Minor Project

ON

Post Graduate Diploma in Management

Submitted to Submitted by
Dr. Dilip Singh Saurabh Kumar
(GM19171)

“GL BAJAJ INSTITUTE OF MANAGEMENT & RESARCH,

GREATER NOIDA, UP”
 ACKNOLEDGEMENT

I would like to acknowledge my indebtedness and render my warmest thanks to my

Dr. Dilip Singh, who made this work possible. His friendly guidance and expert
advice have been invaluable throughout all stages of the work.
I am highly thankful to the Director General Dr. Ajay Kumar of the Institute for
the continuous support, motivation and providing better learning environment and
opportunities to groom ourselves as per the expectation of the corporate world.
Without support of director General, it would not be possible for me to complete
my SIP.
I also thank to all faculty members without whom this Project would have been a
distant reality.

Signature:-
( Saurabh Kumar)
Place:-
Date:-
 CERTIFICATE

This is to certify that the Minor Project Report on “ICICI Bank” is an original
work from Mr. Saurabh Kumar bearing Roll Number GM19171 and is being
submitted in partial fulfillment for the award of two year full time degree of POST
GRADUATION DIPPLOMA IN MANAGEMENT from GL Bajaj Institute
Of Management & Research, Greater Noida.

The Report has not been submitted earlier either to this University/Institution for
the fulfillment of the requirement of a course of study.

SIGNATURE IF GUIDE SIGNATURE OF DIRECTOR GENRAL

Date: Date:
 List of Content

Sr. No. Topic Page No.

1. Introduction 6 - 28
2.
3.
4.
5.
6.
7.
 Chapter1.

Introduction of the company

Vivo

vivo Communication Technology Co. Ltd. is a Chinese technology company owned by BBK
Electronics that designs and manufactures smartphones and smartphone accessories in China,
software and online services. The company develops software for its phones, distributed through
its vivo App Store, with iManager included in their proprietary, Android-based operating
system, Funtouch OS. With research and development centers in Shenzhen and Nanjing, vivo
employees 1,600 R&D personne.
vivo was founded in 2009, in Dongguan, China, and was named for the Esperanto word for "life.
In the first quarter of 2015, vivo was ranked among the top 10 smartphone makers, achieving a
global market share of 2.7%.
vivo has expanded to over 100 countries around the world. International expansion began in
2014, when the company entered the Thai marketplace. vivo quickly followed up with
launches in India,Indonesia, Malaysia, Myanmar, Philippines, Thailand, and Vietnam.In 2017,
vivo entered the smartphone market in Russia, Sri Lanka, Taiwan, Hong
Kong, Brunei, Macau, Cambodia, Laos, Bangladesh, and Nepal. In June 2017, it entered
the Pakistan mobile phone market and the vivo brand is currently experiencing rapid growth in
popularity in the country. On 26 November 2017, vivo entered the Nepali market with its Y53
and Y65 models.

Marketing
In October 2015, vivo became the title sponsor of the Indian Premier League under a two-year
deal starting in the 2016 season. In July 2017, the deal was extended until 2022. In June 2017,
vivo reached a sponsorship deal with FIFA to become the official smartphone brand of
the 2018 and 2022 FIFA World Cups. The company also became a title sponsor of India's Pro
Kabaddi. vivo has a sponsorship deal with the NBA in China, with Golden State
Warriors player Stephen Curry endorsing the brand in China and the Philippines. The company
contracted product placement with Marvel Studios for Captain America: Civil War, in which
vivo phones are used by Captain America and Iron Man.

Vivo- Mission,Vision
Mission Statement
ViVO Smart Medical Devices core value is about bringing innovation to lives™. We achieve
this by designing and developing effective, trusted affordable medical devices & healthcare
technologies that add value, reduce costs and improve patient care.
Vision Statement
Solve clinical needs with Innovative technology that delivers improved patient outcomes at a
lower cost. Think in new ways to meet the needs of customers and healthcare by developing
innovative medical devices & healthcare technologies that enhance people’s lives, care and
comfort.

Product range of VIVO

Vivo is fast gaining popularity in India. It is a Chinese’s electronic company which makes
smartphones. Vivo smartphones have always been among the top searched smartphones in India
because of their specification, price and availability. Do you want to about the latest smartphones
from Vivo and get a sneak peek of the smartphones they are planning to launch.
The Mobile Indian has curated this page, especially for that. The list contains information related
to specs, price, expected price, launch date, expected launch date, rumours, picture gallery, news
related to Vivo smartphones. the list of Vivo phones is updated daily to take into account the
price drops. It will help you in making an informed decision before buying the product from
online stores like Flipkart and Amazon or offline stores like Croma, big bazaar, reliance digital.

Vivo S1 128GB

Price :
Rs. 19990

Vivo S1 6GB

Price :
Rs. 18990

Vivo S1 4GB

Price :
Rs. 17990

Vivo Y90

Price :
Rs. 6990.00

Vivo Z1 Pro 6GB, 128GB

Price :
Rs. 17990.00

Vivo Z1 Pro 4GB, 64GB

Price :
Rs. 14990.00

Vivo Z1 Pro 6GB, 64GB

Price :
Rs. 16990.00

Vivo Y12

Price :
Rs. 12490.00

Vivo Y12 3GB

Price :
Rs. 11990.00

Vivo Y15

Price :
Rs. 13990.00

Vivo V15 Pro 8GB

Price :
Rs. 26990.00

Vivo Y17

Price :Rs. 15990.00

Vivo V15
Price :
Rs. 19990

Chinese smartphone maker Vivo India's scorching growth pace in FY18 has led to its revenue
surge by 78% to cross the Rs 10,000-crore milestone in less than four years of its entry into the
country. Vivo, which is also the country’s third largest smartphone brand by shipment share,
posted India sales of Rs 11,179.3 crore in the fiscal ending March 2018, compared with Rs
6292.96 crore in 2016-17. This is despite Vivo Mobile India Pvt Ltd’s net loss marginally
swelling to Rs 120.45 crore.

Vivo has 40,000+ menpower.

Organization structure of the Company

VIVO represents the entire UF organizational structure – all departments, divisions, programs
and colleges. The data is pulled from authoritative sources (PeopleSoft DeptID), and non-
computerized authoritative sources (various annual reports and web page descriptions). As such,
VIVO at UF represents the most comprehensive representation of UF organization structure
available. And as a result of the linked open data features of VIVO, the UF organization structure
in VIVO is easily traversed by following links, easily maintained, and easily visualized.

Entering Organization Names

Organization names should follow the conventions described in the following sections.

Avoid Dashes and Slashes

Avoid dashes "-" and slashes "/" in organization names. Wanting to include them may mean you
have two organizations being described. For example, instead of creating "US Department of
Agriculture - Cooperative State Research, Education, and Extension Service" create "US
Department of Agriculture" as a Government Agency and "Cooperative State Research,
Education, and Extension Service (USDA)" as a Department within "US Department of
Agriculture”.

External Organizations
Clarify in the name of the external organization that the organization lies outside UF. To do this,
specific the parent organization in parentheses as part of the organization name.
 Chapter-2

Market share & position of the company in the industry

 Market Share& Major Competitors

This data represents the Global smartphone market share by quarter (from 2016-2018) by top
OEMs. Global smartphone shipments by market share and millions of units is provided.

For detailed insights on the data, please reach out to us

at contact(at)counterpointresearch.com. If you are a member of the press, please contact us
at press(at)counterpointresearch.com for any media enquiries.

Q1 2019 Highlights
 Overall smartphone shipment declined 5% in Q1 2019, Sixth consecutive quarter of shipments
falling.
 Samsung recorded an increase in revenue as Galaxy S10 flagship smartphones did better than
Galaxy S9 at the time of launch.
 Apple iPhone shipments declined year-over-year for the second consecutive quarter.
 Xiaomi smartphone shipments declined annually as it faces tough competition in the China
market.
 Source: Counterpoint Research Market Monitor

[Global Smartphone Share(%)]

Global
Smartphone
2018 2018 2018 2018 2019
Shipments
Market Share Q1 Q2 Q3 Q4 Q1
(%)

Samsung 22% 20% 19% 18% 21%

Huawei# 11% 15% 14% 15% 17%

Apple 14% 11% 12% 17% 12%

Xiaomi 8% 9% 9% 6% 8%

Oppo 7% 8% 9% 8% 8%

Vivo 5% 7% 8% 7% 7%

Motorola 2% 2% 3% 2% 3%

Others 31% 31% 28% 27% 24%

[Global Smartphone Shipments (Millions of Units)]

Global
2018 2018 2018 2018 2019
Smartphone
Shipments Q1 Q2 Q3 Q4 Q1

Samsung 78.2 71.5 72.3 69.8 72.0

Huawei# 39.3 54.2 52.0 59.7 59.1

 Apple 52.2 41.3 46.9 65.9 42.0

Xiaomi 28.1 32.0 33.3 25.6 27.8

Oppo 24.2 29.6 33.9 31.3 25.7

Vivo 18.9 26.5 30.5 26.5 23.9

Motorola 7.6 8.3 10.6 9.5 8.9

Others 113.1 100.9 100.4 106.4 81.6

#Huawei includes HONOR.

*Ranking is according to latest quarter.

Q4 2018 Highlights
 Q4 2018 smartphone shipments declines 7%; Fifth consecutive quarter of smartphone decline
 For Q4 2018, Huawei, OPPO and vivo continue to dominate with strong performances in
China, India, Asia and parts of Europe. The trio have multiple regions to enter and grow moving
forward into 2019.
 Samsung and Apple saw a tough quarter and tough 2018 as demand for their flagship phones
have waned due to competition from affordable premium and more cutting-edge phones from
Chinese brands such as Huawei and OnePlus.
 Xiaomi reached a record fourth position for the full year after two years of setbacks thanks to
immense growth in India. It has surpassed OPPO globally to take back the fourth position.
Market Strategies of all Players & Competitive Advantage

Marketing Mix of Vivo analyses the brand/company which covers 4Ps (Product, Price, Place,
Promotion) and explains the Vivo marketing strategy. The article elaborates the pricing,
advertising & distribution strategies used by the company.
Let us start the Vivo Marketing Mix:
The product strategy and mix in Vivo marketing strategy can be explained as follows:
Vivo is a leading smartphone and consumer electronics brand. Vivo aims at providing quality products
and superior services in its marketing mix to its customers. Vivo positions itself as a perfect selfie
smartphone and thereby appeals to the youth. They focus on introducing products that have a
professional audio system, great appearance and provide fast and smooth user experience. The Vivo
brand believes in adopting creative and innovative technology to produce new products. In the year
2012, it introduced the X1 which is the first smartphone to incorporate a Hi-Fi chip which gives an
unparalleled audio experience. This feature has been included in all their smartphones ever since.It has
entered the Indian market in the year.

2014. Vivo is ranked among the top 10 smartphone makers in the world.
Price:
Below is the pricing strategy in Vivo marketing strategy:
Vivo offers high quality phones at affordable competitive prices. Vivo as a brand realizes some
of its markets are price sensitive market when it comes to the sale of smartphones and it is
important to be present in the right price band to have the advantage of gaining a healthy market
share. Hence, Vivo has made its products available not only in all the price bands, but also in the
bands that have the maximum contribution towards the overall sales. Inspite of this, the products
of the brand are priced a little higher as compared to similar products offered by other competing
brands. Mostly competitive pricing strategy is used in its marketing mix. The high price of Vivo
products is due to the number of features the phone offers, the look and design of the piece, the
battery life, the camera quality, performance and the audio and video quality as well. However, a
large number of customers are convinced to buy Vivo products inspite of the high prices due to
the great after sales service that the brand offers. But many customers are also of the view that
Vivo needs to increase its value for money for its buyers by improving specifications in some
price segments, especially the low-price bands to further improve its ranking in the Indian
market.

Place:
Following is the distribution strategy of Vivo:
After being registered in the year 2009, Vivo has been registered in over 100 countries around
the world. It has internationally expanded in the Thailand, Indonesia, Vietnam, Malaysia,
Myanmar, the Philippines and India. India is one of the biggest markets for Vivo apart from
China and it is expected to surpass China in the near future. Recently, in 2017, Vivo was also
launched in Pakistan and is now the fastest growing smartphone brand in the country. Vivo sells
its products through online and well as offline mediums. They sell their products offline with the
help of various distributors, wholesalers and retailers that are spread across various countries.
The Vivo brand has adopted an aggressive offline strategy as it believes that the customers want
to get their hands on the device and experience how it feels before purchasing it. Their focus is to
make the product available in every electronics outlet and mega store, so that the customer can
experience the phone before purchasing it.
Vivo believes that the offline medium of selling their product is more effective as compared to
the online medium as there is no risk of unknown seller, product being different from
expectations and security threat.

Promotion:
The promotional and advertising strategy in the Vivo marketing strategy is as follows:
Vivo is very proactive when it comes to advertising and promoting its brand. Vivo embraces a
360 degree marketing strategy and promotes its products through various conventional and
traditional mediums like ATL, BTL, print media, television commercials, social media, celebrity
endorsements and on-ground activities. It focuses specially on its on-ground activities which it
considers as its strongest advantage in China as well as in India. It also focuses on out of home
advertising to a good extent. In 2016, in India, Vivo allocated Rs.200 crore for promoting their
brand during the Indian Premier League (IPL) season 9. It replaced PepsiCo as the title sponsor
for the IPL. The brand has also roped in Ranveer Singh as their brand ambassador, who stars in
their commercial and talks about the new Vivo V3 and its association with IPL. Vivo has also
tied up with Times OOH to display its new smartphone on their Mumbai metro media. The idea
behind branding on Metro was to capture the mind space of the young urban populace who is a
perfect blend of tech-savvy and value conscious consumers. This concludes the marketing mix of
Vivo.

Market Strategies of all Players

The smartphone market is on the verge of disruption again and not for the first time in recent
history. What’s different is that today’s leaders are better positioned to take advantage of their
momentum to strengthen their position in the market. Not unlike 10 years ago, what it will take
to compete will shift dramatically from what it took to be a leader in 2018.

Let’s look back in time quickly. Ten years ago, Apple disrupted the incumbents Nokia, RIM
(BlackBerry), and the wireless carriers globally. At that time, the carriers had a virtual lock on
the mobile phone ecosystem of services, distribution, and pricing. They stifled innovation with
closed ecosystems and onerous processes that offered access to consumers for only a privileged
and wealthy few.

Apple broke their collective chokehold on user experiences and a year later opened up the
smartphone platform to developers. Apple served as a gatekeeper to its ecosystem, but it shifted
power to those capable of delivering great experiences. Google wasn’t too far behind with
Android. Since then Samsung, Amazon, and others have embraced a new model of giving
consumers choice and control over their mobile experiences.

Over the past 10 years, consumers have selected smartphones based on price, size, screen
resolution, quality of camera, storage, and familiarity with the interface. Other than the camera,
the selection criteria is not very different from that of a computer.

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Competitive differentiators are shifting. Smartphones are more expensive. Prices now rival those
of laptops. And perhaps more importantly, what differentiates smartphones from one another is
less tangible and discernable to consumers. Convincing them to upgrade has never been more
challenging. Moreover, smartphone manufacturers are returning to an environment where they
will have less and less control over their destiny or success.

Future success in mobile will depend on smartphone manufacturers’ ability to:

1. Deliver a strong services portfolio that operates throughout consumers’

ecosystems. Services need to go beyond a manufacturer’s devices. They need to
 work across the devices a consumer owns, whether video, music, podcasts, or
otherwise. Or in the case of payments, the functionality should both persist across
devices and everywhere in the physical world where they shop, order food, or buy
passage on buses, trains, boats, taxis, and planes.
2. Offer a family of products and convince consumers to buy within their
ecosystem. Global smartphone adoption is plateauing. Consumer upgrade cycles
are slowing. Tablets gained reasonable traction years ago, but they have since
faded in terms of units sold annually. New products from smartwatches to smart
speakers remain niche products for early adopters. Owning multiple products
from within a single manufacturer’s family not only increases the switching costs
for consumers but also serves as net new revenue. Ten years ago, Apple made its
money on computers — today, about two-thirds is smartphones.
3. Own customers’ moments. Consumers expect unprecedented relevancy. They
are getting so demanding that they even expect brands to anticipate what they
need and push out services or content to them proactively. Brands — including
smartphone manufacturers — can’t do this without data or context. Data-driven
insights are crucial to curating and improving services for individual consumers.
4. Use artificial intelligence (AI) to simplify consumers’ experiences. AI is
already prevalent on smartphones today. However, most consumers can’t tell you
how AI is used or why it makes experiences better. They just like that their photos
are sorted, spellcheck is improving, and they are magically becoming better
photographers. Consumers won’t notice the small or incremental leaps forward
here. They’ll simply look back two years from now and think, “Wow, this
smartphone experience is so much better than it was back then.” However, they
won’t be able to articulate why. This makes selling them on an upgrade tough.
5. Generate revenue from services. To continue revenue growth, traditional
smartphone manufacturers like Apple, Google, and Samsung must develop a
robust services revenue stream from media, games, applications, analytics,
payments, and more. In June 2017, Apple reported that it has paid out more than
$70 billion to developers over the lifetime of its App Store. This is a lot of money
but less so in the context of the cumulative years the App Store has operated or
Apple’s more than $200 billion in annual revenue.

Consumer expectations, however, are not standing still. Neither should the role of smartphones.
Smartphones will evolve from computer-like devices full of apps to orchestrators of experiences
in a consumer’s ecosystem. Experiences will become more immersive, proactive, and blended.

In the future, smartphones must:

1. Support strong conversational interfaces. Conversations, whether with humans

or bots, will be one core element in the portfolio of experiences that brands offer
consumers. Voice will dominate when consumers are hands-free or when
connected devices lack an interface. Consumers will adopt text-based
conversational interfaces to discover new products, book travel, get customer
support, and more. Only 6% of enterprises surveyed by Forrester are using
chatbots on third-party platforms today, but 41% are piloting or planning to pilot
 them. Smartphone manufacturers who want to play will need strong AI
fundamentals to support languages — understanding, generation, and more — and
a messaging platform used by consumers.
2. Offer rich mobile messaging. Future experiences will be more proactive and
right-sized. Notifications may just be text, images, and beeps today, but they will
deliver more interactive content, services, and app fragments in the future. Rich
mobile messaging depends on the presence of an app today, but it will be more
independent in the future. Google and Samsung are backing RCS in partnership
with the carriers. Meanwhile, Apple and Facebook continue to build out feature
sets for businesses on their platforms.
3. Leverage web technologies to support porting experiences. We no longer live
in a binary world of online versus offline or app versus browser on smartphones.
Consumers want to engage with brands seamlessly where they already are,
whether it is virtually within a map, social media app, or the homepage of their
smartphone or physically in a store, car, or home. Brands can’t support
developing one-off experiences for dozens of channels, such as progressive web
apps, instant apps, or web pop-ups, on third-party platforms, let alone the device
menagerie.
4. Generate more insights from analytics while protecting consumer
privacy. Proactive, contextual experiences delivered to consumers in their
moments by brands depend on access to data. Not only do consumers value their
privacy, but new regulations are now in place that give consumers unprecedented
control. Smartphone manufacturers and their associated operating system partners
who have access to this data must find ways to balance the needs of consumers
and ecosystem partners who depend on it.
5. Enable more immersive experiences. Consumers depend on smartphones today
for more immersive experiences supported by augmented-, mixed-, and virtual
reality technologies. While improvements in cameras, GPUs, and processors have
improved the quality of these experiences, true hockey stick adoption will depend
on headsets — another device to add to the portfolio.
PESTAL ANALYSIS

Political

Regulation issues come up frequently. The government has one idea how telecoms should be
handled. The people have another.

Wifi and internet are a daily part of life. Customers wish the government to acknowledge the
internet as a basic human right. It’s required for education and many careers. Even applying to a
job is an online experience; going to a company website and uploading a resume on their servers
is essential.

A battle for and against net neutrality is raging. Customers believe internet and data should be
treated the same by service providers and the government. Net neutrality would prevent, for
example, service providers from throttling internet and data speeds.

Economical

Interest rates, inflation, and taxes affect the telecommunication industry. Expenses affect the
pricing per plan offered to customers too. It’s expensive to build towers and resources in rural
areas. Customers who don’t live in big cities are affected.

As more houses are built, the need for telecommunication resources increase. This can drive
prices (plus revenue) up depending on location, amount of customers in an area.

Social

it’s difficult (and expensive) to expand in rural regions. Customers are left with less than a
handful of options when it comes to buying internet, mobile, and television packages.

Because telecommunication corporations are monopolies, they’re in charge of both internet and
mobile carriers. Customers need these packages to communicate with friends, partake in social
media challenges, buy products online, find stable careers and more.

Technological

Both needs and requirements for telecom services are advancing. For example, telephone
companies install fiber wire in their builds over copper now. Phones are becoming more
compact, moving the telecom business into a primarily wireless business.
Legal

The industry is often impacted by legislation issues. Particularly issues with the government,
monopolies, and customers. But the industry has allowed importing and exporting of telecom
products (international smartphones, for example). Allowing more development in tech devices.

Environment

Climate changes and global warming can affect how telecommunication products reach
customers. In terms of employment, with technology advancing, employees need to adapt to
changes.

Products come and go, often replaced by something ‘better’ (depending on who is asked,
customer or company). The previous version becomes redundant or unnecessary. Which means
people who worked on a previous version may now be unemployed.
VIVO SWOT

STRENGTH

Innovative feature

Fun touch operating system

Better sale service

Better promotion and sales team

WEAKNESS

Limited product line

Less credibility

High range price

New to the industry

OPPORTUNITY

More no potential customer

Huge market

THREATS

Strong competition

Perception of the customer

Other smart phone company

5. Findings

 Increasing number of consumers using more than one handset at a time increases sales
possibility.
 Growing trend among mobile phone users to frequently purchase new handsets to replace old
models.
 Consumer base becoming more and more feature variety oriented.
 Increasing goodwill with local distributors/retailers.
 The new systematic pricing policy allows it to cut into all price segments of the target
market.
 Increasing consumer interest in high tech mobile phone accessories such as USB-Bluetooth
Device.
 Consumer base becoming more and more feature variety oriented.
6. Recommendations

1. Need to launch more mobile phones in between 10000 to 25000.

2. Need to do good T.V advertisement to attract more customers.

3. Its time target online market which can generate more customers.

4. Maintain DP price so that price should be shame in all out lets.

5. There should be sufficient stocks provided to all the outlet as per the customer requirement.

6. The distribution channel should be improved.

7. There should be more promotional activities done in the public area.

8. The ad campaign should be made with the brand ambassadors.

9. New ideas should be implemented to grab customer attention.

10. vivo should be start EMI service for those customers who need.

11. Vivo should launch tablets to motivate the customers