DOCSLIB.ORG

OIBDA Net Income

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
OIBDA Net Income Sistema JSFC Telecom Assets BU Capital Markets Day London, 25 May 2010 Ron SOMMER First Vice-President, Head of Telecom Assets Business Unit Disclaimer Certain statements in this presentation may contain assumptions or forecasts in respect to forthcoming events within Sistema JSFC. The words “expect”, “estimate”, “intend”, “will”, “could” and similar expressions identify forward-looking statements. We wish to caution you that these statements are only predictions and that actual events or results may differ materially. We do not commit to update these statements to reflect events and circumstances occurring after the above-mentioned date or to reflect the occurrence of unanticipated events. Many factors could cause the actual Sistema’s results to differ materially from those contained in our projections or forward-looking statements, including, among others, deteriorating economic and credit conditions, our competitive environment, risks associated with operating in Russia, rapid technological and market change in our industries, as well as risks specifically related to Sistema and its operations. 2 Agenda 1. Introduction 2. MTS/Comstar UTS 3. SSTL 3 1.1. BU Telecommunication assets snapshot Telecommunication Assets Business Unit 55%* 74% 50% 75% SSTL • Leading integrated • CDMA operator with pan- • Sole national wireless • Leading media company operator in Russia & CIS India license in 22 circles data and voice services operating in the pay TV • Operations in Russia, • Total subscriber base provider operating using business Ukraine, Uzbekistan, exceeds 4 mln subscribers CDMA 2000 technology • Areas of expertise include Company Turkmenistan, Armenia • Operates under the MTS in Russia network operation, media description and Belarus brand content production and • Serves over 100 mln advertising mobile subscribers • Listed on the NYSE since July 2000 Revenues: 9,824 Revenues: 36 Private company Revenues: 87 Key 2009 OIBDA: 4,474 OIBDA: (223) OIBDA: (14) metrics % margin: 45.5% (US$ mln) Net income: 1,005 Net income: (191) Net income: (52) % margin: 10.2% * Including indirect ownership as of December 31, 2009 BU is streamlining its portfolio structure in order to increase overall efficiency 4 1.2. BU Telecommunication assets key financials India US GAAP, $ mln Revenue OIBDA Net Income +23.9% -17.6% +17.0% -32.2% -26.3% 14000 7000 1400 12082 5723 1180 12000 6000 1200 -56.9% 9749 9956 4893 10000 5000 1000 869 3880 8000 4000 800 6000 3000 600 375 4000 2000 400 2000 1000 200 0 0 0 2007 2008 2009 2007 2008 2009 2007 2008 2009 OIBDA Net income 50.2% 47.4% 39.0% 12.1% 7.2% 3.8 % margin margin RUB, bln +13.6% +5.1% -26.7% +20.5% -13.5% -44.9% 350 145 142 35 300 316 30 300 140 30 249 250 135 25 22 200 130 20 125 150 125 123 15 12 100 120 10 50 115 5 0 110 0 2007 2008 2009 2007 2008 2009 2007 2008 2009 Despite the market turmoil BU continues to demonstrate solid financial results 5 1.3. BU Telecommunication assets strategic priorities • Short-term: continue the growth story in Telecoms • Long-term: positioning Sistema’s Telecom assets to compete in the global arena •Capitalize on the macro economic recovery •Maintain #1 position in Russian mobile market and build a successful BB and PayTV Competing in the operator with the leading position in the alternative fixed line segment domestic market •Capture extra growth across segments and products through integrated offering •Deliver efficiencies from integration of Comstar UTS into MTS Expanding •Transfer management expertise and best practices to the Indian venture emerging •Differentiated strategy: primary focus on data rather than voice markets: SSTL •Uniform brand name: MTS •Continuous screening and assessment of new opportunities Assessing new •Disciplined approach to acquisition opportunities opportunities Portfolio rotation •Flexibility around disposal of non-core assets Utilizing domestic experience, expanding in emerging markets and assessing new opportunities enable BU to reach its long-term goals 6 Agenda 1. Introduction 2. MTS/Comstar UTS 3. SSTL 7 2.1. MTS 2009 key achievements February • MTS started the acquisition of retail outlet chains, as part of its own retail project Mono- brand. By year-end, MTS operated over 2,000 own stores March • SSTL began to provide services under the MTS™ brand April • MTS recognised as the most valuable brand in Russia May • MTS continued restructuring its debt portfolio by issuing several RUB denominated bonds (last bond in July) June • Ron Sommer appointed Chairman of MTS’s Board of Directors September • Commercial launch of MTS’s interactive content shop Omlet.ru. By October the site was among the top-3 best web-sites of the year October • MTS completed the acquisition of a 50.91% stake in Comstar-UTS December • MTS increased its stake in Comstar-UTS to 61.97% • MTS acquired a 100% stake in Eurotel • MTS launched 3G services in Moscow 8 2.2. MTS is positioning itself to deliver despite maturing markets Key developments MTS response/approach • Strengthen leadership position in existing markets • Shift focus towards retention as markets mature – higher subscriber loyalty Russian mobile achieved through own retail chain Mono-brand market maturing • Capitalize on 3G leadership • Find pockets of growth in other segments: fixed BB, PayTV, MTS branded handsets etc. Competitors • Acquisition of Comstar UTS / Eurotel offering • Capture growth and gain share in Russian telecommunications market integrated • Focus on offering the best convergent services to our existing customers solutions • Deliver expected synergies from the integration of Comstar UTS Approach to • Rapid deployment of pan-Russian access networks through acquisitions inorganic • Continue to explore potential domestic and international M&A opportunities expansion MTS proactively responds on all market changes 9 2.3. Data and content are expected to be the growth engine in the Russian market in the next 3 years Russia (in Bn. RUB) CAGR +7,7% 2010-2013 +7,7% 1.737 +8,2% 1.613 Highest absolute growth (> 50% from Data & Content) 1.497 1.384 1.308 845 Mobile 7% 795 747 667 696 Corporate (Fixed) 12% 233 208 2% 186 Fixed voice 157 167 166 20% 163 Fixed BB 155 159 92 109 14856 75 4% 63 138 143 Operators’ business 120 126 133 31% 15 35 46 Pay TV 20 27 7% 170 182 195 Handsets 145 158 Highest 2009 2010 2011 2012 2013 growth rate Source: Various institutional, commercial and internal sources compiled by MTS & CS Blocks for Strategy & Corporate Development Still there is enough space to grow on Russian mobile market 10 2.4. MTS has established a clear path to capitalise on the convergence opportunity by implementing its «3i» strategy “3i” strategy Tactics Delivery Key benefits •Comstar UTS acquisition and further re- Integration •Seamless user experience for branding all segments •Fixed-mobile bundles offerings developed •Rapid broadband New pipelines and •Cable TV network STREAM integrated into infrastructure (fixed/3G/LTE) customer touch- Comstar UTS deployment •Set up of Joint Sales Models for corporate points •Integrated sales channels market Increasing customer lifetime Internet •64 cities in Russia (incl. Moscow) covered with value •Enhanced connectivity 3G + Armenia •Compelling Internet user •LD fiber operator Eurotel is acquired Smarter pipelines to experience •Further Roll-out of fixed BB and Pay-TV capture additional •Best-in-class content apps and services in regions through selective M&A services value •Omler.ru portal is launched Generating Innovation •Delivery of exclusive devices •Retail Mono-brand network reached 3260 shareholder returns •Cutting-edge products and outlets by the end of 2009 Differentiation services for all customer •MTS branded handsets share of sales is through product and segments substantial •End-to-user experience at •Efficiency drive by Shared Service Centers and services mix home, at work and on the move centralized functions build-up Clear and straightforward strategy helps MTS to maintain its market leadership and to create additional value 11 2.5. MTS continues to deliver strong results despite a challenging environment US GAAP, $ mln Revenue OIBDA +44.2% -17.5% +38.5% -23.5% 14000 7000 11901 5848 12000 6000 9824 4474 10000 8252 5000 4223 8000 4000 6000 3000 4000 2000 2000 1000 0 0 2007* 2008 2009 2007 2008 2009 OIBDA 51.2% 49.1% 45.5% * 2007 financials does not include Comstar UTS results margin Net Income Debt +104.4% -6.9% 2500 -40.0% 9000 8330 2072 1930 8000 2000 7000 +19.9% 6000 1500 1164 5000 4075 4000 3400 1000 3000 500 2000 1000 0 0 2007 2008 2009 2007 2008 2009 Net income 25.1% 16.2% 11.8% margin MTS performed sound financial results in 2007-2009 12 Agenda 1. Introduction 2. MTS/Comstar UTS 3. SSTL 13 3.1. SSTL 2009 key achievements India • MTS brand launched on the Indian telecommunications market • Launch of operations in 10 new circles in 2009: Tamil Nadu (incl. Chennai), Kerala, West Bengal, Kolkata, Bihar (incl. Jharkhand), Delhi, Haryana, Mumbai, Maharashtra, Karnataka. SSTL operates in 12 circles today, having launched Andhra Pradesh in May 2010. • Launch of mobile broadband in 33 largest cities (2009), in 61 cities as of May 2010, with 5 of Top-5 metros covered • Number of subscribers increased to more than 3.1 mln in 2009 from 0.5 mln in 2008. In April 2010 number of subscribers exceeded 4 mln. • Revenue growth by 64% in 2009 vs. 2008. SSTL significantly improved its operational results in 2009 14 3.2. Our approach to India rests on three key strategy pillars India Vision Differentiated quality-data-player Profitable player in high priority voice markets Data Voice Costs • Use high-speed • Focus on select • Variable cost data opportunity high potential model • Position as data circles • Prioritize own provider of choice • Focus on ARPU infrastructure • Plug and play improvement investments customer • Move to open • Aggressively experience market handsets manage handset costs World class execution Sales Marketing High performance organization Updated SSTL strategy was adopted in Autumn 2009 15 3.3.
Load more

Recommended publications
  • NEW SYLLABUS 345 : 1 : Roll No…………………
    OPEN BOOK EXAMINATION NEW SYLLABUS 345 : 1 : Roll No………………… Time allowed : 3 hours Maximum marks : 100 Total number of questions : 6 Total number of printed pages : 7 NOTE : Answer ALL Questions. 1. "Telecom Industry in India" The telecommunication industry in India was one of the most swiftly growing sectors in the world with stupendous growth over the last decade. It was regarded as the third largest in the world and the second largest among the emerging economies of Asia. Besides the public sector, the private segment had made significant contribution that had turned the industry into one of the key contributors to the Indian success story. It had an impressive growth trajectory, adding nearly 9 million subscribers per month, bringing the mobile subscriber base to over 903 million by January, 2012. BCG, in January, 2011, indicated that the Indian telecom market would surpass the US $100 billion mark by 2015. This report contradicted the prevalent common belief that growth in the telecom sector had reached a saturation point. In 1994, when mobile phones were introduced in India, the country was divided into 23 circles and licences were issued as per these circles. The circles were classified into four categories — Metros, A, B and C - on the basis of revenue potential; Metro and A circles were expected to have the highest potential. The telecom market in India was highly competitive compared to other countries, and there were over 11 operators in each circle, which was unheard of anywhere else in the world. Different players included Airtel, Reliance, Vodafone (earlier Hutch), Idea, Tata, state-owned BSNL and many more.
    [Show full text]
  • A Study on Customer Loyalty of Jio Users Towards Jio, Vijayawada, Andhra Pradesh
    IAETSD JOURNAL FOR ADVANCED RESEARCH IN APPLIED SCIENCES ISSN NO: 2394-8442 A Study on Customer Loyalty of Jio Users towards Jio, Vijayawada, Andhra Pradesh Dr. B.KISHORE BABU*1 Asso.Prof, Dept. of Management, Koneru Lakshmaiah Education Foundation, Vaddeswaram, Guntur, Andhra Pradesh, India. [email protected] Abstract: Competition in the telecommunications world in India is very firm, brand switching of customers is also very high. That’s why each provider trying to provide the best for its customers so that they can be loyal to the same provider. customer loyalty is defined a relationship between customer with a particular brand name, and company exemplified by their purchase of the customer or consumer buying behavior towards a consistent and profitable brand and measured as recommended to other consumers. In India, there are ten mobile telecom providers operating in the market (Vodafone-Idea, Airtel, Jio, BSNL, Aircel, Reliance communications, Telenor, Tata Docomo, MTS India, MTNL). The rationale of this study is to know the customer loyalty of JIO customers towards JIO After free services time was over. Whether customers are continuing the JIO or not? to know overall satisfaction of customers towards services of JIO, factors which considered to select JIO This study uses data 300 respondents from the population was Reliance JIO users in Vijayawada, Andhra Pradesh, with a structured questionnaire. The questionnaires were scrutinized using MS-Excel. The results of this study show that 63% of the customers are highly satisfied with the performance of JIO services, 45% of the customers are highly agreed that, they will continue the JIO services in coming years and wants to be loyal to the JIO, 52% of the customers are highly agreed that they satisfied with the performance of JIO and suggest others to use JIO Key Words: customer loyalty, telecommunication, satisfaction, Brand switching INTRODUCTION Reliance Jio Infocomm Limited, performing business operations as Jio, is A Long Term Evolution (LTE)mobile network operator in India.
    [Show full text]
  • Study of Telecommunication Industry and Its Contribution to India's Market
    © 2019 JETIR June 2019, Volume 6, Issue 6 www.jetir.org (ISSN-2349-5162) Study of telecommunication industry and its contribution to India’s market trends and development 1Rahul Nawale, 2Pushkar Mishra 1,2PG Students, MBA-Operations, Department of Management, MIT World Peace University-School of Management, Pune, Maharashtra-411038. Abstract This paper analyses the telecommunications industry has the characteristics of natural monopoly, economies of scale and the difficulty of monitoring, then the combination of economic and technology trends analysis showed that the telecom industry's future development will be the body the following aspects: technical progress speed to promote the transfer of value, industrial integration to promote business competition, and user involvement to drive the experience economy and depth involved in the process of national information. The telecommunication trade in Bharat is quickly growing and witnessing several developments. it's had many transformations that has crystal rectifier to severe competition within the trade. this text traces the foremost policy reforms within the Indian telecommunication sector. Moreover, the article additionally discusses the changes methods adopted by the 2 key market players-Vodafone and Airtel. The paper can give a comprehensive data on the recent developments within the sector and can facilitate highlight the changes within the telecommunication trade. Keywords - Telecommunications industry, development trend, competitive information. I. Introduction The telecommunications trade in Bharat has witnessed several developments and undergone tremendous changes. it's one in all the quickest growing industries within the world and has established to be international success story. Bharat has developed as the second largest telecommunication market with 898 million subscribers as on March 2013.
    [Show full text]
  • Telecom: a Wider Spectrum of Hope
    >> pg 8 THE ECONOMIC TIMES, WEDNESDAY, SEPTEMBER 5, 2012 ADVERTORIAL & PROMOTIONAL FEATURE Telecom: A wider spectrum of hope The way forward Buoyed by new technologies and As the telecom sector looks forward to a new dawn, the soon-to-be-implemented telecom policy is all set to transparent policies, telecom create a transparent and level playing field with impetus for high growth operators in India are looking forward to another glorious aving passed through a turbulent needs of the community. With the power period of growth period in the recent past, the tele- of information and software technology, com industry in India is looking there will be opportunities to explore in s India advances further in the new century, Hforward to high growth in some the areas of education, healthcare, skill A the telecom services are expected to play a of the latest communications technologies development and other relevant communi- key role in its socio-economic development. that have recently emerged. The ET Tele- ty concerns. Particularly important is their role in bridging com Awards 2012 presented by Global Adding to all this will be India’s national- the rural-urban divide by bringing a host of Group, now in its second edition, therefore electronic manufacturing policy that will services at low costs in the hands of consumers. came as a welcome opportunity for indus- aid in making the country a hub of manu- India has an envious scope of scale com- try leaders to meet at a common platform facturing of hardware products. Mr. Sibal pared to the rest of the world.
    [Show full text]
  • Vol.3, Issue-1(2), January, 2016 Impact Factor: 3.075; Email: [email protected]
    International Journal of Academic Research ISSN: 2348-7666; Vol.3, Issue-1(2), January, 2016 Impact Factor: 3.075; Email: [email protected] Dr.Rama Krishna Chittajallu, Asst. Professor in Commerce, P.R.Govt.College(a), Kakinada, A.P., India Key words: Relaiance Acquisition, merger of R.Com.&Aircel, Aircel merger scheme and Investments for the potential merger. The potential combination will “The telecom industry is at a stage where exclude RCom's towers and optical fibre players are faced with high operational infrastructure, for which R.Com is costs, be it energy, infrastructure, sales proceeding with an asset sale. or distribution. Given this dynamic nature of the industry, it is inevitable for operators to consider such arrangements Reliance Communications Limited, with each other to offer continued and founded by the late Shri Dhirubhai H seamless mobile services to customers” Ambani (1932-2002), is the flagship Reliance Communications and Aircel company of the Reliance Group. The begun to combine their wireless telecom Reliance Group currently has a net worth operations to create India's second largest in excess of Rs 91,500 crore (US $15.3 mobile operator as intensifying billion), cash flows of Rs 10,200 crore (US competition fuels consolidation in a $1.7 billion) and net profit of Rs 4,700 crowded market. A pact for 90-day crore (US$ 0.8 billion). exclusive talks has been initiated with Reliance Communications is India's Aircel's majority owner, Malaysia's Maxis foremost and truly integrated Communications, and Sindya Securities International Journal of Academic Research ISSN: 2348-7666; Vol.3, Issue-1(2), January, 2016 Impact Factor: 3.075; Email: [email protected] telecommunications service provider.
    [Show full text]
  • The Impact of Reliance Jio on Indian Mobile Industry
    International Journal of Applied Research 2017; 3(3): 209-212 ISSN Print: 2394-7500 ISSN Online: 2394-5869 The impact of Reliance Jio on Indian mobile industry- Impact Factor: 5.2 IJAR 2017; 3(3): 209-212 A case study on mergers and acquisitions of idea – www.allresearchjournal.com Received: 03-01-2017 Vodafone and Airtel – Telenor Accepted: 05-02-2017 D Satyanarayana D Satyanarayana, Dr K Sambasiva Rao and Dr S Krishnamurthy Naidu Research Scholar, Rayalaseema University, Kurnool, Andhra Pradesh, Abstract India Indian mobile industry is one of the fastest growing industries in the world. Indians are habituated to touch mobiles within a short span of a time. In the world India is second largest market for mobile Dr K Sambasiva Rao service providers and it is a good avenue for network providers from indigenous and exogenous Professor, Department of CMS, entrepreneurs. Not only Indian network providers but also global providers occupied and earn Andhra University, significant market share in the Indian mobile industry. Reliance Jio’s free tsunami creates lot of radical Visakhapatnam, Andhra and unexpected changes in consumer’s behaviors and competitor’s strategies. The impact of this new Pradesh, India. entrant affects equilibrium in the mobile industry and makes rivals vulnerable that they resort to Dr S Krishnamurthy Naidu mergers and acquisitions in Indian mobile network providers. The major giants in the industry viz, Associate Professor, Airtel and Idea strategically responding in a similar way. To strengthen themselves in the industry, Department of MBA, Sri Airtel and Idea acquiring Telenor and Vodafone respectively. The present research paper makes an Vasavi Engg.
    [Show full text]
  • Top-Up Overseas Mobile Rates
    Top-Up Overseas Mobile using Phoenix Cards/Access Cards/Phoenix Callback Cards Rates are effective from 1 April 2018 Country OPERATOR_ID Currency Denomination Price (S$) Bangladesh Airtel Bangladesh BDT 100 3.20 Bangladesh Airtel Bangladesh BDT 200 6.30 Bangladesh Banglalink Bangladesh BDT 100 3.20 Bangladesh Banglalink Bangladesh BDT 200 6.30 Bangladesh CityCell Bangladesh BDT 100 3.20 Bangladesh CityCell Bangladesh BDT 200 6.30 Bangladesh GrameenPhone Bangladesh BDT 100 3.20 Bangladesh GrameenPhone Bangladesh BDT 200 6.30 Bangladesh Robi Bangladesh BDT 100 3.20 Bangladesh Robi Bangladesh BDT 200 6.30 Bangladesh Teletalk Bangladesh BDT 100 3.20 Bangladesh Teletalk Bangladesh BDT 200 6.30 China China Mobile China CNY 30 10.00 China China Mobile China CNY 50 16.90 China China Mobile China CNY 100 33.50 China China Telecom China CNY 30 10.00 China China Telecom China CNY 50 16.90 China China Telecom China CNY 100 33.50 China China Unicom China CNY 30 10.00 China China Unicom China CNY 50 16.90 China China Unicom China CNY 100 33.50 India Aircel AP India INR 50 2.30 India Aircel AP India INR 100 4.50 India Aircel AP India INR 200 8.90 India Aircel Assam India INR 50 2.30 India Aircel Assam India INR 100 4.50 India Aircel Assam India INR 200 8.90 India Aircel Bihar India INR 50 2.30 India Aircel Bihar India INR 100 4.50 India Aircel Bihar India INR 200 8.90 India Aircel Chennai India INR 50 2.30 India Aircel Chennai India INR 100 4.50 India Aircel Chennai India INR 200 8.90 India Aircel Delhi India INR 50 2.30 India Aircel Delhi India INR
    [Show full text]
  • MCS-Cradlepoint Installation
    APP-092 MCS-Cradlepoint Installation Micro Control Systems APPLICATION NOTE APP-092 MCS Cradlepoint Installation Revision History Date Author Description 07/18/2014 Emmanuel Castillo Created application note APP-092 MCS-Cradlepoint Installation *Prior to installing the MCS‐Cradlepoint you must purchase a USB modem and data plan from a data plan provider. We highly recommend Verizon wireless (We do not support At&t). You must also make sure to have the carrier provide you with a static IP. *The list of supported USB devices are found at the bottom of this Manual. The MCS‐MAGNUM IP address can be verified and changed (with the proper authorization code) from the MCS‐Magnum’s keypad/LCD of a live unit. The following steps will display the IP Address settings: (to change the address you first must be authorized) 1. Press the MENU key and then Using or keys, select Serv Tools then press the ENTER key. 2. Then Using or keys, scroll to Ethernet Network then press Enter. 3. Using or keys, position curser to Dynamic IP then press Enter. 4. Using the keys, set Dyanmic IP to No and press enter. 5. Then using keys, scroll to IP address then press Enter. APP-092 MCS-Cradlepoint Installation 6. Using keys to increase and decrease the first set of values then use the key to select the next set of numbers. Use keys to increase and decrease the second value and repeat the previous steps for the rest of the IP address. Once you have set the desired address press the Enter key.
    [Show full text]
  • IT Case Study | MTS India
    Case Study MTS India relies on HPE Vertica in a highly competitive telecom market Objective Use near real-time data analytics to delight customers How analytics keeps customers from moving Approach to the competition Focus on customer loyalty and retention, which required IT to provide high- performance analytics that is easily accessible by marketing to enable the rapid roll out of competitive incentive campaigns IT Matters • Campaign data loads at 2 gigabits per second, with processing done every 30 minutes • HPE Vertica implemented in less than 48 hours, running 24/7 on a standard HPE ProLiant DL380 cluster, providing the required resilience and performance • SAS Market Automation GUI used by MTS marketing for campaign management Business Matters Based in New Delhi, India, MTS is the brand along the mobile phone spectrum. As a • Acceptance of U&R (usage and name for a division of the Russian-based result, MTS experienced a reduced business retention) promotions increased from telecommunications company Sistema Shyam footprint, from 15 to 9 circles (state-centered an industry average 3% to 6.5% TeleServices Ltd, serving approximately 10 geographies). This mandate reduced its client • Marketing teams are now able to run million mobile phone customers on the Indian base from 15 million to 10.5 million subscribers MBonus U&R campaigns independently, without involving IT support subcontinent. In 2012, it decided to invest in at the beginning of 2014. a competitive data analytics solution to help retain existing customers and encourage MTS is now back onto a growth path, with increased usage of its mobile and broadband further increases in its customer base.
    [Show full text]
  • Cdg International Roaming Team
    CDG INTERNATIONAL ROAMING TEAM Prepaid Roaming Webinar February 2012 Welcome by BWG Co-Chairs Tue Hermansen, Mach Gerrit Jan Konijnenberg, Vodafone Agenda • Introductions – About CDG IRT – MACH Introduction – Vodafone Introduction • Presentations – Sprint, USA – Visafone, Nigeria – MTS, India History of the International Roaming Team (IRT) • 1998 the CDG initiated a technical team focused on Roaming – Original group: Hutchison Hong Kong, KDDI, Telecom New Zealand and SK Telecom – Roughly 10 members met 2 times a year face to face – First document created: Doc #44 CDMA International Roaming Agreement Template • Organized into a formal structure in 2002 – Formalized and focused group charter on International Roaming with face to face meetings • Current organization formed in 2004 – Average 80-100 participants – 43 published documents – Meets face to face 2 times a year with conference calls in between The purpose of the IRT • Our purpose is to provide a forum and structure for the industry to improve roaming for CDMA carriers and subscribers by: – increasing CDMA roaming coverage for all services – Reducing complexity and time of deployment – Improving the reliability and richness of the subscriber experience • CDMA is a flexible technology with implementation variances – When roaming was added into a carrier’s product line, many found CDMA roaming to be challenging • The only place where CDMA carriers/vendors/OEMs meet to discuss CDMA international roaming Agenda • Introductions – About CDG IRT – MACH Introduction – Vodafone Introduction
    [Show full text]
  • The Composition of Service Providers in India
    The composition of Service providers in India BY: LOVISHA AGGARWAL INTRODUCTION Telecom, at present, is one of the fastest-growing industries in India. As of January 2014, according to the Telecom Regulatory Authority of India (TRAI) there are 922 million wireless and over the wire subscribers in India,1 and 56.90 million broadband subscribers including wired, wireless and wimax subscribers.2 India’s overall wireless teledensity was quoted as having 893.31million subscribers, with a 0.79% (7.02 million) monthly addition. Of these, 59.25% are urban subscribers and 40.75% are rural subscribers.3 The conversations engaged by the users on digital platforms range from casual conversations to confidential professional or personal communications. Service providers have often been described as the ‘gate keepers’ to the content on their networks and the subscriber information of their users. As such, service providers play a critical role in state surveillance and actions that service providers take to comply with the law as well as a company’s internal policies impact the privacy of their users. Given the importance of service provides in the context of state surveillance, CIS has researched and provided an overview of the major service providers in India including information about the composition of the company and its overseeing board. REVIEW OF MAJOR TELECOM AND INTERNET SERVICE PROVIDERS IN INDIA There are a number of telecom and internet service providers in India including state owned telecom service providers, multi-national telecom service providers, national and Indian multi-national telecom service providers. A. State owned telecom service providers i.
    [Show full text]
  • Telecom Sector in India and Customer Relationship Management (CRM)
    INTERNATIONAL JOURNAL FOR INNOVATIVE RESEARCH IN MULTIDISCIPLINARY FIELD ISSN – 2455-0620 Volume - 2, Issue - 8, Aug - 2016 Telecom sector in India and Customer Relationship Management (CRM) Raja Sarkar - Ph.D. Scholar/ UGC Senior Research Fellow, Department of Business Administration, Utkal University, Bhubaneswar, Odisha, India E-mail- [email protected] Abstract: The Indian telecom sector has evolved over the last two decades significantly. Before the economic liberalization in the 1990’s, it was the state run service providers BSNL(Bharat Sanchar Nigam Limited) & MTNL (Mahanagar Telecom Nigam Limited) who had absolute monopoly in this sector. Landlines used to dominate the Indian telecom space. Mobile phone users were very few and they were mostly from the ultra rich and the elite segment. Call charges were extremely high which kept the ordinary people outside the purview of the telecom service. It was the economic liberalization which opened the floodgates for private and foreign investments in the Indian economy in almost each and every sector and the telecom sector was also not untouched by it. It brought the private players into the telecom space and created a fierce competition which resulted in an ideal atmosphere for the diffusion of the telecom services among all classes and segments. It was the trigger for the subsequent telecom revolution in India which ultimately resulted in India becoming the 2nd largest telecom market in the world with more than a billion customers. Today it’s the mobile phone which dominates the Indian telecom space and landline is fast becoming an extinct species. With one of the cheapest tarrifs in the world along with the numerous value added services, mobile phones have virtually become an inseparable part of our lives.
    [Show full text]