American International
University-Bangladesh (AIUB)
Term-Paper
On
TATA DOCOMO
A
Term-Paper Presented to the Faculty of Business Administration in partial
Fulfillment of the Requirement for the Degree of Masters of Business
Administration.
Submitted To
Professor Dr. M. Mahmodul Hasan
Faculty of Business Administration
Department of Management
Department of Management
Strategic
Management
Section: D
MBA Program
MBA Program
Submitted
By
Name ID
Uddin Md.
Raihan 11-95059-3
Rabeya
Sultana 11-95106-3
Shibli, Md.
Abu Naim 11-95255-3
Shahla Kawal 11-95113-3
Taj
Md.Shahrair
11-95109-3
22th
July, 2013
Letter of Transmittal
22th July, 2013
To
Professor
Dr. M. Mahmodul Hasan
Faculty of
Business Administration
American International
University-Bangladesh (AIUB)
Subject: Submission of Term-Paper
Dear Sir,
It gives us
immense pleasure to submit a term paper on “Tata Docomo”. This report is being submitted
of MBA program which is conducted in Tata Docomo. This report will help the organization and us to get
a better insight Tata
Docomo. This study was an observational and data base study.
It is hoped that proper
assessment will be done on our report considering the limitations of this
study. Your benign and authoritative advice will encourage us to conduct
further flawless research in future.
Yours’ most obediently
Name ID
Uddin Md. Raihan 11-95059-3
Rabeya Sultana 11-95106-3
Shibli, Md. Abu
Naim 11-95255-3
Shahla Kawal 11-95113-3
Taj Md.Shahrair 11-95109-3
Department:
MBA
Letter of Endorsement
The Term-Paper on “TATA DOCOMO” has
been submitted to the Faculty of Strategic
Management subject, in partial
fulfillment of the requirements for the subject of Strategic Management ,Faculty of Business Administration on Summer, 2013 by Taj Md. Shahrair ID# 11-95109-3, Uddin Md.
Raihan ID#11-95059-3,Rabeya Sultana ID#
11-95106-3,Shibli, Md. Abu
Naim ID#11-95255-3
and Shahla Kawal ID#11-95113-3.
The
Term-Paper has been carried out under my guidance and is a record of the
bonfire work carried out successfully.
-----------------------------------------------
Professor Dr. M. Mahmodul Hasan
Course Teacher
Table of Content
Number
& Title
|
Page
no.
|
1.
Acknowledgement Letter
|
01
|
2.
Executive Summary
|
02
|
|
02
|
4.
Most Strategic Management Model
|
03
|
5.
Company Profile ,Vision & Mission and
Organogram
|
04
|
6.
PESTEL Analysis, SWOT Analysis And Porters Five
Forces Analysis Of TATA DOCOMO
|
06
|
6.1.
PESTEL
Analysis
|
06
|
6.2.
SWOT Analysis
|
07
|
6.3.
Porters Five Forces Analysis
|
08
|
|
09
|
7.1.
SWAN Analysis:
|
09
|
7.2.
TWOS Matrix
|
10
|
8.
VALUE CHAIN ANALYSIS of Tata DOCOMO
|
11
|
9.
ViSA Model and SMARTER Model of Tata DOCOMO
|
12
|
9.1.
ViSA Model
|
12
|
9.2.
SMARTER Model
|
12
|
10. BCG Chart of
TATA DOCOMO
|
13
|
|
14
|
11.1.
PURE Objective
|
14
|
11.2.
GREAT Model
|
14
|
12. Market
Analysis Including Market Segmentation
|
14
|
13. EFE Matrix
|
15
|
14. CPM Matrix
|
16
|
|
17
|
16. Analysis Of
Financial Condition And Results Of Operations
|
18
|
17. Competitor
Analysis of TATA DOCOMO
|
20
|
18. Break Even
Analysis
|
23
|
19. KSF Analysis
|
23
|
20.
Strategy Evaluation and Contingency Plan
|
25
|
21. Recommendation
|
28
|
22. Conclusion
|
29
|
23. Reference
|
29
|
1.
Acknowledgement Letter
We would like to thank Professor
Dr. M. Mahmodul Hasan, School of Business, and American International University-
Bangladesh (AIUB) from the bottom of our heart for guiding us all through in the preparation of this term paper. Without his
support this term paper would not have been possible.
A special thanks and recognition is
extended to all those who contributed to this report by taking part in the study and thus presenting their valuable opinions to us. All in all it was a wonderful experience to
work as a team in doing the study and preparing this
report on such an important issue.
Thanks to
all from the core of our heart.
Name ID
Uddin Md. Raihan 11-95059-3
Rabeya Sultana 11-95106-3
Shibli, Md. Abu Naim 11-95255-3
Shahla Kawal 11-95113-3
Taj Md.Shahrair 11-95109-3
Department: MBA
2.
Executive Summary
Tata DOCOMO Limited spearheads the Tata Group’s presence in
the telecom sector. The Tata Group includes over 100 companies, over 450,000
employees worldwide and more than 3.8 million shareholders.
Tata Docomo Limited also became the first Indian private
telecom operator to launch 3G services in India under with the launch of
services in November 2010 in all nine telecom Circles where the company bagged
the 3G license. In association with its partner NTT DOCOMO, the Company finds
itself favorably positioned to leverage this first-mover advantage. With 3G,
Tata DOCOMO has begun to redefine the very face of telecoms in India.
Tokyo-based NTT DOCOMO is one of the world’s leading mobile operators in Japan;
the company is the clear market leader, used by nearly 55 per cent of the
country’s mobile phone users.
Its mission is “We shall be the most
respected company in the businesses and geographic we operate in.” and Vision
is “Enrich the quality
of life offering products and services that meet the essential needs of
people.”
Though Tata
DOCOMO is going well in the market but it faced some problems. To recover this
problem we gave some recommendation that will help them to work successfully in
the future.
3.
Definition Of Strategic Management
Strategic management can be defined as the art and science
of formulating, implementing, and evaluating cross-functional decisions that enable
and organization to achieve its objectives. As this definition implies, strategic
management focuses on integrating management, marketing, finance/accounting,
production/operations, research and development, and computer information
systems to achieve organizational success. Sometimes the term strategic
management is used to refer to strategy formulation, implementation, and
evaluation, with strategic planning referring only to
strategy formulation. The
purpose of strategic management is to exploit and create new and different
opportunities for tomorrow; long-range planning, in contrast, tries to optimize
for tomorrow the trends of today.
4.
Most Strategic
Management Model
Ø PEST
Analysis: PEST analysis stands for "Political, Economic,
Social, and Technological analysis" and describes a framework of
macro-environmental factors used in the environmental scanning component of strategic management.
Ø STEER Analysis:
STEER analysis systematically considers Socio-cultural, Technological, Economic,
Ecological, and Regulatory factors.
Ø Porters Five Forces Model:
It’s a framework for industry analysis and business strategy development. It
draws upon industrial organization (IO) economics
to derive five forces that determine the competitive intensity and therefore
attractiveness of a market.
Ø Strategic
Group Map:
§ Extent
of product (or service) diversity.
§ Extent
of geographic coverage.
§ Number
of market segments served.
§ Distribution
channels used.
§ Extent
of branding.
§ Marketing
effort.
§ Product
(or service) quality.
§ Pricing
policy.
Ø SWOT
Analysis
§ Strengths:
characteristics of the business or team that give it an advantage over others
in the industry.
§ Weaknesses:
are characteristics that place the firm at a disadvantage relative to others.
§ Opportunities:
external chances to make greater sales or profits in the environment.
§ Threats:
external elements in the environment that could cause trouble for the business.
Ø Blue
Ocean Strategy: It’s a business strategy book first
published in 2005 and written by W. Chan Kim and Renée Mauborgne of The Blue Ocean Strategy
Institute at INSEAD.
The book illustrates what the authors believe is the high growth and profits an
organization can generate by creating new demand in an uncontested market
space, or a "Blue Ocean", than by competing head-to-head with other
suppliers for known customers in an existing industry.
Ø Open
innovation: It’s a paradigm that assumes that firms can and
should use external ideas as well as internal ideas, and internal and external
paths to market, as the firms look to advance their technology.
Ø McKinsey
– Seven S-Model:
§ Strategy:
Competition, Economy, regulation/taxes, labor & supplier issues ,
Short-Term Vs. Long-Term Goal etc.
§ Shared
Values: How would you describe the mission of this company to your prospective
buyers?
§ Structure:
Organization Chart, Departments, the number of management layers
§ Staff:
the strengths and weaknesses of the organization's key people.
§ System/Infrastructure:
reward system, manufacturing system, technology, customer feedback
§ Skills:
key knowledge and skills are needed to succeed in this business/organization
§ Style:
Emphasize on quality, encourage teamwork, reinforce standards
5.
Company Profile ,Vision
& Mission and Organogram
Tata DOCOMO Limited spearheads the Tata Group’s presence in
the telecom sector. The Tata Group includes over 100 companies, over 450,000
employees worldwide and more than 3.8 million shareholders.
Incorporated in 1996, Tata Teleservice Limited was the
pioneer of the CDMA 1x technology platform in India, embarking on a growth path
after the acquisition of Hughes Tele.com (India) Ltd [renamed Tata DOCOMOs
(Maharashtra) Limited] by the Tata Group in 2002. Over the last few years, the
company has launched significant services CDMA mobile operations in January
2005 under the brand name Tata Indicom, market-defining wireless mobile
broadband services under the brand name Tata Photon in 2008 and 2G GSM services
under the brand name Tata DOCOMO in 2009.
Tata DOCOMOs is the undisputed market leader in the fixed
wireless telephony market amongst private operators. In the wireless mobility
space, the company in the past has been rated as the ‘Least Congested Network’
in India for eight consecutive quarters by the Telecom Regulatory Authority of
India through independent surveys.
In December 2008, Tata DOCOMOs announced a unique reverse
equity swap strategic agreement between its telecom tower subsidiary, Wireless
TT Info-Services Limited, and Quippo Telecom Infrastructure Limited with the
combined entity kicking off operations with 18,000 towers, thereby becoming the
largest independent entity in this space and with the highest tenancy ratios in
the industry. Today, the combined entity which has been re-christened as VIOM
Networks has a portfolio of nearly 60,000 towers.
The company in the recent past has won many awards. TTSL was
named The Best Emerging Markets Carrier by Telecom Asia, and received 8 awards
at the World HRD Conference, including 5th Best Employer in India. The company
also received 3 awards at the Telecom Operator Awards 2010 from Tele.net; Best
Company, CEO of the Year and Best Quality of Service, and Business Standard
award for 'Most Innovative Brand of the Year'. Tata Docomo was recently
recognized as the best “Utility VAS Service Provider” and “Best Mobile
Broadband Service Provider” for the year 2012 by Frost & Sullivan.
6.0
PESTEL Analysis, SWOT Analysis And Porters
Five Forces Analysis Of TATA DOCOMO
6.2
SWOT Analysis
6.3
Porters Five Forces Analysis
7.0
SWAN Analysis &
TWOS Matrix Of Tata DOCOMO
7.1 SWAN Analysis:
Strength:
- Second's tariff plan which called as seconds pulse.
- Variety of plans.
- Slogan of Tata DOCOMOs "DO THE NEW" and Advertisement.
- The sociological value of organization. Where the product was easily obtained by the common people from low to high level.
Weakness:
- The construction of tower problem in hill areas. Low signal strength.
- Nowadays they stopped the post paid connections.
- Other than mobile services they managing poor organization of customer care service.
- Mostly the TTSL was took their interest in the cities and town as like rural areas not in urban.
Achievements:
- Tata Communications and Middle Eastern Operators launch strategic Gulf cable
§ Project
- Tata Communications Wins Capacity Magazine's Best Global Wholesale Offering
§ Award
2009
- Tata Communications' Global Priority Ethernet Services are now MEF 9 and MEF 14
- Completes major 10 gig IP backbone upgrade throughout U.S.,
§ Europe
and Canada.
- Unveils a next generation Dedicated Global Ethernet Service
- Completes acquisition of Teleglobe
Ambitions Needs
§ Tata
communications to 2008, for a year of European growth. The whole seller sees
§ Despite
the economic conditions still plenty of opportunities to increase revenue and
profits.
7.2
TWOS Matrix
Technique used
in strategy formulation for combining external analysis, which include-
Threats-
Threats-
§ The
network services were rectified the band name did have any tragedy for
developing organization.
§ The
customer centre required to clearly explain the plans and the service of the
tariffs to customer.
§ To
improving the lifetime 1ps/second tariff with perfect networking. Improve their
network from the competitive organization need to improve their quality.
Weaknesses-
§ The
construction of tower problem in hill areas. Low signal strength.
§ Nowadays
they stopped the post paid connections.
§ Other
than mobile services they managing poor organization of customer care service.
§ Mostly
the TTSL was took their interest in the cities and town as like rural areas not
in urban.
Opportunities-
§ The
mobile operator made the huge expanding of services
§ Launching
the different varieties of new plans as like their slogan.
§ New
service plans for internet users as well.
§ The
new technologic service of 3G compatible services.
§ The
SMS banking free monthly trail Internet services. and
internal analysis, which include-
Strengths-
§ Second's
tariff plan which called as seconds pulse.
§ The
Tata DOCOMO was in the group of brand image of TATA groups.
§ Variety
of plans.
§ Slogan
of Tata DOCOMO "DO THE NEW" and Advertisement.
§ The
sociological value of organization. Where the product was easily obtained by
the common people from low to high level.
8.
VALUE CHAIN ANALYSIS of
Tata DOCOMO
A company’s value chain identifies the primary
activities that create customer value and related support activities.
Primary activities of Tata DOCOMOs
§ The
Group's communications activities are currently spread primarily over four
companies-Tata DOCOMOs Limited, its associate Tata DOCOMOs (Maharashtra)
Limited, Tata Communications (erstwhile VSNL) and Tata Sky. Together, these
companies cover the full range of communications services, including:
§ Telephony
Services: Fixed and Mobile
§ Media
& Entertainment Services: Satellite TV
§ Data
Services: Leased Lines, Managed Data Networks, IP/MPLS VPN, Dial-up Internet,
Wi-Fi and Broadband
§ Value-added
Services: Mobile and Broadband Content/Applications, Calling Cards, Net
Telephony and Managed Services
§ Infrastructure
Services: Submarine Cable Bandwidth, Terrestrial Fiber Network and Satellite
Earth Stations and VSAT Connectivity
Support activities of Tata DOCOMOs
Tata DOCOMOs includes the support activities,
involved product R&D, system development, Human Resource Management, and
general administration involved general management, legal and regulatory
affairs, safety and security’s
9.0ViSA
Model and SMARTER Model of Tata DOCOMO
9.1
ViSA Model
Vision
Deliver a new
world of communications to advance the reach and leadership of their customers.
Strategy
Build
leading-edge IP-leveraged solutions advanced by our unmatched global
infrastructure and leadership in emerging market.
Action
plan
Invest in
building long-lasting relationships with customers and partners and lead the
industry in responsiveness and flexibility.
9.2
SMARTER Model
Specific
Tata DOCOMOs has specific goals to achieve
Measurable-
The strategy they set according to the plans for
achieving the objectives, they go through the performance appraisal and the
results are measurable.
Achievable-
The group has a clear and specific concentration to
achieve goals by setting strategy, maintaining plan and performance.
Realistic-
The performance and goals are always relevant
Time-
The group maintain well distributed time frame among
employees working process, decision taking. Planning, strategy maintaining to
run the business achieving its specific goals.
Reviewed-
The performance appraisal of the organization is
reviewed according to the time period.
10.
BCG Chart of TATA
DOCOMO
11.0
PURE Objective & GREAT Model of Tata
DOCOMO
11.1
PURE Objective
§
Positive
§ Understood
o
Performance
o
Style
o
Jargon
o
Culture
§ Recorded
§ Ethical
11.2
GREAT Model
Goals-
The group’s objective is to provide end-to-end telecommunications solutions for business and residential customers across the nation and internationally.
Roles-
Tata DOCOMOs Limited says, we create job roles which are not just exciting and challenging, but also give employees a sense of purpose in terms of creating value for the organization and customers.
Expectation/Performance-
Tata DOCOMOs enhancing marketing performance to
drive business objectives.
Abilities-
Tata DOCOMOs LTD is a rapidly growing company.
Timing-
The group maintain well distributed time frame among
employees working process, decision taking. Planning, strategy maintaining to
run the business achieving its specific goals.
12.Market
Analysis Including Market Segmentation
Tata Docomo is a mobile/wireless service provider
and is collaboration between the Japanese company Docomo and the Indian giant
Tata for its launch in India. The announcement of the launch was made as
recently as June 10, 2009. Hence the product is a new one in the market with a
lot of existing players which include giants like Bharti Airtel, Vodafone, and
Reliance etc. Hence it is important to analyze the competition in the market
and see if there is enough scope in the market.
13.EFE
Matrix
The financial
statements have been prepared in accordance with the requirements of the Act,
the Indian Generally Accepted Accounting Principles (Indian GAAP) and the
Accounting Standards as prescribed by the Institute of Chartered Accountants of
India. The Board of Directors believes that it has been objective and prudent
in making estimates and judgment relating to the financial statements and
confirms that these financial statements are a true and fair presentation of
the Company's operations and profits for the year.
The Company and
TTSL are working towards better operational and functional integration so as to
take full advantage of operational synergies and to present a unified pan-India
entity especially with reference to the common brands being used by each of
these two entities. Some senior employees of the Company have been deputed to
TTSL to take up national responsibility (TTSL and the Company), as such only a
portion of cost of such employees is charged to the Company. The Company had
1,458 employees on its rolls as on March 31, 2012 (Previous year 1,725
employees).
Key
Financial Information & Operational Performance Revenues from
Telecommunication Services
During the year,
revenues from telecommunication services increased to Rs.2,470.25 Crores
(previous year Rs. Rs.2,248.74). This revenue growth was largely driven by
increase in VAS and Data revenue.
Other
Income
Other income
decreased to Rs.35.44 Crores (previous year Rs.67.20 Crores), which includes
subsidies received from the Universal Service Obligation Fund towards provision
of Rural Household Direct Exchange Lines (“RDELs”) in specified Short Distance
Charging Areas (“SDCAs”) amounting to Rs.2.21 Crores (previous year Rs. 6.87
Crores). As RDELs scheme has come to an end, there is no likelihood of the
Company benefitting from such subsidies any further.
Earnings before
Interest, Depreciation, Taxation and Amortization (“EBIDTA”)
During the year,
EBIDTA was Rs.547.06 Crores (previous year Rs.1,146.77). During the previous
year, the Company had profit on sale of long term investment of Rs.834.93
Crores resulting into higher EBIDTA
Cash
Profit
During the year,
Cash Profits was Rs.25.86 Crores (Previous year Rs.800.61 Crores including
profit on sale of long term investment of Rs.834.93 Crores).
Expenses
The major
expenses as a percentage of total cost were as follows:Total depreciation for
FY12 was Rs.543.40 Crores as compared to Rs.750.50 Crores in FY11 (which
included additional depreciation of Rs. 184.81 Crores as a result of
re-estimatation of the balance useful life of certain items of plant and
machinery considering up-gradation of equipment on account of enhancement of
technology and the consequent enhanced pace of planned replacement).
Finance
Charges
The Finance
Charges increased from Rs.346.16 Crores to Rs.521.20 Crores due to higher long
term borrowings and increase in interest rates. In May'2011, the Company has
tied up for long term External Commercial Borrowings of USD 350 Million for
refinancing of short terms loans availed for 3G spectrum fees and for capex.
Out of above borrowings, the Company as of March 31, 2012 has utilized USD
321.63 Million.
Net
Profit
The Company
reported net loss of Rs.517.54 Crores for the year (previous year net profit of
Rs.49.89 Crores which was after profit on sale of investments of Rs.800.61
Crores). The Company launched its full mobility services using CDMA technology
in the second half of 2003-04 and before it became profitable, launched GSM
services only in August'2009 and 3G Services in 2010 in Rest of Maharashtra
Circle in 17 towns. It is not uncommon for large green-field infrastructure
telecom projects to incur losses during the initial few years of each phase of
project.
Fixed
Assets
The Company
continues to grow its network in Mumbai and other cities in Maharashtra and
Goa. The year-end Gross Block increased by Rs.730.48 Crores (Net of deletions
of Rs.7.20 Crores) to Rs.8,344.44 Crores (previous year Rs.7,621.16 Crores).
The major increase in the Gross Block was on account of addition in Network
Sites for GSM and HSIA. The Gross Block also includes the cost of 3G license
fee Rs.1,257.82 Crores.
The year-end Net
Block has increased from Rs. 4,802.83 Crores to Rs.4,986.25 Crores. The
year-end Capital Work-in- Progress is at Rs.64.39 Crores (previous year
Rs.128.23 Crores).
Net
Current Liabilities
The Current
Liabilities decreased from Rs.920 Crores to Rs.680 Crores primarily due to
increase in trade receivables and payment of supplier’s credit.
Loan
Funds
The total loan
funds increased from Rs.4,653 Crores to Rs.5,520 Crores primarily on account of
payment of suppliers.
17.Competitor
Analysis of TATA DOCOMO
|
18.Break
Even Analysis:
An
analysis to determine the point at which revenue received equals the costs
associated with receiving the revenue. Break-even analysis calculates what is
known as a margin of safety, the amount that revenues exceed the break-even
point. This is the amount that revenues can fall while still staying above the
break-even point.
19.KSF Analysis:
Acquiring and keeping
customers are key success factors:
If in global any market that has acquired
significant positive growth and in a short span, it has to be the telecom
sector. Let’s have a detailed look at the challenges, growth and trends of this
booming industry.
Moving up:
Employees have the luxury of learning and nurturing their
talent in an established organization. There are abundant opportunities for
employees performing well to move to different functions/roles, geographies and
career. Growth opportunities in this burgeoning sector are immense.
“Empowerment to take decisions, timely coaching and counseling of the team and
open house discussion with the team are some of the initiatives adopted for the
welfare of employees,” says Pawan Rohatgi, VP, Tata Communications Ltd.
Roadblocks Ahead:
Vineet Verma Jt. Deputy Director General, BSNL says, “Falling
tariffs are majorly impacting the profitability of every major telecom player.”.
Use of social media to screen candidates:
Resumes and cover letters remain a staple of the job search
process, but are joined by a new phenomenon – social networking. The use of
professional networking sites for instance, LinkedIn, Xing etc.for the purpose
of recruitment has been an upward trend and is here to stay. “Use of
professional networking sites like LinkedIn, Xing, Viadeo is increasing among
the HR managers as these sites are proving to be effective tools to validate
reference and work done by the candidates. For example, recommendation section
of LinkedIn is a valuable tool to know about the candidate’s credibility,” says
Subir Verma Former Chief Human Resources Officer, Augere India.
On a hiring spree:
Large telecom companies like Airtel, Vodafone, Idea,
Reliance, Tata Docomo and BSNL and new entrants such as Uninor, Loop Telecom
(Essar Group) have hired more than a lakh people in last three years.
To add to this bullish approach, Shashin Devsare
Executive Director, Karbonn Mobiles (Jaina Group) says, “The current size of
Rs. 35,000 crores of the Indian mobile handset industry has opened avenues of
huge employment opportunities in this sector. In next fiscal year, we are
planning to hire 100 employees.”
All signs look promising – rise in hiring, better pay
packages and heavy bonuses. Telecom industry will play the pivotal role of an accelerator
both at an enterprise level and for the end consumer in the times to come,
however, significant investments need to be made to address the challenges.
20.Strategy Evaluation and Contingency
Plan:
Under its philosophy of "creating a new world of communications
culture," DOCOMO is expanding its core business centered on FOMA 3G and Xi
LTE services, as well as developing more diverse mobile multimedia services
both for daily life and business. DOCOMO also is taking steps to maximize its
corporate value to heighten the trust and value that shareholders and customers
place in the company.
Creating New Communications Culture
DOCOMO is largest mobile operator
and a leading provider of integrated services centered on mobility, enhances
the personal communication of its customers by creating new communications
culture based on:
- Reliable access
- Real-time access
- One-to-one e-communication
People benefit from the advancement
of communications culture in many ways:
- Freedom to enjoy communications anytime, anywhere with anyone
- New customs and manners associated with e-communication
- Unlimited lifestyle options and opportunities
- Innovative and enriched communications
DOCOMO is working to deliver and
strengthen these benefits by improving service quality, aggressively moving
forward with the development of new services, and researching and developing
more user-friendly communications interfaces. In addition, services and
technologies are being provided in a diversifying range of business fields and
platforms.
Satisfying Customers
True customer satisfaction is based
on a number of factors:
- Means of communication that are always ready when needed
- Capability to contact whomever, from wherever and whenever
- Happiness that comes from heart-to-heart communications
- Helping customers realize their dreams
- Responding to customers with consideration, courtesy and thoroughness
- Products that provide easy, convenient and enhanced functionality
Utilizing Human Resources
Superior human resources are
required to devise and implement the company's bold initiatives. To ensure
long-term sustainability and leadership, DOCOMO proactively nurtures its
workforce through a number of forward-thinking policies and measures:
- Stimulation of employees' challenging spirit
- Corporate culture unrestricted by conventional thinking or systems
- Dynamic internal communication free of vertical or horizontal barriers
- Open corporate culture that welcomes the ideas and views of all employees
- Creative office environment in which individuals can find fulfillment
- Respect for the individuality and values unique to each person
- Personnel evaluations based on merit
DOCOMO empowers individuals to
achieve their utmost capabilities and thereby discover new potential. The
company motivates employees not only by providing a dynamic workplace, but also
by offering enlightened labor conditions and enhanced health and welfare
benefits.
Brand Vision
Commitments
Carriers no longer drive the mobile
phone market — users now sit in the driver seat — so success is no longer a
matter of merely offering the best technology. Increasingly, operators must
meet the needs and preferences of individual customers in terms of design,
network quality, rates and customer service. To satisfy these imperatives, DOCOMO
is committed to the following:
Feedback from customers is actively
sought out and constantly reviewed to understand customer needs precisely.
DOCOMO has steadily strengthened all points of contact with customers, readily
adopts ideas from front-line staffers who are in constant contact with
customers, and develops deep relationships with these users..
DOCOMO's
brand statement embodies the above commitments, placing an especially strong
emphasis on building customer loyalty by establishing strong ties with each
customer.
Based on its corporate vision, DOCOMO is steadily enhancing the uniquely
joyful and inspirational qualities of mobile communication, as well as
pioneering innovative solutions to address pressing social needs.
Medium-Term Vision 2015: Shaping a Smart Life
DOCOMO is implementing its Medium-Term Vision 2015: Shaping a Smart Life
as a series of clear steps and initiatives to realize its Corporate Vision for
2020: Pursuing Smart Innovation.
For greater trust and peace of mind
Through expansion of its social-responsibility initiatives and
implementation of extensive countermeasures for enhanced safety and security
based on lessons learned from the Great East Japan Earthquake, DOCOMO is
continuously building on the trust that existing and new customers place in the
company's ability to deliver reliable, high-quality mobile communications.
21.Recommendation
Ø Tata
Docomo Post Paid need care about their poor network connectivity and need to
take action immediately.
Ø Any
customer can contact their Docomo customer care call center at only one time
per day even they deduct the cost for the call. So they should improve this
system.
Ø Need
to improve Tata Docomo’s internet packages and sprite.
Ø Tata
Docomo should update their network
system.
Ø Tata
Docomo should provide training to their
employees those who are working in customer services department.
Ø Improve the IT support for develop the network
system.
Ø Company
should think about the alternative support.
Ø Users
will compare the services to others with which they are familiar. So before
introduce any new services company
should think about it.
22.Conclusion
There are many telecom
company operating their activities in world, Tata Docomo is one of them. For the future planning and the
successful operation for achieving its prime goal in this current competitive
environment this report can be helpful guideline.
The
number of telecom Company is increasing day by day because the demand of the
customer for the service is high. As a result there is high competitive
situation in the telecom sector and people have many options, in case of taking
services. It is obvious that right channel of telecom company establish a
successful network over the country and increases resources; will be able to
play a considerable role in the portfolio of development in developing country
like ours.
Tata Docomo playing leading role in telecom
sector and development of the country. Since inception Tata Docomo has been rendering its telecom services with the needs
of the nation to cope with the demands of people in the country. By doing many
other works for community & society, Tata Docomo has emerged as the pioneer of playing key role in the
country. As a telecom company of Bangladesh, Tata Docomo contributes in the business with promising future. We hope
that Tata Docomo can spread
their business with increasing various scheme and other utility services.
23.
Reference
Ø Strategic
management concepts and cases by Fred R. Devid
Ø Tata
DOCOMO Annual Report 2011-2012
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