Summer Internship Project

SALES PROCESS ANALYSIS OF THE MATRIX CELLULAR INTERNATIONAL LTD

Submitted in partial fulfillment of MBA program 2010-12

AMITY INSTITUTE OF COMPETITIVE INTELLIGENCE & STRATEGIC MANAGEMENT

Submitted by

Name: SHIVENDRA SINGH CHAUHAN Roll Number: A0602410019

Company Guide

Faculty Guide

Mr Chirag Narang Dy Manager Sales Matrix Cellular International

Ms Renita Dubey Lecturer

AMITY UNIVERSITY NOIDA(UP)

ACKNOWLEDGEMENT

I would like to thank my industry mentor Mr. Chirag Narang, Dy. manager Sales and faculty mentor Ms. Renita dubey, Lect. Amity institute of competitive intelligence and strategic management for helping me through out the project and giving their values suggestion for making my project better. I would also like to thank Mr Vikram for her counseling at the time when I was not too sure taking this opportunity and also for her suggestions on the research.

I would like to acknowledge the staffs of matrix cellular international for making me feel comfortable at work and for helping me to collect data for the research. Mr. Saurabh Ahuja and Mr . kumar Siddharth Corporate AM Sales for his coaching on the issues pertaining to sales.to guide in day to day sales activities, Joginder Yadav for sharing his knowledge about the sales and marketing in telecom industry.

Rest all those people who helped me are not only matter of acknowledgment but also authorized for sharing my success.

INDEX

PAGE
S.NO 1 2 3 4 5 6 7 8 9 10 11 CHAPTERS EXECUTIVE SUMMARY INTRODUCTION TO TOPIC COMPANY PROFILE INTRODUCTION TO PROJECT LITERATURE REVIEW RESEARCH METHODOLOGY DATA ANALYSIS AND FINDINGS CONCLUSION AND LEARNINGS RECOMMENDATIONS AND SUGGESTIONS BIBLIOGRAPHY ANNEXURES

NO.
4-6 7-10 11 51 52 65 66-67 68-71 72-88 89-92 93-94 95-97 98-102

CHAPTER-1 Executive Summary

Assignment taken at Matrix Cellular International was sales. Matrix Deals with country specific SIM cards, therefore the assignment involved selling of SIM cards and 3G data cards to the prospective customers. Matrix is a reseller of the international SIM cards. Matrix takes post paid connection of the foreign countries and rents those SIM cards to the people who go abroad .The network service provider charges the monthly bill to matrix and Matrix then charges the bill to the customers as per usage( monthly ,daily, as per the plan).

At matrix cellular international the primary assignment is to help the sales team to meet its objectives. This was done in two parts: 1) Telecalling.(1st 4 weeks ) 2) Selling.(Remaining time)

In order to develop competence training was given during the first few days, it was Telecalling training and the other was about the tariff plans. After that the budding up exercise was done for some time were some time was spent with the tenured employees, observing them, how they take call and how they communicate with the prospective customers.

The data was to be received on the mail and then the calling had to be done on the data. The objective was to explain to the prospective customers about matrix, how it will be beneficial for him/her, what are the documents that are to be there in order to avail the service, fix a meeting and take references. Then an entry had to be made on the excel sheet about the response of the costumer, notes, date, time, address in event of fixture of a meeting. The sheet had to send to the Telecalling supervisor where she used to send it to the lead team. The data had to followed up on the next day.Upselling of the data card was done at times.

The other part included going to the field to meet the customers and explain to them the plans that theyd like to opt for, suggest good plans for them, listen to their concerns and give suggestions, informing them bout the term and conditions ,collect the documents, give them

SIM/ DATA Card. Also, to mail the scanned copy of the documents to their mail id and to hand over the CAF and the documents to the sales coordinator so that he can prepare the DSR.

This was further divided into two parts 1) Individual Sales. 2) Organizational sales.

A log is made which has the data of all the customers which were contacted during my stay in the matrix cellular. Some of the important clients are.

1) CAG 2) Alstom., Sector 127 3) DABUR ,kaushambi Ghaziabad

CHAPTER-2 INTRODUCTION TO THE TOPIC

Objective

Sales is one of the most important functions of an organization. For an organization to be successful, it has to have a good sales process, and for this there has to be an effective management of sales. Effective sales management can be achieved when the sales manager is able to handle certain important things like: Knowing your customer, Knowing your product ,Knowing your competitor etc. The objective of this project is to throw light on the Sales Management Effectiveness of the Matrix Cellular Internationals Branch Office in Noida.

Introduction to Sales Process A sales process is a systematic approach to selling a product or service. A growing body of published literature approaches the sales process from the point of view of an engineering discipline (see sales process engineering). Reasons for having a well thought-out sales process include seller and buyer risk management, standardized customer interaction in sales, and scalable revenue generation. A major advantage of approaching the subject of sales from a "process point of view" is that it offers a host of welltested design and improvement tools from other successful disciplines and process oriented industries. In turn, this offers potential for quicker progress. Quality expert Joseph Juran observed, "There should be no reason our familiar principles of quality and process engineering would not work in the sales process". Specific steps or stages in a sales process vary from company to company but generally include the following elements: 1. Initial Contact 2. Application of Initial Fit Criteria 3. Sales lead 4. Need identification

5. Qualified Prospect 6. Proposal 7. Negotiation 8. Closing 9. Deal Transaction Mapping a process provides a starting point for further careful analysis and continuous improvement. .Diagramming a process flow is considered to be one of the seven basic quality improvement tools. Elements in the list above (among many others) have been described and/or flowcharted in the published literature. Some examples have primarily focused on functions performed by a sales "department". At least one cross-functional approach depicts and integrates a variety of interdependent areas, such as sales, marketing, customer service, and information systems. From a seller's point of view, a sales process mediates risk by stage-gating deals based on collection of information or execution of procedures that gate movement to the next step. This controls seller resource expenditure on non-performing deals. Ideally this also prevents buyers from purchasing products they don't need though such a benefit requires ethical intentions by the seller. Because of the uncertainty of this assurance, buyers often have a buying or purchasing process. The interface between the selling and buying process has also been diagrammed. A formalized sales process is generally more common for companies that either have complex sales cycles, large revenue risks that require systematic assurance of revenue generation, and/or those that choose to use a more consultative sales approach (e.g. Saturn, IBM, Hewlett-Packard). An effective sales process can be described through steps that walk a salesperson from meeting the prospect all the way through closing the sale. Often a bad sales experience can be analyzed and shown to have skipped key steps. This is where a good sales process mediates risk for both buyer and seller. A solid sales process also has the dramatic impact of forecasting accuracy and predictability in revenue results.

Many companies develop their own sales process; however, off the shelf versions are available from companies such as the Improved Performance Group, Huthwaite International, and Miller Heiman. A large number of these methods have been described by their promoters in books

available to the public, primarily addressing tactics employed by an individual sales representative. These provide a customizable process and a set of electronic tools that can be freestanding or can be integrated if required with the company's SFA, CRM, or other opportunity management system.

10

CHAPTER-3 COMPANY PROFILE

11

Company Profile:

Matrix is in the business of providing mobile phone and wireless communication service, for use in India and abroad. Matrix started operations in 1995 as a mobile phone rental company for domestic travelers. Matrix has a very simple vision. A vision to get people connected cost effectively. With this in mind we have been able to introduce communication options that are cost effective and convenient. Matrix was the first to introduce concept of local connectivity, and have emerged as the undisputed leader in cellular phone rentals in India enabling individuals, corporate and foreign mission (during diplomatic visits) of all sizes to communicate wherever there is a cellular phone network. In the international market, Matrix started by renting out local SIM numbers to Indian travelers to the UK. Today it offers local connectivity for 31 countries for both long term and rental basis to business, leisure and students traveling abroad. Our portfolio of countries includes non GSM countries as well such as Japan, South Korea etc.

Mission, Values and Guiding Principles: To attain leadership in developing, adopting and assimilating latest communications technology for a competitive advantage. We anticipate change and respond with creative solution. To cultivate high standards of business ethics, organizational values and total Quality Management for a strong corporate identity and brand equity. Customers: To focus on customer delight through value of products and services, and cost reduction. Success depends on our ability to consistently satisfy ever-changing customer preferences. We encourage collaboration with leading companies and build and nurture long-standing, mutually beneficial relationships.

12

Employees: We will strive to hire and retain the most qualified people available and maximum their opportunities for success through training and development. We are committed to open communication, trust, and fair treatment. We shall make people a source of our improvement. Our can do spirit delivers top performance.

Matrix is associated to one of the most dynamic Networks in India - Hutchinson Telecom. Matrix has been offering post paid connection to corporates and individuals in Delhi and NCR regions. Matrix Cellular provides all the services having all the facilities viz., national and international roaming, fax and data, GPRS, etc. You get access to 24 X 7 Toll Free customer care, get a dedicated Account Manager, activate the value added services at minimal time and enjoy many more conveniences. With Matrix services offering mobile services to over 30,000 customers, Matrix is recognized as the largest Customer Management Unit of Hutch. Matrix offers its services also to Businesss Traveller, Liesure Travellers, Delegates and Diplomats coming to India for a short duration are also provided with a Matrix Connection. Matrix has tied up with hotels. International Mobile Solutions: Matrix has tied up with the best networks all across the world to offer seamless connectivity to globetrotters. Matrix offers country specific SIM card to travelers flying abroad for business & leisure travelers. These connections are a perfect solution to escalating international mobile bills, poor connectivity and unwanted calls from telemarketers received at odd hours experienced while using international roaming. Carrying a country specific sim cards helps save up to 60% on international roaming cost too. At Matrix, we act as your Telecom Consultants; We suggest you communication solutions which best suites your need. For instance, we would suggest one to use any other communication service, where we feel that works out to be more economical. We also provide mobile connections for students going for higher studies to U.S.A, U.K and Australia. With the facilities that we offer, students can forget their worries about communicating back homes.

13

Portfolio of Countries:

Alliances

Matrix has alliance relationships with SOTC, Jet Airways, British Airways, Citibank, American Express, Deutsche Bank, Standard Chartered Bank amongst others to offer its services to their preferred member base and other customers.

Matrixs Clients Matrixs services are used by some of the most respected companies in India Reliance Industries Ltd, Hero Honda Motors, ESPN Star, The Times of India, Hindustan Times, American Express, Virgin Atlantic Airways, BBC, CNN, NDTV, Aaj Tak , Zee Telefilms.

14

Corporate Overview:

The Company was incorporated in 1995 and in this short time span by 2008; it has become one of the largest Telecom companies and service providers with a Pan India presence. Matrix provides worldwide telecommunication solutions across the globe, including mobile & wireless communication services for domestic and international clients, individuals and Corporate. Matrix has a nationwide network, with a team of more than 1000 full time professionals, skilled and experienced in all areas of sales, marketing, customer service, operations and logistics. The nationwide network of Matrix currently spreads across 24 offices (19 India & 5 overseas) and growing exponentially, with a present turnover of 100 crores. We leverage our physical network to add value to our portfolio of partnerships with various country specific international service providers of more than 32 countries across the world and this is further enhanced by a virtual network due to our database of more than 1,25,000 customers and corporate houses. The organization has inherent knowledge pertaining to telecommunication business in India. This we consider as our prime competitive advantage. Matrix is a recipient of numerous Excellence Appreciations in Sales and Marketing from many of its clientele viz. Canadian High Commission, Embassy of Algeria, Austrian Embassy, The United States Defence Attachs Office, Embassy of The United States of America. We can proudly state that we have broken our records year by year.

PRODUCTS

We are basically in two areas of operation National We are a Customer Management Unit of the world famous Telecom Company -Vodafone. International Roaming Cellular Telephony

15

National - VODAFONE Over the years, Matrix has emerged as one of the largest Telecom Service Providers in the Indian market. We have virtually developed a database of more than 75,000 clients who are in the HIG as well as Corporate and VIPs. Due to the ever changing and growing middle class, a large segment of the market which cannot be ignored, Matrix now has access to this segment through its alliances with its travel partners who cater to this newly emerging and growing market. This reveals that Matrix is continuously innovating in its growth strategy. We are poised to go on MVNO concept as soon as regulations in India (TRAI) permit us. Matrix has implemented a training programme for its staff at various levels so that each Manager and Executive is aware of developments in their respective fields and personal development and growth are thereby managed for them by the Company. The personal touch is an integral part of Corporate Policy.

INTERNATIONAL ROAMING CELLULAR TELEPHONY Matrix provides effective solutions to stop the eternal problem of escalating international mobile bills by supplying country specific SIM connections for over 32 destinations. No other party can offer such a service.

Matrix offers various benefits which are unique : 1. Payment in Indian rupees 2. Local Country specific SIM card which makes it cheaper for the Client. For those traveling across many destinations in Europe, Clients can get a Pan Europe SIM 3. Free incoming calls 4. In most cases, we dont charge rentals 5. Rates which are far cheaper, in some cases nearly 60%, compared to Roaming.

INTERNATIONAL ACQUISITIONS & PARTNERSHIPS Matrix has diversified overseas to acquire telecom companies in UK and Singapore and has an office in USA. We have also entered into a strategic business partnership in Sri Lanka.

16

STRATEGIC PARTNERSHIPS British Airways Jet Airways American Express Citibank Kuoni - SOTC the Travel Company CLIENTS RANGE Embassies & High Commissions Banks Media Corporate Houses Celebrities Travel Fraternity

MANAGEMENT TEAM Matrix is built on the foundation of more than a decade of experience in the Indian Telecom industry. Our senior management team is familiar and experienced with Global Management Systems and Practices and has the expertise to maintain a fair market share for our products. The team members have held various key and strategic positions in different industries.

CHAIRMAN Major General M S Dugal, VC is an alumnus from the National Defense Academy and was commissioned into the Indian Army in June 1961. During his long career of34 years in the Services, he has held many prestigious Command, Staff and Instructional appointments, which include command of one of the oldest formations of our Army, viz. 4 Infantry Division. He took active part in the Indo-Pak Wars of 1965 and 1971, besides fighting Counter Insurgency Operations in Jammu & Kashmir, and in North East India. For gallantry, he was awarded the Vir Chakra, one of the highest Gallantry awards in 1971. General Dugal retired from service in August 1995 and took on the mantle of Chairman which has benefited the Company greatly.

17

MANAGING DIRECTOR Gagans foresight and his confidence in his team has made the company into affordable communication operator. Being brought up in an army environment, Gagan developed traits of leadership, team building, leading by personal example, time management & maximum utilization of available resources. Whilst at college, when others at his age thought of holidays, leisure and inane activities, Gagan conceptualized the idea of setting up his own enterprise, as his faith had always been in providing & creating jobs, rather than seeking a job. By displaying entrepreneurship of a high order, he has been able to set up a world class infrastructure for the company which has a nationwide network and offices invarious countries. Under his able stewardship, the company has been able to develop and assimilate new ideas for the future. VICE PRESIDENT HR, ADMIN & LOGISTICS A competent professional offering cross functional exposure of over 25 years in Sales, Marketing, Finance, HR, Admin & Legal, 10 years with Indian Army; 4 years in Financial Services; 10 years in Hospitality, Leisure & Aviation Industry & presently in Telecom Industry. Rich experience of over quarter century has equipped Capt more than adequately for all kinds of leadership functions in the Corporate Sector.A proactive professional who can identify problems, formulate tactical plans, initiate change and implement effective programs in challenging and diverse environments. Capt Walia has many international assignments during his career and has attended various professional courses in India & abroad, bagging awards across assignments.His core competencies are in the fields of HRD, Training, Admin, Logistics, Legal and Team Management.

18

19

20

HR POLICIES
1. DEFINITIONS This section explains the important terms used in the Policy Manual: 1. 'COMPANY' - means Matrix and will also include its sister concerns, associates and other Companies, which may in future be brought under its control and management. 2. 'EMPLOYER' in relation to any establishment to which these rules for the time being apply will include any person responsible for the Company and vested with authority for the supervision and control of the establishment. 3. 'HEAD OFFICE' means Registered Office of the Company established under the Companies Act or as notified by the Company, from time to time. 4. 'EMPLOYEE' means a person who is employed by the Company to do any work in any of its establishments and remunerated wholly or in part by salary, wage, pay etc. 5. 'FAMILY' includes the employee, his spouse, unmarried children and his parents, where they are wholly dependent upon the employee concerned. 6. 'SALARY', 'WAGE' OR 'PAY' wherever occurring in these Rules mean consolidated salary/basic wage plus HRA and Commuting allowance and exclusive of other remunerations, allowances, concessions or privileges in cash or in kind. 7. 'CONTINUOUS SERVICE means uninterrupted service and includes service which may be interrupted on account of authorized absence due to sickness or accident, when an employee could not apply for leave due to unavoidable circumstances or lock out or cessation or work which is legal and not due to fault on the part of employee. 8. 'YEAR' wherever it occurs in the rules contained in this Service Manual unless mentioned otherwise will be taken as a period beginning on the 1st day of January and ending on 31st day of December of the same year. 9. 'NOTICE' means a notice in writing required to be given by post/email at the last address of the employee as per company record or displayed for the purpose of these Service Rules. 10. 'MASCULINE' gender used in these rules will apply equally to men and women except where a contrary intention is evident from the text.

21

2. CLASSIFICATION OF GRADES 2.1 Classification of Grades . This classification applies to all the posts except those on special grade. . This Classification may be amended from time to time as situation warrants. . This classification is developed considering the Strategic Intent of the role and Complexity of the Job preformed in each role.

22

3. RECRUITMENT 3.1 Recruitment Process & Manpower Planning 3.1 Objective The objective of the recruitment process is to source the best talent in order to successfully achieve the business objectives. 3.1.2. Process Owner Human Resources 3.1.3. Process All manpower requirement(s) will be firmed up by the branch manager / function manager preferably at the beginning of the year. The managers will fill the Manpower Requisition Form (Refer Annexure-13.1) and forward the same to HR for further processing. Based on the role requirement, HR will prepare a database of rsums for the position from internal/external sources (head hunting, internal referrals, direct applicants, placement agencies). The rsums received will be shortlisted by HR, based on the qualifications/experience required for the role. The shortlisted applications will be sent to the selection panel for grading and further refining. The candidates selected by the panel will go through one or more of the following processes: Round 1 HR interview Round 2 Functional interview (with the Process owner) Round 3 Interaction with HOD Round 4 Interaction with the MD (if required*) *(only for Sr Mgr /Function Head level and above) Candidates under 18 years of age will not be employed. Apart from regular staff, trainees may also be recruited on a fixed stipend, and subject to execution of contractual agreement bond. Note: All Job Descriptions are available with HR for reference 3.2. Internal Job Posting 3.2.1. Objective of Policy The company values its employees and strives to ensure that certain opportunities arising in the company are also made available to its existing employees. Such openings may beposted internally for employees to apply.

23

3.2.2. Process Owner Human Resource 3.2.3. Process The Departmental Head / HOD desirous of seeking an IJP can forward the requirement by filling in the Internal Job Posting Form. Vacancies that are open for internal employees shall be notified to the employees on company intranet or through circular from time to time by the HR. The details of the vacancies would include the job description, location of the job, the minimum requirement of experience in the company grade and the last date of application. Eligible employees can apply for the same, along with the contact of the manager they are reporting to. All applications will be sent to the corporate HR, and if the employee is considered eligible for the job, he will be notified along with his reporting manager. It is advisable for the employees to let their reporting managers know beforehand about their interest in the job opening. All eligible candidates will be assessed and the decision of the panel shall be final and binding on the participating employees. 3.3. Employee Referral Program 3.3.1. Objective of Policy Many of the best candidates in the market today are people known to employees ex colleagues, friends, and family. These people can bring a diverse range of talents, ideas, and perspectives to the company. The aim of the program is to use the above knowledge to make the recruiting process more cost-efficient and build better teamwork. The company will also reward employees who make the effort to refer prospective employees.

3.3.2. Eligibility All employees, with the exception of the following will be eligible for the policy: - Members of the HR function - Senior Managers & above - Employees serving the notice period

24

Note: Referrals in regard to roles drawing salary less than Rs15000/- gross per month are not covered under the said scheme. 3.3.3. Process Owner Human Resources 10 3.3.4. Process An employee desirous of referring a candidate can do so by filling the Employee Referral Form (please refer Annexure-13.3). After the referred employee has been confirmed and completed one year on companys rolls the employee who had referred him for such role will be eligible for referral bonus. The bonus amounts payable under the Employee Referral Award Program shall be: S. No. Designation Amount 1 Executive to Manager Rs. 10,000/2 Sr. Managers & Above Rs. 15,000/This amount will be paid through regular payroll and will be subject to tax as per IT rules. In case two employees refer the same candidate, only the employee who sent the resume first will be eligible for the award. HR will notify the other employee that the resume already exists in the database and he is not eligible. HR will send the referral an acknowledgment as confirmation that the resume has been received. The candidate will be contacted directly if considered appropriate for the position. HR will however not be able to provide the employee a status update, and will also not be able to share information from the interview with the referring employee.

3.4. Joining Formalities On the day of joining, the employees will submit various documents to HR as per the following checklists: A. Welcome Kit Checklist : Welcome Kit comprises of documents given to the new joiners by the HR Department. On joining, all new joiners are required to fill up and submit these forms back to the HR Department on the day of joining.

25

1. Personal History form 2. Undertaking for PF withdrawal 3. Bank account application form 4. Provident Fund declaration form 5. ESI form 6. Gratuity nomination form 7. Provident fund transfer/nomination form 8. Non Disclosure Agreement (NDA) 9. IT Requisition Form 11 B. Other documents checklist : This covers the following documents of the new joiners which must be submitted to the HR on the day of joining. 1. Acceptance of the offer of appointment duly signed (with code of conduct) 2. Certified copies of educational certificates 3. Relieving letter from previous employer, if applicable 4. 7 passport-sized photographs, with red background 5. Form 16 (Form 16 is a declaration of TDS from previous employer) 6. Form 12 (b) (Self-declaration detailing salary and TDS in previous employment) 7. Last 3 salary slips from previous employer, if applicable 8. Address proof documents 9. Photo Identity proof 3.5. Probation & Confirmation Employees except AGM and above will be on probation for a period of six months from the date of their joining, thereafter, if their performance during the probation is found satisfactory, they will be confirmed in writing. Unless so confirmed in writing, they shall continue to be on probation for another 6 months. If no confirmation in writing is given to them during extended period of probation, their appointment will automatically stand cancelled, and they will lose lien to their service. If found necessary, the probation period may be extended or reduced at the discretion of the management.

26

4. EMPLOYMENT REGULATIONS 4.1. Working Hours 4.1.1. Office Hours 4.1.1.1. General Shift (168 working hrs per month): Monday - Friday : 0930 to 1800 Hrs Lunch Break : 1300 to 1400 Hrs Saturdays : 1000 to 1700 Hrs 4.1.1.2. Other Shifts (8 hrs per day) 4.1.2. Guidelines a. All employees can avail offs on Saturdays (except the Customer Care Division) as per the following chart. This, however, would be subject to there being no backlog / pending work and deadlines to be met and by the approval of reporting Managers. Grade/Level No. of Saturdays off per month Executives - Deputy Managers 2 Managers and above 3 Employees who have completed 5 Years with the company are entitled to 3 Saturdays OFF per month, irrespective of their designation; however, this clause does not apply to Grade 1 employees. Saturday offs will not be carried forward or availed on any other days. Saturday offs is a privilege and not a right. b. Sundays will be observed as closed holidays. However, if contingency arises staff may be asked to work. 12 4.2. Attendance 1. All employees without exception must register their presence daily at the time of arrival & departure.

2. Employees late by 10 minutes will be debited with half day leave/pay for every 3 late comings in a week at the end of the month.

27

4.2.1. Absence without Information 1. Employees who do not report for duty without information to the office within one hour from the opening of the office, except for cases of emergency, will be treated on leave without pay and their salary deducted at the end of the month irrespective of leave credit against their account. 2. Punctuality will form one of the criteria to assess the employee's over all annual work performance in his appraisal. 3. Employees who absent themselves from work without prior information for 8 days or more will be considered to have abandoned their service. In such a situation the company has the right to dismiss his services for non performance/absconding from work. 4.3. Overtime Overtime after duty hours, subject to prior approval, can be compensated by time or by payment. Overtime Claim Form (Refer Annexure-13.4) needs to be filled and submitted through the HOD to the Finance Department. Over time allowance will be paid to employees in Grade - I only, that is Office Boys & Drivers. 4.4. Conveyance Reimbursement for Late Stay/Working on Public Holidays 1) It is applicable to the employees who are not entitled for conveyance reimbursement. All Lady Employees upto the level of Managers - staying in office beyond 8pm can claim the reimbursement as per below mentioned table. 2) All Gentlemen Employees upto the level of Managers - staying in office beyond 9 pm can claim the reimbursement as per below mentioned table. 3) All employees who are required to work on a holiday listed in the companys List of Holidays for the year can claim reimbursement of to and fro as per below mentioned table. 4) The approval of conveyance reimbursement/fare will be made through Local Conveyance Reimbursement Form (Refer Annexure 13.5) which must be duly approved by the respective managers before forwarding to the Finance Department.

28

Level Mode of travel Executives and Sr. Executives Auto rickshaw Assistant Managers to Sr. Managers Non AC taxi AGM and above AC taxi 13 4.5. Grievance and Dispute Management . If an employee feels that he is unjustly treated by his peers or immediate superiors and is not satisfied with their decisions, he is at liberty to raise such issues to the HR Department. . Based on the information received from the aggrieved employee by his superior / HR, the Superior or HR will listen to the employee, collect relevant facts and try to settle the grievance by taking appropriate action. 4.6. Sexual Harassment: Sexual harassment in the workplace is defined as unsolicited and unwelcome sexual advances, requests for sexual favors and other verbal, physical, or visual conduct of a sexual nature when: . Submission to such a conduct is made either explicitly or implicitly a term or condition of employment. . Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual. It also includes the cases mentioned as under : . Making unsolicited written, verbal, physical and/or visual contact with sexual overtones. Written examples: suggestive, sexual or obscene letters, notes, or invitation. Verbal examples: derogatory comments, slurs, jokes, and epithets with sexual overtones. Physical examples: leering, and displaying of sexually suggestive objects, pictures, cartoons, or posters . . Continuing to express sexual interest after being informed that the interest is unwelcome. . Making reprisals, threats of reprisal or implied threats of reprisal following a negative response. For example, implying or actually withholding support for an appointment, promotion or change of assignment; suggesting a poor performance report.

29

. Offering favors or employment benefits, such as promotions, favorable performance evaluations, favorable assigned duties or shifts, recommendations, reclassification, etc., in exchange for sexual favors. Offering inflated grades or other academic credit or advantage in exchange for sexual favors. 4.6.1. Process Submitting a Complaint . Any employee who believes that he is a victim of harassment should show his discomfort explicitly to the alleged offender. . If the conduct continues, the complainant should promptly report the matter to the Reporting Manager / HR Department. . The initial discussion between the complainant and the Reporting Manager/ HR Dept. will be kept confidential to the greatest extent possible and dissemination of any information relating to the case will be limited, so that the privacy of all individuals involved is safeguarded as much as possible. . During the initial meeting with the appropriate official, a written summary of the complaint will be made and signed by the complainant. The company will take steps to protect the complainant from retaliatory action. . The HR Department will inform the alleged offender (respondent) of the allegation made by the complainant and will provide him with a written summary of the complaint. . If the complainant has reason to be uncomfortable reporting the matter, the complainant can report the offensive behavior to any administrator (not a subordinate of the alleged offender) with whom the complainant feels comfortable. The administrator then has the responsibility of helping the complainant with the procedure. 4.6.2. Resolution of a Complaint . On receipt of the complaint, the HR Department will discuss the matter with the parties promptly, and will initiate steps appropriate to effect an informal resolution of the complaint acceptable to both parties. If an informal resolution is reached, it will be documented in writing and signed by the complainant and the respondent. . If an informal resolution satisfactory to the parties is not reached within 15 working days from the day the incident is reported, or if, an informal resolution is not possible, a full investigation will be instituted. The investigation may include interviewing witnesses identified by the parties

30

and such other inquiries as the Management may deem necessary. Within 30 working days of the initiated investigation, a report of the investigation, along with a recommendation with regard to a resolution of the complaint and / or disciplinary action, will be made to the Vice President Logistics, Admin & HR. . The Vice President - Logistics, Admin & HR will review the results of the investigation to determine if sexual harassment occurred and if so, take or recommend appropriate disciplinary and / or other action. . The complainant has the liberty of approaching the top management if he is not satisfied with the action proposed/taken by the harassment committee. 5. LEARNING AND DEVELOPMENT 5.1. Orientation 5.1.1. Objective of Policy The orientation program aims to help newly recruited employees imbibe the culture of the company. All new hires will go through a formal orientation program, which will be coordinated by the HR Department. During orientation, the employee will become familiar with the company, its vision, structure, nature of business, culture and policies. He will also be introduced to his job responsibilities and the companys expectations from his job.

5.1.2. Process Owner Human Resources 5.1.3. Process . The orientation program will cover the following : - History and traditions of the company - The business perspective - Companys structure

- Leadership talk - Information on HR systems and policies - The company culture - Employer brand

31

- Introduction to the team and manager . The newly recruited employee shortly after the induction will give a written induction report to HR, who will take necessary action to resolve any issues the new employee might be facing. 5.2. Training 5.2.1. Objective of Policy The company provides opportunities to its employees for participating in activities which will enhance their specific job skills, their overall professional strengths, and their personal development. 5.2.2. Process Owner Human Resources 5.2.3. Process . Training needs will be identified during the performance appraisal process. It may also be accomplished through individual or departmental training needs surveys undertaken by the HR Department from time to time. . The HR Department will prepare a consolidated list of the identified incumbents and training programs and forward the same to the function heads for their review. . The training schedule will be finalised after functional reviews and circulated to the respective functions. . The HR Department will also, at regular intervals, forward details of external programs to all managers (for nomination of self and subordinates). The immediate supervisor, in consultation with the function head, will nominate employees for specific programs and route the request to HR. . On completion of the training, all employees will submit the Training Feedback Forms to the HR Department (Refer Annexure 13.6).

6. PERFORMANCE MANAGEMENT The Annual Performance Appraisal process occurs thrice a year viz January, May and September, therefore enabling all the employees to get appraised once a year.

32

6.1. Appraisal Cycle : JANUARY, 2009 Staff appraised in Jan, 08. Staff joining from 01st Sept, 07 to 31st Dec, 07. Salary effective 01st Jan, 09, payable in Feb, 09. MAY, 2009 Staff appraised in May, 08. Staff joining from 01st Jan, 08 to 30th Apr, 2008. Salary effective 01st May, 09, payable in Jun, 09. SEPTEMBER, 2009 Staff appraised in Sept, 08. Staff joining from 01st May, 08 to 31st Aug, 2008. Salary effective 01st Sep, 09, payable in Oct, 09. 6.2. Setting and Review of Performance Objectives 6.2.1. Objective of Policy The performance management system is designed to measure not only results but efforts as well. The policy details the employees on setting and reviewing their performance objectives. 6.2.2. Process Owner Human Resources 6.2.3. Process Subsequent to a new employee joining and being allocated a functional area, the performance planning exercise will begin. Managers will set targets for the employees around his KRAs and different weightages associated with that role in discussion with the employee. The Manager will also discuss the proficiency levels of competencies that are applicable to the employee Once finalized, the manager will send the KRAs and targets and the competencies to the reviewer who after making changes, will send these to HR, if the goals are in order, else will send it back to manager for changes. Any significant changes to the targets of the employee must be recorded communicated during the interim review or project meetings /discussions as and when conducted with the employee.

33

The employee performance will be appraised against the KRAs as well as the competency levels required for their respective roles. 6.3. Measurement of Performance 6.3.1. Objective of Policy Accurate measurement of performance lays the foundation for improvement. The policy aims at detailing out the performance measurement process with a view to document performance history and also to identify areas of improvement impacting both business as well as employee behaviours through an objective measurement of performance. 6.3.2. Process Owner HR/ function head/ immediate manager 6.3.3. Process The performance appraisal form of the employee contains the set KRAs, different weightages for the KRAs and competencies. This form also carries the rating scales used. The employee, at the end of the appraisal cycle, would rate himself based on the KRAs and the competencies that had been agreed upon The immediate manager of the employee, in a discussion with the employee, will rate him on the basis of the pre-set targets and displayed competencies. The immediate manager will also identify training needs and areas of improvement in the form, and give the employee written feedback on the same at the end of the appraisal process. Then, the reviewer or the function heads will add their comments on the employees performance and final rating will be calculated Based on the collation of all the ratings, HR will arrive at a final rating of the employee, which might be any one of the following Performance Expectations Ratings Does not meet expectations on most occasions 1 Does not meet expectations sometimes 2 Consistently meet expectations 3 Occasionally exceeds expectations 4 Consistently exceeds expectations 5

34

7. REWARDS, BENEFITS & FACILITIES 7.1. Compensation 7.1.1. Objective of Policy The objective of the policy is to communicate the compensation philosophy of the company and to also make the employees aware of the various components of compensation admissible to them. 7.1.2. Process Owner Human Resources 7.1.3. Process Compensation at the time of hiring will be determined by the expected job profile, prospective employees current compensation and the compensation of employees in the company performing the same function as that of the new employee. Additionally, discounting/ weightage may be given depending on the nature of previousexperience. All subsequent increases will be performance based. 7.1.4. The salary comprises of following components: . Basic . HRA ( House Rent Allowance) . Conveyance Allowance . Medical Allowance and Others 7.1.5. Mobile Phone and Fuel Reimbursement: 7.1.5.1. The Companys Policy on Reimbursing Mobile Bills is as follows: 7.1.5.1.1. General Guidelines This amount is payable only to entitled employees as per business requirements and the limits are specified by their respective HODs Amounts are reimbursable on the production of supporting bills of expense. Forged bills, duplicate bills, tampered bills will not be entertained. As this option is a reimbursement (and therefore tax-free) against actual expenses incurred, it will be reimbursed to the eligible employees as per the business needs. 7.1.5.2. The Companys Policy on Reimbursing Fuel Bills is as follows: 7.1.5.2.1. Eligibility

35

Employees going out on sales calls and involved in public dealings. 7.1.5.2.2. Process Owner Respective Managers and Finance

7.1.5.2.3. General Guidelines Eligible employees will have to submit an approved monthly Statement (from their manager) of Conveyance Expenses as per the laid down limits / rates to the Finance Department at the end of the month. Sales Managers/Senior Managers who are entitled reimbursement of conveyance can claim on actual by signing off and authenticating their petrol slips/bills. However, the amount will be limited to the laid down applicable limits by their HODs Employees of DGM level and above can claim reimbursement of conveyance on actual by signing off and authenticating their petrol slips/bills. 7.2. Welfare 7.2.1. Eligibility All employees in Grade 1 .Uniform: Uniform sets provided per year would comprise of 3 shirts, 2 trousers, 1 sweater and 1 jacket. Medical: A medical officer is made available to the Grade 1 employees for free medical check ups only in case of emergency while on duty. Regular medical requirements of the individuals and their families will be fulfilled through the ESIC. Children Education: Reimbursement of school fee for two children and one time cost of books per annum. 7.3. Canteen 7.3.1. General Guidelines: Canteen facilities are available at head office and branches where the staff strength is more than 100. The staff can avail the facilities on payment. The cafeteria also has hot-cases to warm up food brought from home. Lunch time is from 1:00 PM to 3:30 PM (Monday to Saturday).

36

Coffee/tea vending machines are located on every floor. 8. LEAVE 8.1. Leave 8.1.1. Objective of Policy This policy provides the employees with time to rejuvenate themselves from the stress of work, balance their work & personal lives, and recover from illness. 8.1.2. Process Owner Human Resources 20 8.1.3. General Guidelines Leave cannot be claimed as a matter of right and leave will only be allowed if the service of the applicant in the establishment can conveniently be spared by the company. Only holidays stated in companys List of Holidays and weekly offs can be pre-fixed and suffixed with Leave. Weekly offs or holidays falling within the leave period will be counted as part of that Leave. The total of 48 days paid leave during the year is broken up as follows: Type of Leave Number of days entitled Restricted Holidays 02 National Holidays 03 Festival / Gazetted Holidays 10 Casual Leave 08 Sick Leave 10 Earned Leave 15 Apart from the above leaves an employee can also avail: Maternity Leave : 84 days Paternity Leave : 10 days Compassionate Leave : 02 days Special Leave for Education In normal course, following kinds of leave will be permissible:-

37

8.1.4. Earned Leave Every employee, on completion of Probation period, will be eligible for 15 days of earned leave per calendar year. Earned leave can be carried forward to a maximum of 30 days beyond which the same will lapse. Encashment of earned leave shall not be permitted while in service However, on separation for any reason other than for misconduct, the accumulated earned leave can be encashed at basic pay up to maximum of 30 days. 8.1.5. Casual Leave Casual leave will be non-cumulative and will be with full pay. This is intended for some unforeseen reasons such as sickness of the family-member, religious rites, social functions etc. An employee will be entitled to avail 8 days of casual leave per calendar year. Casual leave exceeding more than 3 days can not be taken and prior approval is necessary except in emergency. 8.1.6. Sick (Medical) Leave Employees are eligible for 10 days of Sick leave per calendar year. For long illness, Earned Leave will be adjusted against Sick Leave. Sick Leave for three or more days must be supported by a medical certificate from a Registered Medical Practitioner. 21 8.1.7. Maternity Leave All Women employees are entitled to maternity leave of a maximum of 12 weeks. This will be applicable to all employees who have completed 80 days of continuous service over last 12 months preceding the date of expected delivery. 8.1.8. Paternity Leave This will be in accordance with the respective Statute. All men employees during their service are entitled to paternity leave (at the time of their child birth) for two children and each such leave should not exceed more than 10 days. This will be applicable to all confirmed employees. 8.1.9. Special Leave for Education Depending upon the usefulness of an educational qualification which the staff desires to acquire and its benefits bestowed to the Company, the Chairman/Managing

38

Director may approve such leave requests at their discretion considering the length of service of the staff. 8.1.10. Compassionate Leave An employee may be granted paid compassionate leave (max. 2 days) if all his other entitled leaves have exhausted, in case their immediate relative (i.e. spouse, child, parent) are in critical condition or have passed away, once available evidence of proof is produced for the record. 8.1.11. Holidays 1. National Holidays (03) 26th January (Republic Day), 15th August (Independence Day) and 02nd October (Gandhi Jayanti). 2. Festival / Gazetted Holidays (10) New Year/Idul Zuha (Bakrid), Holi, Ramnavmi, Raksha Bandhan, Janamashtmi, Id-ul-Fitr, Dusshera, Diwali, Gurunanaks Birthday & Christmas will be common for all the employees. 3. Restricted Holidays (02) Guru Govind Singhs Bday, Makar Sankranti, Pongal, Basant Panchmi, Muharram, Ugadi, Mahavir Jayanti, Good Friday, Buddha Purnima, Karwa Chauth, Bhaiyya Duj. For the purpose of Restricted Holiday, the India operations will be viewed as 4 different zones viz. East Zone Kolkata, West Zone Ahmedabad, Mumbai & Pune,North Zone Delhi/NCR, Punjab, Kanpur, Allahabad, and South Zone Hyderabad, Bangalore, Chennai & Coimbatore. 8.2. Procedure for Taking Leave Employees applying for leave will take approval from their respective managers by filling up the Leave Application Form (Refer Annexure 13.7). Once approved, the application will be forwarded to the HR for necessary updation of leave balance.

39

9. TRAVEL POLICY 9.1. Outstation Travel 9.1.1. Objective of Policy

This policy is aimed at supporting the business imperatives by facilitating the travel process for the employees 9.1.2. Eligibility All full time employees who may require traveling based on the business needs of the company 9.1.3. Process Owner Regional Managers/Administration 9.1.4. Process The employee must fill a Travel Requisition Form (Refer Annexure 13.8) at least 4 - 7 days prior to the date of travel, where possible. However, for employees who have to travel at very short notice, the requirements shall have to be communicated on e-mail to the travel desk / administration by the respective function heads. However, such employees will also have to submit a duly authorized requisition once they return. The approved form will be forwarded to the travel desk/administration at the regional office which will make the necessary arrangements for the employees. A copy will be marked to the Finance Department for release of funds & processing. The travel desk/administration will confirm the details to the employee. On return, all claims must be filed within 1 week to expedite processing. All reimbursements will be made on actuals on the production of receipts.. The claims will be approved by the respective HODs and forwarded to Finance Department for release of reimbursement. Travel Claim Form (Refer Annexure 13.9) should be completed by the employee and submitted along with a brief report immediately after completing the official tour along with supporting vouchers where applicable. Non submission of report will delay the settling of claim. Normally claim will be settled within a week subject to its correctness. 9.2. Domestic 9.2.1. Eligibility for Travel Level Mode of Travel Executive to Sr. Managers Air Economy / 2nd AC Train AGM & Above Air Economy or 1st AC by Train

40

9.2.2. General Guidelines 9.2.2.1. Hotel In general the following entitlements apply:Level Entitlement Executive to Sr. Managers 3 Star AGM to GM 4 Star VP and Above 5 Star Standard rooms to be booked. Hotel accommodation must be taken with a view to minimize ground transport costs while traveling between the hotel and the venue of meeting/event. Laundry bills will be accepted if the visit is beyond three (3) nights stay. Meals are to be taken at coffee shops and not at expensive hotels/restaurants. Two (2) standard drinks other than coffee and tea can be billed per meal. (This is limited to juices & soft drinks). Individuals are responsible for paying all personal telephone calls; only job-related and company telephone calls will be paid for by the Company. Room entertainment services including pay movies etc. will be at the expense of the individual and not the Company. Local transport will be claimed as per the local conveyance reimbursement policy (see section 9.4) for each station. 9.2.2.2. Travel Advance Travel advance will be paid up to 75% of the estimated expenses. No official travel should be undertaken without prior approval from the respective HODs. No travel advance will be paid by Branch Managers to the employee who does not belong to their Branch without prior approval from the respective HODs.

41

9.2.2.3. Personal Baggage No extra baggage allowance is permissible. In case official material is carried, cost of freight will be reimbursed provided the weight of such material is in excess of the free allowance allowed by Air/Railways. Supporting receipts must be submitted for claiming reimbursement.

The Company is not responsible for loss, theft, destruction of personal baggage or cash or valuables, of person who has undertaken official travel. 9.3. International 9.3.1. Objective The objective of this policy is to formalize systems for defining payment of allowances to employees traveling overseas for business purpose & to formalize proper accounting & administration of all aspects of foreign travel. 9.3.2. General Guidelines . Employees traveling overseas for Business purposes will be eligible for overseas allowance as specified in the tables given below (in USD). The amounts (in USD) mentioned in the tables given below are the maximum eligible daily amounts irrespective of whether it is paid by the Company directly or by any of its business associates. The eligibility of boarding allowances and lodging expenses of consultants will be decided on case to case basis. 9.3.3. Process The Administration Department will assist the concerned employee in obtaining visa, passport, air tickets, hotel bookings, travel medical insurance coverage. The employee will carry his entire daily allowance for the duration of the planned travel in advance. In addition he may carry a contingency amount up to 2 days of extra daily allowance. On his return, the entire advance will be adjusted with the actual expenses claimed and outstanding amount adjusted. .Settlement of Accounts: All employees undertaking overseas travel will be paid advance in Indian

42

Rupees and are expected to settle the accounts in Indian Rupees only. The settlement has to be done within seven days of return to India from the overseas visit. All expenses other than local conveyance are to be supported by bills. Air travel entitlement shall follow following guidelines:

Air Travel Entitlement Grade Mode of Travel Executives to Sr. Managers Air Economy Class AGM to GM Air Business Class for journey that is equal to or more than 8 Hours, Economy Class for journey that is less than 8 Hours VP & Above Air Business Class

9.3.4. Overseas Travel Allowance: All travel arrangements, including lodging, are to be made through Administration Department. Meals and other Incidental expenses shall be covered through Per diem allowance the limits for which are mentioned in the table below. Any other business related expenses shall be reimbursed on actuals on production of necessary bills and vouchers. Local commuting when abroad will be undertaken by Metro (Tube) or buses. Any expenses on liquor, tobacco, or paid TV channels cannot be charged to the company. Grade Per Diem inclusive of meals (USD) Executives to Sr. Managers 55 AGM to GM 65 VP & Above 75

43

9.4. Local Conveyance Reimbursement 9.4.1. Process Owners Respective Managers / Finance 9.4.2. Process This policy is applicable to employees who do not receive fuel reimbursements or who need local conveyance support in specific instances like Airport pickups, Airport drops etc. Employees will fill up the local Conveyance Reimbursement Form (Refer Annexure 13.5) indicating details of business related local travel they have undertaken. This form will need the approval of the head of function in order to ensure that the travel was indeed for business purposes.

9.4.3. Entitlement Level Mode of travel Executives & Sr. Executives Auto rickshaw AMs to Sr. Managers Non AC taxi AGM and above AC taxi 10. TRANSFER 10.1. Transfer 10.1.1. Objective of Policy Depending upon the business needs, employees may be transferred from time to time to any of the company offices, departments, sister concerns located in India or abroad. The policy is aimed at facilitating the process of transfer for such employees who may require relocating on account of business needs. 10.1.2. Eligibility This policy is applicable to all full time employees. 10.1.3. Process Owner Human resources & Administration 10.1.4. Process HR Department will issue a transfer letter to the employee concerned. Copies of the letter will also be issued to the immediate supervisor and the concerned location heads. The immediate supervisor and location head will ensure release of the employee on the due date. The transfer of the employee will not be to a lower position.

44

The continuity of service of the employee so transferred will not be affected by the transfer to the disadvantage of the employee. In case an employee is sought to be transferred from one city to the other, he will be given a minimum of one weeks notice. He shall be allowed five days joiningtime to settle his affairs at the place he is posted, before proceeding to the place of his transfer. Holidays, if any, intervening the joining time will be inclusive in the five days so allowed. 10.1.5. Transfer Assistance 10.1.5.1. Reimbursement of Travel Expenses

Every employee so transferred will be entitled to air / railway fare for himself and his family members (spouse, dependent children and dependant parents) of the class for which he is eligible under the travel entitlement rules ( Refer clause 9.2.1) for the time being in force, from his place of posting to his place of transfer by the shortest route. A declaration, quoting boarding pass / railway ticket number and receipt number, of his actually undertaking the journey, shall be furnished by the employee on the prescribed Travel Claim Form (Refer Annexure 13.9) before such payment is claimed and received by him. Transfer fare from residence to the nearest railway station/airport and from railway station/airport to hotel / residence / office shall follow the Local conveyance reimbursement rules (Refer clause 9.4.3).

10.1.5.2. Freight Charges on Transfer 10.1.5.2.1. General Guidelines. The employee will have to submit 3 quotations from transport agencies for transportation of their baggage including households/belongings to the HR Department. Both HR and Administration Department will vet this and then forward it to the Vice President - Logistic, Admin & HR for approval. . Upon approval by the Vice President Logistics, Admin & HR, the bills will be presented to the Finance Department who will directly pay to the transporter.

45

11. SEPARATION 11.1. Notice Period 11.1.1. General Guidelines . Services of employees on probation can be terminated or resignation accepted with 7 days notice or pay in lieu of. . Services of Trainees can be culminated as per the terms and conditions stipulated in the appointment letter / contract. . No Notice shall be necessary for termination of any employee on contractual service whose services stand automatically terminated on the expiry of the specified period for which he was appointed.

Separation occurring on account of resignation shall call for notice period which is further governed by the company guidelines mentioned as under : Executives to Managers level - 30 days notice or one months gross salary in lieu. Senior Managers - 60 days notice or 2 months gross salary in lieu. AGM & Above - 90 days notice or 3 months gross salary in lieu. In case there is a shortfall, it would be recovered from the employees full and final settlement and would be calculated on the basis of Gross Salary of the Employee. . During the notice period, staff will not be entitled to proceed on leave, however, in extreme exigencies if leave is taken and is supported by evidence of exigency, such leave would be treated as Leave Without Pay. . The services of staff members who have been given three verbal/written warnings on different occasions can be terminated forthwith without notice and any pay. . Services of staff members found indulgent in case of indiscipline/disloyalty/fraud/misconduct, all of which come under the category of disciplinary matters, can be dismissed forthwith without notice and any pay 11.1.2. Leave Encashment . Unused Earned Leave may be accumulated for encashment up to a maximum of 30 days on basic salary. . Encashment of accumulated earned leave will be on last drawn basic salary and will be disbursed as a part of full and final settlement.

46

11.1.3. Gratuity 11.1.3.1. General Guidelines . Gratuity payments will be made to all employees with a minimum of 5 years of service, in accordance with the Payment of Gratuity Act, 1972. If the employee is dismissed for fraud, misappropriation, moral turpitude or grave misconduct, or has not returned companys property; the function head and HR can jointly decide not to pay gratuity . Gratuity paid up to Rs.3,50,000/- is non taxable and any amount beyond that is fully taxable. 11.1.4. Provident fund . All employees will be entitled to this benefit as per Company policy. Employees who have joined before 01st October 2008 are covered upto Rs.6,500/- of their basic wages. Employees joining after 01st October 2008, whose basic wages are upto Rs.6,500/-, are only covered. Basic wages above Rs.6,500/- are excluded from coverage. 11.2. Retirement 11.2.1. Objective of Policy

The policy is aimed at facilitating the transit of retiring employees into a life of retirement. 11.2.2. Process Owner HR Department / Finance Department 11.2.3. Process All employees retire on the last day of the month in which they complete the age of 65 years as per the companys records. However the same may be extended in cases of exceptional performers or critical resources. The HR Department will inform the employee and the Finance Department about the employees last day of employment three-months prior to retirement. . Settlements will be managed by the Finance Department after the HR

47

Department sends the settlement details, to ensure that all financial obligations are settled before the employee leaves. The remaining compensation, leave encashment, gratuity payment and provident fund will be settled a week before the employee is due to leave. . The compensation of the employee will be stopped from the date the retirement takes effect.

11.3.1. Objective of Policy The policy is aimed at making the resignation process smooth by protecting the interests of both the employee and the company. Resignation is a voluntary separation initiated by the employee if he is desirous of leaving the services of the company.

11.3.2. Process Owner

HR Department & Manager of Resigning Employee

11.3.3. Process . The employee will need to submit a written resignation to his manager as per Notice Period timelines (Refer Section 11.1) or as stated in their appointment letters indicating the last date of employment and reason for resignation. The manager will discuss the reasons for resignation and try to evaluate different options with him. . If, however, after full consideration the employee decides to leave, the manager will forward the resignation to the HR. . The manager will ensure that the separating employee returns companys property before leaving.

. On the last day of employment, HR Department will conduct an exit interview, to include discussions on the reason for resignation & areas of improvement in function/ company. . Final Settlements will be managed by the HR Department. The compensation of the employee will be stopped from the last day of employment.

48

Competitors Analysis

Competitors:

Matrix cellular is the market leader in Renting the Country specific SIM cards and 3G Data cards. The main competitors of Clay Telecom and Uniconnect SIM Pvt. Ltd. The two companies are in the exact same business.These companies mainly sell on their low prices. The perceived image of the two of matrix competitors is more or less same and is that of a cheap service provider who compromise on quality.

The other main competitor is the Global roaming of the local service provider important of which are Bharati Airtel, Vodafone Tata teleservicesand reliance infocom. They exploit the fact that matrix cellular is not a very common brand and that only those who have traveled abroad at least once know about it. Matrix cellular is very cost effect as compared to the global roaming also it has guaranteed network coverage as it provides a SIM Card of that company.

Another competitor is the Local service provider abroad, especially their pay as you go connections because they are cheaper compared to Matrixs connections which are pay Monthly. Calling Cards are also competing against Matrix, they are preferred by short duration travelers and students. But these are disadvantageous as u cannot receive call using it.

49

CHAPTER-4 INTRODUCTION TO THE PROJECT

50

INDIAN TELECOMMUNICATION SECTOR Introduction Indian telecom industry is growing at a great pace & India is expected to become a manufacturing hub for telecom equipment. Indian telecom equipment manufacturing sector is set to become one of the largest sectors globally by 2010. Due to rising demand for a wide range of telecom equipment, particularly in the area of mobile telecommunications, has provided excellent opportunities to domestic and foreign investors in the manufacturing sector.

Regulatory policy The Department of Telecommunications (DOT) under the Ministry of Communications and Information Technology is the concerned authority for all matters relating to telecom. The department is responsible for formulating the developmental policies; granting licenses for various telecom services; promoting standardization, research and development as well as private investment in the sector. An independent regulatory body called as the Telecom Regulatory Authority of India (TRAI) was established in 1997, under the Telecom Regulatory Authority of India Act, 1997.The Telecom Regulatory Authority of India Act, 1997 was amended by the Telecom Regulatory Authority of India (Amendment) Act, 2000. By the Amendment Act, an Appellate Tribunal known as the Telecom Disputes Settlement and Appellate Tribunal (TDSAT) has been set up to protect the interests of service providers and consumers of the telecom sector. 74% to 100% FDI permitted for various telecom services. FIPB approval required for foreign investment exceeding 49% in all telecom services. 100% FDI permitted in telecom equipment manufacturing on automatic approval basis.

51

Indian has a telecom policy viz. Telecom Policy of 1994 aims to encourage private and foreign investment. Which has opened the doors of the sector for private players and the process was given a further boost by the telecom policy announced in 1999 viz. New Telecom Policy 1999. Other enactments which govern the telecom sector are as follows:

Indian Telegraph Act, 1885 Indian Telegraph (Amendment) Rules, 2000 Indian Wireless Act, 1933 Cable Television Networks (Regulations) Act,1995. Information Technology Act, 2000 Broadband Policy 2004.

Major Players There are three types of players in telecom services: -State owned companies (BSNL and MTNL) -Private Indian owned companies (Reliance Infocomm, Tata Teleservices,) -Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures, Escotel, Idea Cellular, BPL Mobile, Spice Communications)

52

COMPANY MARKET SHARE

Precentage Share

BSNL Reliance Bharti MTNL Hutchison Idea Cellular BPL Tata Teleservices Spice

4% 7%

0% 1% 0% 1% 1% 1% 3% 2% 2%

8% 10%

60%

Escotel Fascel Aircel Hexacom Shyam Telelink

53

LARGEST MOBILE NETWORK OPERATORS BY NUMBER OF SUBSCRIBERS

This is the list of the largest mobile network operators by the number of subscribers. The data has been taken from wikipedia .com

Subscribers total in Rank Company Main Markets Technology GSM, GPRS, China (inc. Hong Kong) & 1 China Mobile Pakistan India, United Kingdom, Germany, Italy, France, Spain, Romania, Greece, Portugal, Netherlands, Slovenia, Czech Republic, Hungary, Ireland, Albania, Malta, Northern Cyprus, Faroe Island, Iceland, USA, South Africa, Australia, New Zealand, Turkey, Egypt, Ghana, Fiji, Lesotho, 2 Vodafone Mozambique Spain, Argentina, Brazil, Chile, Colombia, Ecuador, El Salvador, Guatemala, Mexico, Nicaragua, Panama, Peru, Uruguay, Venezuela, Ireland, Germany, United Kingdom, Telefnica/ 3 Movistar/ O2 Czech Republic, Morocco, Slovakia GSM, GPRS, EDGE UMTS, HSDPA LTE (planned) (D-AMPS CdmaOne CDMA2000 1x) GSM, GPRS, EDGE UMTS, HSDPA (D-AMPS CdmaOne 261.4 GSM, GPRS, EDGE UMTS, HSDPA LTE (planned) (CdmaOne CDMA2000 1x, EV-DO) 264.1 EDGE TD-SCDMA 471 Millions

USA, Argentina, Chile, Colombia, Paraguay, Uruguay, Mexico, Puerto

4 Amrica Mvil

Rico, Ecuador, Jamaica,

190.4

54

Peru, Brazil, Dominican Republic, Guatemala, Honduras, Nicaragua, Ecuador and El Salvador
India, Norway, Sweden, Denmark, Hungary, Montenegro, Serbia, Russia, Ukraine, Thailand, Bangladesh, Pakistan, 5 Telenor Malaysia

CDMA2000 1x, EV-DO)

GSM, GPRS, EDGE UMTS, HSDPA GSM,

159
135.8

China Unicom

China (inc. Macau) Norway, Sweden, Denmark, Finland, Estonia, Latvia, Lithuania, Spain, Russia, Nepal, Cambodia, Kazakhstan, Azerbaijan, Uzbekistan, Tajikistan, Georgia, Moldova, Turkey,

GPRS,WCDMA

GSM, GPRS, EDGE UMTS, HSDPA 134.8

TeliaSonera

Ukraine Germany, USA, United Kingdom, Poland, Czech Republic, Netherlands, Hungary, Austria, Croatia, Slovakia, Macedonia, Montenegro, Puerto Rico, and

GSM, GPRS, EDGE UMTS, HSDPA LTE (planned)

T-Mobile

U.S. Virgin Islands France, United Kingdom, Switzerland, Poland, Spain, Romania, Moldova, Slovakia, Belgium, Austria, Liechtenstein, Israel, Egypt, Ivory Coast, Jordan, Cameroon, Botswana, Madagascar, Mali, Senegal,

128.3

GSM, GPRS, EDGE UMTS, HSDPA LTE (planned)

Orange / France 9 Tlcom

Mauritius, Runion, Martinique, French Guiana,

117.604

55

Saint Kitts and Nevis, Dominica, Dominican Republic, Kenya, Uganda, Togo, Niger, Equatorial Guinea, Armenia

India, Afghanistan, Benin, Botswana, Cameroon, Republic of Congo, Cote d'Ivoire, Cyprus, Ghana, Guinea Bissau, Republic of Guinea, Iran, Liberia, Nigeria, Rwanda, South Africa, Sudan, Swaziland, Syria, Uganda, 10 MTN Yemen, Zambia India, Seychelles, Jersey, 11 Bharti Airtel Guernsey, Sri Lanka India, Russia, Ukraine, Belarus, Uzbekistan, 12 MTS Turkmenistan, Armenia India, Singapore, Australia, Indonesia, Thailand, Philippines, Bangladesh, 13 SingTel Pakistan GSM UMTS, HSDPA CdmaOne CDMA2000 1x, EV-DO LTE (planned) (GSM*, GPRS*) Verizon 14 Wireless United States *Acquired from Alltel. GSM, GPRS, EDGE UMTS, HSDPA, United States, Puerto Rico 15 AT&T Mobility and US Virgin Islands HSUPA LTE (planned) GSM, GPRS, EDGE UMTS, HSDPA, HSUPA GSM, GPRS, EDGE GSM, GPRS, EDGE UMTS

100 100.37

91.73

249.38

83.7

78.2

56

GSM, GPRS, Reliance 16 Communications India , Sri Lanka UMTS (D-AMPS) GSM, GPRS, EDGE UMTS, HSDPA Telecom Italia / 17 TIM Italy, Brazil, San Marino, Vatican City India, Afghanistan, Benin, Burkina Faso, the Central African Republic, the Ivory Coast, Egypt, Gabon, Indonesia, Niger, Nigeria, Pakistan, Saudi Arabia, Sudan, Tanzania, Togo and 18 Etisalat the United Arab Emirates Algeria, Bangladesh, Egypt, Pakistan, Tunisia,North Orascom 19 Telecom Korea,Italy,Greece,Lebanon, Zimbabwe India, Japan, Bangladesh, USA (Guam & Northern 20 NTT docomo Marianas Islands) Australia, Austria, Denmark, Hong Kong, Indonesia, Ireland, Israel, Italy, Sweden, 21 Hutchison 3G Macau, United Kingdom GSM, GPRS, UTMS, HSDPA GSM, GPRS, PDC FOMA, HSDPA LTE (planned) GSM, GPRS, EDGE, UMTS, HSDPA LTE (planned) (D-AMPS)

77

70.6

63

77

54.16

19.5

57

Subscribers

China Mobile Vodafone

3%1% 2% 2% 2% 3% 3% 3% 9% 3% 3% 3% 4% 4%

16%

Telefnica/ Movistar/ O2 Amrica Mvil 9% 9% Telenor China Unicom TeliaSonera T-Mobile Orange / France Tlcom MTN

7% 5% 5% 5%

58

Assignment taken at the Matrix Cellular International

Assignment taken at Matrix Cellular International was sales. As mentioned earlier Matrix Deals with country specific SIM cards, therefore the assignment involved selling of SIM cards to the prospective customers. It is Telesales and Personal selling The Research was done on the Sales Management Effectiveness in the Matrix Cellular International, noida. Matrix is a reseller of the international SIM cards. Matrix takes post paid connection of the foreign countries and rents those SIM cards to the people who go abroad .The network service provider charges the monthly bill to matrix and Matrix then charges the bill to the customers as per usage( monthly ,daily, as per the plan). The assignment included 2 days of training 4 days of budding up with the tenured employees. T

Contact:

The data that used to come to the sales team through 3 channels:

1. Visa Facilitation Services: VFS is located in Nehru Place. It is VFS from where the individuals who want to visit abroad get their Visa. Matrix has a desk at VFS where people who seem interested are asked to fill a form which has details like date of visit and contact details. Matrix has paid INR 2 Crore to VFS in order to set a desk in VFS Nehru Place. 2. Customer care: Customer care is located in Allahabad. Customer care handles complaints and queries as well as coordinates the activations and deactivations of various value-added services offered by Matrix. The Print and the T.V. ads Show the customer care toll-free number:+91-53222-32222. 3. Customer References: The BDEs regularly take references of the potential customers from the existing customers.

59

Receiving the Lead

The data received by the VFS was given to the telesales team who used to do cold calling and generate leads. These leads were then passed to the lead team. The Customer Care receives requests from all over India. These leads are sent to the different offices depending on the location of the customer. The references of the customer are followed up by the BDE who gets them.

Customer Contacted

Customer is then contacted by the BDE to find out their requirement, informing them about the documents that are mandatory in order to rent a connection. These documents are as follows: 1. Passport 2. Visa/Copy of E-ticket 3. Credit Card/Id proof of the credit card holder.

The customer is also informed about the Authorization process. Matrix blocks INR 10,000 as a security from the credit card of the customer. After the bill is generated the amount of the bill is deducted from the credit card and the rest is released. 10,000 is the amount in case of 1 SIM card , in case of more than one SIM is rented by the customers security is @ INR 5,000/SIM card.

Fixing the meeting

If the customer has all the mandatory documents a meeting is fixed with him. The BDE takes the date, time and the location of the meeting as per the preference of the customer.

Issuing of the inventory

The BDE then marks a request of the stock (SIM card/Handset) from software called MBE.This request is received by the Stock/Ops department who arrange for the stock.

60

A completed stock consists of: SIM card, a document containing the SIM no., Mobile Phone no., Challan/Stock out no., IMEI no. (In case of hand sets).CAF (Customer Agreement Form) to be signed by the customers. All of this is kept into a jacket which is put into an envelope. The BDE sings a receiving and is handed over the stock. The BDE has to take along the tariff plans that he is offering the customer.

Meeting the customer and closing

On meeting the customer the tariff plan is explained to him/her. All the queries are taken care of. The self attested photocopy of the documents viz: passport, Visa, Credit Card are taken from the customer. Then CAF is filled and the Customers sign are taken on in, customer is also asked to sign the copy of the tariff plan as an approval. It is very important that the BDE fills the SIM no, Mobile Ph. No., Challan no, IMEI no., credit card no., and the dates of travel, also the SIM return date. Customer is informed about the Authorization Process. Then the customer is asked to sign on the CAF.

Authorization

An authorization is taken from the credit card of the customer in his presence and the Authorization no., Invoice no., and T Id. is noted in the CAF.

Daily Sales Report (DSR) entry

Sales coordinator does the DSR entry, In a DSR entry the sales coordinator checks whether all the mandatory documents are attached to the CAF ,is the CAF signed or not ,in case of any missing documents the CAF is returned to the BDE and is asked to submit it as the document comes. If there are no missing documents then the information in the CAF is enter in the MBE by the sales coordinator.

61

CHAPTER-5 Literature Review

62

SALES Process as a Risk Management Tool by Nick Miller The study by Nick Miller (2001) explains that customers' revenues drive their ability to repay loans. Banks' revenues drive their stock prices. The study answers certain questions like; how much risk surrounds borrowers' abilities to reach their sales goals this year, how certain are banks about sales team members that they will meet or exceed their sales goals that particular year.

Here the author talks about 2 types of risks : (1.) Systematic risk refers to uncertainty driven by changes in the economy as a whole. For example, there is a risk that loan demand will fall as the economy softens. (2.) Unsystematic risk refers to risks of execution--risks related to a company's management of its business processes. Two examples would be leakage of opportunities from the sales pipeline and an inability to maintain contact and top-of-mind awareness with prospective customers. He believes that unsystematic risks can be minimized and even stopped by using an effective sales process. According to the author the sales process should be formally defined, consistently implemented, rigorously managed sales process. The ideal process is one in which sales team members (broadly defined) know and perform the right activities correctly, with the most profitable customers and prospects, at the correct times, and in the correct frequencies and volumes to produce predictable results. He also believes in balanced scorecard approach to the sales he quotes As Kaplan and Norton expressed in their book, Balanced Scorecard: "(The Balanced Scorecard) should translate a business units mission and strategy into tangible objectives and measures (that) represent a balance between external measures ... and internal measures of critical business processes.... The measures are balanced between outcome measures...and the measures that drive future performance. And the scorecard is balanced between objective, easily quantified outcome measures and subjective, somewhat judgmental, performance drivers of the outcome measures."

63

Team performance and control process in sales organizations By Rajgopal, A Rajgopal, According to Rajgopal and Rajgopal the balance between team designing and team coordination in performing sales and managerial control strategies are normally based on salespeople' outcomes. It may be appropriate for the managers to consider review of team designs for improving the sales unit effectiveness. However, there is no apparent negative impact of relatively high levels of control behavior in combination with team coordination and leadership attributes. Work environment is largely governed by team coordination effects for the salespeople. Sales team building process has a large effect on sales organization effectiveness both directly and indirectly through its relationship with salespeople's behavioral performance. Collecting and processing territory and account information are major aspects of a salesperson's task and to a large extent salespeople's effectiveness depends on the amount and quality of the market information available to them. The study reviews existing theoretical and management issues pertaining to team sales practices and determines major variables that affect the team performance in selected industries. The results of the study are consistent with the findings of previous studies referred in the paper. However, this paper attempts to contribute significantly to the existing studies as there is paucity of literature on this subject particularly in reference to Latin America.

64

CHAPTER-6 Research Methodology

65

RESEARCH METHODOLOGY
Objective of the research: To analyze the effectiveness of the sales process of the Matrix cellular International.

Matrix is a reseller of the international SIM cards. Matrix takes post paid connection of the foreign countries and rents those SIM cards to the people who go abroad .The network service provider charges the monthly bill to matrix and Matrix then charges the bill to the customers as per usage (monthly, daily, as per the plan).

Research Question and the Hypothesis: RQ: Does Matrix cellular international (noida) have an effective sales process? H: Matrix has an effective sales process.

Problem definition: To find out the effectiveness of the sales process in Matrix Cellular International.

Research Design: A research design specifies the methods and procedures for conducting the particular target study. In case of this research exploratory research is used as it focuses on the discovery of ideas. Its goal is to shed light on the real nature of the problem and to suggest possible solution.

66

Research Plan: After identifying and defining the problems also accomplishing relating task, researcher must arrange his ideas in order and write them in the form of an experimental plan. It is the sum total about the planning of all the things to find out the objective of the research.

Scaling Technique: The sampling technique used is likert scaling. Because it is easy to construct and is readily understandable by the respondents

Data Sources:

There are two methods of data Collection 1. Primary. 2. Secondary.

The type of data majorly used for this research is Primary Data. The data is collected through the survey method. A questionnaire is used to take the ideas and the insight. The respondents are the assistant and sr. Manager at the Matrix Cellular.

Sample size: Sample size for this research is 15. It might look too little but this consists of the entire population of the experts (Managers) who can answer the questions because of their expertise.

Sampling Techniques:The sampling technique is judgmental sampling.

67

Contact:

As the respondents are the employees of the Organization where the research is performed. contact was very convenient.

Analysis:

The final step in the research process is to extract findings from the collected data. Analysis has been done on the basis of the sales management effectiveness questionnaire. The findings are presented in the following chapter.

68

CHAPTER-7 Data Analysis and Findings

69

Data analysis and findings:

The data analysis and the finding are being shown below. To have a full insight every question is being studied and then inference is given.

Sales Process s Utilized for Every Sale

Response:

53 percent respondents agree that Matrix Cellular has a robust sales process which is utilized for every sale. 27 percent are neutral to the statement. 20 percent strongly agree to the statement.

STRONGLY AGREE 20%

STRONGLY DISAGREE 0%

NEUTRAL 27%

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

AGREE 53%

According to the responses Matrix cellular has a strong sales process for every sale. All the steps in the sales process are followed in every sale.

70

Ratio of sales to enquiries.

Response:

87 percent of the respondents agree on having a high ratio of sales to enquiries. 13 percent strongly agree to the statement.

STRONGLY DISAGREE 0% STRONGLY AGREE 13% DISAGREE 0% NEUTRAL 0% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE AGREE 87% STRONGLY AGREE

Matrix cellular has high sales to enquiry ratio. Almost all the enquiries (Allahabad and the references) get converted into sales

71

Price Negotiation

Response:

43 percent respondents are neither agree nor disagree to the statement. 29 percent agree to the statement. 14 percent strongly strongly agree to the statement. 7percent strongly disagree to the statement. 7 percent disagree to the statement.

STRONGLY AGREE 14%

STRONGLY DISAGREE 7% DISAGREE 7% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE NEUTRAL 43% STRONGLY AGREE

AGREE 29%

Matrix cellular negotiates on the prices to certain extent.

72

System for Managing Customers

Respeonse:

40 percent of the respondents agree that Matrix cellular has an effective system for managing customers. 27 percent strongly agree to the statement. 20 percent neither agree nor disagree to the statement. 13 percent disagree to the statement.

STRONGLY AGREE 27%

STRONGLY DISAGREE DISAGREE 0% 13% NEUTRAL 20%

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

AGREE 40%

Matrix cellular has a fairly well system for managing the customers. MBX and MBE are good applications, which help managing customers satisfactorily.

73

Keeping in contact with existing and past customers.

Response:

53 percent respondents strongly agree that Matrix cellular keeps in contact with all the existing and past customers. 27 percent agree to the statement. 13 percent neither agree nor disagree to the statement. 7 percent disagree to the statement.

STRONGLY DISAGREE 0% DISAGREE 7% NEUTRAL 13% STRONGLY AGREE 53% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE 27% AGREE STRONGLY AGREE

Matrix cellular keeps in contact with almost all the existing and past customers.

74

Stage of buying process.

Response:

67 percent respondents agree to the statement. 20 percent strongly agree to the statement. 13 percent neither agree nor disagree to the statement.

STRONGLY AGREE 20%

STRONGLY DISAGREE NEUTRAL 0% 13%

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

AGREE 67%

Matrix cellular has a very good understanding of its customers. The Employees identify customers stage in taking decision of a purchase and pitch accordingly to get the most effective results.

75

Profit margins

Responses:

65 percent of the respondents agree that the profit margins at the Matrix cellular are consistently good. 21 percent strongly agree to the statement. 14 percent neither agree nor disagree to the statement.

STRONGLY AGREE 21%

STRONGLY DISAGREE NEUTRAL 0% 14%

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

AGREE 65%

The profit margins at the Matrix cellular are very good. They get affected ,if ever, by the price negotiations.

76

Traning Response:

47 percent respondents agree that the staff at Matrix cellular is trained in effective sales methods. 33 percent neither agree nor disagree to the statement. 13 percent strongly agree to the statement. 7 percent disagree to the statement.

STRONGLY AGREE 13%

STRONGLY DISAGREE 0% DISAGREE 7% NEUTRAL 33%

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

AGREE 47%

The Staff at Matrix Cellular is trained fairly well. However, there is a scope of improvement. Employees who need training should be identified and trained on the area of opportunity.

77

Sales Process Response:

47 percent of the respondents agree that the customers enjoy the sales process. 40 percent neither agree nor disagree to the statement. 13 percent strongly agree to the statement.

STRONGLY DISAGREE 0% STRONGLY AGREE 13% DISAGREE 0% NEUTRAL 40% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE AGREE 47% STRONGLY AGREE

At Matrix customers enjoy the sales process to a large extent. The over all experience of the sales process is fairly well.

78

Interdepartmental Liaison Response:

33 percent of the respondents disagree that the marketing, sales and customer services processes are all combined to achieve a common goal. 27 percent neither agree nor disagree to the statement. 20 percent agree to the statement. 13 percent strongly agree to the statement. 7 percent strongly disagree to the statement.

STRONGLY AGREE 13% AGREE 20%

STRONGLY DISAGREE 7% DISAGREE 33%

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

NEUTRAL 27%

Marketing, sales and customer services are aligned to achieve a common goal to a certain extent but not the way it is expected. Interdepartmental communication and relationship should be improved. The departments should be trained by role plays and case studies so that they all understands each others perspective and also the challenges faced by the other departments so that they can appreciate each other to greater extent.

79

Refernece Response:

53 percent of the respondents agree that customers regularly refer new people to the matrix cellular. 33 percent strongly agree to the statement. 7 percent neither agree nor disagree to the statement. 7 percent disagree.

STRONGLY DISAGREE 0% DISAGREE 7% NEUTRAL 7% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE AGREE 53% STRONGLY AGREE

STRONGLY AGREE 33%

Matrix cellular gets a number of references by the existing customers. It may imply that customers are satisfied with the services of the matrix cellular. It may also imply that the customers of matrix cellular are very loyal.

80

Competitors

Response:

60 percent of the respondents agree that Matrix cellular is better seller than its competitors. 40 percent strongly agree to the statement.

STRONGLY DISAGREE 0% DISAGREE 0% NEUTRAL 0% AGREE 40% STRONGLY AGREE 60% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

Matrix is a better seller than Clay or Uniconnect. This is a key strength of Matrix cellular international.

81

Selling the product

Response:

47 percent of the respondents strongly agree that Matrix cellular can sell as many products as it can. 46 percent agree to the statement. 7 percent neither agree nor disagree to the statement.

STRONGLY DISAGREE 0% DISAGREE 0% STRONGLY AGREE 47% NEUTRAL 7% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE 46% AGREE STRONGLY AGREE

. It can sell as many products as it can. It implies that Matrix cellular surpasses the monthly and yearly targets every time.

82

Sales Opportunity Response:

53 percent of the respondents agree that Matrix Cellular maximizes its sales opportunity. 40 percent strongly agree to the statement. 7 percent neither agree nor disagree to the statement.

STRONGLY DISAGREE 0% DISAGREE 0% STRONGLY AGREE 40% NEUTRAL 7% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE 53% AGREE STRONGLY AGREE

Matrix cellular can make the best of the opportunities

83

Knowing the customers Response:

53 percent of the respondents agree that Matrix Cellular maximizes its sales opportunity. 40 percent strongly agree to the statement. 7 percent neither agree nor disagree to the statement.

STRONGLY DISAGREE 0% DISAGREE 0% STRONGLY AGREE 40% NEUTRAL 7% STRONGLY DISAGREE DISAGREE NEUTRAL AGREE 53% AGREE STRONGLY AGREE

Matrix cellular Knows what must be known about the customers so that it can maximize its sales. Matrix has good customer relations.

84

Here is the comparison of the ratings that the questions have after the responses.

Comparison of the Responses 15 14 13 12 11 10

Questions

4.333 4.3333 4.4 4.6 4.1333 3 3.7333 3.06667 4 4.06667 4.26667 3.8 3.26667 4.06667 4 0 1 2 Ratings 3 4 5 Series1

9 8 7 6 5 4 3 2 1

85

SWOT Analysis of Matrix cellular international.

Strengths: Market leader. Ability to sell effectively. Ability to exploit the opportunity. Knowledge about the customers.

Areas of improvement:

Interdepartmental relationship. Training of the employees. Price negotiations.

Opportunities:

Other countries where matrix has no services. .

Threats:

Price wars by the competitors. Racial attacks on the Indian students.

86

CHAPTER-8 Conclusion And Learnings

87

The summer internship is being done in the sales department of the matrix cellular international services. The Student was mentored by Mr. Saurabh Ahuja ( Assistant Manager) sales. In his guidance there were numerous amount of learnings took place, earnings ranging from sales specific to interpersonal.

Following learnings occurred while in his company:

About the Organization. Basics of sales process. How to present oneself in front of the client. How to give information about the products and services that Matrix Provides. How to convince customers on ones own terms. Up selling.

The project that was undertaken was analysis of the sales process at Matrix Cellular. The purpose of the internship was to understand how selling takes place in the organizations and in case of individuals, how are the two different.

The following learnings occurred after undertaking the project:

Conclusion:

Matrix cellular has an effective sales process. It converts the right percentage of enquiries to sales. It uses a CRM system which backs up the selling regime and helps it to stay in contact with the customers. Matrix is the market leader in the business; however it should try not to negotiate too much on prices. The staff needs to be trained on the selling or any other skills, as per the need identification.

Interdepartmental relationship and communication has to be improved.

88

Learnings:

Making daily log of all the clients met, also making entries in the log for the future meetings. Rental plans for over 30 countries wrt to Matrix cellular. Cold calling. How to handle a demanding customer. How to maintain relationship with the admin. Dept of the organization. Sales pitch in different tones depending on the customers.

Duties and responsibilities:

The basic purpose of this role is to ensure the implementation of the sales and marketing strategy at the ground level as directed by the assistant manager and to meet the defined sales targets. Meet the sales target set by the division. Ensure timely follow up with the customers to ensure retention. Attend to customer complaints immediately and try resolving them on priority basis. Ensure prompt follow up on customer enquiry and leads generated. Promote the entire range of products and service offerings. Acquire complete/in-depth product knowledge of all products and services. Develop knowledge of competitor products and be aware of offerings. Ensure return of unsold SIM cards within 24 hours to inventory. Ensure provision of documents to support sales. Ensure timely maintenance of reports and feedback on status arising out of received leads.

89

Challenges Faced:

Working in the field in adverse whether conditions. Waiting for long hours for the organizational customers. Angree customers. Convincing customers about the INR 5,000 Authorization. While telecalling switched off and not reachable numbers breaking the continuity of calling.

90

CHAPTER-9 Recommendations and Suggestions

91

During the stay in Matrix cellular international some observations were made and on the basis of those observations following recommendations are made.

Recommendations:

1) Matrix cellular is the market leading in renting country specific SIM cards and Internet data cards. All the other competitors are not as effective as matrix when it comes to selling their products. Therefore they compete through the price. As per the respondents matrix negotiates on its prices to a certain extent, this can decrease the profit margin, which in turn will reduce the revenues. A player like matrix cellular doesnt need to differentiate itself through price but through the quality, like it always. More over the senior management has to find out whether or not to negotiate in event of some cases where it would be appropriate to give discounts. Sales force may find it easier to sell the product with a low price and would be tempted to give discounts to the customers. Management should not let this kind of attitude creep inside the BDEs.

2) The success of the sales team depends on the other related departments. In case of Matrix Cellular these departments include Marketing, Operations and Customer Services. All the departments have to be aligned in the same direction towards the same goal. As per the respondents the matrixs sales, marketing and customer services are not as well aligned as they can be to give effective results. Because of this factor matrix might be loosing on many customers.

92

As a first hand experience, a customer was told by the Customer care team that only 3 documents (Passport, Visa and Credit card) would be needed. However, the credit card belonged to the customers friend. The Customer care executive told the customer that the friends have to be

physically present and should sign the photo copy of the credit card. The customer was told that a sales person will soon come to her residence to deliver the SIM card, however no one turned up and Customer had to call to anybody at customer care to intervene in the matter. A sales person went to the customers residence to find out that there are 1 missing document the photocopy of the Id proof of the customers friend. Not only this, the customer care executive also told her that he can check the number of free minutes left by dialing a toll free number . The former statement by the customer care executive was totally wrong. Because of this the customer referred to Matrix as an unprofessional Organization. The above incident shows that the customer care executive referred in the above paragraph should be trained about the documents and inability to check free minutes as the connections are post paid.

3) Any job that has to be done require Skill, Knowledge and Attitude. If the employees lack any of the 3, their competency has to be increased by imparting relevant training. As per the respondents the BDEs are not as well trained as they should be. After asking the BDEs about their opinion on the training, it was evident that the duration and the frequency of the training were not sufficient. On asking what type of training they would like to go through, substantial amount of the BDEs said that they would want to go through training on sales techniques. One of the important feedbacks can as a suggestion from a senior BDE where he told about his interest in going through a Spin Training. Many BDE told that they did not get their feedback (Area of improvement and suggestions) on the training last done. Some BDEs wanted regular refreshes on new plans that arrive from time to time and sessions for explanation the new plans to BDEs.

93

CHAPTER-10 Bibliography

94

Internet websites:

http://www.matrix.in/ http://www.emeraldinsight.com/ http://www.better-sales-and-selling.com/ http://www.openlearningworld.com/ http://www.dot.gov.in/ http://en.wikipedia.org/wiki/Wiki http://www.articlesbase.com/ Articles: Rajgopal and Rajgopal. A, (2008), Team performance and control process in sales, Team performance management, Vol-14, 75 80. Miller .N, (2001), Sales Process as the Risk management Tool, The RMA Journal,Vol 1, 65-84. Books: Kotler P.and Keller K. (2007), Marketing Management (12 edition) Pages 219-27, 382-83, 718. Malhotra N.K. (2008), Marketing Research: An applied Orientation (5th edition) Pages 41-42, 76-79, 82-90, 194, 198, 332-33, 335, 341-43, 352,364-65.

95

CHAPTER-11 Annexure

96

Sales Management Effectiveness Questionnaire

Name: _______________________________________________

Designation: _______________________________________________

Neither agree nor disagree

Strongly Disagree

1 2 3 4 5

6 7

We have a robust sales process which is utilized for every sale. We have a high ratio of sales to enquiries We do not Negotiate on our prices We have an effective system for managing our customers We keep in contact with all our existing and past customers We know at which stage our customers are at the buying process Our Profit margines are consistantly good

1 1 1 1 1

2 2 2 2 2

3 3 3 3 3

4 4 4 4 4

5 5 5 5 5

1 1

2 2

3 3

4 4

5 5

97

Strongly agree

Disagree

agree

Our Staff are fully trained in 8 effective sales methods Our Customers enjoy sales 9 process Our marketing ,sales and customer service process are all combined to achieve a 10 common goal Our Customers regularly refer new people to us We know that we are better in selling our product than our competitors We sell as much products as we can We maximise our sales oppurtunitry We know everything that we can about our customers

1 1

2 2

3 3

4 4

5 5

11

12 13 14 15

1 1 1 1

2 2 2 2

3 3 3 3

4 4 4 4

5 5 5 5

98

99

100