7th Nov.

2010

INDIAN INSTITUTE OF PLANNING AND MANAGEMENT

PROJECT REPORT
OF
SALES AND DISTRIBUTION MANAGEMENT OF
VODAFONE

SUBMITTED BY :-GROUP NO. 101

MANOJ KUMAR SHARMA s
DINESH JAKHAR

RAHUL SHARMA

ss

SUBMITTED TO:Prof.

NAVAL ARORA

KUNAL DABHAI
SUBMITTED IN PARTIAL FUFILLMENT OF POST GRADUATE DEGREE
MASTER IN
BUSINESS ADMINISTRATION
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ACKNOWLEDGMENT

We are very thankful to the head of sales and distribution manager Mr. Ram
Krishnan Ayer of Vodafone Limited for their cooperation, without which
completion of this project would not have been possible.

We are extremely grateful to for sharing with us all the details of the project and
providing us with valuable insights about sales, distribution function. We would
like to thank them for the patience shown by him and being of such a great help
to all our queries.

We would also like to express our gratitude towards our professors Naval Arora,
for giving us an opportunity to do this project on sales and distribution and for
being the guiding light through the completion of this project.

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EXECUTIVE SUMMARY

This project aims to study the distribution channels and the sales network patterns
of the telecom sector through a Live Interview with the sales and distribution
manager of VODAFONE LTD. Company in Rajasthan. In this project we have
tries to bring out or explained how the sales and distribution network work for the
Vodafone in Rajasthan and around the India.
The project was designed after detailed discussion with the company officials
that is the Sales and distribution Manager for the distribution and sales
functioning in Rajasthan.
This project is Based on the live Interview which is conducted for collecting the
data /information from the Sales and Distribution Manager that how the sales and
the distribution network is work. The project covers the sales network of the
company with the dealers and that of the dealers with the customers.
In this project we have taken the Interview of the Sales and Distribution Manager
Mr. Ram Krishnan Iyer, he had provided and avail the valuable information about
the sales and distribution network of the Sale and Distribution.
Which help us in this project for knowing the sales management? And the whole
project is based on the interview and the Sales and Distribution manager has told
that take the company profile from the Internet and company website.

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Contents
CHAPTER NO 1

CHAPTER NO 2

CHAPTER NO 3

INTRDUCTION OF PROJECT

06

1.1
1.2
1.3
1.4

07
08
11
11

TELECOMMUNICATION SECTOR IN INDIA

HISTORY OF INDIAN TELECOMMUNICATION
TELECOM SERVICES AVILABLE IN MARKET
GSM V/S CDMA

INDUSTRY OVERVIEW

12

2.1 BACKGROUND
2.2 GROWTH
2.3 INDIAN TELECOM MARKET

12
13
13

2.3.1 SIZE
2.3.2 STRUCTURE
2.3.3 SERVICES
2.3.4 SECTOR OUTLOOK
2.3.5 POTENTIAL

13
14
14
15
15

COMPANY BACKGROUND

17

3.1 COMPANY PROFILE

3.2 DRIVE OPRATIONAL PERFORMANCE

17
19

3.2.1 VALUE ENHANCEMENT

3.2.2 COST REDUCTION

19
19

3.3 PURSE GROWTH OPPORTUNITIES IN TOTAL

COMMUNICATION

20

3.3.1 MOBILE DATA

3.3.2 ENTERPRISE
3.3.3 BROADBAND

20
20
20

3.4 EXECUTE IN EMERGING MARKETS

3.4.1 DELIVERY INEXISTING MARKETS
3.4.2 SELECTIVE EXPANSION AND CAUTIOUS APPROACH

21
21
21
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CHAPTER NO 4

CHAPTER NO 5

CHAPTER NO 6

CHAPTER NO 7
CHAPTER NO 8

VODAFONE SALES NETWORK

22

4.1 VODAFONE OUTLETS

4.2 VODAFONE SHOPS
4.3 VODAFONE TELESHOPS
4.4 SALES KIT

22
22
23
23

DISTRIBUTION NETWORK OF VODAFONE

24

5.1 DISTRIBUTION NETWORK

5.2 SELECTION OF CHANNEL MEMBERS/DEALERS
5.3 RESPONSIBILITIES AND FUNCTION OF THE DEALERS
5.4 CHANNEL STRUCTURE OF VODAFONE
5.5 PREPAID SEGMENT
5.6 POSTPAID SEGMENT

24
25
26
27
28
28

OTHERS ACTIVITY

29

6.1 PERFORMANCE APPRAISAL

6.2 MARGINS
6.3 PROMOTIONAL ACTIVIES

29
29
29

ANNEXURE
KEY WORLDS

30
32

BIBLOGRAPHY

Page 5

CHAPTER 1

INTRODUCTION OF PROJECT
This project aims to study the distribution channels, sales network and service
patterns of the telecom sector that is Vodafone Ltd. The project also tries to bring
out the shortcomings, if any, in the present system and thus recommends
suggestions to improve the same. The project also gives insights into the various
financial terms, norms of the sales and service departments as per the guidelines
of the telecom industry.

The project was designed after detailed discussion with the company officials on
three parameters i.e. distribution network, service network and sales functioning.

Firstly, the project discusses the distribution network of the company and the
functions carried out by the channel members. Vodafone Limited being the
largest services provider in Rajasthan definitely has a wider reach and more
number of dealers. The project also covers the financial terms of the company
with the dealers and that of the dealers with the customers. Secondly, the project
discusses the sales functioning of the company, which includes aspects such as
the hierarchy of the sales department prevalent in the company; the
responsibilities and functions of the sales force, their performance appraisal
structure etc.

Finally the project covers the service network of the company which deals with
the after sale services and their effectiveness provided by the company and
various complaints and queries are handled by them.

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1.1 INTRODUCTION OF TELECOMUNICATION IN INDIA

The world is waiting at our doorsteps, waiting for us to open the gates to an
economy bubbling with opportunities. The India growth story has already got the
world to sit up and take a note of the changing economic scenario. The Indian
government is doing everything that is possible to ensure that this story remains
intact. Factors, like the liberalization in the government stance and the daring
entrepreneurs of the Indian soils, have helped the sectors achieve the highs like
never before. And currently, the flavor of the month seems to be the telecom
industry.

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1.2HISTORY OF INDIAN TELECOMMUNICATION

History of Indian Telecommunications started in 1851 when the first operational

land lines were laid by the government near Calcutta (seat of British power).
Telephone services were introduced in India in 1881. In 1883 telephone services
were merged with the postal system. Indian Radio Telegraph Company (IRT)
was formed in 1923. After independence in 1947, all the foreign
telecommunication companies were nationalized to form the Posts, Telephone
and Telegraph (PTT), a monopoly run by the governments Ministry of
Communications. Telecom sector was considered as a strategic service and the
government considered it best to bring under states control.
The first wind of reforms in telecommunications sector began to flow in 1980s
when the private sector was allowed in telecommunications equipment
manufacturing. In 1985, Department of Telecommunications (DOT) was
established. It was an exclusive provider of domestic and long-distance service
that would be its own regulator (separate from the postal system). In 1986, two
wholly government-owned companies were created: the Videsh Sanchar Nigam
Limited (VSNL) for international telecommunications and Mahanagar Telephone
Nigam Limited (MTNL) for service in metropolitan areas.
In 1990s, telecommunications sector benefited from the general opening up of the
economy. Also, examples of telecom revolution in many other countries, which
resulted in better quality of service and lower tariffs, led Indian policy makers to
initiate a change process finally resulting in opening up of telecom services sector
for the private sector. National Telecom Policy (NTP) 1994 was the first attempt
to give a comprehensive roadmap for the Indian telecommunications sector. In
1997, Telecom Regulatory Authority of India (TRAI) was created.

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TRAI was formed to act as a regulator to facilitate the growth of the telecom
sector. New National Telecom Policy was adopted in 1999 and cellular services
were also launched in the same year.

The August of 1995 saw the launch of the first mobile service in India, Modi
Telstra in Calcutta. However, the call rate structure; with an outgoing call rate of
Rs.16 a minute, incoming call rate of Rs.8 a minute and cell phones costing
around Rs.15,000 were the prime reasons why the cellular communication did
not get the desired popularity. The New Telecom Policy in 1999 introduced
several consumer-friendly initiatives. Only after the entry of private operators
like Bharti Airtel, Hutch, Reliance, Tata, BPL, Idea, etc., who created a
competitive market which further reduced operational costs, did the upward trend
in the number of mobile subscribers started. The tariffs have come down
substantially with Indian Mobile rates being the lowest in the world. The number
of wireless subscribers rose from 16 million in 2003 to 317 million at the end of
May 2008. With this, India has become one of the fastest growing mobile
markets in the world. Already, The Indian market leader, Bharti Airtel has
already crossed the 50 million customer mark to become one of the worlds top
10 operators and has become the fastest private telecom company in the world to
achieve this milestone.

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Page 10

1.2 TELECOM SERVICE AVAILABLE IN INDIA:The telecom services available in India include-

1.
2.
3.
4.
5.

Basic Fixed Line Services

Mobile Services (GSM & CDMA)
Internet Services
International Long Distance Services
National Long Distance Service

1.3 GSM vs. CDMA

GSM and CDMA are the two main competing network technologies deployed by
cellular service providers world over. GSM(Global System for Mobile
Communications) Originated in Europe in 1990. The GSM Association is an
international organization founded in 1987, dedicated to developing, providing
and overseeing the worldwide wireless standard of GSM.
While CDMA (Code Division Multiple Access) is a proprietary standard
designed by Qualcomm Inc in United States and has been the dominant network
standard for North America and parts of Asia. It became an international standard
in 1995.
However now, GSM networks have penetrated the United States and the CDMA
networks have spread in other parts of the world. People of both the camps claim
that their architecture is superior to the other.

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CHAPTER NO 2
INDUSTRY OVERVIEW

2.1Background

The Indian Telecommunications network with 203 million connections is the

third largest in the world and the second largest among the emerging economies
of Asia. Today, it is the fastest growing market in the world. The
telecommunication sector continued to register significant success during the
year and has emerged as one of the key sectors responsible for Indias resurgent
Indias economic growth.

Telecom sector accounts for 1 percent of Indias GDP. Likely to double in

2-3 years.
Telecom services contribute 30 percent to Indias total service tax revenue.
The Indian telecom sector gives direct employment to more than 4,00,000
people, compared to about 6,00,000 people in China.
Not just the enabler of software, BPO and IteS companies, it is also the
lifeline of a fast growing E-commerce space.
State-of-the-art telecom infrastructure has led to the rise of cities like
Mysore, Mangalore, Jaipur, Ahmedabad, Kochi on the software services
map.
This has helped spread the benefits of a booming Indian economy to
beyond metros and large cities, and wealth creation is happening in tier-2
cities.

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2.2 Growth
The sector, which was growing in the range of 20 to 25 per cent up to the year
2002-03, has moved to a higher growth path of an average rate of 40-45 per cent
during the last two years.

2.3 Indian Telecom Market

2.3.1 SIZE
India is the fifth largest telecom services market in the world; $17.8 billion
revenues in 2005.
Industry grew by about 36% in 2005 over 2004.
The Indian telecom market size of over $8.3 billion is expected to treble
itself by year 2011-2012, according to Ernst & Young. Financial year
2012. Thus there is a significant opportunity for telecom players.
Telecom market has grown at about 25% p.a. over the last 5 years.
Wireless segment subscriber base grew at 85% p.a.: fixed line segment at
about 10% p.a.

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2.3.2 STRUCTURE
The Indian telecom market has both public and private sector companies
participating:
Public sector has over 60% market share, down from 90% in 2000.
Private companies have added subscribers at a CAGR of 192% since 2000.
Mobile operators have deployed both CDMA ( 16 million users) and GSM
(55 million users) wireless networks
Value added service features constitute 10% of revenue today (2 % in
2001) POLICY.
74% to 100% FDI permitted for various telecom services.
FIPB approval required for foreign investment exceeding 49% in all
telecom.

2.3.3 Services
100% FDI permitted in telecom equipment manufacturing.
India has a telecom policy aims to encourage private and foreign
investment.
An independent regulator the Telecom Regulatory Authority of India
(TRAI).
Revenue-share model for license issued by the Government for telecom
services in India. Unified access licenses are available for providing
telecom services on a pan-India basis.
Planned opening up of National Long Distance (NLD), International Long
Distance (ILD) and other value added services.

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2.3.4 Sector Outlook

India expected to be among the fastest growing telecom markets in the
world.
Projected growth of 30-40% p.a. to reach 250 million subscribers by
2009-2010.
Over 3 million new users are added every month mostly in wireless.
2.3.5 POTENTIAL

1. Favorable demographics and socio economic factors leading to high

growth:
Growth of disposable income combined with changes in
lifestyle Increasing affordability-low tariffs, easy payments
plans and handset financing.
Increased coverage and availability of mobile services.

2. Investment opportunity of $22 billion across many years:

Telecom Devices and Software for Internet, Broadband and
Direct To Home Services. Set Top boxes, Gateway exchange,
Modem, Mobile handsets and consumer premise
equipments, Gaming Devices, EPABX, Telecom Software.

Page 15

 Telecom Services for voice and data via a range of

technologies.

Applications and Content development ranging from gaming

to education.
Nokia, LG, Ericsson are all investing in India.

Page 16

CHAPTER 3
COMPANY BACKFROUND
3.1 COMPANY PROFILE

Vodafone limited

Vodafone, the worlds leading international mobile communications company,

has fully arrived in India. Vodafone Essar announced today that the Vodafone
brand will be launched in India from 21st September onwards.
The popular and endearing brand, Hutch, will be transitioned to Vodafone across
India. This marks a significant chapter in the evolution of Vodafone as a dynamic
and ever-growing brand. The brand change over the next few weeks will be
unveiled nationally through a high profile campaign covering all important
media.
Vodafone, the worlds leading mobile telecommunication company, completed
the acquisition of Hutchison Essar in May 2007 and the company was formally
renamed Vodafone Essar in July 2007. Asim Ghosh, Managing Director,
Vodafone Essar, said Weve had a great innings as Hutch in India and today
marks a new beginning for us. Not as a departure from the fundamentals that
created Hutch, but an acceleration into the future with Vodafones global
expertise.
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Harit Nagpal, Marketing and New Business Director, Vodafone Essar, said, This
transition is probably the largest brand change ever undertaken in this country
and arguably as big as any in the world. It is even larger than our own previous
brand transitions as it touches over 35 million customers, across 400,000 shops
and thousands of our own and our business associates employees.
The Vodafone mission is to be the communications leader in an increasingly
connected world enriching customers lives, helping individuals, businesses
and communities be more connected by delivering their total communication
needs.
Vodafones logo is a true representation of that belief The start of a new
conversation, a trigger, a catalyst, a mark of true pioneering.
Vodafone established its presence in India in 1994 by acquiring the cellular
license for Mumbai. It now has operations in 16 circles accounting for 70% of
Indias mobile customer base. With over 27.7 million customers, it is one of
Indias most reputed telecom companies.
Vodafone, under the Hutch brand, over the years, has been named the Most
Respected Telecom Company, the Best Mobile Service in the country, and the
Most Creative and Most Effective Advertiser of the Year.
Hutchison Essar is now part of Vodafone the worlds leading international
mobile communications company. Vodafone now has operations in 26 countries
across 5 continents and 36 partner networks with about 225 million proportionate
customers worldwide. Vodafone has tied up with Essar as its principal joint
venture partner for the Indian operation. The Essar Group is one of Indias largest
corporate houses with interests spanning the manufacturing and service sectors
like Steel, Oil & Gas, Power, Telecom & BPO, Shipping & Logistics and
Engineering & Constructions. The Group has an asset base of over Rs.20 billion
(US$ 4.4.billion) and employs over 4000 people.

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3.2 DRIVE OPRATIONAL PERFORMANCE

3.2.1 VALUE ENHANCEMENT

They will drive operational performance through customer value
enhancement (which replaces revenue stimulation) and cost efficiency.
Value enhancement involves maximizing the value of their existing
customer relationships not just the revenue. They will move away from
unit pricing and unit-based tariffs to propositions that deliver much more
value to our customers in return for greater commitment, incremental
penetration of the account or more balanced commercial. This will require
a more disciplined approach to commercial costs to ensure their investment
is focused on those customers with higher lifetime value. They are
confident that by targeting their offers, they can deliver more value to our
customers and have a better financial outcome for Vodafone.
3.2.2 COST REDUCTION
Cost efficiency requires them to continue to deliver scale benefits by
optimizing operating and capital expenditure. Across the Group they have
a significant number of cost programmers, which they expect to reduce
current operating costs by approximately 1 billion per annum by the
2011 financial year. This will offset the pressures from cost inflation and
the competitive environment and enable investment in revenue growth
opportunities. As a result, on a like-for-like basis, we are targeting broadly
stable operating costs in Europe and for operating costs to grow at a lower
rate than revenue in ACE (Africa and Central Europe) and APME (Asia
Pacific and Middle East) between the 2008 and 2011 financial years.
Capital intensity is expected to be around 10% over this period in Europe
and to trend to European levels in emerging markets over the longer term.

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3.3 PURSUE GROWTH OPPORTUNITIES IN TOTAL

COMMUNICATION
3.3.1 MOBILE DATA

They have made significant progress on mobile data, with 20nnualized

revenue of 3 billion. This is still a large opportunity, with the penetration
of data devices relatively low in Europe and almost nil in emerging
markets.

3.3.2 ENTERPRISE

They have a strong position in core mobile services and they have built a
solid presence in 18 months in multi-nation accounts through Vodafone
Global Enterprise. They will make the most of this strength to expand our
offerings into the broader enterprise communications market locally. This
means serving small and home offices (SOHs) and small-to-medium
enterprise (SMEs) with shared platforms and services, supported by our
local sales forces.

3.3.3 BROADBAND

They will adopt a market-by-market approach focused on the service,

rather than the technology. It will be targeted at enterprise and high value
consumers as a priority.

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3.4 EXECUTE IN EMERGING MARKETS

3.4.1 Delivery in existing markets

They are represented in most of the key emerging markets where

significant growth is expected in the coming years. Our main focus now is
on execution in these markets, particularly in India, Turkey and African
footprint, following their agreement to acquire control of Vodacom.

3.4.2 Selective expansion and cautious approach

They will also try to maximize the mobile data opportunity. There are few
potential large new markets of interest to us and they will be cautious and
selective on future expansion.

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CHAPTER NO 4
VODAFONE SALES NETWORK

4.1 VODAFONE OUTLETS

You want to go Vodafone and stay connected anytime, anywhere? Just visit a
Vodafone outlet in your neighborhood and choose from a range of affordable
Postpaid or Prepaid connections.

4.2 VODAFONE SHOPS

Whether youre looking for a new Vodafone connection, or a fresh handset,

youll find it here. You can also subscribe to any of our value added services or
get more information on them. Pay your bills, get your queries answered, and lots
more. Hutch Shops are located at very convenient locations around the country.
Select your region to find one near you. Mobile Vodafone Shops Vodafone
Shops are going on the move, to bring our services closer to you and to provide
faster online service, right at your doorstep. You can visit a Mobile Vodafone
Shop near you for:

Postpaid connections and add on cards.

Prepaid connections and recharge cards
Information on the latest talk plans.
Bill payments via cash, cheque or credit card
Demos and activation of our Value Added Services
Queries, SIM replacements and much more.

Page 22

4.3 VODAFONE TELESHOPS

Did you know that a range of Vodafone services are available in your very own
neighborhood? Just walk into a Vodafone Teleshop, just round the corner, for
anything you need. At a Vodafone Teleshops you can buy a new postpaid or
prepaid card, pay your bills, reactivate your connection, and much more.

4.4 SALES KIT

A dealer should carry the following in his sales kit:

a)

All products leaflets (adequate quantities).

b)

List of prospects with their addresses

c)

Information about the competition in the market

d)

Price list of Vodafone product and corresponding prices of competitor

products.

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CHAPTER NO 5

DISTRIBUTION NETWORK OF VODAFONE

1.3 DISTRIBUTION NETWORK

A supply chain is described that consists of all the parties and their supplied
activities that help us to create and deliver services to the final customer.
The front channels are specially kept in mind.

ACTIVITIES:

Order
Handling
Storage
Display
Promotion
Selling
Information and feedback

Page 24

1.4 SELECTION OF CHANNEL MEMBERS/DEALERS

Vodafone follows a strict policy in selection of the dealers, and therefore it is

necessary to fulfill the following pre- requisites to be eligible to become a dealer:

I.

The dealers should have a sound financial background. The financial

capability of a dealer is solely depended on the discretion of the company
officials.

II.

The dealers should have a good market reputation, since the dealers help
the customers in forming the first impression a customer has about the
company.

III.

The dealer should have a good previous track record,i.e of timely

payments, no criminal background etc.

IV.

The dealers should have good market penetration. The companys ability
to gain maximum customers in this era of competition solely depends on
the penetration the dealers have in the market.

V.

The last criterion of dealers selection for Vodafone is the area the dealers
cover. This would include different geographical areas which are covered
by a dealer.

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1.5 RESPONSIBILITIES AND FUNCTIONS OF THE DEALERS

Vodafone believes in Customer Loyalty and thus Vodafone expects that their
dealers apart from selling paint products should perform the following functions
for better customer relations management:

I.

II.

Sales promotion through regular promotional schemes, road shows,

campaigns etc. the expenses incurred by the dealers is shared by the
company only if these activities are for promotion of the company and not
of the dealer.
Recruitment- done under the guidance of certain Vodafone officials.

III.

Training and development of manpower with company assistance.

IV.

Servicing according to the size of orders.

V.

VI.

Customer relation management.

Promote other products of the company

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The dealer should be in regular touch with the customer, keep taking his feedback
and ensure maximum customer satisfaction. The dealer should also try and
convince the customer to try newer products of the company.
The dealer has to thus cater to 3 major areas:
a) Pre sale
b) Selling
c) Post sale service

1.6 CHNNEL STRUCTURE OF VODAFONE

CHNNEL STRUCTURE

Co. or direct sales

Indirect sales

Misc. sale

Business head
G.M. Sales
Shop Owners
Sales Consultants
Executives
Tele Marketing Executives
Field Executives

DSA/DST
Manager
TLS
Telemarketing Executives
Field Executives

Dealers
Shop Owners
Metro Shops
Vodafone Shops

Page 27

Prepaid segmentation

Individual bronze Individual silver Individual gold Individual platinum

IB

IS

IG

IP

Postpaid segmentation

Individual bronze Individual silver Individual gold Individual platinum

IB
IS
IG
IP

(co.owned/co. paid)

(co. owned indvl. Paid)

Page 28

CHAPTER NO 6
OTHER ACTIVITIES

1.7 PERFORMANCE APPRAISAL

For the dealersVodafone involves both external and internal agencies which conduct this survey
on a monthly basis.
1.8 MARGINS

The company gives margins at the time of sale of the product. The margin varies
according to the type of the product.

1.9 PROMOTIONAL ACTIVITIES

Vodafone actively supports its cannel members with promotional activities.

Vodafone helps performing these activities on a daily basis. Further these are
dividing in to different levels which are: Zonal level-zonal staff is involved in this. These include various kinds of
road shows.
Circle level-This has the FM radio and local newspapers.
Page 29

CHAPTER NO 7

ANNEXURE

QUESTIONNAIRE

1) What type of sales organization structure do you possess?

2) What are the various channel structures in which you operate?
3) What are the various criterion/terms and conditions of selecting your
channel members?
4) What is the average Inventory Size you keep?
5) What is the average Order Cycle time?
6) What are the various modes of transportation adopted and cost incurred?
7) What are the methods of measurement and frequency of providing
appraisals to channel members?
8) What are the modes of by which you receive your payments:
I.
II.
III.

Advance payment
Payment on Delivery
Credit Payment

9) In case you provide the credit period, what is the time limit?
I.

upto15 days

II.

15-30 days

III.

>30 days

Page 30

10)

How frequently do you collect the feedback from your channel

members?
11)

What are the margins you provide to your Channel Members?

12)

Do you support your Channel Members by promotional activities?

Page 31

CHAPTER 8

KEY WORLDS

SALES
In bookkeeping, accounting, and finance, Net sales are operating revenues earned
by a company when it sells its products. Revenue (net sales) are reported directly
on the income statement as Sales or Net sales.
DISTRIBUTION CHANNEL
A way of selling a company's product either directly or via distributors; "possible
distribution channels are wholesalers or small retailers or retail chains or direct
mailers or your own stores".
POST PAID
A model of cellular service whereby the customer is charged for usage in the
prior month (hence 'post' usage), and hence does not feature any limitations on
volume of service used.
PREPAID
A model of cellular service whereby the customer is charged for usage in prior
month and pay before using the services.

Page 32

BIBLIOGRAPHY
collegesavings.about.com
wikipedia.org
www.st-patricks.ac.uk
www.sba.gov
www.pinsentmasons.com
wordnetweb.princeton.edu

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