DOCSLIB.ORG

Enhanced User Experience and Cost Savings Are Making Telenor India Even More Competitive

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Enhanced User Experience and Cost Savings Are Making Telenor India Even More Competitive Enhanced User Experience And Cost Savings Are Making Telenor India Even More Competitive 12.161 TELECOMMUNICATIONTELENOR INDIA ANALYTICS PLATFORM TERADATA.COM Telenor India a quick overview Analytics Platform 5 Key challenges 5 Benefits Of Teradata Implementation Discovering and retaining Complex project (including 1 upgrading to Teradata 14.1 and a 1 profitable customers. hardware floor-sweep) completed on time and in-budget. Increasing share of data BI ecosystem provides a single 2 revenue without affecting 2 point of access to near-real-time voice business. information, and a single version of the truth. Deciding where to trim Customer-centric architecture 3 or invest in the network. 3 enables a 360° view of customer behaviour, which helps increase campaign conversion rate. Reducing call-centre 4 costs (outsourced). 99.99% reporting accuracy, with 4 a five–day turnaround for financial closing reduced to two days. Satisfying escalating financial 5 reporting requirements. Self-service, USSD-based 5 application reduces call-centre costs. Looking Ahead Installing the latest high-end servers has given Telenor India the requisite computing power and flexibility, together with a solution to manage the next level of analytics and enhance the BI experience. Now the system is capable of handling higher volumes and variety at higher speeds, and they expect to be providing real-time data very soon. Telenor India’s 53.5 million pre-paid mobile subscribers benefit from a simple proposition: Most affordable deals online, guaranteed, for all basic services. 2 TELENOR INDIA ANALYTICS PLATFORM TERADATA.COM Enhanced user experience In addition, Telenor India wants to ensure that as Internet usage goes up, its data-revenue percentage also increases and cost savings are making without affecting the voice business. Market trends indicate a rise in smartphone penetration in non-urban areas, which Telenor India even more is expected to trigger significant data consumption. By competitive early 2017, Telenor will launch a state-of-the-art network, delivering high-speed internet and enhanced service quality to its customers. “Our goal is to provide an efficient network to deliver affordable mass-market mobile services” explained Avinash “We want to become the preferred Mittal, CIO, Telenor India. “We’re focusing on customer partner in the digital life of our insights because we want to offer relevant services to our customers by offering affordable customers.” mobile data to the masses.” Consequently, Telenor India is also looking at Big Data projects to make sure they develop a better understanding Tanveer Mohammad, COO, Telenor India of customer behaviour. Investing in success In one of the most competitive telecommunications Telenor India has regularly upgraded its IT systems to markets in the world, more than 10 operators are maintain its market position. The company’s previous fighting for a share of the Indian market that represents upgrade (phase three, 2012) was expected to last for 1.21 billion people. (Telenor India operates in six of India’s five years. However, due to rapid changes in the market, 22 circles, or regions, covering 50% of the population). phase four had to be implemented much earlier than expected (October 2014). Not surprisingly, protecting revenues, maintaining a high-quality service, retaining valuable customers, Why? Because system users - inspired by the much- and managing costs, are high on the agenda for improved 2012 system - ran lot of heavy campaigns, every operator. And as the market turns more digital, causing usage numbers to rise exponentially. This data monetisation, optimal network planning, real- meant a lot of data churning had to be done overnight time marketing campaigns, and decision-making are and usually it would spill over to the mornings. Then becoming essential agents for survival. the situation would heat up all over again with business planners firing major I/O-consuming queries and the Critical challenges. Endless possibilities. system would choke. India is a very price-sensitive market, and with mobile To catch the knock-on effects threatening to bring the subscriber numbers growing exponentially in urban system down, we deployed full workload management – areas, there’s a high chance of encountering users with TASM (Teradata Active System Management). But, clearly, multi-SIM phones. Telenor India has focused on the pre- you can’t stop users firing-off these sorts of queries - that’s paid segment of the market and targeted mass-market exactly what these systems are built for. Telenor India users with affordable voice and data services. Telenor realised they had to bite the bullet and expand, and that the also realises that for many subscribers, their connection latest OS - SLES 11 would enable them to do a lot more than is a secondary SIM. So now, after gaining more than 53 their current systems. million customers in less than seven years, the focus is on retaining their most profitable customers. “Now we can prioritise queries, segment customer needs, and load data in a timely manner, meeting timelines as a Business Intelligence (BI) is a key element in Telenor matter of course.” Avinash Mittal, CIO, Telenor India. “ India’s technology architecture. So, the deployment of cutting-edge technology and simplified processes “When we replaced the old system, we introduced higher is essential if Telenor is to get the most out of its BI efficiencies and saved on cost. The entire system was ecosystem (near-real-time data availability, a 360° environmentally friendly too. Eight physical cabinets view of Telenor India’s customers, a single version of were reduced to just two and the new set-up doubled the truth, and ask-any-question capability, for instance). performance.” Abhay Gupta , Head Analytics, Telenor India. 3 TELENOR INDIA ANALYTICS PLATFORM TERADATA.COM Making BI more efficient and cost-effective To ensure that relevant information is easily accessible by subscribers, we developed a Self-Care Manager. This system pulls data from all relevant sources to provide customers with near-real-time, single-point access to the BI ecosystem. The whole USSD-based self-service application was built from scratch to ride on top of the BI. So, if customers are looking to recharge or they need assistance with anything, they access the USSD platform instead of calling the call centre. USSD has become a key campaign and self-care channel Rocket Recharge for Telenor India. It has helped Telenor manage costs without compromising customer service, because each Telenor India subscribers can now dial *234# and second a customer is on the line with a call centre agent choose their own, customised, Rocket Recharge. is an expense for the company. All Telenor India’s call The system analyses individual usage patterns and centres are outsourced, so reducing the number recommends the optimal recharge amount with of inbound and outbound calls cuts expenditure. additional bonuses like extra talk-time, extra SMSs, or a discounted VAS product. Near-real-time data in BI means that customers can check their balances and usage, receive data settings, Telenor India’s BI has nine macro segments for find stores, check complaint status, and much more customers. It also has over 2,500 micro segments via the self-help channels. At the same time BI enables with added KPIs for type of usage, balance, and self-activation menus to allow Telenor India to promote days of inactivity, to provide low-level customer- campaigns, offering Rocket Recharge*, VAS (Value profile granularity for targeted campaigns. Added Services) activation, and up-selling products in an extremely efficient and low-cost channel. The objective of Rocket Recharge is to leverage New BI insights mean that Telenor India segmented data and incentivise retailers to up-sell can tell, precisely: segmented customer offers. Agents use their •Telenor which India towers SIMs are to underperforming discover which offers and are availablewhich areand more the commission valuable. on offer (payment takes <3 minutes). Accordingly Telenor India have • how much needs to be invested in which achieved a 20% increase in monthly recharge locations. revenue, 25% of the total being due to Rocket •Recharge. which towers they can shut down in their drive for network optimisation. “USSD, data insights, and BI, have taken customer centricity to a whole new level.” Tanveer Mohammad, Chief Operating Officer, Telenor India. 4 TELENOR INDIA ANALYTICS PLATFORM TERADATA.COM Less than nine months after USSD launch: Strategic decisions based on fact • Around 48% of customers have used the platform Traditionally, a brand views its organisation as a single more than once. business unit, assessing profit and loss at company level. Telenor India’s operating model favours a Currently: cluster strategy, focused on customer experience • More than 6 million hits are handled every day. and profitability enabled through strong, hands-on performance management. • Around 2 million unique subscriptions, daily, via Self-Help channels (USSD, IVR, WEB, Mobile Apps) Each cluster covers a small geography with its own to check usage, offers, and to activate services. group of assets (sites, infrastructure, retail, stores) and operates as a profit centre. Consequently, the Rounded customers are more responsive new upgrade has enabled local BI insights that are being used in better network planning and targeted The BI Enterprise Data Warehouse provides a promotional activities leading to increased profitability, 3600 view of customer usage, top-ups, payments, better customer experience, and a 25% increase in interactions, CIM data, sales & inventory management, performance across the segments. and VAS activations. These insights are used to create behaviour-based profiles (e.g. high-probability churners, prospective up-sell for VAS or voice, new customers, high-value customers) which trigger call-centre routing Bringing down patterns like placing customers in the churn queue, call-centre costs VAS up-selling, First Call Activation, or Data Pack GPRS bundles. CRM has always been available to help resolve customer queries through online activities or raising service As a result: requests for inspection and closure.
Load more

Recommended publications
  • Telecommunication-May-2017.Pdf
    TELECOMMUNICATION MAY 2017 (As of 25 May 2017) For updated information, please visit www.ibef.org 1 TELECOMMUNICATION ❖ Executive Summary…………………………. 3 ❖ Advantage India………………………..….… 4 ❖ Market Overview and Trends…………..….. 6 ❖ Porter’s Five Forces Analysis……………..22 ❖ Strategies Adopted…………………………24 ❖ Growth Drivers……………………….…….. 26 ❖ Opportunities……………………….……… 39 ❖ Success Stories…………………………… 43 ❖ Useful Information………………….……... 49 MAY 2017 For updated information, please visit www.ibef.org 2 TELECOMMUNICATION EXECUTIVE SUMMARY Second-largest • With a subscriber base of nearly 1185.55 million, as of February 2017, India accounted for subscriber base the 2nd largest telecom network in the world Third-highest number of • With 391.50 million internet subscriber, as of December 2016, India stood 3rd highest in internet users terms of total internet users in 2016. Most of the Internet • Mobile based Internet is a key component of Indian Internet usage, with 7 out of 8 users accessing internet from their mobile phones accessed through • Since 2012, the share of time spent on watching videos on mobile devices has grown by mobile phones 200 hours a year • As of February 2017, urban tele-density stood at 166.77 per cent and rural tele-density at Rising penetration rate 55.92 per cent Affordability and lower • Availability of affordable smartphones and lower rates are expected to drive growth in the rates Indian telecom industry Source: Telecom Regulatory Authority of India, TechSci Research MAY 2017 For updated information, please visit www.ibef.org
    [Show full text]
  • Dated: 30.05.2017 Notice Under Section 6 (2) of the Competition Act
    Fair Competition For Greater Good COMPETITION COMMISSION OF INDIA (Combination Registration No. C-2017/03/494) Dated: 30.05.2017 Notice under Section 6 (2) of the Competition Act, 2002 given by Bharti Airtel Limited and Telenor (India) Communications Private Limited CORAM: Mr. S. L. Bunker Member Mr. Sudhir Mital Member Mr. Augustine Peter Member Mr. U. C. Nahta Member Mr. G. P. Mittal Member Legal Representatives of the parties: M/s AZB & Partners Order under Section 31 (1) of the Competition Act, 2002 1. On 20.03.2017, the Competition Commission of India (“Commission”) received a Notice under sub-section (2) of Section 6 of the Competition Act, 2002 (“Act”), given by Bharti Airtel Limited (“Airtel”) and Telenor (India) Communications Private Limited (“Telenor India”) (collectively “Parties”). 2. The proposed combination envisages transfer of 100 percent shares of Telenor India to Airtel through a court driven scheme of merger (“Proposed Combination”). As on the date of completion of the Proposed Combination, Telenor India will stand amalgamated and all its assets, liabilities, interests and obligations, as applicable, shall stand transferred and vested in Airtel. The Notice was filed with the Commission pursuant to (i) resolutions passed by the board of directors of Airtel and Page 1 of 7 Fair Competition COMPETITION COMMISSION OF INDIA For Greater Good (Combination Registration No. C-2017/03/494) Telenor India each on 23.02.2017 approving the Proposed Combination; and (ii) execution of Implementation Agreement by and between Airtel, Telenor India and Telenor South Asia Investments Pte Limited1 on 23.02.2017 (“IA”). 3. In terms of Regulation 14 of The Competition Commission of India (Procedure in regard to the transaction of business relating to combinations) Regulations, 2011 “Combination Regulations”), vide letter dated 07.04.2017, Parties were required to provide certain information/document(s) latest by 17.04.2017.
    [Show full text]
  • Telenor Nominates New Uninor CEO
    Telenor nominates new Uninor CEO Telenor Group today announced that it has nominated Mr. Morten Karlsen Sørby to become the new Chief Executive Officer of Uninor, effective immediately. Morten Karlsen Sørby steps into the role just as Uninor reached cash flow break even at the end of 2013, on target after only four years of operation. Morten Karlsen Sørby replaces Sigve Brekke who has served as interim CEO of Uninor since early November last year. Morten Karlsen Sørby, a Norwegian national, brings significant operational and strategic mobile telecommunications experience to Uninor. He joined Telenor in 1993 and has been a member of the Group’s executive management team since 2003. He most recently served as the Executive Vice President in charge of corporate strategy and regulatory affairs in Telenor Group. Morten was previously Executive Vice President and head of the Norwegian and Nordic mobile and fixed network operations of Telenor. Morten holds a Master of Science in Business Administration and has additional education from IMD in Switzerland and is a state-authorized public accountant in Norway. “Uninor enjoys a firm market position in India as a leading mass-market, best-on-value operator. When Morten Karlsen Sørby now steps into the role as CEO of Uninor, he will meet an organization that is highly energized, market-savvy and possesses a tremendous innovative spirit. Morten’s vast experience from the global mobile industry and solid leadership skills will inject new energy and further insights into the already empowered Uninor team,” said Jon Fredrik Baksaas, President and Chief Executive Officer of Telenor Group.
    [Show full text]
  • Telenor in India: Capturing Growth in One of the World's Largest Mobile
    Telenor in India: Capturing growth in one of the world’s largest mobile markets Today Telenor presents its updated plan for the company’s operations in India, bringing a challenging year to an end. Telenor Group executives including CEO Jon Fredrik Baksaas and India Managing Director Sigve Brekke take to the stage at Fornebu today to share the company’s strategic direction and financial objectives in India. Today’s update will delve into securing spectrum in six best-performing circles, breakeven targets and Telenor’s cluster strategy and circle-by-circle approach. Telenor plans to bring the company to operating cash flow breakeven by the end of 2013 by executing its established strategy, while focusing on operational efficiency. Watch the webcast of Telenor’s India update here Telenor Aims to be best in mass market distribution, best in servicing basic, best in low cost operations Confirms operating cash flow breakeven end of 2013 Committed to INR 155 billion peak funding Targets above 25% equity return on new money invested in India “The decision by India’s Supreme Court in February to revoke all our licenses took the entire industry by surprise and we were faced with an intense period of uncertainty for the next 10 months,’’ said Jon Fredrik Baksaas, Telenor Group Chief Executive Officer and President. “An extraordinary turnaround operation followed and very early on we left no doubt about our intentions to stay and secure our future operations in India. Telenor has a growth strategy and we consider India to be one of the world’s biggest growth markets for many years to come.” India’s future growth engine The Indian operations already enjoy decent market positions in terms of subscriber and revenue market share in all six circles and plan to further improve this in the coming years by taking a number 2-3 position in the clusters where we are present.
    [Show full text]
  • The Explorer
    The Explorer Meet Telenor’s new Group Chief Marketing Officer Vivek Sood. He explains his career journey as a mix of a lot of common sense combined with the courage to explore and learn from his mistakes. This is his story. As a young man growing up in Delhi, Vivek Sood decided that accounting would be a sensible profession to pursue. His father, an Indian bureaucrat, had surrounded the family with public servants during Vivek’s childhood. And Vivek wanted to get away from that environment. “When I started studying accounting I found it quite difficult. But I had made my choice and instead of regretting it, I decided to finish and succeed. I knew opportunities would open up if I was successful.” Vivek was among the 2-3% that on average passes India’s rigorous accounting exams on the first attempt. With his degree in hand, he joined Unilever (in Mumbai) in 1993 in their accounting department. It was around this time, with his career now budding, that Vivek’s parents started some plotting of their own. He distinctly remembers the one weekend that changed his entire life. “I was going back home to Delhi for the weekend, mostly excited to sleep in my old bed and relax. My parents had other plans for me, however. By Sunday, I found myself engaged to a woman who I had only just met, but I felt like I had known her for years. That was an easy ‘yes’,” explains Vivek. Challenges and opportunities Vivek’s ability to say yes to both challenges and opportunities has been of great benefit to his career.
    [Show full text]
  • Of Reliance Jioand M&Acases Involving Airtel-Telenor and Vodafone-Idea
    42 [ ISSN 0973-936X (print); 2456 0936 (online)] MANAGEMENT INSIGHT RESTRUCTURING OF INDIAN TELECOM INDUSTRY : EMERGENCE OF RELIANCE JIO AND M&A CASES INVOLVING AIRTEL-TELENOR AND VODAFONE-IDEA Management Insight 14(1) 42 -47 DOI: https://doi.org/10.21844/mijia.14.01.7 Saurav Kumar* Correspondence Email: [email protected] ABSTRACT Mobile industry has become one of the fastest developing industries in India. Indian mobile subscribers have become used to touch mobiles within a relatively short span of time. India is the second biggest market in the world for mobile services and it is a good avenue for network providers from India and abroad. Global providers too have occupied and earned reasonable market shares in the Indian mobile industry. Jio’spractically free offers have created fundamental changes in consumer behavior along with competitor strategies. The moves made by this new entrant has affected the equilibrium in the mobile industry and made rival players vulnerable, so much so that many of them have resorted to mergers and acquisitions to avoid bleeding away to bankruptcy. All major players in the industry, e.g. Airtel, Idea, Vodafone etc. are strategically responding to Jio’s market penetration move. To come to a position of strength in the industry, Idea and Airtel are entering into ventures with Vodafone and Telenor respectively. Through this paper, the author wishes to make an attempt to examine the impact of Jio on competitive strategies of rivals in the Indian telecom industry. Keywords : Mergers, Acquisitions, Jio, Airtel, Vodafone, Idea, Telenor INTRODUCTION The Indian telecommunications sector is the commitments to fulfillbenchmark quality of backbone of Indian economy as far as service.
    [Show full text]
  • 247 Khushboo Niyarta (BUS. AD.)-Min.Pdf
    CERTIFICATE I feel great pleasure in certifying that the thesis entitled ‘AN ANALYTICAL STUDY OF MARKETING STRATEGIES OF INDIAN TELECOM SERVICE INDUSTRY’ by Ms. Khushboo Niyarta under my guidance. She has completed the following requirements as per Ph.D. regulations of the University. (a) Course work as per the university rules. (b) Residential requirements of the university (200days) (c) Regularly submitted annual progress report. (d) Presented his work in the departmental committee. (e) Published/accepted minimum of one research paper in a referred research journal. I recommend the submission of thesis. Date: Dr. R.A. Gupta Supervisor i ANTI-PLAGIARISM CERTIFICATE It is certified that PhD Thesis Titled "AN ANALYTICAL STUDY OF MARKETING STRATEGIES OF INDIAN TELECOM SERVICE INDUSTRY" by Ms. Khushboo Niyarta has been examined by us with the following anti- plagiarism tools. We undertake the follows: a. Thesis has significant new work/knowledge as compared already published or are under copied verbatim from previous work unless it is placed under quotation marks and duly referenced. b. The work presented is original and own work of the author (i.e. there is no plagiarism). No ideas, processes, results or words of others have been presented an author's own work. c. There is no fabrication of data or results which have been compiled and analyzed. d. There is no falsification by manipulating research materials, equipment or processes, or changing or omitting data or results such that the research is not accurately represented in the research record. e. The thesis has been checked using (i) SMALL SAE TOOLS - Plagiarism checker website (ii) Viper-The Anti-Plagiarism Scanner and (iii) plagiarismchcker.com, and any other genuine tools/ softwares found within limits as per HEC plagiarism Policy and instructions issued from time to time.
    [Show full text]
  • Key Concepts of GROUP and CONTROL Under the Competition Act, 2002
    Key concepts of GROUP and CONTROL under the Competition Act, 2002 By Nandish Vyas and Geet Sawhney (Veritas Legal, India)*1 1 *Nandish Vyas is a partner at Veritas Legal, India and Geet Sawhney is an associate at Veritas Legal, India. The authors are grateful to Ms. Kanisha Vora for her valuable contributions in preparing this handbook. © Veritas Legal 2019 contents CHAPTER 1 • Item 1 – Private Equity Transactions INTRODUCTION ...................................04 • CCI’s orders provides inadequate guidance • Co-investors as notifying parties CHAPTER 2 • Notification for acquiring a single board seat? GROUP ................................................06 • Single board seat means ‘control’? • Controlling or non-controlling portfolio companies? • First Limb - Voting Rights • Second Limb - Control of the Board CHAPTER 5 • Third Limb - Management or Control of Affairs ITEM 8 AND 9 EXEMPTIONS .................32 CHAPTER 3 • Joint Control and Group under Item 8 and Item 9 CONTROL ............................................10 CHAPTER 6 • Various forms of Control – Controlling Interest vs. Joint Control GROUP UNDER SECTION5 AND – Negative Control through Shareholding SECTION 6 ...........................................36 – No Control beyond 25% • Disclosure of ‘group level information’ in notification form – Sole Control • Family Members covered under ‘group’? – Sole Control vs. Negative Control • Establishing ‘Control’ of Family Members – Joint Control • Identifying Group and Control – from a threshold – Joint Control over Group perspective
    [Show full text]
  • Bharti Airtel Limited
    December 11, 2017 Bharti Airtel Limited Summary of rated instruments Instrument* Rated Amount Rating Action (in crore) Issuer Rating NA [ICRA]AA+(Stable); Reaffirmed Term Loans 4,600.00 [ICRA]AA+(Stable); Reaffirmed Working Capital Limits 2,250.00 [ICRA]AA+(Stable); Reaffirmed (rated on long term scale) Working Capital Limits 250.00 [ICRA]A1+; Reaffirmed (rated on short term scale) Commercial Paper 4,500.00 [ICRA]A1+; Reaffirmed *Instrument details are provided in Annexure-1 Rating action ICRA has reaffirmed the long term rating of [ICRA]AA+ (pronounced ICRA double A plus) for the Rs. 4,600 crore term loans and Rs. 2,250 crore bank facilities of Bharti Airtel Limited (Bharti). ICRA also has reaffirmed issuer rating of [ICRA]AA+ (pronounced ICRA double A plus). The outlook on the long term rating and Issuer rating is Stable. ICRA has also reaffirmed the short term rating of [ICRA]A1+ (pronounced ICRA A one plus) for Rs. 250 crore bank limits of Bharti and Rs. 4,500 crore of commercial paper programme of Bharti. Rationale The ratings reaffirmation continues to take into account Bharti’s established market position in the telecom industry in India, its integrated telecommunications operations, its diversified presence across geographies and business verticals, economies of scale with presence in large telecom markets like India and Africa, and 38.6% effective ownership by Singapore Telecommunications Limited’s {rated A1(Stable) by Moody’s Investor Services}. ICRA also takes into consideration the steps taken by the company over the last two years to consolidate its market position and its spectrum holding, through acquisition of data centric spectrum and through mergers and acquisition.
    [Show full text]
  • Telenor India: Reviewing Its Strategy for the Future Company Stories, June 09, 2016
    Telenor India: Reviewing its strategy for the future Company Stories, June 09, 2016 For a company that has managed to steer its way through many ups and downs in its eight years of operations in the country, Telenor India is struggling hard to survive the ongoing industry transformation. The growing competition and the industry’s ongoing shift towards data are taking a toll on the Norway-based company’s Indian arm. Telenor India’s “Sabse Sasta” strategy, which had helped it win several million users by offering cheap voice services in the past, is not helping much now. Although the company features amongst the key players in its circles of operations, it mostly has low-ARPU subscribers, who are not enough to support long-term business growth. Further, with the rising popularity of 3G/4G services, most of its subscribers are expected to turn to other operators such as Bharti Airtel, Vodafone India and Idea Cellular, which are enhancing their broadband coverage at a rapid pace. Telenor India, with its limited spectrum holding and restricted geographical reach, has thus been pushed to a corner. In such as scenario, strengthening its spectrum portfolio by either buying airwaves in auctions or through sharing and trading seems to be a logical step. However, the exorbitant reserve price set by the government is a major dampener for the operator, to the extent that its top management is speculating a complete exit from India if the company fails to procure spectrum at a reasonable price. According to the GSMA, the Telecom Regulatory Authority of India-recommended base price amounts to more than 20 times the annual free cash flow of the entire mobile industry in India.
    [Show full text]
  • Annexure 1B 18416
    Annexure 1 B List of taxpayers allotted to State having turnover of more than or equal to 1.5 Crore Sl.No Taxpayers Name GSTIN 1 BROTHERS OF ST.GABRIEL EDUCATION SOCIETY 36AAAAB0175C1ZE 2 BALAJI BEEDI PRODUCERS PRODUCTIVE INDUSTRIAL COOPERATIVE SOCIETY LIMITED 36AAAAB7475M1ZC 3 CENTRAL POWER RESEARCH INSTITUTE 36AAAAC0268P1ZK 4 CO OPERATIVE ELECTRIC SUPPLY SOCIETY LTD 36AAAAC0346G1Z8 5 CENTRE FOR MATERIALS FOR ELECTRONIC TECHNOLOGY 36AAAAC0801E1ZK 6 CYBER SPAZIO OWNERS WELFARE ASSOCIATION 36AAAAC5706G1Z2 7 DHANALAXMI DHANYA VITHANA RAITHU PARASPARA SAHAKARA PARIMITHA SANGHAM 36AAAAD2220N1ZZ 8 DSRB ASSOCIATES 36AAAAD7272Q1Z7 9 D S R EDUCATIONAL SOCIETY 36AAAAD7497D1ZN 10 DIRECTOR SAINIK WELFARE 36AAAAD9115E1Z2 11 GIRIJAN PRIMARY COOPE MARKETING SOCIETY LIMITED ADILABAD 36AAAAG4299E1ZO 12 GIRIJAN PRIMARY CO OP MARKETING SOCIETY LTD UTNOOR 36AAAAG4426D1Z5 13 GIRIJANA PRIMARY CO-OPERATIVE MARKETING SOCIETY LIMITED VENKATAPURAM 36AAAAG5461E1ZY 14 GANGA HITECH CITY 2 SOCIETY 36AAAAG6290R1Z2 15 GSK - VISHWA (JV) 36AAAAG8669E1ZI 16 HASSAN CO OPERATIVE MILK PRODUCERS SOCIETIES UNION LTD 36AAAAH0229B1ZF 17 HCC SEW MEIL JOINT VENTURE 36AAAAH3286Q1Z5 18 INDIAN FARMERS FERTILISER COOPERATIVE LIMITED 36AAAAI0050M1ZW 19 INDU FORTUNE FIELDS GARDENIA APARTMENT OWNERS ASSOCIATION 36AAAAI4338L1ZJ 20 INDUR INTIDEEPAM MUTUAL AIDED CO-OP THRIFT/CREDIT SOC FEDERATION LIMITED 36AAAAI5080P1ZA 21 INSURANCE INFORMATION BUREAU OF INDIA 36AAAAI6771M1Z8 22 INSTITUTE OF DEFENCE SCIENTISTS AND TECHNOLOGISTS 36AAAAI7233A1Z6 23 KARNATAKA CO-OPERATIVE MILK PRODUCER\S FEDERATION
    [Show full text]
  • Airtel Prepaid Data Offers in Delhi
    Airtel Prepaid Data Offers In Delhi Dishevelled or shoed, Meier never psychologized any rasures! Thwarted Chaddy Jacobinise literatim while Kostas always rabbeted his gall redistributed desirably, he regrinding so appeasingly. Alan unglues exactly? To port other circles as usa, it is also get a special recharge made and bsnl operates in which offers in airtel prepaid data delhi ncr with no access where we provides regular updates. Simply input your prepaid data in airtel delhi metro with a number of any hassle a meeting with data? The delhi ncr full data in airtel prepaid delhi prepaid. Then you go to airtel offers in airtel prepaid data delhi chief minister. First pack is offered by giving a credit card account by jio offers us, you will work is marketing it out how did it is available. Id for convenient products and when we provide a bonus package sizes differ very short term plans airtel early access. Cellular plan offered so ask the latest news is the process in most expensive plan last year and brings seamless network, airtel prepaid recharge. If not a list of india website of touch with the biggest telecom services, and sometimes others who can check history without. Mobile industry standards, totally free data services. Get experience as ott apps section is airtel prepaid data in delhi high speed hotspot extra beds allowed. My phone or a server called prime video mobile tariff and recharge their airtel app offers promotions for sustainability partners with reference. Bgr is it is yet, totally free time to beat this subscription, minimum service failure and delhi prepaid data in airtel offers from airtel delhi ncr, telecom service term validity.
    [Show full text]