Idea

TABLE OF CONTENTS
Page no:
1. INTRODUCTION 2
1.1. OBJECTIVE
1.2. SCOPE
1.3. METHODOLOGY
2. EXTERNAL ENVIRONMENT 4
2.1. INDUSTRY PROFILE 5
2.1.1. TRENDS IN TECHNOLOGY 5
2.2. GOVERNMENT POLICY 10
3. INTERNAL ENVIRONMENT 15
3.1. PROFILE OF ADITYA BIRLA GROUP 15
3.2. PROFILE OF !DEA CELLULAR LTD 20
3.3. PROFILE OF !DEA`S KERALA CIRCLE 29
3.3.1. MARKETING DEPARTMENT 31
3.3.2. HUMAN RESOURCE DEPARTMENT 34
3.3.3. OPERATIONS DEPARTMENT 41
3.3.4. SYSTEMS DEPARTMENT 44
3.3.5. FINANCE DEPARTMENT 44
4. SWOT ANALYSIS 46
5. “A STUDY TO MEASURE THE EFFECTIVENESS 47
OF RECRUITMENT SOURCES”
6. Bibliography 59
INTRODUCTION
Rajagiri School of Management 2

1. Introduction
1.1. Objective
The objective of the study is to understand the functioning of the organisation and the
different functional areas and the departments in the organisation and to know how they
coordinate their business activities in order to achieve the organisation goals and also for
making suitable suggestions and recommendations.
The external environment analysis including social, political, economical, technological and
competitive contexts, will lead to assessing the opportunity and threats. The internal analysis,
covering all the functional departments, organizational structure, existing strategies, work
culture will help assessing the strength and weaknesses.
1.2. Scope
The study helps to understand the functioning of !DEA cellular, cochin. It also presents a
detailed view about the different functional areas like Human resource , Finance, Marketing,
and operations.
1.3. Methodology
The main method of data collected was through interaction with the officials and the
employees in the organisation. Secondary data was collected from
 !dea`s Official intranet.
 TRAI report (www.trai.gov.in)
 !dea`s journals and
 Books of accounts.

EXTERNAL ENVIRONMENT

INDUSTRY PROFILE
The Indian Telecommunications network with 110.01 million connections is

the fifth largest in the world and the second largest among the emerging economies of Asia.
Today, it is the fastest growing market in the world and represents unique opportunities for
U.S. companies in the stagnant global scenario. The total subscriber base, which has grown
by 40% in 2005, is expected to reach 250 million in 2007. According to Broadband Policy
2004, Government of India aims at 9 million broadband connections and 18 million internet
connections by 2007. The wireless subscriber base has jumped from 33.69 million in 2004 to
62.57 million in FY2004-2005. In the last 3 years, two out of every three new telephone
subscribers were wireless subscribers. Consequently, wireless now accounts for 54.6% of the
total telephone subscriber base, as compared to only 40% in 2003. Wireless subscriber
growth is expected to bypass 2.5 million new subscribers per month by 2007. The wireless
technologies currently in use are Global System for Mobile Communications (GSM) and
Code Division Multiple Access (CDMA). There are primarily 9 GSM and 5 CDMA operators
providing mobile services in 19 telecom circles and 4 metro cities, covering 2000 towns
across the country.
2.1.1 TRENDS IN TECHNOLOGY
There are two types of wireless technology.
 GSM: Global System of Mobile Communication the most broadly deployed

digital wireless standard in the world. It has over 400 million customers to
date in 150 countries, with service provided by over 400 operators. In India
GSM is the most popular technology
 CDMA: Code Division Multiple Access is a digital communication
technology to provide PCS service used by some carriers in which an air
interface assigns a code to each data packet sent over the air. The name
CDMA is often used to refer to the IS-95 communication standard.

MOBILE MARKET IN INDIA
1 GSM sector
2
 The GSM subscribers’ base has reached 105.43 million in the quarter ending
December 2006 as against 91.01 million at the end of the previous quarter
registering a growth rate of 15.84%.
 The subscriber base of Bharti, BSNL, Hutch & Idea is more than 86% of the
total GSM subscribers base.
 Private operators have 75% subscribers whereas Public sector Operators
(BSNL & MTNL) have 25% subscribers in the GSM segment. It is mentioned
that number of PSU licensee are 23 where are number of operational private
operator licensee are 70. Department of Telecommunications has issued 22
new licensee to private operators in Dec, 06 and these new licenses have not
commenced their services till now.

CDMA sector
 CDMA subscriber base recorded a growth of 14.69% during

the quarter and reached subscriber base of 44.19 million.
 M/s Reliance Infocomm continued to have the highest
subscriber base with 60% market share followed by M/s TTSL
with 33% market share, while other players in CDMA
Technology have the remaining 7%.
 Maharashtra circle has registered the highest number of
additional subscribers (5.70 lakhs) during the quarter end
December 2006
 Only BSNL in Kolkata has registered a negative subscriber
growth.

MAJOR MARKET TRENDS
The telecoms trends in India will have a great impact on everything from the humble PC,
internet, broadband (both wireless and fixed), cable, handset features, talking SMS, IPTV,
soft switches, and managed services to the local manufacturing and supply chain.
This report discusses key trends in the Indian telecom industry, their drivers and the major
impacts of such trends affecting mobile operators, infrastructure and handset vendors.
Higher acceptance for wireless services

Indian customers are embracing mobile technology in a big way (an average of four million
subscribers added every month for the past six months itself). They prefer wireless services
compared to wire-line services, which is evident from the fact that while the wireless

subscriber base has increased at 75 percent CAGR from 2001 to 2006, the wire-line
subscriber base growth rate is negligible during the same period.
In fact, many customers are returning their wire-line phones to their service providers as
mobile provides a more attractive and competitive solution. The main drivers for this trend
are quick service delivery for mobile connections, affordable pricing plans in the form of pre-
paid cards and increased purchasing power among the 18 to 40 years age group as well as
sizeable middle class – a prime market for this service.
Some of the positive impacts of this trend are as follows. According to a study, 18 percent of
mobile users are willing to change their handsets every year to newer models with more
features, which is good news for the handset vendors. The other impact is that while the
operators have only limited options to generate additional revenues through value-added
services from wire-line services, the mobile operators have numerous options to generate
non-voice revenues from their customers. Some examples of value-added services are ring
tones download, coloured ring back tones, talking SMS, mobisodes (a brief video programme
episode designed for mobile phone viewing) etc. Moreover, there exists great opportunity for
content developers to develop applications suitable for mobile users like mobile gaming,
location based services etc. On the negative side, there is an increased threat of virus – spread
through mobile data connections and Bluetooth technology – in mobile phones, making them
unusable at times. This is good news for anti-virus solution providers, who will gain from this
trend.
MERGERS
Demand for new spectrum as the industry grows and the fact the spectrum allocation in done
on the basis of number of subscribers will force companies to merge so as to claim large
number of subscribers to gain more spectrum as a precursor to the launch of larger and
expanded services. However it must also be noted that this may very well never happen on
account of low telecom penetration.

NEW CIRCLES
As mentioned earlier there is a significant number of tier-2 and tier 3 cities that can
accommodate more players we expect aggressive response by the companies to such
opportunities as and when they are created.
TELECOM POLICY ENVIRONMENT
Indian telecommunications today benefits from among the most enlightened regulation in the
region, and arguably in the world. The sector, sometimes considered the “poster-boy for
economic reforms,” has been among the chief beneficiaries of the post-1991 liberalization.
Unlike electricity, for example, where reforms have been stalled, telecommunications has
generally been seen as removed from “mass concerns,” and thus less subject to electoral
calculations. Marketoriented reforms have also been facilitated by lobbying from India’s
booming technology sector, whose continued success of course depends on the quality of
communication infrastructure.
Despite several hiccups along the way, the Telecom Regulatory Authority of India (TRAI),
the independent regulator, has earned a reputation for transparency and competence. With the
recent resolution of a major dispute between cellular and fixed operators (see below), Indian
telecommunications, already among the most competitive markets in the world, appears set to
continue growing rapidly. While telecom liberalization is usually associated with the post-
1991 era, the seeds of reform were actually planted in the 1980s. At that time, Rajiv Gandhi
proclaimed his intention of “leading India into the 21st century,” and carved the Department
of Telecommunications (DOT) out of the Department of Posts and Telegraph. For a time he
also even considered corporatizing the DOT, before succumbing to union pressure. In a
compromise, Gandhi created two DOT-owned corporations: Mahanagar Telephone Nigam
Limited (MTNL), to serve Delhi and Bombay, and Videsh Sanchar Nigam Limited (VSNL),
to operate international telecom services. He also introduced private capital into the
manufacturing of telecommunications equipment, which had previously been a DOT
monopoly.
These and other reforms were limited by the unstable coalition politics of the late 1980s. It
was not until the early 1990s, when the political situation stabilized, and with the general
momentum for economic reforms, that telecommunications liberalization really took off. In
1994, the government released its National Telecommunications Policy (NTP-94), which
allowed private fixed operators to take part in the Indian market for the first time (cellular
operators had been allowed into the four largest metropolitan centers in 1992). Under the
government’s new policy, India was divided into 20 circles roughly corresponding to state
boundaries, each of which would contain two fixed operators (including the incumbent), and
two mobile operators.
As ground-breaking as NTP-94 was, its implementation was unfortunately marred by

regulatory uncertainty and over-bidding. A number of operators were unable to live up to
their profligate bids and, confronted with far less lucrative networks than they had supposed,
pulled out of the country. As a result, competition in India’s telecom sector did not really
become a reality until 1999. At that time the government’s New Telecommunications Policy
(NTP-99) switched from a fixed fee license to a revenuesharing regime of approximately
15%. This figure has subsequently been lowered (to 10%-12%), and is expected to be
reduced even further over the coming years. Still, India continues to derive substantial
revenue from license fees ($800 million in 2001-2002), leading some critics to suggest that
the government has abrogated its responsibilities as a regulator to those as a seller.
Another, perhaps even more significant, problem with India’s initial attempts to introduce
competition was the lack of regulatory clarity. Private operators complained that the licensor
– the DOT – was also the incumbent operator. The many stringent conditions attached to
licenses were thus seen by many as the DOT’s attempt to limit competition. It was in
response to such concerns that the government in 1997 set up the Telecom Regulatory
Authority of India (TRAI), the nation’s first independent telecom regulator.

Over the years, TRAI has earned a growing reputation for independence, transparency and an
increasing level of competence. Early on, however, the regulator was beleaguered on all
fronts. It had to contend with political interference, the incumbent’s many challenges to its
authority, and accusations of ineptitude by private players. Throughout the late 1990s,
TRAI’s authority was steadily whittled away in a number of cases, when the courts
repeatedly held that regulatory power lay with the central government. It was not until 2000,
with the passing of the TRAI Amendment Act, that the regulatory body really came into its
own. Coming just a year after NTP-99, the act marks something of a watershed moment in
the history of India telecom liberalization. It set the stage for several key events that have
enabled the vigorous competition witnessed today. Some of these events include:
 The corporatization of the DOT and the creation of a new state-owned

telecom company, Bharat Sanchar Nigam Ltd (BSNL), in 2000;
 The opening up of India’s internal long-distance market in 2000, and the
subsequent drop in long-distance rates as part of TRAI’s tariff rebalancing
exercise;
 The termination of VSNL’s monopoly over international traffic in 2002, and
the partial privatization of the company that same year, with the Tata group
assuming a 25% stake and management control;
 The gradual easing of the original duopoly licensing policy, allowing a greater
number of operators in each circle;
 The legalization, in 2002, of IP telephony (a move that many believe was held
up due to lobbying by VSNL, which feared the consequences on its
international monopoly); The introduction in 2003 of a Calling Party Pays
(CPP) system for cell phones, despite considerable opposition (including
litigation) by fixed operators;
 And, more generally, the commencement of more stringent interconnection
regulation by TRAI, which has moved from an interoperator “negotiations-

based” approach (often used by the stronger operator to negotiate ad infinitum)
to a more rules-based approach.
All of these events have created an impressive forward-momentum in Indian

telecommunications, resulting in a vigorously competitive and fast-growing sector. India has
also suffered from its fair share of regulatory hiccups. Many operators (mobile players in
particular) still complain about the difficulties of gaining access to the incumbent’s (BSNL)
network, and the government’s insistence on capping FDI in the telecom sector to 49% (a
move made in the name of national security) limits capital availability and thus network
rollout. In addition, ISPs, who were allowed into the market under a liberal licensing regime
in 1998, continue to hemorrhage money, and have been pleading with the government for
various forms of relief, including the provision of unmetered phone numbers for Internet
access. Despite initially impressive results, the growth of Internet in the country has recently
stalled, with only 8 million users. Broadband penetration, too, remains tiny.
UNIFIED LICENSING
But perhaps the biggest – and, until recently, most intractable – regulatory problem has been
the drawn-out battle over “limited mobility” telephony. This imbroglio began in 1999, when
MTNL sought permission from TRAI to provide CDMA-based WLL services with “limited
mobility.” GSM cellular operators were soon up in arms, arguing that “limited mobility” was
simply a backdoor entry into their business. Moreover, fixed operators had paid lower license
and spectrum fees than cellular ones; were not required to pay access charges for cell-to-fixed
calls (unlike their cellular counterparts); and, amidst accusations of cross-subsidization, were
charging considerably lower rates than the cellular operators.
The resulting conflict dragged on in the courts and in the political arena for years. Fixed
operators including new entrants Reliance and Tata Teleservices claimed that they were being
prevented from providing a cheap service that would drive penetration and be of benefit to
the “common man”; cellular players bitterly opposed what they perceived as unequal
regulatory treatment for two kinds of operators who were in fact offering the same service.
The real victim, of course, was the Indian telecommunications market, which suffered from
investor perceptions of regulatory confusion and operator in-fighting. In late 2002, for
example, thousands of mobile users in New Delhi were for a time cut off from the fixed-line
network when MTNL shut down interconnection for cellular companies. (MTNL later
attributed the incident to a “technical snag.”)
It was not until late 2003 that the issue was finally resolved, under considerable government
pressure, when cellular operators agreed to withdraw their many cases against the fixed-line
operators. Fixed operators would in effect be allowed to enter the mobile business; in return,
the government granted cellular players several concessions, including lower revenue-share
arrangements estimated to total over $210 million. Perhaps most notably, the government
announced its intention to adopt a “unified access licensing” regime, which would in the
future provide a single, technology-neutral license for fixed and cellular operators. The hope
is that this new license category will prevent a repeat of the recent controversy, and allow
new technologies to enter the Indian market without requiring a wholesale rewrite of
licensing laws.

INTERNAL ENVIRONMENT

PROFILE OF ADITYA BIRLA GROUP
BUSINESS DESCRIPTION
Aditya Birla is a multinational corporation and has a presence in 18 countries. The
company operates in several business segments, some of which include, aluminum, copper,
cement, carbon black, textiles, fertilizers, chemicals, sponge iron, mining, insulators, palm
oil, gas, software, BPO, finance and insurance and telecoms.
The major companies of the Group include Grasim, Hindalco, Indian Rayon and Indo-
Gulf. Grasim produces Viscose Staple Fibre (VSF), cement, sponge iron, chemicals and
textiles. Hindalco Industries is structured into two strategic businesses, aluminum and copper,
whilst India Rayon is a diverse portfolio of manufacturing, services and brands. Indo Gulf is a
fertilizer company.
The group also has a presence in the world of finance. Birla Global Finance Ltd is a
corporate finance and investment banking company, whilst Birla Privilege has an agreement
with Sun Life of Canada.
MAJOR PRODUCTS AND SERVICES

Aditya Birla is a multinational corporation. The company offers the following
products and services:
Products:
 Aluminum
 Copper
 Cement
 Carbon black
 Textiles
 Fertilisers

 Chemicals
 Sponge Iron
 Mining
 Insulators
 Palm Oil
 Gas
Services:
 Software
 BPO
 Finance and insurance
 Telecommunications
VALUES OF ADITYA BIRLA GROUP
 Integrity
 Commitment
 Passion
 Seamlessness
 Speed
INTEGRITY:
 Honesty in every action
 The human voice can never reach the distance that is covered by the
still small voice of conscience. Everyone who wills can hear the inner
voice. It is within every one - Mahatma Gandhi
 Integrity is defined as ‘Acting and taking decisions in a manner that
these are fair, honest, following the highest standards of
professionalism and are also perceived to be so. Integrity for us means
not only financial and intellectual, but in all other forms as are

commonly understood i.e. Ethical, Truthful, Principled,
Transparent, upright, respectful.
COMMITMENT:
 Deliver on the promise
 If that drop of water was not in the ocean, the ocean would be less
because of that missing drop.
o Mother Teresa
 Commitment is defined as ‘On the foundation of Integrity, doing

whatever it takes to deliver value to all stakeholders. In the process,
taking ownership for our own action and decisions, those of our team
and that part of the organization that we are responsible for. The
connotations are – Accountability, Discipline, Responsibility, Result-
orientation, Self-confidence, Reliability.
PASSION:
 Energized action
 If a man is called to be a street sweeper, he should sweep streets even
as Michelangelo painted, or Beethoven composed music, or
Shakespeare wrote poetry. He should sweep streets so well that all the
hosts of heaven and earth will pause to say, here lived a great street
sweeper who did his job well
• Martin Luther King Jr.
 Passion is defined as ‘A missionary zeal arising out of emotional
engagement with the organization that makes work joyful and inspires
each one to give his or her best. Relentless pursuit of goals and
objectives with the highest level of energy and enthusiasm, that is
voluntary and spontaneous. Key words that cannote Passion are –
Intensity, Innovation, Transformational, Fire-in-the-belly,
Inspirational, Deep sense of Purpose.
SEAMLESSNESS

 Boundary-less in letter and spirit
 Seamlessness is defined as ‘Thinking and working together across functional
silos, hierarchies, business and geographies. Leveraging the available diversity
to garner synergy benefits and promote oneness through sharing and
collaborative efforts. The connotations are – Teamwork, Integration,
Involvement, Openness, Global, Learning from the best, Empowering
SPEED:
 One Step ahead always
 A digital nervous system will let you do business at the speed of
thought, the key to success in the twenty-first century.
o Bill Gates
 Speed is defined as ‘Responding to internal and external customers with a
sense of urgency. Continuously seeking to crash timelines and choosing the
right rhythm to optimize organization efficiencies. The connotations are –
Response time, Agile, Accelerated, Timelines, Nimble, Prompt, Proactive,
Decisive
KEY EMPLOYEES:
Name Job Title Board

Non Executive Board
Dr. Kumar Mangalam Birla Chairman
Managing Director, Non Executive Board

Mr. Sanjeev Aga
Aditya Birla Nuvo
Managing Director,
Non Executive Board
Mr. D. Bhattacharya Hindalco
Industries Ltd
Non Executive Board
Mr. S. K. Mitra Director Financial Services
Director,
Senior Management
Dr. Bharat K. Singh Corporate Strategy
and Business Development

3.2 PROFILE OF !DEA CELLULAR
Idea cellular is a wireless telephony company operating in various states in India. It initially
started in 1995 as a join venture between the Tatas, Aditya Birla Group and AT&T by
merging Tata Cellular and Birla AT&T Communications.
Initially having a very limited footprint in the GSM arena, the acquisition of Escotel in 2004
gave Idea a truly pan-India presence covering Maharashtra (excluding Mumbai), Goa,
Gujarat, Andhra Pradesh, Madhya Pradesh, Chattisgarh, Uttar Pradesh (East and West),
Haryana, Kerala, Rajasthan and Delhi (inclusive of NCR).
The company has its retail outlets under the "Idea n' U" banner. The company has also been
the first to offer flexible tarrif plans for prepaid customers. It also offers GPRS services in
urban areas.
Holding
Initially the Birlas, the Tatas and AT&T Wireless each held one-third equity in the company.
But following AT&T Wireless' merger with Cingular Wireless in 2004, Cingular decided to
sell its 32.9% stake in Idea. This stake was bought by both the Birlas at 16.45% each.
Tata's foray into the cellular market with its own subsidiary, Tata Indicom, a CDMA-based
mobile provider, cropped differences between the Tatas and the Birlas. This dual holding by

the Tatas also became a major reason for the delay in Idea being granted a license to operate
in Mumbai. This was because as per Department of Telecom (DOT) license norms, one
promoter could not have more than 10% stake in two companies operating in the same circle
and Tata Indicom was already operating in Mumbai when Idea filed for its license.
The Birlas thus approached the DOT and sought its intervention, and the Tatas replied by
saying that they would exit Idea but only for a good price. On April 10, 2006, the Aditya
Birla Group announced its acquisition of the 48.18% stake held by the Tatas at Rs. 40.51 a
share amounting to Rs. 44.06 billion. While 15% of the 48.14% stake was acquired by Aditya
Birla Nuvo, a company in-charge of the Birlas' new business initiatives, the remaining stake
was acquired by Birla TMT holdings Private Ltd., an AV Birla family owned
company.Currently, Birla Group holds 98.3% of the total shares of the company.
Idea is currently also working in another 3 circles in India to make itself a pan-India player.
The new circles added will be Rajasthan, Punjab and UP (East). Idea will be launched in the
new circles by November.
Subscriber Base
Idea's subscriber base as of February 2007 according to the Cellular Operators Association of
India is as follows
CIRCLE SUBSCRIBERS
Delhi 1,427,107
Maharashtra 2,807,982
Gujarat 1,715,774
Andhra Pradesh 1,737,116
Kerala 1,482,799
Haryana 834,786
Uttar Pradesh (West) 1,563,997
Uttar Pradesh (East) 305,712
Madhya Pradesh 1,328,780

Rajasthan 235,330
Totalling to 13,625,355 or 11.8% of the total 105,425,183 mobile connections in India.
How the IDEA conceived
 1995 - Tata Group (along with Bell Canada, stake subsequently acquired by
Tata Group) forms TCL, to acquire cellular license in AP
 1995 - Aditya V. Birla Group and AT & T Wireless form Birla AT & T
Communication Ltd., to acquire cellular license in Maharashtra & Gujarat
 2000 - Aditya V. Birla Group, Tata Group and AT & T join hands to merge
Tata Cellular with Birla AT & T Communication Ltd
 2001 - BIRLA AT&T Communications Limited & Tata Cellular combine

along with their sponsors acquire RPG Cellcom, Cellular licensee for MP
Circle.
 2001 - BIRLA TATA AT&T Limited, wins fourth operator License for Delhi
circle
 2002 - Launch of a common brand ‘IDEA’ and simultaneous change of name

to IDEA Cellular Limited across all existing circles
 2002 - The launch of Delhi operations and the achievement of a record

100,000 subscribers within one month of launch

 2003 - The company achieves the largest financial closure in Indian Telecom
History for its entire circles
 2004 - The company acquires Escotel Mobile Communications (existing

operator in Haryana, Kerala and UP(West)) and Escorts Telecommunications
(cellular licensee holder for UP(East), Himachal Pradesh and Rajasthan)
 2005 - Rollout of telecom circles of Escorts Telecommunications Ltd. –

UP(East), Himachal Pradesh & Rajasthan
 2006 – A V Birla Group
 Became part of the Aditya Birla Group subsequent to the TATA Group
transferring its entire shareholding in the Company to the Aditya Birla
Group
 Acquired Escorts Telecommunications Limited (subsequently
renamed as Idea Telecommunications Limited)
 Restructuring of debt
 Launch of the New Circles
 Reached the 10 million subscriber mark
 Received Letter of Intent from the DoT for a new UAS License for the
Mumbai Circle.
 Received Letter of Intent from the DoT for a new UAS License for the
Bihar Circle through Aditya Birla Telecom Limited. ABNL, the parent
of Aditya Birla Telecom Limited, pursuant to a letter dated November
22, 2006, agreed to transfer its entire shareholding in Aditya Birla
Telecom Limited to the Company for the consideration of Rs. 100
million

VISION, MISSION AND VALUES
VISION:
To be the most profitable cellular company in India
MISSION:
Delight our customers by meeting their communication requirements anytime anywhere
VALUES:
CUSTOMERS
Our customers are our most valued assets. We will strive to exceed their expectations at all
times by providing them with superior services that embody value, innovation, quality and
care.
PEOPLE
Our people are our greatest resource. We will attract, train and retain the best. We will
challenge them to develop their full potential in the context of our company goals.
INTEGRITY

We will maintain and strive for the highest levels of personal and professional integrity and
honesty in all our dealings. We will keep our promises.
RESPECT
We will treat with respect and dignity all people we deal with.
EXCELLENCE
We are committed to excellence in all that we do. There will be no place for mediocrity.
QUALITY
The hallmark of our internal and external outputs and process will be quality. This will
pervade every aspect of our functioning.
WORK
We will promote a work environment that embraces creativity, promotes empowerment,
encourages teamwork, innovation, prudent risk taking, honest and open communication and
respectful iconoclasm.
COMMUNITY
We will be responsible and involved members of the communities in which we live and
work. We will seek to promote their well being at all times.
KEY PEOPLE
BOARD OF DIRECTORS
 Mr. Kumar Mangalam Birla (Chairman)
 Smt. Rajashree Birla
 Mr. M.R. Prasanna

 Mr. Saurabh Misra
 Mr. Sanjeev Aga (Managing Director)
 Mr. Arun Thiagarajan
 Ms. Tarjani Vakil
 Mr. Mohan Gyani
 Mr. Biswajit Anna Subramanian
 Mr. Gian Prakash Gupta
Corporate Leadership Team

Mr. Sanjeev Aga Managing Director
Mr. Anil J. Jhala Chief Financial Officer
Mr. Anil K. Tandan Chief Technology Officer
Mr. Prakash K. Paranjape M a n a g i n g D iChief
r e c t Information
o r Officer
S a n j e e v A g h a
Mr. Pradeep Shrivastava Chief Marketing Officer
Mr. Amar Babu R K Chief Service Delivery Officer
Mr. Vinay K.U Razdan
C u s t o m
P ( W ) c i r c l e
e r O p e r a t i o n &
ChiefC F O
Human Resource Officer
C A i nr c i l l e J h H a e l a a d
Mr. Rajat K. AMukarji
m b r is h J a in Chief Corporate Affairs Officer
Mr. Rajesh K. Srivastava Chief Materials & Procurement Officer
Mr. Ambrish
V P
Jain e r oC p i r e c r l ea
H a r y a n a
C u s t o m
Chief Operating Officer,
C h i e f N e t w o r k
t i o n s A & n iC l Ti r ac l n e d Ha ne a d
Corporate
S e r v i c e s
Mr. HimanshuC Kapania

h e r i a n P e t e r Chief Operating Officer, Corporate
K e r a l a C i r c le C h i e f H R & T Q M
CIRCLE HEADS C h i e f O p e r a t i o n s O f f i c &e r T Q M
B . R a m a k r i s h n a V i n a y R a z d a n
A P C i r c l e C h i e f M a r k e t i n g & C o m m e r c i a l O f f i c e r
C h i e f O p e r a t i o n s O Pf f i r c a e d r e e p S r i v a s t a v a
S u b b a r a m a n I y e r
D e l h i C i r c l e V i c e P r e s i d e n t
C h i e f O p e r a t i o n s O fC f i oc er p r o r a t e A f f a i r s
R a j e n d r a C h a u r a s ia R a j a t M u k a r ji
M a h a r a s h t r a C i r c l eA d v i s e r - R e g u l a t o r y
C h i e f O p e r a t i n g O f f i c R e .r C . R a s t o g i
L a x m i N a r a y a n
G u j a r a t C i r c le C h i e f O p e r a t i o n s O f f i c e r
C h i e f O p e r a t i o n s OS fe f ir c v e i c r e D e l i v e r y & Q u a l i t y
G u r u r a j K u l k a r n i S u b b a R a m a n I y e r
M P & C G C i r c l e C h i e f O p e r a t i o n s O f f i c e r
C h i e f O p e r a t i o n s O I n f f f i oc er m r a t i o n T e c h n o l o g y
S h a s h i S h a n k a r P r a k a s h P a r a n j p e
I N C P H e a d
R a
j a s t h a n , H P , U P K n ( Eo )w l e d g e M a n a g e m e n t
C h i e f O p e r a t i o n s O f f i c e r
A m b r is h J a in
HIRARCHY OF FUNTIONS IN CORPORATE OFFICE
CEO
VP
Asst: VP
General Manager
Deputy General Manager
Asst: General Manager
Senior Manager
Manager
Asst: manager
Senior Executive/ Engineer
Executive/ Engineer
CEO
CORPORATE STRUCTURE
Corporate
Operating circle Chief Functional officer
advisory cell
Regulation Andhra Pradesh Finance & Accounts
Corporate Affairs Delhi Market & Sales
Merger & Acquisition Gujarat Network Services
Strategic planning MH and Goa HR & TQM
Public Relation Haryana IT
Internal Aid Kerala Service Delivery & Quality
Web Business UP(east)
Himachal Pradesh
Rajasthan
Rajagiri School of Management UP (west) 28
Madhya Pradesh
PROFILE OF !DEA`S KERALA CIRCLE
!dea came to kerala by acquiring Escotel Mobile Communications in 2004. Now it has
become the first private GSM operator to cross 10-lakh subscriber base in Kerala circle. The
company has also emerged as the largest private GSM player in the circle with a 42 per cent
in market share among private GSM operators, a press release said. Idea has added 100 more
towns in the last three months and will be adding 90 more towns before September 10. It is
the only operator in Kerala with 100 per cent GPRS and AMR-enabled network. The regional
office is at MG Road, Eranakulam. This office houses all departments, they are headed by
the Chief Operating Officer.
Market Share

Operator Cust. Base (Lacs)
BSNL 19.01
Idea 14.82
Reliance 15.19
Hutch 8.23
Airtel 9.42
TATA 4.97
TOTAL 71.64
TATA
Airtel BSNL
7%
13% 27%
Hutch
11%
Idea
Reliance
21%
21%
ORGANOGRAM OF KERALA CIRCLE
B . R A M A K R I S H N A
C ir c le O p e r a t io n s H e a d
V i c e P r e s id e n t
S U N N Y M A T H E W
A s s t . M a n a g e r
B u s in e s s I n t e l lig e n c e
S E B A S T I A N J O SM E A P D H H U P R U N N I K R I S H N SA AN S N I D H A R A N N A I R
D e p u t y G e n e r aD l e M p au nt y a Gg e e r n e rD a el pM u a t yn a G g e e n r e r aD l e M p au nt y a Gg e e r n e r a l M a n a g e
S a le s F in a n c e & A c c N o eu t n w t so r k S e r v i Hc e R s , A d m n & T Q M
B I N O A Y B H A R I M O O R T HH YI T E S H T K B I N D U A N T H R A P E R
D e p u t y G e n e r aD l e M p au nt y a Gg e e r n e r Aa ls Ms t a. Gn a e g n e e r r a l M S a en na ig o e r r M a n a g e r
M a r k e t in g S e r v ic e D e l i v e I rn y f o & r m Q a u t a i o l i n t y T e c h nB o l a l o c gk y B e l t

MARKETING DEPARTMENT
The Marketing department in the Kerala regional office always strives to deliver great results.
Their efforts are visible from the current market scenario. Here in Idea, Marketing department
is divide into different sections for better performance.
B I N O A Y B
D e p u t y G e n e r a l M a n a g e r
I n d e r M
S r . M
e D n i o l i np G G i t h e s h T Vi t t y
a n S a rg . e M r a n M a g a e n r a g e S r r . M
T h o m
a n a g
P r o d u c t Ps r - o P d ou sc t t E s P v - a e P i nd r t es M aP an a rd i kd eR t e C t a o i l m
MAR e
a
m
r
s
u n i c
P r e e t h y A B j i t N h a A i r b M r a i n h n a am J a y e s h
A s s t . M aA n s a s gt . e M r A a sn s a t g . e M r a n a g e r
Rajagiri School Rof Management
o a m i n g V A S 31 P r o j e c t S a n c h a y
The most important function of marketing is to manage the 4 p`s
PRODUCT
Idea markets GSM service to the Subscribers. They have two kinds of products
 Post Paid service: Here the customer is required to pay off the charges at the
end of the billing period, which is 30 days. Customers who have heavy usage
patterns prefer post paid service.
 Pre-Paid service: This is the most popular service in the market. Here the
customers make payments prior to usage of the service. The operator provide
fixed talk time to each subscribers.
PRICE
Pricing plays a significant role in the success of the product. The pricing policy is different
for pre-paid and post paid services. Competition and Profit margin are the main influencing
factor in telecom industry. Pre paid services are marketed under the brand ‘Chit-Chat’. Idea’s
99 plan has swept up a storm in the market.
99 PREPAID STARTERPACKS
MRP 99
Initial talk time Zero
Initial validity Zero
Tariff
Local idea 75ps/
Local mobile 75ps/
Local landline Rs.1/mt
All STD Rs.2.75
ISD
USA&CANADA 7.20
Europe,S.E.Asia,Gulf 10
Rest of World 40
Rajagiri School of ManagementLocal SMS 32 RS.1
National SMS Rs.2
Gulf Rs.3
Others Rs.5
Post paid connection has different tariff rates. The monthly rent begins from mere Rs99, and
moves up like 124, 175, 299 and up to Rs575. Value added service in each of these
categories also differ, which adds attraction to them.
PROMOTION
The promotional activities can be at corporate level (i.e. national level) as well as at regional
level. The chief Operating officer and the members in the marketing department will chalk-
out the regional level promotional activities. The marketing department is free to determine
there sales promotional activities, for this a fixed amount of budget will be allotted by the
finance department.
PLACE
Their foot print is in 11 states in India. In kerala they have 146 ‘Idea n U’ outlets for
promoting their sales and services and also they have 1200 direct retailers. For tracing there
sales channels they have channel managers in the entire district. All the ‘idea n U’ outlets
have the area manager where he controls all the sales of that area.
Functions of marketing department
 Brand managing
 Outdoors
 Events Promotion
 Channel Management.

 Business Development
 VAS & Products
 Market Research
 Creating new Channels
HR DEPARTMENT
Human Resource Management is a process of bringing people and organisation together so
that goals of each are met. It tries to secure the best from people by winning their whole
hearted cooperation. If the skills of the human resource are properly applied, wonderful
things can happen. It is people who make the organisation. With the clear focus on
professionalism, highly skilled and trained man power of superior quality. Idea today boosts
of strength of around 3720 employees. Most of them have come from reputed management
and technical institutions from around the country.
Management graduates, engineers, teams of support staff all have a vivacious youthful,
energetic and a positive attitude at work. With the average age of an employee being only 32
Idea becomes one of the youthful organistions in the country today.

The idea cellular has got a good HR department which help to :
 Transfer the lifeless factors of production into useful products
 Help the organisation to reach its goals.
 To employ the skills and abilities of the workers .
 To provid the orgnisation with well trained and well motivated employees.
 To increase to the fullest the employees job satisfaction and self actualization
 To develop and maintain a quality of the work force
 To be ethicallyand socially responsive to the needs of the society.
ORGANOGRAM OF HR DEPARTMENT
S A S I D H A R A N N A I R
D Y G E N M G R
J o h n s o n P a u l V i j a y a l a l
S r M a n a g e r S e n i o r M a n a g e r
M D F H R O p e r a t i o n s
N a v e e n S P i l l aG i a u t a m K u m a r G
M a n a g e r A s s t M a n a g e r
R e c r u i t m e nH t R P a r t e r n i n g f o r O u t s o u
S u n
d e r a s w e r a n W a r r i e r
M a n a g e r
F a c i l i t i e s & A d m in i s t r a t i o n
R a g
h u n a n d a n a n U K
S e
n i o r E x e c u t i v e
Rajagiri
F a School
c i l i tofi eManagement
s & A d m i n 35
i s t a r t i o n
As it’s a telecom sector the human resource in this organisation should be a
challenging factor because a day to day this industry is growing and have to face so many
challenges from the competitors. As for Idea the human resource is their greatest strength.
from the growth of the company itself the ability of each of the employees can be measured .
Idea cellular has got 3720 permanent employees in the entire circle most of them are from the
engineering and the management background from reputed institutions of India. The duties
and responsibilities of the HR department is shared by everyone . in kerala circle there are
300 permanent employees and 50 contract based employees. The functions and
responsibilities of the HR department in Idea cellular are :
 Recruitment
 Management development
 Policy development
 TQM initiative.
 Compensation structure
 Organisation structure
 HR operation
 HR systems
 Facilities and administration
 Performance management.
RECRUITMENT
Recruitment is the process of locating and encouraging potential applicants to apply for the
existing or anticipated job openings. It logically aims at attracting a large no: of qualified
applicants who are ready to take up the job and offering enough information for an
unqualified person to self-select themselves out.
The main Recruitment sources in Idea are:

 Promotions and transfer

 Employee referrals
 Campus recruitments
 Ads through websites, news papers
 HR consultants
EMPLOYMENT POLICY OF IDEA

It includes:
 Man power budget- finalized and approved by CEO for each circle and for
corporate office by march end for ensuring year.
 Vacancy is filled by merit basis
 No discrimination based on caste , sex creed is made while recruitment
 Vacancies for managers and higher positions are notified internally to all
circles through the corporate HR to explore possibilities of filling up positions
through internal sources
 No change in designation or salary (except HRA ) will be effected on transfer
from one location to another
Implementation:
1. Requisition for recruitment should br made on prescribed format ensuring that
proposed recruitment is within manpower budget for respective year
2. job description is to be submitted to HR dept in written format with
responsibilities, critical skills and industry background of the candidate
3. sourcing of candidates will be done by HR dept . some of the sources used are
recruitment ads, company own data bank, job sites, consultancies and employee
referrals

4. CVs so sourced by HR dept will be further examined and short listed by the
dept heads or functional heads according to specifications under consideration
5. Interview calls will be executed by the concerned HR dept. Candidates should
ideally be given atleast 7 days notice to appear for the interview. Candidate
should be given all necessary details about venue and timing of interview.
Travel expenses should be reimbursed according as per companys business
travel policy.
6. details regarding responsibility matrix for filling vacancies composition of
interview panel, issue of appointment letter etc
7. interview assessment form
8. details of compensation and related matters will be discussed with candidate
only by HR and will be agrees upon mutually before letter of appointment is
issued. Salary will be fixed by HR only after thorough verification. Of
candidates past experience, potential of job at hand as well as last drawn salary,
comparison of salary should be made with candidates`s peers within the
organisation, generally salary increment should be in a range of 25% or 50%
over & above last drawn salary, reimbursement of notice period in case of
offered candidate should be based on discussion and a note regarding same
should be made on the interview assessment sheet
9. before issuing appointment offer/ making financial offer like written approval
of CEO for GM and above levels, two reference checks and medical fitness
certificate (for outside candidate) must be completed . Appointment letter

should be signed by CEO for GM and above; HR corporate head for AGM and
DGM HR circle head for senior manager and below
10. Release letter from the last employee- academic and professional
qualifications; salary slip details of last compensation drawn and 3 passport size
Photo 2 stamp size
11. As part of joining formalities new joinee must fill in following while he/she
comes to join on duty: joining report; employee bank ac super annuation fund
nominations, provident fund, gratuity, Superannuation details; details of family
members to be covered under the medi –claim
12. employment of relatives-----relatives of company’s employees will not be
considered for employment where 2 team members in the same function decide
to marry one of them will be required to move out of the function depending
upon the vacancies and suitability of team member
13. re employment of ex employees--- ex employees who are considered to join
back in IDEA team will be inducted with caution after obtaining the approval of
chief of HR& TQM. In such cases, the position and compensation offered
should not place the persons at an advantage compared to what they may have
been obtained if they remained in employment
MANAGEMENT DEVELOPMENT FUNCTION

Conducting management development programme is the most vital function of the HR
department. It will be conducted at the various levels in the regional and corporate levels.
MDF provides special courses, projects, committee assignments etc. Training and induction
for new recruits are also part of MDF.
 Induction
This is the task of introducing the organization, its policies, procedures and
rules to the new joinees. The induction programme will be of two days.
During the period the new joinees will have a meeting with all the department
heads and will understand briefly about the functions of every department.
 Training & Development

Imparting new skills and knowledge to the employees is the main objective of
this function. Training and development will be conducted at the regional
office for a period of one to two weeks.
The human resource managers help the management in formulation of policies governing
talent acquisition and retention, wage and salary administration, wefare activities, personal
reports, working conditions etc. It also sets up rules for every aspect of the organization.

TQM
TQM is a way of creating an organizational culture committed to the continuous
improvement of skills, teamwork, process, product and service, quality and customer
satisfaction.
 Create and publish to all employees a statement of objectives f the company

 To create a climate of innovation
 Institute modern methods of training
 Optimize towards the aim of the company, the efforts of the team, groups and
staff area
COMPENSATION STRUCTURE
The employees in IDEA Cellular get so many benefits in addition to their salary. The
permanent employees are entitled to receive bonus during the festival season and incentives
according to their performance. They also get benefits such as retirement, recreation and
traveling expenses.
HR SYSTEM
This is the function by which they maintain all the personal records of the emploees and also
it records the absenteeism. This is maintained by means of HRIS called Purnata.
FACILITIES & ADMINISTRATION

The company is providing so many facilities like canteen, refreshment area for the
employees, clubs that will be a motivating factor for the employees. As an administrative role
it handles:
 Grievance
They have an open door grievance handling policy.
 Handling court cases and civil cases.

PERFORMANCE MANAGEMENT
In this the main function is:
 Performance appraisal
Performance appraisal is conducted every six months. The Key Result Area
(KRA) of each employee is identified on the basis of the annual appraisal
which is based on two variables:
 Competency
 Key performance Index
On the basis of the performance appraisal, employees are classified into high achievers,
consistent achievers, achievers and under achievers. MDF plans training based on these
feedbacks.
OPERATIONS DEPARTMENT
The operations department is the processing centre of the organisation . to give better service
this department is divided into two:
 Service delivery and quality department
 Network Service Department.

ORGANOGRAM OF SDQ DEPT
S E R V I C E D E L I V E R Y & Q U A L
H A R I M O O R T H Y
D e p u t y G e n e r a l M a n a g e r
C i r c l e S D Q H e a d
B e r t y A u g u s t u s I s s a c T h o m a s
A s s i s t a n t G e n e r a l A M s s a i ns t a a g n e t r G e n e r a l M a n a g e r
R e l a t i o n s C a l l C e n t r e & R e s p o n s e
S h a j i T h o m a s R a t h i S K u m a r
M a n a g e r M a n a g e r
C o l l e c t i o n s S e r v i c e P r o v i s i o n i n g & A c t i v a t i o n
D e v i S u r e s h S a r i t h a T P
M a n a g e r S e n i o r M a n a g e r
F r a n c h i s e e & C C C O T pr a e i r n a i t n i og n & s Q u a l i t y
SDQ is a crucial area in a telecom Service provider. This department takes care of :
SERVICE PROVISIONING & ACTIVATIONS

 New subscription Activations & feature provisioning
 Credit verification / profiling
 Feature / packages enhancement /modification
 Documentation Compliance – Collection, Indexing, scanning & retrieval
 Activation Audit.
CUSTOMER CARE
 Inbound Voice – In-house & Outsourced call Center Mgt
 Written Response - Inbound and outbound
• SMS, e-mail, WEB, letter/fax
 Resolution – of all requests & complaints for all channels
 Intranet – data management
TRAINING & QUALITY
 Supports all verticals of SDQ
 Training – New Induction, Refresher, Partner Employee
 Measures the knowledge levels thru testing process
 Quality - Contact Quality Measurement
 Process - Conducts process audits, identifies process gaps, improve the
process compliance .
S a i f u d h e e n E M
S r M a n a g e r N S S O p s .
J i t e n d r a E A b h i la s h B
M g r M S C / O M C M g r M S C / O M C
J o h n i p h u s V i v e k V S M a n u A u g u s t i n e A j o y
A M - M S C / O M C G E T A M M S C / O M C A M
P r o p o s e d A r u n P r o p o s e d
G E T M S C G E T O M C G E T O M C
P a u l W i l s o n M a n o j K
M a n a g e r M S C / V A S M a n a g e r M S C
C a li c u t
A n o o p V e r g h e sR a t h e e s h S a n u A b r a h a m LT ha or i ms h a sI m a m
G E T G E T O M C A M M S C A M - M S C
NETWORKS
P r o p SERVICE
o s e d DEPARTMENT P r o p o s e d
G E T M S C G E T M S C
The technical aspect of GSM service is managed by NWS department which is divided into
two on the basis of Pits r functions:
o p o s e d P r o p o s e d
M a n a g e r - IN A M / M a n a g e r - M S C
1. Network Planning T r i v a n d r u m
2. VAS Plan and Dimension
R a j e s h K A n t o n y L i j o J o y P r o p o s e d P r o p o s e d
S r E x e c u t i v e - IN A M - IN G E T M S C G E T M S C
V i s h n u P i l l a i P r o p o s e d P r o p o s e d
E x e c u t i v e - IN G E T / S E I N S uG p E p To r Mt S C
SYSTEMS DEPARTMENT
The need for computerized system is very essential for the easy flow of the work. Including
the corporate office, all the eleven circles are computerized and interconnected by means of a
network service. Recently, this IT department was outsourced to IBM.

FUNCTIONS
 Office Automation
 LAN/WAN management
 Voice network management
 Help Desk
 Billing System
FINANCIAL DEPARTMENT
The financial aspects of IDEA Cellular are carried out by this department. Most of the circles
operate on internally generated income. Thus, investments and financial decisions are crucial
for the effective functioning. They allocate resources for promotional activities, salaries,
incentives etc. Its recent financial closure with a project cost of Rs. 5000 crores was the lrgest
ever in Indian telecom history.
FUNCTIONS
 Investment Decisions
 Corporate Finance
 Financial Analysis
 Compliance
 Investor’s Relation
 Budgeting
 Taxation

SWOT ANALYSIS
SWOT MATRIX

 Strong Brand Image.  Capital structure has a
 Dominant player in debt part of more than
W
US$ 1 Billion (approx)
T R E N G T H
existing 8(+3) circles

Innovative Value added  Advertisements are
E A K N E S S

services. overshadowed by those of
 Early Adopter of competitors.
technologies.  No linkage with handset
 Six- Sigma compliance. providers.
S
 Not perceived as a
national level player.
 Large untapped  Technological

markets- like rural obsolescence. (common to
P P O R T U N I T I E S
areas (TD 2%) industry)

 High growth potential  Limited spectrum
T
under the Aditya Birla allocation- much below
H R E A T S
Group. international standards
 Probable slash in hand-  Late entry in elite circles,
set prices, from like metros and ‘A’ circles
domestic production of will make penetration
foreign brands. tougher and expensive.
O
 Govt incentives for

developing rural
telecommunication.

“A STUDY TO MEASURE THE
EFFECTIVENESS OF RECRUITMENT
SOURCES”
RESEARCH DESIGN AND METHODOLOGY

RESEARCH DESIGN
The Research design is descriptive; it is based on the data obtained from the interview
assessment sheet filled in by both the interviewee and the interviewer. The researcher has no
control over the variables and can only report what has happened.
POPULATION
The entire people who have attended job interview with !DEA cellular Ltd.
SAMPLING
The sample consists of the candidates who have attended the interview during the period
starting from 1st October, 2006 to 31st March, 2007.
TOOLS FOR DATA COLLECTION

Secondary data available from Interview assessment sheet is used for the study. Firstly, a
detailed data base has been created using MS-EXCEL, based on which further data has been
identified.
TOOLS OF DATA ANALYSIS

Simple percentage analysis was done on the data obtained. Moreover Chi- Square test has
been used to identify if there exists any direct or indirect correlation between recruitment and
sources .
ANALYSIS and FINDINGS
MONTH WISE EFFECTIVENESS OF SOURCES

CONVERSION RATIO-OCTOBER
Sl
No. Sources Selected Rejected Total % of effectiveness
1 Shreds 3 13 16 0.19
2 CUSAT 0 10 10 0.00
3 Bucon 0 1 1 0.00
4 Excalibre 0 2 2 0.00
5 Direct edge 0 1 1 0.00
6 Stepz 0 1 1 0.00
7 Employee referral 3 1 4 0.75
20
15
Selected
10
Total
0
Employee
Shreds CUSAT Bucon Excalibre Direct edge Stepz
referral
Selected 3 0 0 0 0 0 3
Total 16 10 1 2 1 1 4
CONVERSION RATIO-NOVEMBER
Sl Sources Selected Rejected Total % of effectiveness

No.
2 Direct edge 0 2 2 0
3 Stepz 1 2 3 0.33
5 Bucon 1 1 2 0.5
6
5
4
3
2 Selected
1 Total
0
Employee
Excalibre Direct edge Stepz Bucon
referral
Selected 2 0 1 1 1
Total 4 2 3 6 2
CONVERSION RATIO-DECEMBER
Sl

1 Stepz 0 4 4 0
2 Excalibre 0 3 3 0
3 Manpower 0 1 1 0
5 Direct edge 0 1 1 0
25
20
15
10
Selected
5 Total
0
Employee
Stepz Excalibre Manpower Direct edge
referral
Selected 0 0 0 1 0
Total 4 3 1 21 1
CONVERSION RATIO-JANUARY
Sl
1 Stepz 3 4 7 0.50

4 Man Power 0 1 1 0.00
5 work Mates 0 1 1 0.00
6 RSOM 5 7 12 0.42
7 SCMS 3 10 13 0.23
14
12
10
8
6
Selected
4
Total
2
0
Excalibr Employe Man work
Stepz RSOM SCMS
e e referral Power Mates
Selected 3 2 4 0 0 5 3
Total 7 5 10 1 1 12 13
CONVERSION RATIO-February
Sl
1 Excalibre 3 7 10 0.30
2 Employee Referral 4 14 18 0.22

3 Man Power 0 7 7 0.00
4 stepz 0 1 1 0.00
5 Silver line Staffing 0 1 1 0.00
6 Idom 0 1 1 0.00
7 Walk-in 0 3 3 0.00
20
15
10
Selected
5
Total
0
Excalibr Employe Man Silver
stepz Idom Walk-in
e e Power line
Selected 3 4 0 0 0 0 0
Total 10 18 7 1 1 1 3
CONVERSION RATIO-March
Sl
1 Man Power 1 3 4 0.25
2 Stepz 1 8 9 0.11

3 Employee Referral 10 14 24 0.42
4 Walk-in (internet) 1 3 4 0.25
5 Excalibre 0 12 12 0.00
6 Silver Line 0 2 2 0.00
25
20
15
10
Selected
5 Total
0
Man Employee Walk-in
Stepz Excalibre Silver Line
Power Referral (internet)
Selected 1 1 10 1 0 0
Total 4 9 24 4 12 2
CONSOLIDATED TABLE
CONVERSION RATIO-OCTOBER-MARCH
Sl
1 Bucon 1 2 3 0.33
2 Excalibre 7 29 36 0.19

3 Shreds 5 18 23 0.22
4 Direct edge 0 2 2 0.00
6 Manpower 1 11 12 0.08
7 Stepz 4 19 23 0.17
8 Headway 1 0 1 1.00
9 Idom 0 1 1 0.00
10 Silver Line staffing 0 3 3 0.00
11 Campus 8 27 35 0.23
12 Walk in 1 6 7 0.14
100
80
60
40
20
0
Buc Exc Shr Dire Em Man Ste Hea Ido Silv Ca Wal
on alibr eds ct ploy pow pz dwa m er mpu k in
Selected 1 7 5 0 31 1 4 1 0 0 8 1
Total 3 36 23 2 87 12 23 1 1 3 35 7
Consolidated Table
Source Selected Rejected Total % Effectiveness
CNSLTNTS 14 67 81 0.17
EMP Ref 31 56 87 0.36
Total 45 123 168 0.27

100
80
60
Selected
40
Total
20
0
CNSLTNTS EMP Ref
Selected 14 31
Total 81 87
CHI-SQUARE TEST
HYPOTHESIS
Ho: There is no relationship between Recruitment and sources
H1: There is a relationship between Recruitment and sources
observed
Sources Selected Rejected Total
Bucon 1.00 2.00 3.00
Excalibre 7.00 29.00 36.00
Shreds 5.00 18.00 23.00
Direct edge 0.00 2.00 2.00
Employee referral 31.00 56.00 87.00
Manpower 1.00 11.00 12.00
Stepz 4.00 19.00 23.00
Headway 1.00 0.00 1.00
Idom 0.00 1.00 1.00
Silver Line staffing 0.00 3.00 3.00
Campus 8.00 27.00 35.00
Walk in 1.00 6.00 7.00
Total 59.00 174.00 233.00
Expected
Bucon 0.76 2.24 3.00
Excalibre 9.12 26.88 36.00
Shreds 5.82 17.18 23.00
Direct edge 0.51 1.49 2.00
Manpower 3.04 8.96 12.00
Stepz 5.82 17.18 23.00
Headway 0.25 0.75 1.00
Idom 0.25 0.75 1.00
Campus 8.86 26.14 35.00
Walk in 1.77 5.23 7.00
Total 59.00 174.00 233.00
Chi Square
Bucon 0.08 0.03 0.10
Excalibre 0.49 0.17 0.66
Shreds 0.12 0.04 0.16
Direct edge 0.51 0.17 0.68
Manpower 1.37 0.46 1.83
Stepz 0.57 0.19 0.76

Headway 2.20 0.75 2.95
Idom 0.25 0.09 0.34
Campus 0.08 0.03 0.11
Walk in 0.34 0.11 0.45
Total 10.42 3.53 13.95
Chi Sqr 13.95

DF 11
Critical Value 4.575
RESULT
Ho: Is accepted as the critical value is less than Chi Square Value.
i.e. There is no relationship between Recruitment and sources
BIBLIOGRAPHY
 TRAI Report on telecom industry for QE Dec 2006

 www.ideacellular.com
 Idea`s official Intranet

 Business Research Methods
 Cooper and Schindler
 www.cellularoperatorsassociationofindia.com

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TABLE OF CONTENTS

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The Indian Telecommunications network with 110.01 million connections is

2.1.1 TRENDS IN TECHNOLOGY

There are two types of wireless technology.

 GSM: Global System of Mobile Communication the most broadly deployed

Rajagiri School of Management 5

Rajagiri School of Management 6

 CDMA subscriber base recorded a growth of 14.69% during

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Higher acceptance for wireless services

Rajagiri School of Management 8

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TELECOM POLICY ENVIRONMENT

As ground-breaking as NTP-94 was, its implementation was unfortunately marred by

Rajagiri School of Management 11

 The corporatization of the DOT and the creation of a new state-owned

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All of these events have created an impressive forward-momentum in Indian

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MAJOR PRODUCTS AND SERVICES

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VALUES OF ADITYA BIRLA GROUP

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 Commitment is defined as ‘On the foundation of Integrity, doing

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Name Job Title Board

Managing Director, Non Executive Board

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Totalling to 13,625,355 or 11.8% of the total 105,425,183 mobile connections in India.

How the IDEA conceived

 2001 - BIRLA AT&T Communications Limited & Tata Cellular combine

 2002 - Launch of a common brand ‘IDEA’ and simultaneous change of name

 2002 - The launch of Delhi operations and the achievement of a record

Rajagiri School of Management 22

 2004 - The company acquires Escotel Mobile Communications (existing

 2005 - Rollout of telecom circles of Escorts Telecommunications Ltd. –

 2006 – A V Birla Group

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Rajagiri School of Management 24

Rajagiri School of Management 25

Corporate Leadership Team

Mr. HimanshuC Kapania

Deputy General Manager

Asst: General Manager

Senior Executive/ Engineer

Regulation Andhra Pradesh Finance & Accounts

Corporate Affairs Delhi Market & Sales

Merger & Acquisition Gujarat Network Services

Strategic planning MH and Goa HR & TQM

Public Relation Haryana IT

Internal Aid Kerala Service Delivery & Quality

Web Business UP(east)

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ORGANOGRAM OF KERALA CIRCLE

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Functions of marketing department