with Siemens for EDGE-enabling some of its circles.

The DoT has allowed cellular companies to buy rivals within the same operating circle

provided their combined market share did not exceed 67 per cent. Previously, they were

only allowed to buy companies outside their circle.

Regulatory Structure

The lack of clarity in the regulatory structure has made it difficult to predict the prospects

for this industry. This uncertainty has best been typified by the issuance of a fourth

license and the controversies with reference to limited mobility players. The Cellular

Services was thrown open for third & fourth Service providers in 2002. The number of

service providers increased to 68 in the year 2002-03 from 42.



Growth Drivers

Opening up of international and domestic long distance telephony services are growth

drivers in the industry. Cellular operators now get substantial revenue from these

services, and compensate them for reduction in tariffs on airtime, which along with rental

was the main source of revenue. The reduction in tariffs for airtime, national long

distance, international long distance, and handset prices has driven demand.

1.2.3.3 Internet Service Provider

Internet has become very easily accessible with cyber cafes /kiosks increasing their

density, not only in the metro towns but also in semi-urban towns. There is no restriction

on the number of internet companies and more than 185 companies are operational.

Internet telephony has been allowed officially from 1 April 2002. The growing demand

of corporates for applications such as Electronic Commerce, internet leased lines, ISDN,

VPN etc is driving the growth of the internet services market. However, the industry

continues to face a number of bottlenecks in terms of regulatory treatment of ISPs, high

bandwidth prices, low PC penetration, high cost of telephone access etc.

1.1.3 History

On 24 May 1844, Samuel Morse sent his first public message over a telegraph line

between Washington and Baltimore, and through that simple act, ushered in the

telecommunication age.

Barely ten years later, telegraphy was available as a service to the general public. In those

days, however, telegraph lines did not cross national borders. Because each country used

a different system, messages had to be transcribed, translated and handed over at

frontiers, then re-transmitted over the telegraph network of the neighbouring country.

Given the slow and unwieldy nature of this system, many countries eventually decided to

establish arrangements which would facilitate interconnection of their national networks.

However, because such arrangements were managed by each country at a national level,



setting up telegraph links often required a huge number of separate agreements. In the

case of Prussia, for example, no less than fifteen agreements were required for the link

between the capital and the frontier localities bordering other German States. To simplify

matters, countries began to develop bilateral or regional agreements, so that by 1864

there were several regional conventions in place.

The continuing rapid expansion of telegraph networks in a growing number of countries

finally prompted 20 European States to meet to develop a framework agreement covering

international interconnection. At the same time, the group decided on common rules to

standardize equipment to facilitate international interconnection, adopted uniform

operating instructions which would apply to all countries, and laid down common

international tariff and accounting rules.

On 17 May 1865, after two and a half months of arduous negotiation, the first

International Telegraph Convention was signed in Paris by the 20 founding members, and

the International Telegraph Union (ITU) was established to facilitate subsequent

amendments to this initial agreement. Today, some 140 years later, the reasons which led

to the establishment of ITU still apply, and the fundamental objectives of the organization

remain basically unchanged.

1.2.3.1 A New Industry Evolves

Following the patenting of the telephone in 1876 and the subsequent expansion of

telephony, the International Telegraph Union began, in 1885, to draw up international

legislation governing telephony. With the invention in 1896 of wireless telegraphy — the

first type of radiocommunication — and the utilization of this new technique for

maritime and other purposes, it was decided to convene a preliminary radio conference in

1903 to study the question of international regulations for radiotelegraph

communications. The first International Radiotelegraph Conference held in 1906 in

Berlin signed the first International Radiotelegraph Convention, and the annex to this

Convention contained the first regulations governing wireless telegraphy. These



regulations, which have since been expanded and revised by numerous radio conferences,

are now known as the Radio Regulations.

The year 1920 saw the beginning of sound broadcasting at the improvised studios of the

Marconi Company, and in 1927, the International Radio Consultative Committee (CCIR)

was established at a conference held in Washington D.C. The International Telephone

Consultative Committee (CCIF, set up in 1924), the International Telegraph Consultative

Committee (CCIT, set up in 1925), and the CCIR were made responsible for coordinating

the technical studies, tests and measurements being carried out in the various fields of

telecommunications, as well as for drawing up international standards.

The 1927 International Radiotelegraph Conference also allocated frequency bands to the

various radio services in existence at the time (fixed, maritime and aeronautical mobile,

broadcasting, amateur and experimental), to ensure greater efficiency of operation in

view of the increase in the number of radiocommunication services and the technical

peculiarities of each service.

At the 1932 Madrid Conference, the Union decided to combine the International

Telegraph Convention of 1865 and the International Radiotelegraph Convention of 1906

to form the International Telecommunication Convention. It was also decided to changethe name of the Union to International Telecommunication Union. The new name, which

came into effect on 1 January 1934, was chosen to properly reflect the full scope of the

Union’s responsibilities, which by this time covered all forms of wireline and wireless

communication.

1.2.3.2 A Modern Approach

In 1947, after the Second World War, ITU held a conference in Atlantic City with the

aim of developing and modernizing the organization. Under an agreement with the newly

created United Nations, it became a UN specialized agency on 15 October 1947, and the

headquarters of the organization were transferred in 1948 from Bern to Geneva. At the

same time, the International Frequency Registration Board (IFRB) was established to

coordinate the increasingly complicated task of managing the radio-frequency spectrum;



the same year, the Table of Frequency Allocations, introduced in 1912, was declared

mandatory.

In 1956, the CCIT and the CCIF were merged to form the International Telephone and

Telegraph Consultative Committee (CCITT), in order to respond more effectively to the

requirements generated by the development of these two types of communication.

The following year was marked by the launch of the first artificial satellite, Sputnik-1,

and the beginning of the space age. In 1963, the first geostationary communications

satellite (Syncom-1) was put into orbit following the suggestion, made by writer Arthur

C. Clarke in 1945, that satellites could be used for the transmission of information.

In order to meet the challenges of new space communications systems, in 1959 CCIR set

up a study group responsible for studying space radiocommunication. In addition, an

Extraordinary Administrative Conference for space communications was held in 1963 in

Geneva to allocate frequencies to the various space services. Subsequent conferences

made further allocations and put in place regulations governing the use, by satellites, of

the radio-frequency spectrum and associated orbital slots. In 1992, allocations were made

for the first time to serve the needs of a new kind of space service using non-

geostationary satellites, known as Global Mobile Personal Communications by Satellite(GMPCS). The same year, spectrum was identified for IMT-2000, the ITU-developed

next-generation global standard for digital mobile telephony. Due for commercial

implementation early in this new millennium, IMT-2000 will harmonize the incompatible

mobile systems currently in use around the world while providing a technical foundation

for new, high-speed wireless devices capable of handling voice, data and connection to

online services such as the Internet.

1.2.3.3 The Developing Role of the Union

In 1989, the Plenipotentiary Conference held in Nice recognized the importance of

placing technical assistance to developing countries on the same footing as its traditional

activities of standardization and spectrum management. To this end, it established the



Telecommunication Development Bureau (BDT) to step up efforts being made to

improve communications in the developing regions of the world.

At the same time, against a background of increasing globalization and the gradual

liberalization of world telecommunication markets, the Nice Plenipotentiary Conference

initiated a re-evaluation of the Union’s structures, operation, working methods and the

resources allocated to enable it to achieve its objectives. The conference established a

committee of experts whose task was to make recommendations on changes which would

ensure that the Union continued to respond effectively to the needs of its members. In

1992, a plenipotentiary conference, known as the Additional Plenipotentiary Conference,

took place in Geneva and dramatically remodelled ITU, with the aim of giving it greater

flexibility to adapt to today’s increasingly complex, interactive and competitiveenvironment.

As a result of the reorganization, the Union was streamlined into three Sectors,

corresponding to its three main areas of activity Telecommunication Standardization

(ITU-T), Radiocommunication (ITU-R) and Telecommunication Development (ITU-D).

The new system also introduced a regular cycle of conferences to help the Union rapidly

respond to new technological advances.

1.2.3.4 Into the Next Millennium

The Kyoto Plenipotentiary Conference in 1994 adopted the first-ever strategic plan for

ITU, which advocated a more client-oriented approach and a programme of activities

centred around the changing roles, needs and functions of ITU members.

In addition, the Kyoto conference identified a need for a forum where members engage in

broad, informal discussions on global telecommunication policies and strategies. It thus

established the World Telecommunication Policy Forum (WTPF), an ad hoc meeting

which encourages the free exchange of ideas and information on emerging policy issues

arising from the changing telecommunication environment. The first WTPF was held in

Geneva in 1996 on the theme of global mobile personal communications by satellite, the



second in Geneva in 1998, on trade in telecommunication services, and the third in 2001,

also in Geneva, on Internet Protocol (IP).

The Union’s most recent plenipotentiary conference, held in Marrakesh from 23

September to 18 October 2002, endorsed the organization’s Strategic Plan. In the period

2004-2007, the priority actions to be undertaken by the Union will seek to achieve the

goals set out in the plan, which include bridging the international digital divide by

facilitating development of fully interconnected and interoperable networks and services

and taking a leading role in the preparations and follow-up of the World Summit on the

Information Society. It also specifies that ITU develop tools, based on contributions from

members, to safeguard the integrity and interoperability of networks.

The Conference also stressed the need for Internet Domain Names to reflect the

geographical and functional nature of the Internet with an equitable balance of interests

of all stakeholders. Recognizing that access to Internet should be available to all citizens

on a non-discriminatory basis, the Conference resolved that the management of Internet

Domain Names and addresses should be of concern to both governments and the private

sector and requested ITU to take a significant role in the domain name debate. Given

ITU’s role in the development of IP standards and protocols for IP-based networks, the

Conference called for greater partnerships with Internet standardization organizations,

governments, private sector and for a greater outreach to developing countries.

ITU will continue to review and adjust its priorities and its working methods to ensure it

remains relevant and responsive in the face of rapid changes in the global

telecommunication environment. As the world becomes ever more reliant on

telecommunication technologies for commerce, communication and access to

information, ITU’s role in standardizing emerging new systems and fostering common

global policies will be more vital than ever before.

1.1.4 Product Analysis:

Product analysis is the systematic examination of instructional products, such as student

created objects, portfolios, assignments, or writings, to assess the effectiveness of the



course or instruction. Responses to exam or quiz items may also be considered a type of

instructional product. Use product analysis to gain insight, assess changes in instructional

practice, or measure the effects of instruction.

Suggested uses of product analysis:

• Determining whether you are communicating learning objectives

• Determining whether assignments are teaching learning objectives

• Identifying skills, concepts, and resources students use when creating a product

• Assessing strengths and weaknesses of assignments or products

• Identifying possible changes to student products

• Measuring the effects of an instructional change or innovation as part of a quasi-

experimental design

1.2.4.1 Limitations of product analysis:

• Not suitable for assessing individual student performance

• May not reveal reasons for poor quality work or failure to meet learning

objectives

• May be difficult to clearly define criteria

• Analysis is complex and time-consuming

1.2.4.2 Resource requirements

Product analysis requires minimal resources, although training and experience in content

analysis is helpful. The collection, analysis, and assessment of products require a medium

to high time commitment.

1.2.4.3 Plan your product analysis

STEP 1. Describe the context

Include the age, majors, educational background, motivation level, and skill levels of

students. Also consider central goals of the course, your ability to implement changes,



and how the instructional setting impacts your course. A worksheet is available to help

you document your instructional context.

STEP 2. Identify stakeholder needs and develop central questions

Identify what is most essential for students, your needs, and any organizational priorities

that impact your course. Central questions, informed by these needs, specify what you

want to learn from an assessment. For example, "Are students effectively using online

technology in my course?" A worksheet is available to help you identify stakeholder

needs and develop central questions.

STEP 3. Determine the purpose of the product analysis

Establish clear, focused goals that specify which areas of learning or instruction you will

evaluate and which products you will examine. The analysis should include questions

about the instructional purpose of the products, how you and students are using them, and

how they are contributing to learning. For formative evaluation, product analysis helps

you assess students' learning and address misunderstandings, ambiguities, or deficiencies.

For summative evaluation, product analysis helps you assess the quality of instruction or

learning after the course is over. A worksheet is available to help you develop and refine

your study’s purposes.

STEP 4. Determine how you will use results

How you intend to use results should also guide the focus of your product analysis. If

analyzing a particular product will not guide course or program content or instruction,

choose a different product or consider another assessment method. A worksheet is

available to help exemplify how to use results after determining the purpose of a study.

STEP 5. Develop product analysis criteria

To decrease bias, establish clear criteria before you analyze products and define ratings

such as "excellent," "meets criteria," and "needs improvement." If some criteria are



valued more than others, specify their relative importance or weight. Refer to the

teaching assessment planning process for additional help in developing your criteria



CHAPTER 2

REVIEWOF

LITERATURE



Review of literature:

Debevoise and et al (1989) had studied that the urgent need for developing countries to

reform national telecommunications policies is addressed. Some promising options for

telecommunications policy and structure, particularly regarding strategies to mobilize

new sources of entrepreneurship and funds for infrastructure development, are examined.

These are tentative propositions drawn from the author's experience in several major

developing countries that are presently undergoing rapid reforms. The options considered

include new financing and management structures, the encouragement of competition,

and the creation of an independent policy-making and regulatory function

Chwee-huat (1992) had studied that the Singapore Public Sector Divestment Committee

has recommended privatization of public enterprises, including profit-making monopolies

such as Telecom, airport, port authority and broadcasting. Reviews preparation to

privatize Singapore Telecom. Examines Telecom's diversification strategy to enhance

its visibility and international competitiveness. By maintaining its impressive profitability

record, Telecom can be assured of a favourable reception by domestic and foreign

investors when its shares are floated in 1993. Being the first statutory board to be

privatized, its transformation is closely observed by others in the pipeline.

Jain (1994) had studied that ThaiChurn management is a perennial issue in the telecom

industry of Pakistan. The two telecommunication service providers selected for this study

are Telenor and Ufone. The aim of the research is to provide an insight into the rapidly

emerging issue of churn in the telecom sector of Pakistan, describe the relevant aspects of

churn management strategies and gauge their effectiveness in customer retention.

Purposive sampling has been adopted such that 100 subscribers, with 50, each of Ufone

and Telenor, constitute the sample. The sample profile comprises of 100 male post-paid



subscribers, of age range 30–45 years, employed in the middle management level of the

corporate sector and users of either Telenor or Ufone. The survey method has been

adopted, and a comparison has been drawn between the churn rates of the two service

providers through the application of T -test. Analysis reveals that subscribers'

dissatisfaction with any dimension of price, voice quality and network coverage are the

main reasons for customer churn at both Ufone and Telenor. Ufone has, however,

adopted comparatively better churn management strategies than Telenor to retain its

customers.

Bank and et al (1996) had studied that the extent and pace of change throughout British

industry has been increasingly dramatically, resulting in major job losses, and the

remaining employees or survivors of such change often experience the effects as deeply

as those who are made redundant. Notes that, although many organizations invest time

and resource in exiting people, they do little to help those who stay, and yet the

successful transformation of organizations relies heavily on managing these people

through the transitions. Examines data from a case study of British Telecom and survey

data from the financial services sector. Illustrates, from the combination of case and

survey data, the impact of such organizational change on the survivors. Indicates that few

organizations appear to provide structured help at the appropriate level and intensity.

Suggests that organizations will have to do more for their survivors to establish a new

psychological contract.

Kumar (1998) had studied that a framework for achieving a sustainable corporate growth

strategy for the Indian telecom sector. One sector in India where there is huge potential

for sustainable growth is the telecom sector. Generally a monopoly, the sector is

technologically intensive and is characterized by decreasing costs of operation with

increasing scale and scope economies. Strategies for sustainable growth should be rooted

on sensible strategic analysis based on the firms' distinctive capabilities and

competencies. Based on this analysis, the appropriate implementation sequence has to be

identified. The success and failure of the sequence of initiatives should provide valuable

learning which acts as the most important ingredient in the organisational building



activities. This learning is also essential in pointing out the errors made in strategic

analysis as well as identification of core capabilities.

Rameshan (1999) had studied that analysis of the study has been done in the background

of the telecom and other reforms initiated in India since 1991.The study attempts to

evaluate the financial and operational performance of three public sector telecom

companies TCIL, MTNL and VSN, during the reform period up to 1997-98.The

evaluation is based on certain selected parameters. The basic objective is to see how far

the reforms have affected their performance favorably or unfavorably .It appears from the

analysis that the various performance parameters of these companies have been affected

in both ways and these companies have not exhibited any consistency in their

performance after 1990-1991.The implication of this may be as follows. The operations

of these companies may already be getting affected or marginal. In the coming days when

competition in the telecom sector becomes a real and intensive ,it may be essential for

them to improve their service quality, cost-effectiveness and customer responsiveness.

Henten and et al (2003) had studied that the multiple rationales for telecom, IT, media

convergence regulation, on the one hand, and multisector utility regulation, on the other,

and the practical questions of implementation they pose, with a view to contributing to

informed policy and regulatory decisions. Both options involve substantive as well as

procedural issues, not necessarily separable. The conditions that may affect the creation

of convergence and multi-sector regulation, ranging from underlying commonality of

inputs and the behaviour of regulated firms to considerations that are specific to the

regulatory process such as scarcity of regulatory resources and safeguards for regulatory

independence, are examined. It is concluded that ICT and media convergence issues are

primarily about improving the efficiency of market economies, and how changes in

regulation can facilitate this process. Multi-sector regulation issues are primarily about

establishing the efficiency and effectiveness of regulation, so it can be a catalyst for

network and economic development. They arise from an initial diagnosis of different

problems, and represent different priorities and pathways to achieving a very similar set

of development objectives.



Jamali (2003) had studied that traditionally, telecommunications was one of the economic

sectors with the highest level of state ownership and activity. However, overwhelming

pressures for change in this field have rendered old institutional arrangements and

practices increasingly obsolete. As such, various countries have opted for a mix of

policies including institutional restructuring, liberalization, and privatization. In Lebanon,

since the end of the civil war in 1990, the government has been trying to restructure and

modernize its telecommunications sector. The goal of the government was not simply to

fix what was damaged by the war but rather to restructure and reform the

telecommunications landscape, allowing the country to leapfrog into the twenty-first

century and the information age. This paper assesses the Lebanese post-war experience

with telecom reform. An overview of global trends in telecom reform is first presented.

The performance of the Lebanese telecom sector is then examined and the main reform

constraints identified. A comparative assessment against international benchmarks is also

conducted. Finally, conclusions and recommendations for improving this sector’s

performance are outlined.

Umar and Tahir (2005) had studied that it has provided extensive information about how

this boom occurred gradually in Pakistan, present circumstances and situations of the

sector and future prospects of this segment in Pakistan. It has also provided information

about how Government institutes and policies are playing their role for the growth of the

telecom sector in Pakistan? We have revealed the new businesses that are now running in

Pakistan due to the rapid growth of Telecom sector. We have also presented the impacts

of telecom boom on the existing businesses and how these businesses are being benefited

due to easy access of telecom services to a common person. Then we presented the

analysis of our questionnaire that how this boom of telecom sector has changed and

affected the Pakistani culture. We have analysed that it is of worth importance to

understand these cultural values and social set ups before entering to a new market.

Fernando (2006) had studied that the role of the telecommunications regulator in Sri

Lanka and assesses the effectiveness of its interventions in attracting foreign direct



investment (FDI) into the telecommunications sector from a management point of view.

The study finds that despite Sri Lanka has responded to globalization by liberalizing the

telecommunications sector and timely establishing a regulator to monitor the industry, the

interventions of the Telecommunications Regulatory Commission (TRC) have been only

partially successful particularly in terms of meeting its full potential of FDI into the

sector. Interventions of TRC have been reviewed in terms of creating environment for

market entry and competition, management of scarce resources, tariff regulation and

independence of the regulator, and revealed its inability to create sustainable investment

climate for private investors. In conclusion, we argue that it is time to investigate whether

the current regulatory model is the most appropriate arrangement for the prevailing

economic, social and cultural circumstances in Sri Lanka.

Jabeen and Jahanzeb (2007) studied that Churn management is a perennial issue in the

telecom industry of Pakistan. The two telecommunication service providers selected for

this study are Telenor and Ufone. The aim of the research is to provide an insight into the

rapidly emerging issue of churn in the telecom sector of Pakistan, describe the relevant

aspects of churn management strategies and gauge their effectiveness in customer

retention. Purposive sampling has been adopted such that 100 subscribers, with 50, each

of Ufone and Telenor, constitute the sample. The sample profile comprises of 100 male

post-paid subscribers, of age range 30–45 years, employed in the middle management

level of the corporate sector and users of either Telenor or Ufone. The survey method has

been adopted, and a comparison has been drawn between the churn rates of the two

service providers through the application of T -test. Analysis reveals that subscribers'

dissatisfaction with any dimension of price, voice quality and network coverage are the

main reasons for customer churn at both Ufone and Telenor. Ufone has, however,

adopted comparatively better churn management strategies than Telenor to retain its

customers.



CHAPTER 3

NEED, SCOPE&

OBJECTIVES



3.1 NEED OF THE STUDY:

The need of the research is to do the product analysis of products of Telecommunication

Operators (BSNL, AIRTEL) to get the knowledge about the present services and

products offered by the competitors in the Market of Jammu and Kashmir state. Product

Analysis is also needed in order to know about the plans introduced by the competitors in

the state. Product Analysis is done to know what benefits the competitors are offering to

the customers and the intermediaries.

3.2 SCOPE OF THE STUDY:

Scope of the study is limited to the concern only i.e. Aircel which is a telecommunication

company in Jammu and Kashmir. Due to the less number of Telecommunication

Companies in Jammu and Kashmir research was restricted.

3.3 OJECTIVES OF THE STUDY:

• To compare various products and services of the competitors in the Telecom

sector of Jammu and Kashmir Circle.

• To compare various plans given to the customers by the competitors.

• To compare various benefits given by the competitors.



CHAPTER4

RESEARCH



METHODOLOG

Y



Research

Research is a common parlance which refers to search for knowledge. It is a procedure of

logical and systematic application of the fundamentals of science to the general and

overall questions of a study and scientific technique, which provide precise tools, specific

procedures, and technical rather philosophical means for getting and ordering the data

prior to their logical analysis and manipulating different type of research designs is

available depending upon the nature of research project, availability of manpower and

circumstances.According to D. Slesinger and M. Stephenson research may be defined as” the

manipulation of things, concepts or symbols for the purpose of generalizing to extend,

correct or verify knowledge, whether that knowledge aids in the construction of theory or

in the practice of an art”. Thus it is original contribution to the existing stock of

knowledge of making for its advancement.

In short, the search for knowledge through objective and systematic method of finding

solution to a problem is research.

1. RESEARCH DESIGN

Research Design is an arrangement of conditions for collection and analysis of data in a

manner that aims to combine relevance to the research purpose with economy on

procedure. The Research problem having been formulated in clear-cut term helps the

researcher to prepare a research design. The preparation of such a design facilitates in

conducting it an efficient manner as possible. it is a blue Print for the fulfillment of

objectives and answering questions. This research was descriptive.

A) Descriptive research:

As the project is product Analysis of Telecom sector in which data is collected for

Analysis, the research is Descriptive Research.



4.2 Information Collection:

In this survey secondary data has been used for information collection:

Secondary Data: Secondary Data are those which have already been

collected by someone else and which have already have been passed through

the statistical process. In this research project secondary source used were

various books, website of the company, journals, magazines, web sites

company Records



4.3 LIMITAION OF THE STUDY:

The present study has been carried out with the following limitations:

There was hesitation among Distributors while providing complete and fair information

because they don’t want to show their profit and they take it as a waste of time.



CHAPTER 5

IN-HOUSE DATA

COLLECTION

OF

COMPETITORS



Table 5.1: Cellone (BSNL) Post paid Plans:

PARTICULARS PLAN

100

PLAN

225

PLAN

299

PLAN

325

PLAN

525

PLAN

725

PLAN

550

Intial one Time Payment (Rs.)

Registration Amount 500 500 500 500 500 500 500

Activation Charges 100 100 100 100 100 100 100

Security Deposit for local 500 500 500 500 500 500 500

Security Deposit for local+

STD

1000 1000 1000 1000 1000 1000 1000

Security Deposit for

Local+STD +ISD

2000 2000 2000 2000 2000 2000 2000

Security Deposit for Local +

STD + ISD+ International

5000 5000 5000 5000 5000 5000 5000



Roaming

Fixed Monthly Charges in

Rs.

100 225 299 325 525 725 550

Free Monthly Charges in Rs. 0.00 60 0.00 125 300 0.00 0.00

Pulse Rate (for STD/Local

calls)

60 60 60 15 15 60 60

Local calls (Rs/min)

To GSM(own network) 1 0.60 0.40 0.50 0.40 0.00 0.40

To GSM(Other network) 1 0.90 0.60 0.80 0.40 0.00 0.60

To Fixed /WLL(Own

Network)

1 0.90 0.60 0.50 0.50 0.40 0.60

To Fixed /WLL (Other

netwok)

1 0.90 0.60 0.80 0.80 0.40 0.60

STD Calls

To GSM(own Network) 1.20 1.20 1.00 1.00 1.00 0.40 1.00

To GSM(Other network) 1.00 1.20 1.00 1.20 1.00 1.00 1.00

To Fixed /WLL(Own

Network)

1.20 1.20 1.00 1.00 1.00 0.40 1.00

To Fixed /WLL (Other

network)

1.00 1.20 1.00 1.20 1.00 1.00 1.00



ISD Calls(Rs./min)

USA,CANADA,UK,

SRILANKA

7.20 7.20 7.20 7.20 7.20 6.00 7.20

Europe,Singapore,Malaysia,

Indonesia,Hongkong,

Kuwait,Brahrain,UAE,Oma

n and Qatar

9.60 9.60 9.60 9.60 9.60 8.00 9.60

Rest of World 12.00 12.00 12.00 12.00 12.00 10.00 12.00

SMS charges

Local 0.50 0.40 0.40 0.40 0.40 0.00 0.40

National 1.00 0.80 0.80 0.80 0.80 0.40 0.80

International 5.00 5.00 5.00 5.00 5.00 5.00 5.00 National Roaming Charges(Rs./min)

Outgoing Callswithin

Visited LSA

1.00 1.00 1.00 1.00 1.00 1.00 1.00

Outgoing Calls beyond

visited LSA

1.50 1.50 1.50 1.50 1.50 1.50 1.00

Incoming Calls Charges 1.00 1.00 1.00 1.00 1.00 0.65 1.00

It Shows all the Cellone post paid plans available in Jammu and Kashmir circle. This

shows all the details of each plan i.e. call rates, Rentals, security deposits etc. Another

scheme that cellone is providing is that the call charges of one Cellone local number and

BSNL fixed line local number is 20 paise/minute. The number is chosen by the user.



Table 5.2 Cellone (BSNL) GPRS services

GPRS ServicesParticulars Option-I Option-II Option-III

Activation Charges Nil Nil Nil

Monthly Rental in

Rs. 49 199 Nil

Free Usage 5 MB Unlimited Nil

Volume based usage

charges beyond free

usage

Re 0.01

per KB N.A

Re 0.02 per

KB

Volume based usage

charges on Roaming

Re 0.02

per KB

Re 0.02

per KB

Re 0.02 per

KB

MMS Services

Calling Party Rs 3 /MMS

Downloader to Pay As fixed by Content provider

The Table above shows the GPRS plans available in all Cellone Postpaid Plans with

different Tariffs. It also shows the MMS service plan.

Table 5.3: BSNL Prepaid plans (Excel)



Particulars General One India

Intial SIM Charges Rs.200

Free Talk Value Rs.130

Call Charges

a) Local Calls(Rs./Min)

Pulse Rate(Second) 60 60

i) To GSM

Own

Network 0.90 0.60

Other

Network 0.90 1.00

ii) To fixed / WLL

Own

Network 0.90 1.00

Other

Network 0.90 1.00

b) STD Calls(Rs./Min)

To GSM/Fixed/WLL

Own

Network 1.20 1.00

Other

Network 1.50 1.00

c) International Calls(Rs./min)

USA,CANADA,UK, SRILANKA 7.20 7.20

Europe, Singapore, Malaysia, Indonesia,

Hongkong, Kuwait, Bahrain, UAE, Oman, and

Qatar 9.60 9.60Rest of world 12.00 12.00

SMS Charges

Local 0.80 0.60

National 1.20 1.00

International 5.00 5.00

GPRS Service

Activation Charges 0.00 0.00

Volume based usage charges per KB in Rs. 0.02 0.02

The above table shows the initial price of the SIM and Traiff of the prepaid Connection

with GPRS facility.

Table 5.4: BSNL Recharges



Recharge (in Rs.) Talk value Validity

50 25 10 days

100 30 30 days

150 50 90 days

200 130 1 Month

300 330 1 Month500 575 2 months

One India Recharge

799 550 1 Month

The table above shows the Recharge with validity. The recharges equal to 300 and above

are given more talk value(Except One India Recharge)

Table 5.5: BSNL (Excel) Top-ups

Top-up (in Rs.) Talk Value (in Rs.)10 820 1650 50100 100200 200500 500

In the above tables these are the Top-ups which are without validity. The Top-ups equal

to 50 and more are given full talk value.



Table 5.6.1: AIRTEL Post Paid Plans:

Plan Super

Benefit

Plan 140

New India

Home

Plan 299

New

India

Roam

Plan

399

Airtel Night Plan

Activation Charges Nil Nil Nil Nil

Security Deposit

750 750 750 750

Monthly Rental

Rentals 90 299 399 399

CLIP Rental 50 0 0 0

Total Rental 140 299 399 399

Call Charges

Local (Rs.)

Day Night

(10p.m-

6am)/

Sunday

Airtel to Airtel 0.80 p/min 1/ 2 min 1/ 2 min 0.60

p/mi

n

0.30

p/min



Airtel to Other Mobile 0.90 p/min 1/min 1/min 0.60

p/mi

n

0.30

p/min

Airtel to Landline 1/min 1/min 1/min 1/mi

n

0.50

p/min

STD(Rs.)

Airtel to Airtel 1.5 /min 1/min 1/2

min

1.5 /

min

1.20/min

Airtel to GSM 1.5 /min 1/min 1/min 1.5 /min

1.20/min

Airtel to WLL/LL 1.5 /min 1/min 1/min 1.5 /

min

1.20/min

ISD(Rs.)

Band1(USA,Canada,Europe

(Fixed

Line),Australia,Singapore,Hongk

ong,Thailand,Malaysia,Indonesia,

New Zealand)

6.4/min 6.4/min 6.4/mi

n

6.4/mi

n

6.4/min

Band2(Gulf,Europe(Mb.)SAARC

Countries,Africa and Rest of the

world)

9.2/min 9.2/min 9.2/mi

n

9.2/mi

n

9.2/min



ROW(Cuba,Soa Tome and

Principe,GuineaBissau,Diego

Garcia,Nauru,Solomon

Island,Vanualu,Cook

Island,Tuvalu,Tokelau,Norfolk

Island,Sakhalin

40/min 40/min 40/min 40/min 40/min

SMS(Rs./SMS)

Local 1 1 1 0.3 FREE

STD 1.5 1 1 1.5 1

ISD 5 5 5 5 5

Roaming(Rs./Min)

Incoming 1/min 1/min 1/min 1/min 1/min

Local Outgoing 1/min 1/min 1/min 1/min 1/min

STD 1.5 /min 1.5 /min 1.5

/min

1.5

/min

1.5 /min

ISD In

roaming

tariffs of

GSM

operator

you

choose to

In

roaming

tariffs of

GSM

operator

you

choose to

roam with

In

roamin

g

tariffs

of

GSM

operat

or you

In roaming tariffs

of GSM operator

you choose to

roam with



roam with choose

to

roam

with

Table 5.6.2: AIRTEL post paid plans:

Plan Airtel Call

@1 Plan

New

Airtel

Communit

y Plan

Aitel

National

Calling

Plan

Airtel Global

Advantage

Plan

Activation Charges Nil Nil Nil Nil

Security Deposit

750 750 1500 1500

Monthly Rental

Rentals 599 995 2499 3999

CLIP Rental 0 0 0 0

Total Rental 599 995 2499 3999



Call Charges

Local (Rs.)

Airtel to Airtel 1/min 0.00/min 1 0.00/min 3 0.00/min 7

Airtel to Other Mobile 1/min 1.00/min 0.00/min 3 0.00/min 7

Airtel to Landline 1/min 1.00/min 0.00/min 3 0.00/min 7

STD(Rs.)

Airtel to Airtel 1/min 0.00/min2

0.00/min4

0.00/min8

Airtel to GSM 1/min 1.00/min 0.00/min 4 0.00/min 8

Airtel to WLL/LL 1/min 1.00/min 0.00/min 4 0.00/min 8

ISD(Rs.)


(Fixed

Line),Australia,Singapore,Hongk

ong,Thailand,Malaysia,Indonesia,

New Zealand)

6.4/min 6.4/min 6.4/min 100 min free

then

@6.4/min


Countries,Africa and Rest of the

world)

9.2/min 9.2/min 9.2/min 9.2/min


Principe,GuineaBissau,Diego

Garcia,Nauru,Solomon

Island,Vanualu,Cook

Island,Tuvalu,Tokelau,Norfolk

40/min 40/min 40/min 40/min



Island,Sakhalin

SMS(Rs./SMS)

Local 1 1 0.00 6 0.00 10

STD 1 1 0.00 6 0.00 10

ISD 5 5 5 5

Roaming(Rs./Min)

Incoming 100 min

free then

@1/min

1.00/min 0.00 /min

5

0.00 /min 9

Local Outgoing 1/min 1.00/min 0.00 /min5

0.00 /min9

STD 1/min 1.00/min 0.00 /min

5

0.00 /min 9

ISD In

roaming

tariffs of GSM

operator

you

choose to

roam with

In

roaming

tariffs of GSM

operator

you

choose to

roam with

In

roaming

tariffs of GSM

operator

you

choose to

roam with

In roaming

tariffs of

GSMoperator you

choose to

roam with

(Rs. 1000

Free)



1 4000 mins free local Airtel to Airtel then @ Re1.00/min2 1000 min Free STD Airtel to Airtel Mobile then @ Re.1.00/min3 4000 mins free local then @ Re. 1.00/min4 2000 mins Free STD then @ Re.100/min5 500 mins free Roaming (Incoming +outgoing) then @Re 1.00/min6 5000sms(Local +National) free then @Re.1 /min7 4000 mins free locall then @Re.1.00/min8 2000 mins free STD then @Re 1.00/min9 500 mins freeRoaming(Incoming+Outgoing) then @ Re.1.00/min10 5000 sms (Local + National) free then @Re 1/sms

The Above tables 5.6.1 and 5.6.2 shows the post paid Plans of Airtel. There are various

plans for different type of users according to their requirements like Airtel Global

Advantage plan which is used by those who frequently go foreign countries.

Table 5.7 : Airtel Prepaid Details

Dugna fyda SIM

Pulse Rate 60

Price of Pack 150

Free Airtime on Pack 20Incoming Calls FREE

Local Rates

Airtel

Other

GSM/CD

MA (10

Digit)

Landline/W

LL

99

Paise/min

99

Paise/min 99 Paise/min

STD Rates 1.50/min 1.50/min 1.50/min

SMS(Rs.)Local 1.00

National 1.5

International 5.00

ISD

Band1(USA,Canada,Europe(Fixed

Line),Australia,Singapore,Hongkong,

6.4/min



Thailand,Malaysia,Indonesia,

New Zealand)


Countries,Africa and Rest of the world) 9.2/min


Principe,GuineaBissau,

Diego Garcia,Nauru,Solomon Island,

Vanualu,Cook Island,Tuvalu,

Tokelau,Norfolk Island,Sakhalin 40/min

The above Table shows the price of intial SIM and Traiff to the customer on purchasingthe prepaid connection.

Table 5.8: Airtel Recharges

Recharge (in

Rs.) Talk value Validity

500 500 2 Months

300 250 1 Month200 50 1 Month

599 599 3 Months

786 786 3 Months

899 599 1 Month

The above Table shows the available recharges in the Market.

Table 5.9: Airtel Top-up Scheme

Top-up (inRs.)

Talk Value(in

Rs.)

375 375



275 275

666 666

250 245

100 94

50 47

20 1710 7

The above table shows the available Airtel Top-ups without validity in the Market. It

only contains the Talk value.

Table 5.10: Airtel Value Vouchers

Recharge

Talk

value

(Rs.) Offer Validity

65 47

Airtel to Airtel

Local 20Calls,SMS

20FREE 7 days



126 94

Airtel to Airtel

Local 50

Calls,SMS 25

FREE 14 days

125 0

Local Airtel to

Airtel 30 Paise

other local 50 paise 1 Month

103 0

All Local Calls 50

Paise 1 Month

74 0

All Local Mobile

Calls 50 Paise 1 Month

60 0

Local Airtel to

Airtel 50 paise 1 Month

SMS PACK

9 0 21 local SMS 7 Days



STD PACK

35 0 STD @ Re1/min 30 Days

The above table shows the value vouchers in which Special schemes are there.There are

different schemes like Reduced STD call Rates, Free sms , Reduced Local call rates.

Table 5.11: Airtel Non-stop 299

Pulse Rate 60

Price of Pack 299

Free Airtime on Pack 10

Incoming Calls Free

Local Rates

Airtel

Other

GSM/CD

MA (10Digit)

Landline/WLL

1/min 1/min 1/min

STD Rates 1.5/min 1.5/min 1.5/min

SMS(Rs.)

Local 1.00

National 1.5



International 5.00

ISD


(Fixed

Line),Australia,Singapore,

Hongkong,Thailand,Malaysia,

Indonesia,New Zealand) 6.4/min

Band2(Gulf,Europe(Mb.)

SAARC Countries,Africa and

Rest of the world) 9.2/min


Principe,GuineaBissau,

Diego Garcia,Nauru,Solomon

Island,

Vanualu,Cook

Island,Tuvalu,Tokelau,

Norfolk Island,Sakhalin 40/min

Customer will get an initial validity of 3 months and talktime worth Rs10/ and before 72hours of validity expiry auto deletion of Re1 will be done for 1 month validity and the

same will be followed every month. Non stop 299 Recharge shall be offered till 15th

November,2008. The Benefit of one month validity by auto deduction of Re.1 shall not

be extended to the customer beyond 22nd january,2009

AIRTEL Commission Structure:

•

Airtel sells the SIM to the Distributor at Rs.90 and further the Distributor sells theSIM to Retailer at Rs.110 and sells to the customer at Rs.150.

• Airtel gives the commission of 4 percent to the Distributor in which the

distributor retains 1.75 percent and gives 2.25 percent to the retailer.

BSNL commission Structure:



• BSNL sells the SIM to the Distributor at Rs.110 and further the Distributor sells

the SIM to Retailer at Rs.140 and sells to the customer at Rs.200.

• BSNL gives the commission of 5 percent to the Distributor in which the

distributor retains 2 percent and gives 3 percent to the retailer.

CHAPTER 6

FINDINGS



6. Findings of the Report:

6.1 There are Value Vouchers in Airtel Prepaid which makes the plan cheaper according

to customer requirement and value vouchers are not present in BSNL prepaid.

6.2 The commission of each recharge given to the Distributor given by BSNL is more

than Airtel.

6.3 There are schemes in Airtel for users whose usage of National and International

Roaming is more.

6.4 There are plans like 299 in Airtel which gives validity of 1 Month by deducting only

one rupee from the account and is activated by recharging the account by Rs.299, the

scheme till 22 January.

6.5 The Initial BSNL Prepaid SIM have more benefits than Airtel SIM to the Distributor.

6.6 The recharge scheme of BSNL is more beneficial to the customers as Compared

Airtel.

6.7 The Commission given in BSNL on Initial SIM is more than Airtel.



6.8 Top-up scheme of BSNL is better than Airtel because they give full talk value of top-

ups equal to Rs.50 and above and Airtel gives full talk value above Rs.100.

CHAPTER 7

CONCLUSION



AND

RECOMMENDATIONS

7.1 Conclusion:

Product analysis is the systematic examination of instructional products, such as student

created objects, portfolios, assignments, or writings, to assess the effectiveness of the

course or instruction. Responses to exam or quiz items may also be considered a type of

instructional product. Use product analysis to gain insight, assess changes in instructional

practice, or measure the effects of instruction. A framework for achieving a sustainable

corporate growth strategy for the Indian telecom sector. One sector in India where there

is huge potential for sustainable growth is the telecom sector. Generally a monopoly, the

sector is technologically intensive and is characterized by decreasing costs of operation

with increasing scale and scope economies. Strategies for sustainable growth should be

rooted on sensible strategic analysis based on the firms' distinctive capabilities and

competencies. Based on this analysis, the appropriate implementation sequence has to be

identified. The success and failure of the sequence of initiatives should provide valuable

learning which acts as the most important ingredient in the organizational building



activities. This learning is also essential in pointing out the errors made in strategic

analysis as well as identification of core capabilities. the research is to do the product

analysis of products of Telecommunication Operators (BSNL, AIRTEL) to get the

knowledge about the present services and products offered by the competitors in the

Market of Jammu and Kashmir state. Product Analysis is also needed in order to know

about the plans introduced by the competitors in the state. Product Analysis is done to

know what benefits the competitors are offering to the customers and the intermediaries

7.2 Recommendations:

•

Aircel should introduce plans which are competent enough after studying thecompetitor’s plans.

• Aircel should give more attractive value vouchers after studying the Airtel value

vouchers.

• Aircel should give more benefits to the Distributors

• Aircel should give the Initial SIM with attractive price and offers.



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