Online Summer Report on the Telecommunication Sector in India

2021
AIRTEL
RELIANCE JIO
VODAFONE IDEA.
7/26/2021
ONLINE SUMMER REPORT ON
TELECOMMUNICATION SECTOR

ONLINE SUMMER REPORT ON
TELECOMMUNICATION SECTOR
SUBMITTED BY
CHAITRALI PAWAR - 142
DEVYANI SHARMA - 177
POOJA SHARMA - 180
UNDER THE GUIDANCE OF
ISHANI CHOWKSHI MA’AM
SUBMITTED TO:
BHAGWAN MAHAVIR COLLEGE OF COMMERCE AND
MANAGEMENT.

DECLARATION
We hereby declare that the project report, on telecommunication
sector is based on our own work carried out during the course of our
study under the supervision of Ishani shah ma’am.
We assert the statements made and conclusions drawn are an
outcome of our research work . We further certify that:
 The work contained in the report is original and has been
done by us under the general supervision of Ishani ma’am.
 The work has not been submitted to any other institute for
any other degree.
 We have followed the guidelines provided by the university
in writing the report.
 Whenever we have used material (data, theoretical analysis
and text) from other sources , we have given due credit to
them in the text of the report and giving their details in
references.

ACKNOWLEDGEMENTS.
The success of any project study depends upon a number of factors
among which the proper guidance from the experts in the industry
and a faculty plays an important role.
We take this opportunity to convey our sincere thanks and gratitude
to all those who have directly or indirectly helped and contributed
towards the completion of this report.
We take here a great opportunity to express our sincere and deep
sense of gratitude to our mentor Ishani ma’am, for helping and
guiding us. The support and guidance from ma’am was of great help
and it was extremely valuable. We would like to express our
gratitude to ma’am for her constant support and encouragement.

EXECUTIVE SUMMARY.
India is one of the leading telecom markets across the world, which still has a
huge potential forfurther growth. The government’s liberal policies and strong
regulatory framework have supported the growth of this sector and ensured
that affordable, high quality telecom services are made available to people
across the country. There were many major developments on the policy front
post 2000, with the establishment of BSNL, introduction of Unified Access
Licensing regime, implementation of calling party pays, etc. The National
Telecom Policy 1994 allowed private players to enter the Indian telecom space
and the NTP-1999 ensured that these players can operate in a viable
environment.
The government has also supported the growth of the sector by liberalizing its
investment policies and allowing 74% FDI in companies providing telecom
services and 100% FDI in infrastructure, e-mail, voice mail service and
manufacturing oftelecom equipment’s. While the recent scams and cancelling
of licenses has had a negative impact on the Indian telecom space, the
government is making efforts to improve the market standing of the sectorin
the international arena while providing complete supportto boostthe growth
of the sector in both rural and urban India.

CHAPTER 1: INDUSTRIAL/SECTORAL SCENARIO.
(i) Introduction of Telecommunication Industry:
Telecommunication is the transmission of information by various types of technologies
over wire, radio, optical or other electromagnetic systems. It has its origin in the desire of
humans for communication over a distance greater than that feasible with the human voice,
but with a similar scale of expediency; thus, slow systems (such as postal mail) are excluded
from the field.
The telecommunications industry is made up of cable companies, internet service
providers, satellite companies, and telephone companies. Telecommunications is defined
as communicating over a distance. The industry’s origin can be traced to postal courier
services.
The entire telecommunications sector has evolved from just a few large players in the
market to a much more decentralized market. In addition, the sector has so many functions
involved, like service, hardware, and software, that have opened up many business
opportunities.
The telecommunications industry is extremely sensitive to the slightest change in
technological and economic factors. With wireless and broadband providing the
momentum in recent times, all industry players adopt various strategies to overcome
challenges and connect the world.
The advances and improvements have reduced the need for manual labor in the industry,
such as electrical engineers, but has increased the demand for professionals with expertise
in new and emerging technology. The market remains extremely volatile and competitive,
and companies go head-to-head to win subscribers and customers.

(ii) History/Evolution of the sector:
The telecommunications industry began in the 1830s, with the invention of the telegraph,
the first mechanical communications device. It shortened communication from days to
hours—much as modern mobile technology has shortened the time span of sending large
amounts of data from hours to seconds. The industry broadened with each new invention:
the telephone, radio, television, computer, mobile device. These technological advances
changed how people live and do business.
At one time, telecommunications required physical wires connecting homes and
businesses. In contemporary society, technology has gone mobile. Now, wireless digital
technology is becoming the primary form of communication.
The sector's structure has also changed from a few large players to a more decentralized
system with decreased regulation and barriers to entry. Major public corporations act as the
service providers, while smaller companies sell and service the equipment, such as routers,
switches, and infrastructure, which enable this communication.

(iii) Challenges faced by the Telecommunication Sectorin India:
 Adapting to Technology
Mobile operators need a spectrum to provide access to enhance performance but it is a
scarce resource. As compared to other countries, in India, the amount of spectrum available
for commercial use is quite low. The practice of the government to auction spectrum at an
exorbitant cost makes it difficult for mobile operators to provide services at a lower price
and at reasonable speeds. This discourages adoption and usage. However, the launch of Jio
has helped overcome this challenge to a certain extent. There is still a long way to go.
 Lack of Automation
Sales teams in the telecom industry in India continue to rely largely on manual processes
to collect intelligence on prospects. This process needs automation since it will enable
companies to obtain intelligence in real-time. Without this information, teams
may expand sales and resources in competitive markets where termination would not be
effective, locations where serviceability is not aligned, or may not participate in the market
until it is too late.
 Content Constraints
There is a growing need in the telecom industry to make more and more content available
in all the regional languages. Additionally, the content should be focused on addressing
local problems. Today, the content that is most readily available on the Internet is in
English, which is still spoken by a small fraction of the people in India. The experience of
using the internet or browsing is not a pleasant one on the small screens of a mobile phone.
The usage is, thus, mostly restricted to chatting on applications such as WhatsApp and
playing games. However, reading documents on mobile phones is still difficult. Therefore,
it is highly unlikely that mobile phones will completely be able to replace laptops, desktops,
and tablets. This is one of the major challenges facing the telecom industry in India.

(iv) SWOC Analysis:
STRENGTHS.
-Huge customer potential.
-Second largest and fastest growing
network.
-High FDI inflow.
-Huge private sector small and medium
business base.
-Booming semi-conductor design
industry.
WEAKNESSES.
-Late adopters of new technology.
-High entry barrier due to huge
investments.
-Lack of low cost long term financing
-Technology standards still evolving.
-High imports and negligible eports of
hi-tech products.
OPPORTUNITIES.
-5G services.
-Enormous equipment export potential.
-Employment.
-Providing fiber connectivity to villages.
-Mobile banking.
-Growing demand among younger
generation.
CHALLENGES.
-Political instability due to scams.
-Competition from foreign players.
-Weak IPR protection.
-Tax and duties imposed.
-Security and the risk of data breaches.
-Slow regulatory reforms.
SWOC

(v) Major players in telecommunication sector:
Operator Subscribers
(millions)
Active
Users
Ownership
1
Jio
422.91 331.70
Jio platforms
2
Airtel
(Including Tata
teleservices)
352.39 344.35
Bharti Airtel Limited
3
Vi
283.71 255.71
Vodafone Idea
Limited
4
BSNL Mobile (Including
MTNL)
121.82 62.16
Government of
India

Operator Subscribers (millions) Ownership
1 BSNL 9.55
Governmentof India
2
Airtel
4.77
Bharti Airtel
3 Jio 3.33 Jioplatforms
4 Tata Teleservices 1.62 Tata Group
5 Vi 0.52 Vodafone Idea Limited
6 Reliance Communication 0.21 Reliance ADAG
7 Quadrant 0.22 Quadrant Infotech India Pvt. Ltd

(vi) GDP contribution by telecommunication sector:
 The Telecom sector is the 3rd largest sector in terms of FDI inflows, contributing
7.1% of total FDI inflow.
 The sector contributes directly to 2.2 Mn employment and indirectly to 1.8 Mn jobs.
 The sector is expected to contribute 8% to India’s GDP in 2022 from ~6.5%
currently.
(vii) Global perspective:
The telecom industry has changed and will continue to evolve. With the acceleration of IoT
and 5G, telecom is undergoing a digital transformation in both technologies powering the
industry and guiding how they interact with customers.
 Artificial Intelligence
 5G Network
 Internet of Things
 Robotic Process Automation
 Big Data
 Cloud Computing
 Cyber Security
Each of these trends will change how telecom companies and their customers do their
business. Dealing with the process changes caused by new technology is where a digital
adoption platform can be a huge benefit. As society moves into the future with more
effective digital tools and faster technology, businesses in the telecom industry must lead
the charge. Meeting the expectations and needs of clients is essential.
By focusing on security, automation, artificial intelligence, fast networks, and more, you
can ensure you’re meeting the needs of the future.

(viii) Facts/figures regarding telecommunication sector:
 Available international comparisons show that India has the second largest number
of telephone subscribers in the world (among 222 countries), accounting for 12 per
cent of the world’s total telephone subscribers. It is also one of the fastest growing
in terms of telecom subscribers.
 Mobile tariffs in India are the second lowest in the world after Bangladesh.
Countries with the highest mobile tariffs include Austria, Venezuela, Greece,
Portugal, Australia, Japan, Spain, Switzerland, France, and Brazil.
 Mobile phones accounts for nearly 96.6 per cent of the total telecom subscriptions,
and more than 95 per cent of wireless connections are prepaid.
 Around 431 million wireless subscribers in India subscribe to data services. This
implies that 48.26 per cent of total wireless subscribers are capable of accessing
data services/Internet on their mobile phones.
 The world's most popular phone is
the Nokia 1100, a basic GSM
candybar launched in 2003. Over
250 million 1100s have been sold.
Nokia's 3210 and 3310 also made
the top five.
 The longest phone cable is called
FLAG (Fiber-Optic Link Around
the Globe). It is 16,800 miles long and connects Japan to the United Kingdom.
It can carry 600,000 calls at one time.
 The most common use of mobile phones is checking the time.

(ix) Summary:
The telecommunications industry is one of the most dynamic and rapidly growing
industries globally. But in recent years, the industry has seen a decline in revenue which is
primarily related to the increase of competition in the market, changing business and
customer needs as well as the effect of digital transformation and not being able to adapt
fast enough. Even with the decline, the market is still expected to see growth.
5G is the 5th generation of mobile wireless communications technology and will account
for 20% of global connections according to GSMA (Global system for mobile
communication).
The future of the telecommunication industry will continue being impacted by new
innovative technology like 5G, IoT, and AI. For Telcos to remain competitive and ahead
of the game, they need to adapt, change, and innovate their services, offerings, and business
models and take full advantage of all that this technology has to offer.
This agility and flexibility will enable Telcos to enhance customer experience, provide
businesses with ways to improve productivity and effectiveness, and create new revenue
streams – each of which will impact profitability and the future of the industry.

CHAPTER 2: COMPANY PROFILES.
Company
name/
Particulars
BHARTI AIRTEL RELIANCE JIO VODAFONE IDEA
1. Name: Bharti Airtel
Limited.
Reliance Jio Infocomm
Limited.
Vodafone Idea
Limited,
2.Location of
company
Nelson Mandela
Road, New Delhi,
India
Maker Chambers IV,
222 Nariman Point,
Mumbai, Maharashtra,
India.
Mumbai (Corp.)
Gandhinagar (Reg.)
3.Year of
establishment.
7 July 1995 15 February 2007 31 August 2018
4. Name of
founders.
Sunil Bharti Mittal. Mukesh Ambani. Key people: Kumar
Mangalam Birla
(Chairman),
Ravinder Takkar
(CEO)
5. Vision Our vision is to
enrich the lives of
customers. Our
obsession is to win
customers for life
through an
exceptional
experience.
Jio’s vision is to
transform India with the
power of digital
revolution.
Create world class
digital experiences to
connect and inspire
every Indian to build a
better tomorrow.
6. Mission Hunger to win
customers for life.
To improve the lives of
local community in all
our projects
Be the most loved
brand by continuously
raising the bar in
delivering simple,
delightful experience

and meaningful
innovations, through
new age technologies
7.Brief history. Sunil Bharti Mittal
founded the Bharti
Group. In 1983,
Mittal was in an
agreement with
Germany’s Siemens
to manufacture push-
button telephone
models for the Indian
market. In 1986,
Mittal incorporated
Bharti Telecom
Limited (BTL), and
his company became
the first in India to
offer push-button
telephones,
establishing the basis
of Bharti Enterprises.
The company was
registered in Amba
wadi, Ahmedabad,
Gujarat on 15 February
2007 as Infotel
Broadband Services
Limited (IBSL). In June
2010, Reliance
Industries (RIL) bought
a 95% stake in IBSL for
₹4,800 crore.
It was announced in
March 2017 that Idea
Cellular and Vodafone
India would merge.
The merger got
approval from
Department of
Telecommunications
in July 2018. On 30
August 2018, National
Company Law
Tribunal gave the final
nod to the Vodafone-
Idea merger. The
merger was completed
on 31 August 2018,
and the newly merged
entity was named
Vodafone Idea
Limited.

8(A)SWOT Analysis of Airtel:
STENGTHS.
-Renowned Telecom company.
-High Brand Equity.
-Extensive infrastructure.
-Strategic Alliances.
-Torchbearer of the telecom Industry.
WEAKNESSES.
-Outsourced Operations.
-Venturing into African operations the
unit which was bought at a whoppy 9
billion dollars.
-High Debt
-Competition in the limited market.
OPPORTUNITIES.
-Strategic Partnership.
-Market Development.
-VAS (Value Added services).
-Untapped geography of the current
market.
-LTE (long term evolution).
THREATS
-Government Regulatory Framework.
-Competitative price war.
-MNP(Mobile number portability).
-Increase in the cost of technology and
employees.
AIRTEL

8(B) SWOT Analysis of Jio:
STRENGTHS.
-Strongest Customer acquisition strategy.
-Strong customer base.
-Technology.
-Strong backing of parent company
Reliance Industries.
-Brand management.
.
WEAKNESSES.
-Late entry into the market.
-Activation Issues.
-Pricing Controversies.
-Too many freebies.
-Data connection poor.
OPPORTUNITIES.
-Future driven technology.
-Competitive Pricing Strategies.
-Expansion to other countries.
-Apps and 5G and 6G technologies.
THREATS.
-Risk of loss of customers.
-Removal of free services.
-Criticism and negative image.
-Poor Code of ethics .
-TRAI Regulations.
-Government Policies and Health
policies.
JIO

8(C) SWOT Analysis of Vodafone Idea Ltd.
STRENGTHS.
-Strong Brand Recognition and Brand
Awareness.
-Diverse Service Offerings.
-Large Subscriber Base.
-Strong advertising background.
WEAKNESSES.
-Limited presence in rural areas.
-Limited success outside core business.
-Dropping Brand Valuation.
-Huge Debt.
OPPORTUNITIES.
-Better Rural Market Penetrability.
-Growing Mobile and Internet users.
-Emerging Markets.
-Better Network Coverage.
THREATS.
-High competition.
-Low margins.
-Mobile number portability.
Vodafone Idea.

CHAPTER 3: FINANCE DEPARTMENT.
(A) BHARTI AIRTEL.
(i) Profit and Loss A/c
PROFIT & LOSS ACCOUNT
OF BHARTI AIRTEL (in Rs.
Cr.)
MAR 20 MAR 19
INCOME
REVENUE FROM
OPERATIONS [GROSS]
87,539.00 80,780.20
Less: Excise/Service Tax/Other
Levies
0.00 0.00
REVENUE FROM
OPERATIONS [NET]
87,539.00 80,780.20
TOTAL OPERATING
REVENUES
87,539.00 80,780.20
Other Income 1,934.60 1,379.10
TOTAL REVENUE 89,473.60 82,159.30
EXPENSES
Cost Of Materials Consumed 0.00 0.00
Operating And Direct Expenses 37,764.10 38,807.90
Employee Benefit Expenses 3,807.20 3,797.50
Finance Costs 13,991.80 10,622.20
Depreciation And Amortisation
Expenses
27,689.60 21,347.50
Other Expenses 9,485.40 12,600.40
TOTAL EXPENSES 92,738.10 87,175.50
PROFIT/LOSS BEFORE
EXCEPTIONAL,
EXTRAORDINARY ITEMS
AND TAX
-3,264.50 -5,016.20
Exceptional Items -40,234.40 2,928.80
PROFIT/LOSS BEFORE TAX -43,498.90 -2,087.40

TAX EXPENSES-
CONTINUED OPERATIONS
Current Tax 2,373.80 1,939.10
Less: MAT Credit Entitlement 0.00 0.00
Deferred Tax -14,556.10 -5,358.40
Other Direct Taxes 0.00 0.00
TOTAL TAX EXPENSES -12,182.30 -3,419.30
PROFIT/LOSS AFTER TAX
AND BEFORE
EXTRAORDINARY ITEMS
-31,316.60 1,331.90
PROFIT/LOSS FROM
CONTINUING OPERATIONS
-31,316.60 1,331.90
PROFIT/LOSS FOR THE
PERIOD
-31,316.60 1,331.90

(ii) Balance Sheet.
BALANCE SHEET OF
BHARTI AIRTEL (in Rs. Cr.)
MAR 20 MAR 19
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 2,727.80 1,998.70
TOTAL SHARE CAPITAL 2,727.80 1,998.70
Reserves and Surplus 74,417.00 69,423.50
TOTAL RESERVES AND
SURPLUS
74,417.00 69,423.50
TOTAL SHAREHOLDERS
FUNDS
77,144.80 71,422.20
Minority Interest 24,984.70 13,525.80
NON-CURRENT
LIABILITIES
Long Term Borrowings 91,079.20 82,490.10
Deferred Tax Liabilities [Net] 1,687.70 1,129.70
Other Long-Term Liabilities 33,640.20 12,892.50
Long Term Provisions 754.80 682.30
TOTAL NON-CURRENT
LIABILITIES
127,161.90 97,194.60
CURRENT LIABILITIES
Short Term Borrowings 26,539.80 38,182.90
Trade Payables 25,019.90 26,313.80
Other Current Liabilities 34,818.60 27,846.60
Short Term Provisions 45,109.30 670.10
TOTAL CURRENT
LIABILITIES
131,487.60 93,013.40
TOTAL CAPITAL AND
LIABILITIES
360,779.00 275,156.00

ASSETS
NON-CURRENT ASSETS
Tangible Assets 113,662.20 81,522.80
Intangible Assets 80,974.10 86,052.50
Capital Work-In-Progress 3,997.20 8,843.30
FIXED ASSETS 198,918.60 177,209.50
Non-Current Investments 11,708.60 11,087.80
Deferred Tax Assets [Net] 27,016.00 8,937.90
Long Term Loans and Advances 872.80 1,645.20
Other Non-Current Assets 11,000.60 10,155.20
TOTAL NON-CURRENT
ASSETS
284,135.80 242,291.80
CURRENT ASSETS
Current Investments 13,767.90 4,623.20
Inventories 156.90 88.40
Trade Receivables 4,605.80 4,300.60
Cash And Cash Equivalents 15,892.70 8,064.00
Short Term Loans and Advances 0.00 0.00
Other Current Assets 42,219.90 15,788.00
TOTAL CURRENT ASSETS 76,643.20 32,864.20
TOTAL ASSETS 360,779.00 275,156.00

(iii) Ratio and their interpretation.
1. Current Ratio = 0.58(2020) 0.35(2019)
Interpretation – Since the current ratio is less than 1 it means
that the company have less current ratio and may not be able to
pay short term obligation. And the increase in ratio from last year
indicate that the company’s current assets has increased.
2. Quick Ratio = 0.58(2020) 0.35(2019)
Interpretation - Quick/liquid assets are those assets which can
be converted to cash to pay current debts, since Airtel’s quick
ratio is less than 1 it indicates that the company does not have
enough liquid assets.
3. Interest Coverage Ratios = 0.77(2020) 0.53(2019)
Interpretation - coverage ratio below 1 indicates a company
cannot meet its current interest payment obligations and,
therefore, is not in good financial health.
4. Debt To Equity Ratio = 3.35(2020) 2.60(2019)
Interpretation : The debt-to-equity (D/E) ratio is used to
evaluate a company's financial leverage. Hence debt-equity ratio
of the company is poor ( considered 1:2 as average industry
ratio) it indicates that the company use more debt than personal
finance resources .

(iv) Financial Statement Analysis.
 Investment have increase in 19-20
 Cash of the company have also increased
 Company’s reserve and other equity have increased
 Non-current asset have increased
(v) CSR and the expenses.
Corporate social responsibility (CSR) is a vital component of
Bharti Airtel’s corporate ethos, and are committed to
contributing to the communities and society in which they
operate. They aim to leave a positive impact on the communities
in a meaningful and enduring way through multiple projects.
Bharti Airtel Limited made significant contributions towards
multiple welfare and development programs during FY 2019-20. In
its endeavour to ensure sustainable development, Airtel contributed
₹ 2.15 Mn to Bharti Foundation, ₹ 300 Mn to Satya Bharti
Foundation for establishing Satya Bharti Institute of Technology
and ₹ 16.39 Mn for various other philanthropic initiatives and
community development projects.
(vi) Listed company?
Yes, Bharti Airtel is a listed company.
It is listed on:
MCX-SX Stock Exchange
BSE: 532454
NSE: BHARTIARTL
Bharti Enterprises went public in 2002, and the company was listed
on Bombay Stock Exchange and National Stock Exchange of India
on 15th February 2002.

(B) RELIANCE JIO INFOCOMM LTD.
(i) Profit and Loss A/c.
PARTICULARS 2019-20 2018-19
Income:
Revenue From Operations 54316 40663
Other Income 87 6
Total Income 54403 40669
Expenses:
Network Operating Expenses 16930 11338
Access Charges 5795 6032
License Fees/ Spectrum
Charges
5720 4059
Employee Benefits Expenses 1463 1658
Finance Cost 6617 4148
Depreciation And
Amortization Expenses
7396 6398
Selling And Distribution
Expenses
1277 1150
Other Expenses 1564 1230
Total Expenses 46762 36113
Profit Before Exceptional
Items &Tax
7641 4556
Exceptional Items (Net of
Tax)
146 -
Profit Before Tax 7495 4556
Tax Expenses:
Current Tax - 982
Deferred Tax 1933 610
Profit For the Year 5562 2968

(ii) Balance Sheet.
PARTICULAR AS AT
31ST MARCH, 2020
AS AT
31ST MARCH, 2019
Assets:
Non-Current Assets:
Property, Plant and Equipment 102864 74633
Capital Work-In-Progress 21176 30965
Intangible Assets 60563 59367
Intangible Assets Under
Development
82 3643
Investments 1108 1108
Other Financial Assets 3 2
Deferred Tax Assets 1546 3427
Other Non-Current Assets 25920 9111
Total Non-Current Assets: 213262 182256
Current Assets:
Investments 1381 155
Trade Receivables 1609 873
Cash And Cash Equivalents 7066 17
Other Bank Balance 414 412
Other Financial Assets 1067 534
Other Current Assets 16906 11533
Total Current Assets 28443 13524
Total Assets 241705 195780
Equity And Liabilities:
Equity:
Equity Share Capital 45000 45000

Other Equity 125956 (4600)
Total Equity 170956 40400
Non-Current Liabilities:
Borrowings - 65613
Other Financial Liabilities 13490 9998
Deferred Payment Liabilities 18839 18839
Total Non- Current
Liabilities
32329 94450
Current Liabilities:
Borrowings 23242 3601
Trade Payables Due to Micro
and Small Enterprises
38 11
Other Than Micro and Small
Enterprises
4662 3245
Other Financial Liabilities 4957 48523
Deferred Payments Liabilities - 1370
Other Current Liabilities 5462 4075
Provisions 59 105
Total Current Liabilities 38420 60930
Total Liabilities 70749 155380
Total Equity and Liabilities 241705 195780

(iii) Ratios and their interpretations.
1. Current Ratio= 0.74(2020) 0.22(2019)
2. Quick Ratio= 0.74(2020) 0.22(2019)
be converted to cash to pay current debts, since Jio’s quick ratio
is less than 1 it indicates that the company does not have enough
liquid assets.
3. Interest Coverage Ratio= 3.88(2020) 2.86(2019)
Interpretation- Generally, an interest coverage ratio of at least
two (2) is considered the minimum acceptable amount for a
company that has solid, consistent revenues. Since the
company’s ratio is more than 3 the company can meet its current
interest payment obligations and, therefore, is in good financial
health.
4. Debt to equity = 0.41(2020) 3.84 (2019)
Interpretation : The debt-to-equity (D/E) ratio is used to
evaluate a company's financial leverage. Hence debt-equity ratio
of the company is as per standard ( considered 1:2 as average
industry ratio) it indicates that the company use more personal
finance resources than outside finance.

(iv) Financial Statement Analysis.
 Investment have significantly increased in the year 19-20
 Company cash holding has increased due to increase in cash flow
of financial activity & liquidity ratio of company has increased
 Working capital have increased as well (more cash will get
blocked)
 Company reserves and other equity have increased to negative to
positive (in 18-19 reserves were used to redeem preference
share)
 Significant decrease in debt (financial liability)
 There is an increase in plant property and equipment &
intangible asset (due to decrease in work in progress)
 No change in bank balance
 Other equity of 18-19 is negative cause reserves and profit are
used to cancel preference shares, adjustment to demerger
 Other equity 19-20 increased due to issue of preference shares
(premium on preference shares)
 Noncurrent investment is in jio-subsidiary (related party
transaction)
 Other non-current assets include upfront fibre payment and
advances
 Cash and cash equivalents include deposits which is refundable
on demand within 89 days (demand deposits)
 Current borrowings are loan -commercial paper (short term
borrowings)

Over the past decade, the Company has focused on several corporate
social responsibility programmers and has touched the lives of
millions of Indians. The Company continued its endeavor to improve
the lives of people and provide opportunities for their holistic
development through its different initiatives in the areas of, Rural
Transformation; Health; Education; Sports for Development;
Disaster Response; Arts, Culture, Heritage and Urban Renewal. The
Company supported major national campaigns like Swachhata hi
Seva and Jal Shakti Abhiyan. It responded fast to national
emergencies and disasters including floods and more recently,
COVID-19 pandemic which has earned accolades from one and all.
Particulars 2020 2019
(Rs. In Crore)
Rural Transformation 58 133
Health 35 113
Education 254 527
Sports for Development 42 49
Disaster Response 519 26
Arts, Culture, Heritage and Urban Renewal 1 1
Total 909 849
Out of above, Rs 121 crore (Previous Year Rs. 289 crore)
contributed to Reliance Foundation, Rs. 37 crore (Previous Year Rs
41 crore) to Reliance Foundation Youth Sports and Rs. 229 crore
(Previous Year Rs 476 crore) to Reliance Foundation Institution of
Education and Research which are related parties.
(vi) Listed Company?
No, Reliance Jio Infocomm Ltd. is not a listed company.

(C) VODAFONE IDEA LTD.
(i) Profit and Loss A/c.
PROFIT & LOSS ACCOUNT OF
VODAFONE IDEA LIMITED (in Rs. Cr.)
MAR 20 MAR 19
INCOME
REVENUE FROM OPERATIONS [GROSS] 44,916.70 37,005.60
Less: Excise/Service Tax/Other Levies 0.00 0.00
REVENUE FROM OPERATIONS [NET] 44,916.70 37,005.60
TOTAL OPERATING REVENUES 44,957.50 37,092.50
Other Income 1,039.30 731.10
TOTAL REVENUE 45,996.80 37,823.60
EXPENSES
Cost Of Materials Consumed 0.00 0.00
Operating And Direct Expenses 24,766.50 28,951.90
Employee Benefit Expenses 2,164.30 2,294.40
Finance Costs 15,392.00 9,462.80
Depreciation And Amortisation Expenses 24,356.40 14,535.60
Other Expenses 3,101.30 1,777.20
TOTAL EXPENSES 69,793.40 57,047.90
PROFIT/LOSS BEFORE EXCEPTIONAL,
EXTRAORDINARY ITEMS AND TAX
-23,796.60 -19,224.30
Exceptional Items -38,355.70 852.10
PROFIT/LOSS BEFORE TAX -62,152.30 -18,372.20
TAX EXPENSES-CONTINUED
OPERATIONS
Current Tax 0.40 18.20
Less: MAT Credit Entitlement 0.00 0.00
Deferred Tax 12,080.70 -3,589.70
Other Direct Taxes 0.00 0.00

TOTAL TAX EXPENSES 12,081.10 -3,571.50
PROFIT/LOSS AFTER TAX AND BEFORE
EXTRAORDINARY ITEMS
-74,233.40 -14,800.70
PROFIT/LOSS FROM CONTINUING
OPERATIONS
-74,233.40 -14,800.70
PROFIT/LOSS FOR THE PERIOD -74,233.40 -14,800.70

(ii) Balance Sheet.
BALANCE SHEET OF VODAFONE IDEA
LIMITED (in Rs. Cr.)
MAR 20 MAR 19
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 28,735.40 8,735.60
TOTAL SHARE CAPITAL 28,735.40 8,735.60
Reserves and Surplus -22,821.10 50,832.30
TOTAL RESERVES AND SURPLUS -22,821.10 50,832.30
TOTAL SHAREHOLDERS FUNDS 5,979.90 59,634.80
Minority Interest 0.00 0.00
NON-CURRENT LIABILITIES
Long Term Borrowings 96,280.40 104,402.90
Deferred Tax Liabilities [Net] 3.80 47.10
Other Long-Term Liabilities 28,534.40 11,029.60
Long Term Provisions 342.10 346.70
TOTAL NON-CURRENT LIABILITIES 125,160.70 115,826.30
CURRENT LIABILITIES
Short Term Borrowings 32.20 4,120.70
Trade Payables 11,763.40 12,648.60
Other Current Liabilities 83,934.10 37,431.20
Short Term Provisions 49.30 37.90
TOTAL CURRENT LIABILITIES 95,779.00 54,238.40
TOTAL CAPITAL AND LIABILITIES 226,919.60 229,699.50

ASSETS
NON-CURRENT ASSETS
Tangible Assets 66,377.30 50,319.80
Intangible Assets 119,459.20 127,476.70
Capital Work-In-Progress 1,041.50 2,358.70
FIXED ASSETS 186,974.60 182,899.50
Non-Current Investments 1,524.40 1,529.80
Deferred Tax Assets [Net] 2.00 10,338.50
Long Term Loans and Advances 0.20 0.80
Other Non-Current Assets 21,732.30 16,546.10
TOTAL NON-CURRENT ASSETS 210,233.50 211,318.30
CURRENT ASSETS
Current Investments 454.80 6,708.80
Inventories 2.50 4.20
Trade Receivables 3,094.30 3,300.00
Cash And Cash Equivalents 2,663.00 990.80
Short Term Loans and Advances 0.90 1.90
Other Current Assets 10,470.60 7,375.50
TOTAL CURRENT ASSETS 16,686.10 18,381.20
TOTAL ASSETS 226,919.60 229,699.50

(iii) Ratios and their interpretation.
1. Current Ratio = 0.17(2020) 0.34(2019)
2. Quick Ratio = 0.17(2020) 0.34(2019)
be converted to cash to pay current debts, since Vodafone Idea’s
quick ratio is less than 1 it indicates that the company does not
have enough liquid assets.
3. Interest Coverage Ratios = -0.55(2020) -1.03(2019)
Interpretation - coverage ratio below 1 indicates a company
cannot meet its current interest payment obligations and,
therefore, is not in good financial health. Since the ratios are in
negative it means that the company’s financial health is really
bad.
4. Debt to equity ratio= 36.95(2020) 2.85(2019)
Interpretation : the debt-to-equity (d/e) ratio is used to evaluate
a company's financial leverage. Hence debt-equity ratio of the
company is poor ( considered 1:2 as average industry ratio) it
indicates that the company use more debt than personal finance
resources .

(iv) Financial Statements Analysis.
 Investment have decreased in19-20
 Cash of the company have increased
 Company’s reserves and other equity have decreased
 Non-current asset have also decreased.
Vodafone Idea's CSR initiatives are designed to empower people,
promote inclusion and catalyst development. Their current portfolio
focusses on Vidya (Education), Swasth (Healthcare), Aamdani
(Livelihoods and Women Empowerment), and they have
transformative projects in each of these domains that offer the
potential to improve wellbeing of millions of Indians, while
showcasing innovative use of mobile technology and development
approaches. They use technology solutions in closing the gap in
learning outcomes of students in low-income schools, capacitating
teachers, improving access to education and retention by facilitating
scholarships.
Although the company incurred loss in the FY 2019-20, it has spent
INR 32.53 Cr for CSR activities in that year.
(vi) Listed Company?
Yes, Vodafone Idea Ltd. is a listed company.
It is listed in Bombay Stock Exchange (BSE) and National Stock
Exchange of India (NSE).
The company trade its stock in NSE through Idea (trade symbol)
which was listed on 9th March 2007.

(D) COMPANY COMPARISON TABLE – FINANCE
DEPARTMENT.
Sr.
No.
Particulars Bharti Airtel Reliance Jio
Infocomm.
Vodafone
Idea.
1 Profit and loss A/c(present
status).
-31,316.60 5562 -74,233.40
2 Balance Sheet.
Total assets and
liabilities.(present status).
131487.6 241705 226919.6
3 Ratios.
Current ratio- =
Quick ratio- =
Interest coverage ratio
=
debt equity ratio =
0.58
0.58
0.77
3.35
0.74
0.74
3.88
0.41
0.17
0.17
-0.55
36.95
4 Financial statement
analysis.
1.investment
have increase in
19-20
2.cash of the
company have
also increased
3.company’s
reserve and other
equity have
increased
4.non-current
asset have
increased
1.Investment
have
significantly
increased in the
year 19-20
2.Company
cash holding
has increased
due to increase
in cash flow of
financial
activity &
liquidity ratio
of company
has increased
3.Working
capital have
increased as
1.investment
have decreased
in19-20
2.cash of the
company have
increased
3.company’s
reserves and
other equity
have decreased
4.non-current
asset have also
decreased

well ( more
cash will get
blocked)
4.Company
reserves and
other equity
have increased
to negative to
positive ( in 18-
19 reserves
were used to
redeem
preference
share)
5.Significant
decrease in
debt (financial
liability)
5 CSR expenses. Rs.31.8Crore Rs.909Crore Rs.32.5Crore
6 Listed company?
Traded as.
Date.
Yes.
BSE/NSE/
MCX-SX.
15th February
2002.
No. Yes.
BSE/NSE.
9th March
2007(IDEA)

CHAPTER 4 : MARKETING DEPARTMENT.
(A) AIRTEL.
(i) List of Products and Services.
Telemedia
Under the Telemedia segment, Airtel provides broadband internet
access through DSL, internet leased lines and MPLS (multiprotocol
label switching) solutions, as well as IPTV and fixed line telephone
services. Until 18 September 2004, Bharti provided fixed line
telephony and broadband services under the Touchtel brand. Bharti
now provides all telecom services including fixed line services under
the common brand airtel.
Digital television (Airtel digital TV)
The Digital television business provides Direct-to-Home (DTH) TV
services across India under the brand name Airtel digital TV
Mobile data service
Business:
Airtel Business consists largely of six products:
1. cloud and managed services,
2. digital signage,
3. NLD/ILD connectivity (VSAT / MPLS / IPLC and Ethernet
products),
4. Wi-Fi dongles,
5. voice solutions(like toll free numbers, TracMate, and automated
media reading) and
6. conferencing solutions (VoIP, audio, video, and web
conferencing) serving Industry verticals like BFSI, IT/ITeS,
manufacturing, hospitality and government.

(ii) Number of customers.
India: (status as on March 31, 2021)
321.4 million Mobile Services;
3.1 million Homes and
17.7 million Digital TV Services
Overseas customers. (Status as on March 31, 2021)
Africa: 118.2 million Mobile Services;
South Asia: 2.9 million Mobile Services customers.
(iii) Specific distribution channel.
It has wide spread simple and effective channel structure. Company
uses 2-Tier & 3-tier distribution network system.
Under 2-tier distribution network, company appoints UD (urban
distributors) & RS (Rural Suppliers). UD distribute the items to
B2C - Services
• Mobile Services
• Telemedia Services
• Digital TV Services
B2B – Services
• Voice Services
• Network Services
• Data and Application
Based
• Data Center based services
• Cloud based services
• Digital Media services

retailers according to the demand & transfer easy balance to retailer
through FOS (Field officer Sales) SIM who work under UD’s.
Under 3-tier distribution RS (rural supers) distributes the items to
RD (Rural Distributors) & transfer easy balance into RD’s SIM, who
then distribute it to Retailers.
Apart from all these company also uses Airtel Relationship centers
under franchised model & company officials for corporate sales.
2-tier distribution channel.
(iv) Market Segmentation.
A target audience is a specific group of customers to whom the
business targets specifically & direct their marketing of products and
services. It is based on demographics, age, location, gender, income
level, profession, etc.
Airtel mainly targets people in the age group of 15-25 and elderlies
by using different campaigns.
Rural
suppliers
Rural
distributor
Retailers.
Urban
distributor
&
rural
suppliers.
Retailer.

It targets the young, urban, social people and low-income mass
category as well. Airtel’s spectrum is wide from elites to non-elites,
it serves all with its financial and business plans.
Airtel segmented its consumer market on the basis of:
1.Geographical segmentation:
The market is divided into groups based on demographic
attributes such as localities, regions, cities, density etc. Airtel
segments the market on the basis of states, as they have different
plans for different states. The different geographic regions are
handled independently and different campaigns are run
according to the tastes and preferences of people in each region.
2. Demographic segmentation:
The market is divided into groups based on demographic
attributes like age, gender, income, occupation, religion, family
life cycle etc.
Age and lifecycle: Recognizing that senior citizens have the
need to keep in touch with their children and relatives who may
be located far away, Airtel came up with a senior plan which
offered a discount on one STD number and one local number.
Besides, subscribers of this plan would get special discounts for
health check-ups and would have a facility to club bills with that
of their children
Gender: The Company has also launched special packages
to target the women. Airtel had started the Ladies Special plan
targeted at women and allowed subscriber to receive special
beauty and lifestyle tips, apart from subscriptions to
cosmopolitan and housekeeping magazines. The plan also offers
women the option to club the monthly bills with that of their
spouses.
Income: Airtel also segmented the market on the basis of
income through their corporate plans. They had started the

corporate scheme on the basis of the higher usage rate and higher
income persons.
Generation: Airtel had started ‘Friends’ pre-paid connection,
SMS plans and VAS like hello tunes, which was targeted
towards the 15–25-year age. This includes phone-to- phone
(P2P) recharge facility, enabling the consumer to transfer talk
time and validity to any Airtel prepaid subscriber. In addition,
comes the introduction of ‘Hot Spot’ tariffs where Airtel Friends
customers can enjoy tariff discounts at pre-designated places
within the city
3.Psychographic segmentation:
In this segmentation, marketers segment the market on the basis
of motivation, values, belief, lifestyle, personality etc.
festyle: Airtel focused its attention on two groups in
particular. The first group was known as "funsters" -- consumers
aged between 18-35 years old, who share a common trait -- a
high adoption of VAS. Airtel believes that with some targeted
marketing, spending from this group can increase quite
significantly. The Telco has exclusive tie-ups with application
providers like Google and has identified music-on-demand as a
key value proposition. The other segment of focus is the
"achievers", who are the top five percent of mobile users. While
this segment isn’t a high adopter of VAS, it contributes to
revenues nearly 10 times that of Airtels ARPU.
Personality: Airtel last year had also started life Time
Validity scheme for the persons who are not financially strong
and can’t afford the normal schemes
4.Behavioural segmentation:
Organizations also divide the market on the basis of behavior
that the customer shows towards the usage of products. Various
variables for segmenting market on the basis of purchase

behavior of customers are occasions, benefits, user status, user
rate, loyalty etc.
Independence Day,
introduced a recharge coupon of Rs 1947 with two years validity
for its Delhi and NCR prepaid customers
l also provides various tangible and intangible
benefits for its customers. Like Airtel launched various tangible
benefits like validity schemes for its customers and intangible
benefits like roaming, voice mail, fax mail, close user group etc.
te: Airtel very often comes up with schemes like Get
the talk time of 1111 on the recharge on 1000 i.e., getting more
talk time value for which customers are paying.
(v) Positioning strategies.
Initially, the target group was elite professionals since tariff rates
were high. Airtel positioned itself as an inspirational and lifestyle
brand. It was pitched not merely as a mobile service, but as
something that gave consumer a badge value. The Brand was
developed to connote leadership in network, innovations, offerings
and services. The taglines like "Airtel celebrates the spirit of
leadership" and "The first choice of the corporate leaders"
emphasized that stance. The ‘Leadership’ campaign was reportedly
successful.
“Leadership” to “Touch Tomorrow”
Bharti decided to ‘humanize’ the brand ‘Airtel’ in 2000. It started
with Bharti launching its new ‘Touch Tomorrow’ campaign which
aimed at strengthening its relationship with its customers and make
the brand ‘softer’ to cater a wide variety of people across the society.
The advertising became two-pronged: a product-driven

communication that showcased new offerings like the Magic prepaid
card, and an emotional communication to connect with younger
people.
“Touch Tomorrow” to “Live Every Moment”
Airtel came out with a new logo. The logo signified a strong,
contemporary and confident symbol for a brand that was always
ahead of the rest. It had two solid, red rectangular forms whose
counter forms create an open doorway. Capital “A” showed
leadership and red dot on “i” showed innovation. LIVE EVERY
MOMENT In 2002, Airtel signed on music composer A R Rahman
and changed its tune to "Live every moment": Rahman’s signature
tune for Airtel is, perhaps, the most downloaded ringtone in India.
“Live every moment” to “Express Yourself”
Later, Airtel adopted the "Express yourself" positioning, the
emotional angle was predominant– it wanted to stand out in what
was becoming a highly commoditized, crowded market. EXPRESS
YOURSELF

“Express Yourself” to “Har ek friend zaroori hota hai”
Airtel came up with a new logo. The new logo was supposed to give
Airtel and the brand a more “youthful and international" look.
Current positioning strategy.
With the market evolving from voice-driven offerings to data-led
services, brand Airtel is extending its positioning to become the
“most preferred” network for smartphone users.

(vi) Promotion tool used.
Airtel engages in aggressive marketing strategy ranging from
traditional print media to social network marketing. However, the
company’s recent rebranding efforts bombed in the market and were
not received positively. The company also engages in large scale TV
and print advertising. The company frequently uses big celebrities
who endorse the services. The company also managed to create its
signature tune from Oscar winning musician A.R.Rahman which has
become one of the most downloaded tunes in India.
It is also interesting to note that even such seemingly redundant
activities like providing wallpapers and screensavers to computer
users has proved a very effective marketing strategy. The company
also offers special discounts and offers to its subscribers.
(vii) Pricing method.
The company uses competitive pricing strategy just like any other
network providers because of the competition which is present in
this sector. However, Airtel also provides flexible pricing
mechanism depending on the prevailing market conditions. For
instance, when the company relaxes taxation, it also reduces its
prices across all affected products. The make my plan introduced by
Airtel was a smart strategy as customers could now modify their plan
as they see fit.

(viii) Sales force management.
Selection of sales force-
They recruit separate department for sales and work of those
employee is to get or generate more and more revenue for
organization.
Training of Sales Force –
After Recruitment they give training to their employee for effective
working and in this training period, they guide employees. How,
when, where, what .and to whom we they can sale their product.
Motivating of sales force –
If because of some reason any employee is not able to do their best
performance in that case rather than any action they use motivation
as a tool for increasing morale of that employee.
Controlling of sales Force –
They also control the sales force because they know the importance
of control system inorganization.
They are using these entire four steps for decide their sales force and
each step they also Check they are doing right things or not and if
changes are needed than they revised whole process again.
SALES
MANAGER
SELECTION OF
SALES FORCE
TRAINING OF
SALES FORCE
MOTIVATING
OF SAKES
FORCE
CONTROLLING
OF SALES
FORCE

(ix) List of products exported and in which country?
Airtel exports the mobile data services , digital tele media services
and other services like voice call, voice telephony, voicemail, and
GSM-based services.
Airtel is the one of the largest mobile operators in the world in terms
of subscriber base and has a commercial presence in 18 countries
and the Channel Islands.
Bharti Airtel has about 303.08 million subscribers worldwide—
264.58 million in India and South Asia and 50.949 million in Africa
as of December 2011. The numbers include mobile services
subscribers in 19 countries and Indian Telemedia services and
Digital services subscribers.
Airtel operates in the following countries:
COUNTRY OPERATOR
NAME
SERVICE
PROVIDED.
India airtel India Mobile Services
Telemedia Services
Digital TV Services
Bangladesh Robi Mobile data services.
Sri Lanka airtel Sri Lanka Digital mobile
services.

AFRICAN COUNTRIES.
Chad
Democratic Republic of the
Congo
Gabon
Ghana
Kenya
Madagascar
Malawi
Niger
Nigeria
Republic of the Congo
Rwanda
Seychelles
Tanzania
Uganda
Zambia
airtel Chad
airtel DRC
airtel Gabon
airtel tigo
Airtel Kenya
airtel Madagascar
airtel Malawi
airtel Niger
airtel Nigeria
airtel Congo B
airtel Rwanda
airtel Seychelles
airtel Tanzania
airtel Uganda
airtel Zambia
2G/3G mobile data
services depending on
the country.

(B) Reliance Jio .
(i) List of products and services.
Mobile broadband
The company launched its 4G broadband services throughout India
in September 2016. It was slated to release in December 2015 after
some reports said that the company was waiting to receive final
permits from the government. Jio offers fourth-generation (4G) data
and voice services, along with peripheral services like instant
messaging and streaming movies and music.
JioFiber
In August 2018, Jio began to test a new triple play fiber to the home
service known tentatively as Jio GigaFiber, including broadband
internet with speeds ranging from 100 to 1000 Mbit/s, as well as
television and landline telephone services.
In August 2019, it was announced that the service would officially
launch on 5 September 2019 as JioFiber, in honor of the company's
third anniversary. Jio also announced plans to offer streaming of
films still in theatres ("First Day First Show") to eligible JioFiber
subscribers.
JioBusiness
In March 2021, the company has launched connectivity solutions for
businesses bundled with services provided by Jio Platforms,
Reliance Retail and Office 365.
Jio Branded Devices
LYF smartphones

In June 2015, Jio entered into an agreement with domestic handset
maker Intex to supply 4G handsets capable of voice over LTE
(VoLTE). However, in October 2015, Jio announced that it would
be launching its own mobile handset brand named LYF.
On 25 January 2016, the company launched its LYF smartphone
series starting with Water 1, through its chain of electronic retail
outlets, Reliance Retail. Three more handset models have been
released so far, namely Water 2, Earth 1,and Flame 1.
In July 2018, the company unveiled the JioPhone 2, an updated
model in a keyboard bar form factor with a QWERTY keyboard and
horizontal display. Jio also announced that Facebook, WhatsApp,
and YouTube apps would become available for the two phones.
Jionet Wi-Fi
Prior to its pan-India launch of 4G data and telephony services, the
firm has started providing free Wi-Fi hotspot services in cities
throughout India including Surat, Ahmedabad in Gujarat, and
Visakhapatnam in Andhra Pradesh, Indore, Jabalpur, Dewas and
Ujjain in Madhya Pradesh, select locations of Mumbai in
Maharashtra, Kolkata in West Bengal, Lucknow in Uttar Pradesh,
Bhubaneswar in Odisha, Mussoorie in Uttarakhand, Collectorate's
Office in Meerut, and at MG Road in Vijayawada among others.
In March 2016, Jio started providing free Wi-Fi internet to spectators
at six cricket stadiums hosting the 2016 ICC World Twenty20
matches. .
JioPhone Next
On 24 June 2021, Mukesh Ambani announced the launch of
JioPhone Next. It is a fully-featured Android smartphone co-

developed with Google as part of its long-term partnership. The
budget smartphone will be launched in India on 10 September 2021.
Jio apps
Jio sim card pouch as distributed by Reliance Jio Infocomm
In May 2016, Jio launched a bundle of multimedia apps on Google
Play as part of its upcoming 4G services. While the apps are
available to download for everyone, a user will require a Jio SIM
card to use them. Additionally, most of the apps are in the beta phase.
Notable apps include:
JioPages – a web browser for Android devices
JioChat – instant messaging app
JioCinema – online HD video library
JioCloud – cloud-based backup tool
JioHealth – health services app
JioNews – e-reader for news
JioMeet – video-conferencing platform
JioMoney – online payments/wallet app
JioSaavn – for online and offline music streaming in English and
Indian languages
JioSecurity – security app
JioTV – TV Channels streaming service
JioVoice – VoLTE phone simulator
MyJio – manage Jio account and digital services associated with it.
(ii) Number of customers and overseas customers.
India : 415 million subscribers.
Overseas : 9 million subscribers.
Total: 426 million subscribers.

(iii) Specific distribution channel.
uses 1-Tier, 2-Tier & 3-tier distribution network system.
ONE LEVEL DISTRIBUTION
TWO LEVEL DISTRIBUTION
THREE LEVEL DISTRIBUTION
COMPANY JIO'S FSE CONSUMER
COMPANY JIO'S FSE RETAILER CONSUMER
COMPANY JIO'SFSE DISTRIBUTOR
RETAILERS
CONSUMERS

(iv) Market segmentation.
Reliance Jio presents a fabulous example of effective use of the
marketing strategy of segmentation.
Other companies decide segmentation based on 5 factors namely
segment size, segment profitability, segment growth, current and
potential competitors and the capabilities present in the market.
But Jio focuses on people with smartphones looking for high speed
internet and good mobile services.
Jio seems to have made most of this strategy since the 4G network
in India has great potential for growth and profit also is in its
budding phase and therefore there are chances of making most of it.
Besides, the use of Smartphones in the Indian market has shown a
tremendous increase and still continuous so, which promises great
benefits in this sector and 4G market is showing a tremendous
growth.
From starting Reliance Jio has positioned itself as a company who
think of customers and of country.
‘Reliance Jio is helping transform Indian into a digital and tech-
savvy nation by giving affordable mobile service and data.’
(vi) Promotion tool used.
Reliance Jio has undertaken an aggressive marketing strategy to
create positive brand awareness. It has launched ad campaigns on
television, radio, newspapers, magazines, and billboards and social

media platforms including Instagram, Facebook, Twitter and
YouTube. Reliance Jio knows the importance of star power and has
roped in several celebrities to act in its commercials and become
associated with its brand.
At its launch party celebrities like Rajkumar Hirani, Javed Jaffrey,
AR Rehman and Ranbir Kapoor were invited along with its brand
ambassadors Amitabh Bachchan and Shahrukh khan. As part of
promotional activities Reliance, Jio offered free internet Wi-Fi
services at six cricket stadiums during ICC World Twenty20 and
each and every one of its services free till the end of the financial
year 2016.
(vii) Pricing methods.
One of the most attractive strategies, Jio adapts, is pricing strategies.
The brand sent shock waves throughout the country with its
initiation, made through providing free service as its launch price.
This aggression in pricing was done to capture the market without
having to spend a dime on advertising, since the offer set to promote
itself. This strategy of penetration pricing used in the market
forced competitors to slash down their prices, because in falling to
do so, they were sure to lose their market share. Furthermore, if the
competitor is a smaller player in the market, they would eventually
be pushed out of the market due to the losses incurred from cutting
down prices. This move by Jio changed the market into an
oligopolistic competition, leaving only 4 players in the market.
Jio soon shifted to competitive pricing, putting an end to the
bleeding of its competitors. Competitive pricing is simply matching
the price of the competition, which would then minimise the loss and

while being able to retain the existing customers. Though the act of
competitive pricing by Jio was seen as a compromising act by the
competitors, Jio is still catering to psychological pricing, whose
basic purpose is to deceive consumers into making irrational
decisions.
Firstly, Jio employs a classic pricing method which is known to be
highly effective; the odd number pricing. The price of the all packs
offered by jlo end with an odd number such as 9, 1. and 5. The packs
are also sold through a bundle pricing method, wherein the brand
adds an artificial value to the product or service to inflate the price.
The popular packs by lo gives away 100 SMSs a day even though it
is commonly known that SMS services are no longer used by a
majority of consumers. Furthermore, it gives free subscription to Jio
apps which in turn requires data, in such a view, consumers are
tricked into justifying the price they pay due of the artificial value
created.
Secondly, Jio uses the decoy pricing strategy, which is known to
influence the choices made by a consumer. Since India's major
population is from the middle class and this segment wild never turn
down a reasonable deal, Jio understood this advantage and ran with
it; successfully introducing multiple packs offering similar services
but at different price margins. Then, indirectly persuading the
consumer to pick the scheme that is valid for the maximum number
of days with a significant price difference.
Finally, Jio employs a trick that is similar to the markup tactics used
in discounts. Its famous 'Dhan Dhana Dhan' offer provided a service
of 54 days at t399, but later changed it to 70 days at 399, therefore
allowing Jio to earn more revenue, with the price being unchanged.

Setting
objective
Designing
strategy
Size of sales
force
Seletion of
salesperson
Training of
salesperson
Supervision
Evaluation

(ix) List of products exported and in which country?
A few years back Reliance Jio launched their International
Roaming (IR) service for both postpaid and prepaid customers. The
service is now available in 170 countries and subscribers can enjoy
one of the cheapest International Roaming services available in the
World. Countries like USA, CANADA, BANGLADESH, UK,
SINGAPORE, etc.
Jio Chat has now become available in Canada, United States of
America (USA), United Kingdom (UK), United Arab Emirates
(UAE), China, South Africa, Singapore , Australia, and India.

(i) List of products and services.
Vodafone Idea Limited is an Aditya Birla Group and Vodafone
Group partnership. The Company provides pan India Voice and Data
services across 2G, 3G and 4G platform. With the large spectrum
portfolio to support the growing demand for data and voice, the
company is committed to deliver delightful customer experiences
and contribute towards creating a truly ‘Digital India’ by enabling
millions of citizens to connect and build a better tomorrow. The
Company is developing infrastructure to introduce newer and
smarter technologies, making both retail and enterprise customers
future ready with innovative offerings, conveniently accessible
through an ecosystem of digital channels as well as extensive on-
ground presence
1. Mobile telephony
2. Wireless broadband
3. Internet services
(ii) Number of customers and overseas customers.
Vodafone Idea have 286 million subscribers .
Vi’s active user base stood at 256.3 million users, which is 89.63 per
cent of its total base.
Vodafone idea does not provide services to other country as
Vodafone is an MNC and has merged with Idea in 2018.

(iii) Distribution channel.
Indirect channel (2-tier)
Direct channel
Vodafone Idea is in the process to reduce the number of its
distributors by 16,000, and branded stores by 2,000, by the end of
this financial year, a company document said. The company plans to
reduce the number of its distributors from around 43,000 to 27,000
by December.
Since Vodafone idea were in debt, they decided to reduce the
distributors and retailers , and their distribution channel was
affected.
Indirect channel
2 tired distribution
model for mass
market reach.
Focused on
prepaid.
Direct channel
Selling directly to
the end customer.
Focused on
post paid
Modern trade
Large format outlet/
chain store
Focused on
All services.
Company Distributor Retailer Customer
Office Customer

(iv) Market segmentation.
Vodafone Idea segmented Indian Market as:
Geographical segment
where rural part of India is at much attention because of the huge
potential market for telecom.
Demographical segment
where the middle- and low-income group falls.
Both the segment comprises the major population of the country.
Vodafone Idea has also segmented the customer in terms of
psychographic (students, professionals etc.) and
behavioral aspects (high users and low users) and have provided the
services as per the needs of the market and customers.
Vodafone and Idea announced the launch of an integrated brand
identity - Vi (pronounced 'we') two years after the integration of
services. The new brand is accompanied by the tagline 'Together for
Tomorrow'.
“Vodafone Idea came together as a merged entity two years ago.
We have, since then focused on integrating two large networks, our
people and processes. And today I am delighted to present Vi, a
brand that will bring important meaning to lives of our customers.
Indians are optimistic and want to get ahead in life. They would love
a credible partner to help them on this journey. Vi’s positioning is
built around this promise and will focus on meeting the customer
needs to help them thrive.”- by Ravinder Thakkar, managing
director and chief executive officer.

(vi) Promotion tools used.
Vodafone Idea, the newest telecom operator in the country has
planned an advertising campaign. The company begin its branding
campaign through TV and digital advertising options.
Since the company has just merged and dealing with debts the
company is only advertising on digital platform and through call
direct to customers , company have not used any celebrities as they
have financial problems.
(vii) Pricing methods.
Vodafone Idea’s products and services are competitively priced and
easily accessible to as many people as possible. In order to beat the
competition, the company has ensured that it provides high quality
services such as providing high speed data and good network range
as compared to what the competition is offering. It offers various
price structures to suit different customer needs. Mini as well as
jumbo prepaid and postpaid plans are available.
After merging both the companies the company have decided not to
have sale force management team , the work of the team will be done
by selected members of the company . after clearing their debt, they
might hire the sales force team.
(ix) List of products exported and in which
company?
Vodafone is a multi-national company and have merged with Idea
India . and since its merged and become a new company, they do not
export their products/services.

(D) COMPANY COMPARISON TABLE - MARKETING
DEPARTMENT.
Sr.
No.
Particulars. Airtel Reliance Jio Vi
1 List of products
and services.
-Mobile
Services
-Telemedia
Services
-Digital TV
Services
-Fixed line
telephone
-Mobile
phones
-Wireless
broadband
-Internet
services
- Jio apps.
-Mobile
telephony
-Wireless
broadband
-Internet services
2 Number of
customers
Overseas
customers.
321.4million
121 million.
415 million
9 million.
286 million.
-
3 Distribution
channel.
2-Tier and 3-
tier .
1-Tier ,2-Tier
and 3-tier.
2-tier and direct
channel.
4 Market
segmentation.
It mainly
targets the
young,
urban, social
people and
low-income
mass
category
Jio focuses
on people
with
smartphones
looking for
high speed
internet and
good mobile
services.
Vi mainly focuses
on Geographical
segment and
demographical
segment.
5 Positioning
strategy.
Airtel is
extending its
positioning
to become
Reliance Jio
has
positioned
itself as a
The new brand is
accompanied by
the tagline

the “most
preferred”
network for
smartphone
users.
company
who think of
customers
and of
country.
'Together for
Tomorrow'.
6 Promotion tools
used.
Airtel
engages in
aggressive
marketing
strategy
ranging from
traditional
print media
to social
network
marketing.
It has
launched ad
campaigns on
television,
radio,
newspapers,
magazines,
and
billboards
and social
media
platforms
The company
begin its branding
campaign through
TV and digital
advertising
7 Pricing method/s. The
company
uses
competitive
pricing
strategy.
Jio has
shifted to
competitive
pricing
Vodafone Idea’s
products and
services are
competitively
priced
8 Sales force
management.
Selection
Training
Motivating
Controlling.
Setting
objective
Designing
strategy
Deciding size
Selection .
Training of
salesperson
Supervision
After merging
both the
companies the
company have
decided not to
have sale force
management
team for the time
being.

Evaluation
9 List of products
exported
In which country?
Airtel
exports the
mobile data
services ,
digital tele
media
services and
other
services like
voice call,
voice
telephony,
voicemail,
and GSM-
based
services.
In India ,
Bangladesh ,
Sri Lanka
and 13
African
countries.
International
roaming in
170
countries.
Jio Chat in
Canada,
United States
of America
(USA),
United
Kingdom
(UK), United
Arab
Emirates
(UAE),
China, South
Africa,
Singapore ,
Australia,
and India.
Vodafone is a
multi-national
company and
have merged with
Idea India . and
since its merged
and become a
new company,
they do not export
their
products/services.

CHAPTER 5: HUMAN RESOURCE DEPARTMENT.
(A) BHARTI AIRTEL.
(i) Recruitment and selection process.
Recruitment:
1. Direct method
2. Indirect method
3. Third party method
4. Internet recruitment
Procedure followed when a vacancy arises:
The M.D. gives
Permission for Recruitment
PROJECT
MANAGER
GENERAL
MANAGER
The vacancy is informed
MANAGING DIRECTOR
HRMANAGER
Starts the recruitment
RECRUITMENT

Sources of recruitment:
Internal sources
1) Present permanent employees
The company considers the candidates from their sources for
telecom industry because,
-Availability of most suitable candidates
-The policy of the organization to motivate the present employees.
RECRUITMENT
INTERNAL SOURCES EXTERNAL SOURCES
PRESENT EMPLOYEES
RETIRED
EMPLOYEES
NEWS PAPER
JOB CENTERS
INTERNET
CONSULTANTS

2) Retired employees
Generally, the organization takes the candidates for the employment
from the retired employees due to obligation. Sometimes the
company re-employee the retired employees as a token of their
loyalty to the organization.
External sources:
1. Job centres:
This is a network covering most cities acting as agent for potential
employers. They are the private employee exchange; job centres
help the candidates in knowing more about the company throughout
the country.
2. Outplacement consultants
These are the consultants just like the employment exchange. In
this job consultants can register their name and when there is a sent
for interview. Actively seeking to place and may provide training
required. Available when recruitment needed.
3. Newspaper:
Whenever there is recruitment in the company it will be advertised
in the newspaper. Since only the newspaper is the source of reaching
the information to all the people.
4. Internet:
Internet is the modern mode of recruitment. If a company wants
to place or fill a vacancy within a short period of time through the
external source then internet is the best source.

Selection process:
1. Internal selection:
The candidates who are being selected internally need not
undergo the selection process. Since the company already knows
the employee’s ability.
Only if the existing employee is good technical ability, he will
be selected and the selection will be done to fill the vacancy.
Moreover, if there is a vacancy in the company first, they will
try to fill it internally. The team leaders who work under the
project managers will be given priority, since he knows what the
works is, how to deal the clients, etc.
2. External selection process:
The selection process in company refers to the person come
through external source of recruitment has to undergo the below
selection process; this selection process has a series of hurdles
which the applicants have to go through.
TECHNICAL INTERVIEW
PANE
LINE
RVIE
W
DIRE
CTINE
RVIE
W
ME
DICALE
XAM
REJECTED
T
E
CHNICALT
E
ST

1. Technical test and Interview:
The test refers here is technical test. Bharti Airtel conduct test
for the qualified candidates after they are screened on the
basis of the application blanks so as measure the candidate’s
ability in technical side.
Also, the short-listed candidates are supposed to go through the
technical interview in which the technical knowledge of the
candidate is checked. The candidates who crack this interview
have to go through the panel interview.
2. Panel interview
This is an interview where the panel members will interview the
candidate, here the real capacity of the applicant will be revealed.
A series of questions will be asked as quickly as possible and the
applicant has to satisfy the panel members through his answers.
3. Direct interview:
This is the final round of the entire selection process. In this
round the personal details of the candidates, his expectation
towards the company will be known and according to the
applicant’s attitude towards the job the applicant will
be selected.
4. Medical:
After the final interview the applicants who have crossed, the
above stages are sent to physical examination either to the
company physician or to a medical officer approved for the
purpose.

(ii) Number of employees.
There are total 17,917 employees in Bharti Airtel (as on 2020).
(iii) Training method/approach.
There are various methods of training, which can be divided in to
cognitive and behavioral methods. Trainers need to understand the
pros and cons of each method, also its impact on trainees keeping
their background and skills in mind before giving training.
Cognitive methods are more of giving theoretical training to the
trainees. The various methods under Cognitive approach provide the
rules for how to do something, written or verbal information,
demonstrate relationships among concepts, etc. These methods are
associated with changes in knowledge and attitude by stimulating
learning.
The various methods that come under Cognitive approach are:
 Lectures
 Demonstrations
 Discussions
 Computer based training
 Intelligent tutorial system(ITS)
 Programmed instruction (PI)
 Virtual reality
Behavioral methods: These are more of giving practical training
to the trainees. The various methods under Behavioral approach
allow the trainee to behavior in a real fashion. These methods are
best used for skill development.
The various methods that come under Behavioral approach are:
 Behavior-modeling
 Business games

 Case studies
 Equipment stimulators
 In-basket technique
 Role plays
Both the methods can be used effectively to change attitudes, but
through different means.
Another Method is MANAGEMENT DEVELOPMENT
METHOD:-The more future oriented method and more concerned
with education of the employees. To become a better performer by
education implies that management development activities attempt
to instill sound reasoning processes.
Management development method is further divided into two parts
as:
On the job training – The development of a manager’s abilities
can take place on the job. The four techniques for on-the job
development are:
 Coaching
 Mentoring
 Job rotation
 Job instruction technique (JIT)
Off the job training –There are many management development
techniques that an employee can take in off the job. The few popular
methods are:
 Sensitivity training
 Transactional analysis
 Straight lectures/ lectures

Airtel have curated diverse learning modules – digital and
interactive classroom trainings, that are easily accessible to
employees to deliver high-quality learning programs.
(iv) Specific HR policies.
The company has embarked on a series of innovative and important
HR policies with a view to integrate the business policies and
strategies of the company with those of people related companies.
Company with a view to derive competitive advantage through
people and their development have initiated the following HR
policies :
1) Recruitment and selection
2) Talent management
3) Performance management
4) Training and Development
5) Reward Management
6) Employee Benefits at Airtel
Some of the growth benefits available are as follows:
 Career Progression
 Continuing Education Opportunities
Benefits for women include the following:
 Maternity/ postnatal benefits
 Mentoring program
 Social & learning events focused on women’s interests.

(v) Performance appraisal process.
Appraisal form of AIRTEL is highly comprehensive. There is only
one form used in AIRTEL and the same form is used for all the
categories of employees. The performance appraisal form in
AIRTEL applies to promotions, annual increments and disciplinary
actions. On the basis of this form 5% people are promoted and
10%are given additional benefits.
‘Checklist Method’ does performance appraisal here
1.Quality of work- on the basis of frequency of mistakes and
general accuracy of work produced disregarding amount of work
output given.
2.Quantity of work-on the basis of volume of work, output
disregarding mistakes in their factor.
3.Judgment-on basis of employee’s ability to think clearly and
make logical decisions.
4.Initiative-on the basis of his resourcefulness in handling
assignment without detailed instructions and ability to think on
original lines.
5.Ability to learn- this is seen by the speed with which instructions
are grasped and new routines mastered.
6.Job knowledge- this assessment here is made on basis of
knowledge for job requirement gained through education and
experience that is to see whether he is familiar with the job or not.
7.Attitude- on basis of his attitude towards work and fellow
employees that is whether he is cooperative willingly and tries to do
a thorough job.

8.Personality- on the basis of the effect of employee’s personality
upon people contacted that is whether he makes a favorable
impression by his tact or whether he is courteous and friendly in his
daily associations.
9.Safety- on the basis of whether the employee is safety conscious
or not.
10.Supervision ability-this is applicable for supervisors only.
Assessment is made on the basis of the employee’s ability to
organize a group for maximum efficiency and whether he has an
ability to coordinate activities of the group with other related groups
within the organization.
For the unskilled and semi-skilled workers judgment, initiative,
personality and supervision ability are not applicable.
(vi) Wages and salary administration.
Airtel pays its employees an average of ₹856,059 a year. Salaries at
Airtel range from an average of ₹251,593 to ₹2,873,116 a year.
Airtel employees with the job title Senior Software Engineer make
the most with an average annual salary of ₹1,129,684, while
employees with the title Network Engineer make the least with an
average annual salary of ₹360,251.

(B) RELIANCE JIO.
The main sources of recruitment are:
Reliance Jio have two main sources of recruitment internal and
external Internal external sources of recruitment.
Internal sources of recruitment are.
 Promotion-This is a normal source of recruitment, which
means providing higher position, salary and responsibilities
to the employee. So, the position of the job vacancy is filled
by promoting the suitable employee within the organization.
 Transfers-It means transferring one employee to the other
organization without change in salary and position, so the
vacancy can be filled by transfer.
 Advertising internally-Here the job vacancy is advertised
within the organization so the existing employees in the
organization can apply for the post. So, the recruitment is
taking place inside the organization.
External sources of recruitment are.
 Selective recruitment through job boards-This is a major
source of recruitment .To ensure most appropriate qualified
candidates are being applied for the major position. The
agency considers the following details for every position’s
junior, intermediate, senior, Level of education degree,
diploma etc. Using these details the company determines
which job boards, communication channels, and
advertisement strategies are suitable for attract the right
skilled candidates to apply for the job positions.
 Management consultants-For the vacancies in the higher
positions in the company, management consultants are used

to find the qualified and skilled employees. They act as a
recruiter on the behalf of the company.
 Advertisement for public-The Company advertises the
vacancy in internet, newspapers, Television etc. And this
will provide the details of the company, job and the
qualification required for the position.
Selection Process
The complete selection process of reliance jlo gets completed in 4
rounds.
 Written test
 Group discussion
 Technical interview
 HR discussion round
There are total 38,911 employees in Reliance Jio Infocomm ltd.(as
on May 2021)
Training is providing to improve the knowledge and skills of the
employees there are mainly two types of training they are on the job
training and off the job training.
(a)On the job training-
A process of giving training in normal working situations using
actual materials or documents, equipment, actual tools trainees will
make use when completely moulded.

(b)Off the job training-
Is usually provided away from the usual working environment, it
may include more general skills and knowledge which is useful for
the job. This type of training is given by the specialized trainers or
from an outside company who outsource the trainers.
 Programmed learning
 Apprentice training
 Audio visual based training
 Computer based training
 Simulated training
 Lectures
 Internet and distance Training
The policies and practices adopted by the HR managers regarding
their networking sector is an important example. They brought some
new plans in mobile networking sector like low call rate for mobile
users, low internet browsing charge. etc.
Reliance Jio HR practices includes:
 Talent Acquisition and Talent Management
 Resourcing from referrals, online portals, campus
placements and walking.
 Payroll Administration and Compensation Management
 Workforce Management.

METHODS OF PERFORMANCE APPRAISAL
1) Traditional Methods:
 Graphic Rating Scales
 Ranking Method
 Forced distribution
 Checklist Method
 Group Appraisal
 Confidential Reports
2) Modern Methods:
 Management by
Objectives
 Behavior Observation
Scales
 Psychological Appraisal
 Balance Score Card
 Results Method
Process.
1. Establishing performance standards.
2. Communicating standards.
3. Measuring actual performance.
4. Comparing actual performance with standard performance.
5. Discussing results.
6. Decision making.
Employees at Reliance Jio Infocomm earn an average of ₹21.0lakhs,
mostly ranging from ₹6.5lakhs to ₹50.0lakhs based on 1032 profiles.

The recruitment process begins with the human resource
department receiving requisitions for recruitment from any
department of the company. These contain:
 Posts to be filled
 Number of persons
 Duties to be performed
 Qualifications required
 Preparing the job description and person specification.
 Locating and developing the sources of required number and
type of employees(Advertising etc.).
 Short-listing and identifying the prospective employee
with required characteristics.
 Arranging the interviews with the selected candidates.
 Conducting the interview and decision making
The recruitment process is immediately followed by the selection
process i.e., the final interviews and the decision making, conveying
the decision and the appointment formalities.
the Selection process consists of the following three rounds.
• Aptitude written test online
• Technical interview
• HR interview
HR processes include screening applications and resumes, testing
and reviewing work samples, interviewing, checking references and
background.

There are total 13,520 employees in Vodafone idea (as on march
2019).
Training and Development is an important component of their
human resource strategy. They keep on adding value in their human
resources by training them on hard skill and soft skill whatever is
required by the nature and role of the job. The processes start from
identifying the training needs of each of the department. They after
understanding the objective of the each of the department for the
coming year, asks the relevant managers to identify and evaluate the
individuals in their teams that require the training and development
in certain areas of their job. These training needs can be of soft skill
and also can be of hard skills that are directly related to the job .
Once the training needs are identified then human resource
department manages the training calendar of the year, in which all
the required training are mentioned and employees are sent for on
job and off job training. Human resource department also have the
eye on the upcoming expansions and technological developments in
the market so the relevant employees can be trained before the time
and they are ready to work when there is any technological
advancement and change in the organization.
On the job training :-
 Coaching
 Mentoring
 Job rotation
 Job instruction techniques

Off the job training :-
 Sensitivity training
 Transactional analysis
 Lectures
 Simulation exercises
Employees’ welfare policy.
Employees’ Welfare Schemes like subsidized Canteen, Housing,
Medical facilities, Group Insurance, dormitories for females
working in night shift etc. continued and maintained by the
Company for its employees.
Implementation of reservation policy for SC/ST/OBC/physical
handicap and economically weaker section
The Company has endeavored to fulfill all the statutory requirements
with regard to implementation of reservation policy for candidates
belonging to SC/ ST/ OBC communities as well as Physically
Challenged and Economically Weaker Section candidates.
Implementation of sexual harassment of women at workplace .
The Company has constituted an internal Committee to look into the
complaints on Prevention, Prohibition & Redressal of Sexual
Harassment of Women at workplace and matters connected
therewith or incidental thereto covering all aspects as contained in
the Sexual Harassment of Women at workplace .

Training and development policy.
The company has made a training and development policy for their
employees ,so that the employees can learn and develop their skills.
Vodafone idea follow only method of performance appraisal i.e.,
checklist method.
Following are the step of Performance Appraisal Process:
1) Performance standards are established based on job description and
job specification.
2) Informing these standards to all the employees including appraisers.
3) Observation of employees.
4) Finding out the influence of various internal and external factors on
performance.
5) Comparing performance with that of other employee and previous
performance.
6) Comparing the actual performance with the standards and finding
out deviations.
7) Communicating. The actual performance of the employee and other
employees doing the same job and discuss with them the reasons for

positive or negative deviations from the present standards as the case
may be.
8) Suggesting necessary changes in standards, job analysis internal and
external environment.
9) Follow up of performance appraisal report. This stage includes
guiding, counseling coaching and directing the employee or making
arrangements for the training and development of the employee.
Vodafone idea pays its employees an average of ₹8,18,555 a year.
Salaries at Vodafone idea range from an average of ₹2,75,123 to
₹23,69,093 a year.

(D) COMPANY COMPARISON TABLE- HUMAN
RESOURCE DEPARTMENT.
Sr.
No.
Particulars. Bharti Airtel. Reliance Jio . Vodafone Idea.
1 Recruitment and
selection process.
Recruitment:
1.Direct
method
2.Indirect
method
3.Third party
method
4.Internet
recruitment.
Selection:
1.Technical
test and
Interview
2.Panel
interview
3.Direct
interview
4.Medical.
Recruitment:
Internal
sources:
1.Promotion
2.Transfers-
3.Advertising
internally.
External
sources:
1.Selective
recruitment
through job
boards
2.Management
consultants
3.Advertisement
for public.
Selection:
1.Written test
2.Group
discussion
3.Technical
interview
4.HR discussion
round.
Recruitment:
Internal sources:
1.Promotion
2.Transfers.
External sources:
Through test.
Selection:
1.Aptitude written
test online
2.Technical
interview
3.HR interview

2 Number of
employees.
17,917 38,911 13,520
3 Training
method/approach.
1.Coaching
2.Mentoring
3.Job rotation
4.Job
instruction
technique
(JIT)
5.Behavior-
modeling
6.Business
games
7.Case studies
8.Equipment
stimulators
1.Programmed
learning
2.Apprentice
training
3.Audio visual
based training
4.Computer
based training
5.Simulated
training
6.Lectures
7.Internet and
distance
Training .
1.Coaching
2.Mentoring
3.Job rotation
4.Job instruction
techniques
5.Sensitivity training
6.Transactional
analysis
7.Lectures
8.Simulation
exercises
4 Specific HR
policies.
1.Recruitment
and selection
2.Talent
management
3.Performance
management
4.Training and
Development
5.Reward
Management
6.Employee
Benefits at
Airtel.
1.Talent
Acquisition and
Talent
Management
2.Resourcing
from referrals,
online portals,
campus
placements and
walking.
3.Payroll
Administration
and
Compensation
Management
1.Employees’
welfare policy.
2.Implementation of
reservation policy for
SC/ST/OBC/physical
handicap and
economically weaker
section
3.Implementation of
sexual harassment of
women at workplace.
4.Training and
development policy.

5 Performance
appraisal method.
Checklist
Method’
Traditional
Methods:
1.Graphic
Rating Scales
2.Ranking
Method
3.Forced
distribution
4.Checklist
Method
Modern
Methods:
1.Management
by Objectives
2.Behavior
Observation
Scales
3.Psychological
Appraisal
4.Balance Score
Card
Checklist method.
6 Wages and salary
administration.
Airtel pays its
employees an
average of
₹8,56,059 a
year.
Employees at
Reliance Jio
Infocomm earn
an average of
₹21.0lakhs
Vodafone idea pays
its employees an
average of ₹8,18,555
a year.

CHAPTER 6 : OPERATIONAL DEPARETMENT
(A) BHARTI AIRTEL
(i) Core services
 Fixed line telephone.
 Mobile phone.
 Broadband.
 Satellite television.
 Payment bank.
 Digital television.
 Internet television.
 IPTV.
 2G, 3G and 4G wireless services.
(ii) Supplementary services
 Calling line identification presentation
 Call waiting and call holding
 Call forwarding
 National roaming
 Voice mail service
 SMS
 Call barring
 Itemized billing
 3’ friends and family number
 Night bird talk plan
 General packet radio services
 Cricket score information
 Tele Ramadan
 Fun dose
 E- filling

(iii) EQUIPMENT USED
Airtel's equipment is provided and maintained by Ericsson, Huawei, and
Nokia Networks whereas IT support is provided by Amdocs. The
transmission towers are maintained by subsidiaries and joint venture
companies of Bharti including Bharti Infrabel and Indus Towers in
India. Ericsson agreed for the first time to be paid by the minute for
installation and maintenance of their equipment rather than being paid
up front, which allowed Airtel to provide low call rates of ₹1 (1.4¢
US)/minute.
(iv) DISTRIBUTION CHANNEL
It has wide spread simple and effective channel structure. Company uses
2-Tier & 3-tier distribution network system.
Under 2-tier distribution network, company appoints UD (urban
distributors) & RS (Rural Suppliers). UD distribute the items to retailers
according to the demand & transfer easy balance to retailer through FOS
(Field officer Sales) SIM who work under UD’s.
Under 3-tier distribution RS (rural supers) distributes the items to RD
(Rural Distributors) & transfer easy balance into RD’s SIM, who then
distribute it to Retailers.
Apart from all these company also uses Airtel Relationship centers
under franchised model & company officials for corporate sales.

(v) SERVICE BLUEPRINT
Urban
distributor
&
rural
suppliers.
Retailer.
Rural
suppliers
Rural
distributor
Retailers.

(vi) SERVICE PRICING
(vii) PHYSICAL EVIDENCE
The physical evidence is also important in the marketing strategy for
Airtel as it works towards influencing the consumers in favor of the
brand and its offerings. The physical evidence for Airtel include:
1. Store atmosphere
The store design and management for Airtel is exciting and creative
The store atmosphere makes the customers feel relaxed and comfortable
so that they can interact with, and enjoy product offerings by Airtel at
ease
2. Packaging
Airtel has unique packaging, which is different from other players in the
industry
Airtel also has a vibrant touché to its packaging, which is regularly
changed in terms of colors and patterns

The logo for the company is simple, and recognizable by the consumers
easily
3. Website design
The website design is simple and easy to use
Airtel has a customer friendly user interface which allows easy
navigation and understanding of its various product offerings
The corporate website of Airtel also has the brand logo, and is packaged
similarly to the products offered by the company
The design patterns, and color change on the website with changes to
the product packaging to match various campaign needs and sale
offerings.

(B) RELIANCE JIO INFOCOMM LIMITED
(i) CORE SERVICE
 Reliance Jio Broadband Service
 Jio DTH Services
 Home Automation
 Mobile Broadband
 Jio Business
 Jio Branded Devices
(ii) SUPPLYMENTARY SERVICES
Jio Apps
JioPages – a web browser for Android devices
JioChat – instant messaging app
JioCinema – online HD video library
JioCloud – cloud-based backup tool
JioHealth – health services app
JioNews – e-reader for news
JioMeet – video-conferencing platform
JioMoney – online payments/wallet app
JioSaavn – for online and offline music streaming in English and
Indian languages
JioSecurity – security app
JioTV – TV Channels streaming service
JioVoice – VoLTE phone simulator
MyJio – manage Jio account and digital services associated with
it.

(iii) EQUIPMENT USED
Reliance Jio has reportedly developed 4G and 5G network
equipment in-house as it looks to cut costs and become less
dependent on imports.
A representative from Jio told India’s The Economic Times (ET)
that the operator has created fully automated cloud-native end-to-
end 5G technology. Reportedly, Jio intends to produce this
equipment domestically once it has concluded its 5G trials, and
has now applied to the Department of Telecommunications to
begin this process.
Jio used 4G RAN equipment from Samsung and partnered with
the vendor to trial 5G in India. The key suppliers of 5G radio
network equipment are Ericsson, Huawei, Nokia, Samsung and
ZTE, but some operator groups are making moves to develop their
own gear.
(iv) Specific distribution channel.
uses 1-Tier , 2-Tier & 3-tier distribution network system.
ONE LEVEL DISTRIBUTION
TWO LEVEL DISTRIBUTION
COMPANY JIO'S FSE CONSUMER
COMPANY JIO'S FSE RETAILER CONSUMER

THREE LEVEL DISTRIBUTION
(v) Service Blueprint
COMPANY JIO'SFSE DISTRIBUTOR
RETAILERS
CONSUMERS

(vi) Service Pricing
(vii) Physical Evidence
 Reliance Jio desired to give its customers the best customer
experience with the best quality product and services.
 Reliance Jio provided high-quality data-service and voice-calls
right from the beginning even when the services were free of
cost.
 Jio offered free home-delivery of its Jio SIM and, also offered to
deliver the JioFi hotspots to your home address in less than 90
minutes.
 The company also promised to give a 100 % cashback offer on
an exchange of old dongle for the new JioFi.
 This difference in physical evidence created a positive impact on
the perception of the customer.

(C) Vodafone idea limited
(i) Core Service:
1. Mobile telephony
2. Wireless broadband
3. Internet services
(ii) Supplementary Services:
Supplementary service data.
(iii) Equipment used:
Vodafone idea Limited’s equipment is provided and maintained by
Ericsson. Ericsson is supplying radio access and transport equipment
from its 5G-ready Ericsson Radio System portfolio, including the MINI-
LINK 6000 microwave backhaul solution. The 5G-ready solutions in the
Ericsson Radio System portfolio will help boost the capacity of VIL's
LTE network and broaden the availability of high-quality mobile
broadband services for its customers. These deployments will play an
important role in building VIL's future-ready 5G network
(iv) Distribution channel.
Indirect channel
2 tired distribution
model for mass
market reach.
Focused on
prepaid.
Direct channel
Selling directly to
the end customer.
Focused on
post paid
Modern trade
Large format outlet/
chain store
Focused on
All services.

Indirect channel (2-tier)
Direct channel
Vodafone Idea is in the process to reduce the number of its
distributors by 16,000, and branded stores by 2,000, by the end of
this financial year, a company document said. The company plans to
reduce the number of its distributors from around 43,000 to 27,000
by December.
Since Vodafone idea were in debt, they decided to reduce the
distributors and retailers , and their distribution channel was affected
.
(v) Service blueprint:
Company Distributor Retailer Customer
Office Customer

(vi) Service pricing:
(vii) Physical evidence
The physical evidence of Vodafone idea limited is concerned; it is the
sim cards which are issued to every customer. Apart from that recharge
voucher, stores, services outlets, digital TV services, etc. all are the part
of the physical evidence of the brand.

(D) COMPANY COMPARISON TABLE – OPERATION
DEPARTMENT.
Sr.
No
.
Particulars Airtel Jio Vi
1 core services 1.fixed line
telephone
2.mobile phone
3.broadband
4.satellite television
1.reliance jio broadband
service
2.jio DTH service
3.mobile broadband
1.Mobile telephony
2.wireless broadband
3.internet service
2 Supplementary
services
Business services. Jio apps. Supplementary service
data.
3 Equipment
used
Airtel's equipment is
provided and
maintained by
Ericsson, Huawei,
and Nokia Networks
whereas IT support
is provided by
Amdocs.
Jio used 4G RAN
equipment from
Samsung and partnered
with the vendor to trial
5G in India.
The key suppliers of 5G
radio network
equipment are Ericsson,
Huawei, Nokia,
Samsung and ZTE, but
some operator groups
are making moves to
develop their own gear.
Vodafone idea
Limited’s equipment
is provided and
maintained by
Ericsson
4 Distribution
channel
Company uses 2-
Tier & 3-tier
distribution network
system.
Company uses 1-Tier,
2-Tier & 3-tier
distribution network
system.
Company uses
indirect channel,
direct channel and
modern channel.
5. Physical
Evidence
Store atmosphere.
Packing.
Websites.
Home delivery.
Office building.
Advertisements.
Sim cards.
Apart from that
recharge voucher,
stores, services
outlets, digital TV
services, etc. all are
the part of the
physical evidence of
the brand.

CHAPTER 7 : CONCLUSION.
India's telecommunication network is the second largest in the world by number of
telephone users (both fixed and mobile phone) with 1.179 billion subscribers as on 31 July
2018. It has one of the lowest call tariffs in the world enabled by mega telecom operators
and hyper-competition among them. As on 31 July 2018, India has the world's second-
largest Internet user-base with 460.24 million broadband internet subscribers in the
country. As of 31 December 2018, India had a population of 130 crore people (1.3 billion),
123 crore (1.23 billion) Aadhaar digital biometric identity cards, 121 crore (1.21 billion)
mobile phones, 44.6 crore (4460 million) smartphones, 56 crore (560 million or 43% of
total population) internet users up from 481 million people (35% of the country's total
population) in December 2017, and 51 per cent growth in e-commerce.
Major sectors of the Indian telecommunication industry are telephone, internet and
television broadcast industry in the country which is in an ongoing process of transforming
into next generation network, employs an extensive system of modern network elements
such as digital telephone exchanges, mobile switching centers, media gateways and
signaling gateways at the core, interconnected by a wide variety of transmission systems
using fiber-optics or Microwave radio relay networks. The access network, which connects
the subscriber to the core, is highly diversified with different copper-pair, optic-fiber and
wireless technologies. DTH, a relatively new broadcasting technology has attained
significant popularity in the Television segment. The introduction of private FM has given
a fillip to the radio broadcasting in India. Telecommunication in India has greatly been
supported by the INSAT system of the country, one of the largest domestic satellite systems
in the world. India possesses a diversified communications system, which links all parts of
the country by telephone, Internet, radio, television and satellite.
Indian telecom industry underwent a high pace of market liberalization and growth since
the 1990s and now has become the world's most competitive and one of the fastest growing
telecom markets. The industry has grown over twenty times in just ten years, from under
37 million subscribers in the year 2001 to over 846 million subscribers in the year 2011.
India has the world's second-largest mobile phone user base with over 1157.04 million
users as of July 2018.

Telecommunication has supported the socioeconomic development of India and has played
a significant role to narrow down the rural-urban digital divide to some extent. It also has
helped to increase the transparency of governance with the introduction of e-governance in
India. The government has pragmatically used modern telecommunication facilities to
deliver mass education programmed for the rural folk of India.
According to London-based telecom trade body GSMA, the telecom sector accounted for
6.5% of India's GDP in 2015, or about ₹9 lakh crore (US$130 billion), and supported direct
employment for 2.2 million people in the country. GSMA estimates that the Indian telecom
sector will contribute ₹14.5 lakh crore (US$200 billion) to the economy and support 3
million direct jobs and 2 million indirect jobs by 2020.

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Online Summer Report on the Telecommunication Sector in India

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