INSTITUTE OF PROFESSIONAL EDUCATION &

RESEARCH, BHOPAL

SUMMER PROJECT
REPORT
ON RTB
Anurag Sahu

2007-2009

1
 SUMMER PROJECT REPORT
On

Evaluation of the business potential and suggesting ways to

enhance acquisition and revenue in Rural Telephony Business
(RTB) of TTSL at ASHTA.

FOR THE PARTIAL FULFILLMENT OF

THE REQUIREMENT
OF
MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

ANURAG SAHU
MBA III SEMESTER

GUIDED BY
PROF. HERSH SHARMA

INSTITUTE OF PROFESSIONAL EDUCATION

AND RESEARCH
(BARKATULLAH UNIVERSITY, BHOPAL)

2007-2009
2
 PREFACE

The research provides an opportunity to a student to demonstrate application of his/her

knowledge, skill and competencies required during the technical session. Research also
helps the student to devote his/her skill to analyze the problem to suggest alternative
solutions, to evaluate them and to provide feasible recommendations on the provided
data.

The research is on the topic of “Evaluation of the business potential and

Suggesting ways to enhance acquisition and revenue in Rural Telephony
Business (RTB) of TTSL at ASHTA.”

Although I have tried my level best to prepare this report an error free report every effort
has been made to offer the most authenticate position with accuracy.

3
 ACKNOWLEDGEMENT

This report is an outcome of mutual support and guidance of many persons towards
whom I indebted. My special thanks to MR. PRAMOD MISHRA ( M.P. RTB HEAD )
MR. CHANDAN GUPTA ( Cluster head ) & Mr. AKHILESH PRATAP SINGH
(Channel Manager Sehore SDCA) to provide various facility in the summer training by
which I can make my project in the easy way. I express my profound reverence and the
artful gratitude to Prof. HERSH SHARMA to suggest me a proper guideline towards the
project.

4
 DECLARATION

I hereby declare that the following project report titled “Evaluation of the business
potential and suggesting ways to enhance acquisition and revenue in
Rural Telephony Business (RTB) of TTSL at ASHTA is an authentic work done by
me. This is to declare that all my work indulged in the completion of this Project Report
such as research, mapping of village, competitor analysis, sales promotion, team
management is a profound and honest work of mine.

DATE: ANURAG SAHU

29/08/2008 MBA III SEM.

5
 EXECUTIVE SUMMARY

Objective

! Direct sales of RTB product.

! Team management( runner + feeder )
! Village mapping of TATA telecom network.
! Competitor analysis in village.
! Study of rural consumer behavior.

6
 PROPOSAL

TOPIC:
Evaluation of the business potential and suggesting ways to enhance acquisition
and revenue in Rural Telephony Business (RTB) of TTSL at ASHTA.

OBJECTIVE:
1. To find out the market penetration of the TTSL’s RTB.
2. To evaluate the business potential of TTSL in RTB
3. To discover ways to enhance acquisition & revenue.

PROJECT LINE ITEMS: -

• Channel team handling (Daily reporting of runners and feeders).

• Appointment of runners at each USO villages within coverage area which is
having a population of more than 1000.
• Dimensioning of retailers as per norms to be completed.
• Village mapping as per network – Need to identify village within full
network / partial network / no network.
• Identification of potential village which is low penetrated in terms of
customer base and list of same to be communicated to distributor, DSO, and
runners for enchasing the sales.
• Revenue enhancement from existing customer base through customer
service, retail appointment and runners appointment at each USO village.
• Planning and execution sales promotion activities like canopy at haat /
mandi, van activity, incentive scheme to channel man power through
distributor.

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METHODOLOGY:
1. Primary Data:
# Through the distributer, runners & feeders.
2. Secondary Data:
# Through online, various official websites of the companies.
# Journals and magazines.

SIGNIFICANCE OF STUDY:

To understand the market potential & penetration of TTSL & to know about the
strategies to acquisition & revenue enhancement.

HYPOTHESIS:
1. The sources of data collection are limited in this research.
2. The primary data will be collected in limited area.
3. Time limitation will be there.
4. The respondent may be biased.

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 CONTENT

Chapter – I Company profile

# Core values
Chapter – II Introduction of
# Tata Tele Services Ltd.
# Tata Indicom
# USO
Chapter – III Introduction of RTB
# Product
# Price

# Place

# Promotion

Chapter – IV Training Program

# Team Management
# Network Mapping
# Consumer Behavior
Chapter – V SWOT Analysis
Chapter –VI Technical complaints & Suggestions.
Chapter –VII Bibliography

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 COMPANY PROFILE

TATA GROUP
Tata is a rapidly growing business group based in India with significant international
operations. Revenues in 2007-08 are estimated at $62.5 billion (around Rs251,543 crore),
of which 61 per cent is from business outside India. The Group employs around 350,000
people worldwide. The Tata name has been respected in India for 140 years for its
adherence to strong values and business ethics.

The business operations of the Tata Group currently encompass seven business sectors:
communications and information technology, engineering, materials, services, energy,
consumer products and chemicals. The Group's 27 publicly listed enterprises have a
combined market capitalisation of some $60 billion, among the highest among Indian
business houses, and a shareholder base of 3.2 million. The major companies in the
Group include Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power,
Tata Chemicals, Tata Tea, Indian Hotels and Tata Communications.

The Group’s major companies are beginning to be counted globally. Tata Steel became
the sixth largest steel maker in the world after it acquired Corus. Tata Motors is among
the top five commercial vehicle manufacturers in the world and has recently
acquired Jaguar and Land Rover. TCS is a leading global software company, with
delivery centres in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata
Tea is the second largest branded tea company in the world, through its UK-based
subsidiary Tetley. Tata Chemicals is the world’s second largest manufacturer of soda ash.
Tata Communications is one of the world’s largest wholesale voice carriers.

In tandem with the increasing international footprint of its companies, the Group is also
gaining international recognition. Brand Finance, a UK-based consultancy firm, recently
valued the Tata brand at $11.4 billion and ranked it 57th amongst the Top 100 brands in

10
the world. Businessweek ranked the Group sixth amongst the ‘World’s Most Innovative
Companies’ and the Reputation Institute, USA, recently rated it as the ‘World’s Sixth
Most Reputed Firm.’

Founded by Jamsetji Tata in 1868, the Tata Group’s early years were inspired by the
spirit of nationalism. The Group pioneered several industries of national importance in
India: steel, power, hospitality and airlines. In more recent times, the Tata Group’s
pioneering spirit has been showcased by companies like Tata Consultancy Services,
India’s first software company, which pioneered the international delivery model, and
Tata Motors, which made India’s first indigenously developed car, the Indica, in 1998
and recently unveiled the world’s lowest-cost car, the Tata Nano, for commercial launch
by end of 2008.

The Tata Group has always believed in returning wealth to the society it serves. Two-
thirds of the equity of Tata Sons, the Tata Group’s promoter company, is held by
philanthropic trusts which have created national institutions in science and technology,
medical research, social studies and the performing arts. The trusts also provide aid and
assistance to NGOs in the areas of education, healthcare and livelihoods. Tata companies
also extend social welfare activities to communities around their industrial units. The
combined development-related expenditure of the Trusts and the companies amounts to
around 4 per cent of the Group’s net profits.

Going forward, the Group is focusing on new technologies and innovation to drive its
business in India and internationally. The Nano car is one example, as is the Eka
supercomputer (developed by another Tata company), which in 2008 is ranked the
world’s fourth fastest. The Group aims to build a series of world class, world scale
businesses in select sectors. Anchored in India and wedded to its traditional values and
strong ethics, the Group is building a multinational business which will achieve growth
through excellence and innovation, while balancing the interests of its shareholders, its
employees and wider society.

11
CORE VALUES OF TATA
Purpose
At the Tata Group our purpose is to improve the quality of life of the communities we
serve. We do this through leadership in sectors of national economic significance, to
which the Group brings a unique set of capabilities.

This requires us to grow aggressively in focused areas of business.Our heritage of

returning to society what we earn evokes trust among consumers, employees,
shareholders and the community.

This heritage is being continuously enriched by the formalization of the high standards of
behavior expected from employees and companies.The Tata name is a unique asset
representing leadership with trust. Leveraging this asset to enhance Group synergy and
becoming globally competitive is the route to sustained growth and long-term success.

$ FIVE CORE VALUES

The Tata Group has always sought to be a value-driven organization. These values
continue to direct the Group's growth and businesses. The five core Tata values
underpinning the way we do business are:

Integrity: We must conduct our business fairly, with honesty and transparency.
Everything we do must stand the test of public scrutiny.
Understanding: We must be caring, show respect, compassion and humanity for
our colleagues and customers around the world, and always work for the benefit of
the communities we serve.
Excellence: We must constantly strive to achieve the highest possible standards in
our day-to-day work and in the quality of the goods and services we provide.
Unity: We must work cohesively with our colleagues across the Group and with
our customers and partners around the world, building strong relationships based on
tolerance, understanding and mutual cooperation.
Responsibility: We must continue to be responsible, sensitive to the countries,

12
 communities and environments in which we work, always ensuring that what comes
from the people goes back to the people many times over.

TATA TELE SERVICES LTD.

Profile

Tata Teleservices (TTSL) spearheads the Tata Group's presence in the Indian telecom
sector. Incorporated in 1996, the company was the first to launch CDMA mobile services
in India (in the Andhra Pradesh circle).

With the acquisition of Hughes Telecom (India), now Tata Teleservices (Maharashtra), in
December 2002, the company swung into expansion mode. TTSL currently offers
services under the brand name 'Tata Indicom' in 20 circles in India: Andhra Pradesh,
Chennai, Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil Nadu, Orissa, Bihar,
Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (East), Uttar Pradesh
(West), Kerala, Kolkata, Madhya Pradesh and West Bengal. .

TTSL, which heralded convergence technologies in the Indian telecom sector , is today
the market leader in the fixed wireless telephony market with a customer base of over
2.68 million.

Areas of business

TTSL pioneered the CDMA 3G1x technology platform in India. The company has
established a robust and reliable telecom infrastructure that ensures quality in its services.
It has partnered Motorola, Ericsson, Lucent and ECI Telecom to deploy a reliable and
technologically advanced network. .

13
TTSL's telephony services include mobile services, fixed wireless phones (FWP), public
booth telephony and wireline services. Among its value-added services are voice portal,
roaming, post-paid internet services, three-way conferencing, group calling, WI-FI
internet services and data services. .

The company has entered the 'prepaid' segment by launching, under the Tata Indicom
brand, its '100 % Sacchai True Paid' offering across all its circles. Tata Indicom also
offers a collection of 1,000 mobile games, the latest handsets, and new voice and data
services such as BREW games, picture messaging, polyphonic ring tones, and interactive
applications.

TTSL, along with its subsidiary, Tata Teleservices (Maharashtra), currently serves 4.58
million customers in over 1,400 towns in India.

14
• Brand Name: TATA Indicom

• Network: CDMA 2000-1x

• Network Coverage: 20 Telecom circles

• Subscriber base: > 2 million

• Market Share: 8 – 10%

• Subscriptions: Post Paid, Pre Paid

Tata Teleservices is part of the INR Rs. 2,51,543 Crore (US$ 62.5 billion) Tata Group,
that has over 80 companies, over 3,30,000 employees and more than 3.2 million
shareholders. With a committed investment of INR 36,000 Crore (US$ 7.5 billion) in
Telecom (FY 2006), the Group has a formidable presence across the telecom value chain.

Tata Teleservices spearheads the Group’s presence in the telecom sector. Incorporated in
1996, Tata Teleservices was the first to launch CDMA mobile services in India with the
Andhra Pradesh circle.

Starting with the major acquisition of Hughes Tele.com (India) Limited [now renamed
Tata Teleservices (Maharashtra) Limited] in December 2002 the company swung into an
expansion mode. With the total Investment of Rs 19,924 Crore, Tata Teleservices has
created a Pan India presence spread across 19 circles that includes Andhra Pradesh,
Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil Nadu, Orissa, Bihar,
Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (E), Uttar Pradesh
(W), Kerala, Kolkata, Madhya Pradesh and RoWB.

15
Having pioneered the CDMA 1X technology platform in India, Tata Teleservices has
established a robust and reliable 3G ready telecom infrastructure that ensures quality in
its services. It has partnered with Motorola, Ericsson, Lucent and ECI Telecom for the
deployment of a reliable, technologically advanced network.

The company, which heralded convergence technologies in the Indian telecom sector, is
today the market leader in the fixed wireless telephony market with a total customer base
of over 3.8 million.

Tata Teleservices’ bouquet of telephony services includes Mobile services, Wireless

Desktop Phones, Public Booth Telephony and Wireline services. Other services include
value added services like voice portal, roaming, post-paid Internet services, 3-way
conferencing, group calling, Wi-Fi Internet, USB Modem, data cards, calling card
services and enterprise services.

Some of the other products launched by the company include prepaid wireless desktop
phones, public phone booths, new mobile handsets and new voice & data services such as
BREW games, Voice Portal, picture messaging, polyphonic ring tones, interactive
applications like news, cricket, astrology, etc.

Tata Indicom redefined the existing prepaid mobile market in India, by unveiling their
offering – Tata Indicom ‘Non Stop Mobile’ which allows customers to receive free
incoming calls. Tata Teleservices today has India’s largest branded telecom retail chain
and is the first service provider in the country to offer an online channel Http://www.i-
choose.in to offer postpaid mobile connections in the country.

Tata Teleservices has a strong workforce of 6000. In addition, TTSL has created more
than 20,000 jobs, which will include 10,000 indirect jobs through outsourcing of its
manpower needs.

Today, Tata Teleservices Limited along with Tata Teleservices (Maharashtra) Limited
serves over 27 million customers in more than 6000 towns. With an ambitious rollout
plan both within existing circles and across new circles, Tata Teleservices offers world-
class technology and user-friendly services in 19 circles.

16
 UNIVERSAL SERVICE OBLIGATION
Rural folks are yet to reap the fruits of liberalization in India. The benefits that were
supposed to trickle down to the villages are still out of villager’s reach. They still lag
behind in ‘connectivity’. This can only be resolved if telecommunication infrastructure is
put in place—which does not seem to be a very lucrative project for private telecom
companies. The margins are low; hence none of the companies are very excited to
shoulder the projects. In India, the bulk of telephony in urban, semi-urban and rural areas
has been handled by BSNL, as the government wasn’t too active in this area. However,
government seems to have snapped out of its slumber and has come out with a number of
initiatives for the rural population, and Universal Service Obligation (USO) fund is one
such initiatives.

What is the USO fund?

The USO fund is an initiative taken up by the government to increase rural teledensity.
The USO fund became part of the statute through a 2003 amendment to the Indian
Telegraph Act (ITA) 1885. USO is an obligation to provide access to basic telegraph
services to people in the rural and remote areas at affordable and reasonable prices. The
fund needs be utilized exclusively for meeting the USO target.

"Funds collected under USO from telecom operators are utilized for providing
telephone services in rural areas, which are normally deemed unprofitable for
commercial operations”

Operators on USO fund

The Government of India knew about the difficulty it might have to face while extending
the telecommunication facilities in rural and remote areas. The government and the
telecom ministry considered it necessary to explore possibilities of supporting mobile
telephony in remote areas through USO fund. BSNL and MTNL came out with
aggressive plans to provide broadband connectivity. In January 2007 they came out with
minimum download speed of up to 2Mbps. From March 2006, BSNL and MTNL
launched the ‘One India’ plan in the mobile and the fixed line telephone. With the
introduction of this plan, one can call across the country at Re 1 per minute, anywhere,
any time and to any phone.

17
Vikas Shah, President—Access Business Unit, Tata Teleservices (TTSL) said, "Our
company is ahead with its services in the USO territories having 75,000 connections per
month, which is the highest among all players. Funds collected under USO from telecom
operators such as Tata Indicom are utilized for providing telephone services in rural
areas, which are normally deemed unprofitable for commercial operations. So we are
doing well in terms of penetration and using these funds."

Even Sanjeev Govil, Head—National Rural Marketing, Reliance Communications too

had a similar opinion about USO fund. According to him, "USO fund has tremendous
scope for a country like India where rural teledensity and teleconnectivity is very poor,
and needs dramatic improvement. Out of six lakh villages in the country, approximately
three lakh have come under village public telephony (VPT). It still has a very long way to
go, and this is where USO fund can be very handy to provide impetus."

Rural telephony requires massive funding, and five percent of every private telecom
operator’s annual revenue goes to USO fund. The fund is then used to finance new rural
telephony projects. The fund also serves as an extra source of revenue for many players,
as it allows them to make headway into backward areas.

Today the USO fund is not only used to provide telecommunication services but includes
broadband too. Govil said, "The fund covers all aspects of telecommunication, ie mobile
telephony, broadband, infrastructure support, and both passive and active infrastructure.
USO is already working with operators to come out with schemes to give a big thrust to
broadband connectivity by covering 5,000 towns." Shah added that today’s farmer is
smarter than his predecessor. If he has access to broadband, he can go online, check
prices of his products in various markets and buy the best fertilizers, and perhaps trade
online. "Customizing the services to these markets is important. Since India is developing
as a nation, and telecommunication is expanding, it is imperative that we don’t miss out
on the huge rural demand. Right now, the requirement is of basic telephony, which the
USO fund helps in addressing. Once that is taken care of, the next logical step would be
to progress to VAS".

Issues concerning USO funds in India

Traditionally, the entire cost of the USO has been borne by a single telecom operator, and
so there has been no requirement to define or quantify costs. But now, as countries have
opened up telecommunications markets to competition, the definition and quantification
of USO costs and the process by which they are shared becomes important. As a result,
universal service is often used to link issues like affordability of basic
telecommunications services, public access to services, especially those associated with
the information society and obligation on service providers to undertake service
provision, which they would not undertake in a competitive market. On this, Govil

18
opined, "There are enough funds. Over Rs 10,000 crore is lying in USO corpus, but USO
needs new schemes in different areas, if we are to reach tele-density of 30 percent soon."

The way forward

Indian private mobile companies are embarking on a major plan to roll out services to the
remotest parts of India. A few years ago, operators would not have considered rolling out
telecom services to areas with population less than 10,000, while today they are ready to
consider even villages with just 5,000 people. In a few years time they would get into
clusters of villages that have just 1,000 people. Cellular operators currently cover 39
percent of the country in terms of physical area. BSNL has bagged 80 percent of the rural
project, winning contracts for setting up 6,125 mobile towers out of the total 7,871
passive cell sites. Among the private companies, GTL Infrastructure has the contract to
set-up 471 towers, while Reliance Infrastructure has won the bid for 472 towers.
Hutchison South, which is being acquired by Vodafone, has emerged as the lowest bidder
for 331 towers, while NIT and Quippo have got 384 and 88 towers, respectively.

Operators, in order to roll out networks to the remote and poor areas are bringing down
costs so that they can penetrate rural markets. "USO funds can enhance rural telephony to
a great extent in terms of easier access to telephony, at a faster rate. For companies, it is
an advantage as there will be a stage of saturation in urban markets, which will be more
dependent on VAS rather than basic connectivity. It makes sense for operators to enter
newer circles and markets, and connect with potential users," Shah said.

Govil, having similar opinions said, "USO fund has already been utilized to acquire over
three million subscribers under its R Del scheme during 2005-2007. USO funds have
been used for promoting village telephones or PCOs. Now USO fund is sponsoring,
perhaps the biggest and fastest rural initiative in the world by adding 7,871 towers across
the remotest parts of the country. Similarly, schemes to strengthen infrastructure in
Ladakh, Leh, Andaman and Nicobar, and Lakshadweep are being worked out. "

The decision of providing support from USO fund for mobile telephony as well as
broadband services is going to open up the vast untapped market. It comprises 70 percent
of the population with substantial disposable incomes and aspirations to share the growth
story of urban India. Telecommunication access to rural India is going to be the most
important development since ‘Green Revolution’ and will change the life in rural areas
like never before.

19
BSNL, Tata, Reliance bag the rural phone project in India -

Bharat Sanchar Nigam Ltd, Reliance Infocomm and Tata Teleservices have bagged the
government sponsored Rs 8,000-crore plan to provide 8 million fixed line telephones
to rural households by 2007.

This is the first project aimed at rural households. The project is being supported from
the Universal Services Obligation (USO) Fund. Until now the USO Fund was being
used for setting up village community phones. Bharti Tele-Ventures and Himachal
Futuristics Communications Ltd had also bid for the country's largest rural telephony
project but failed to win the competitive bidding.

BHARAT Sanchar Nigam Ltd, Reliance Infocomm and Tata Teleservices have bagged
the Government sponsored Rs 8,000-crore plan to provide 8 million fixed line telephones
to rural households by 2007.

The project is being supported from the Universal Services Obligation (USO) Fund.
Bharti Tele-Ventures and Himachal Futuristics Communications Ltd had also bid for the
country's largest rural telephony project but failed to win the competitive bidding.

Mr Shyamal Ghosh, Administrator, USO Fund, told Business Line, "The competitive bids
have brought down the cost of the project by 60-75 per cent. This will allow us to use the
kitty to roll out 8 million telephone lines instead of 6 million lines proposed earlier. The
bids from private operators show that there is a market in rural India."

While the Government had worked out a cost of Rs 17,000 per line, the operators have
quoted between Rs 4,500 and Rs 7,000 per line.

The USO Fund administrator had invited expression of interest from telecom operators
across 20 States to bid for the largest project envisaged under the USO scheme. The
project covers 274 secondary switching areas (SSAs), which are equivalent to a district.

While there was competitive bidding in 215 SSAs, BSNL was the sole bidder for the
remaining sectors in Assam and North East. In areas where there was competitive
bidding, it emerged the most successful bidder winning in 171 SSAs across 19 States.

The telecom operator did not win any sectors in Haryana. Reliance Infocomm emerged
the winner in 61 SSAs spread across 15 States while Tata Teleservices got the project in
42 SSAs across 9 States. Tatas had bid for villages in 16 circles. Bharti, which had

20
expressed interest in 11 circles, did not win any. Letter of intent has been issued to the
successful operators.

This is the first project aimed at rural households. Until now the USO Fund was being
used for setting up village community phones.

Tata to obtain three new licences

Tata Teleservices is all set to get unified access licences for offering mobile and fixed
telephone services in Assam, Jammu and Kashmir and North East. The company had
applied for these three circles almost a year ago but the Government had held it back
since there was no clarity on issues relating to foreign CEOs. Tata Tele has also applied
for a long distance telephony licence. The three new licences mean that the company can
now have a pan-India footprint.

National rural telecom licence

In yet another move to increase the rural tele-density, the Telecom Regulatory Authority
of India (Trai) has recommended that the government create a national rural telecom
licence, that allows companies to operate all kinds of telecom services, exclusively in
rural areas.

The regulator has proposed that companies which offer services under the new licence be
charged only a nominal entry fee and be exempted from all other charges, including
licence fee, spectrum fee and revenue share.

For existing telecom operators, the regulator has reiterated that the government abolishes
spectrum charges for rural operations. But it has added that that semi-urban and semi-
rural areas in the periphery of large towns be excluded from the definition of ‘rural’.

The government has also been advised that the elimination contingents be extended only
after operators put in place “satisfactory accounting and audit systems which can ensure
distinctions between rural and urban revenues”.

Increasing rural teledensity

Telecom Regulatory Authority of India plans to raise the teledensity in rural areas from
the current 1.9% to 15% by 2007 and has proposed a Rs 8,000 crore subsidy for creating
necessary infrastructure. With this kind of subsidy support, it will be possible to install
20,000 base stations in rural areas to cover about 80-90% of the villages, according to
TRAI.

21
The subsidy is essentially a Universal Services Obligation (USO) fund support. Trai had
set up a USO fund for the development of rural areas. A 5% universal access levy on the
gross revenues earned by all the operators goes into the fund. The telecom body has also
announced a discount in annual license fee and spectrum charges linked with rural
coverage.

Teledensity is measured as the availability of phones per 100 persons. One of the main
reasons for the low teledensity is the cost involved in setting up infrastructure in the rural
areas is high, and recoveries could be lower as there are not many users.

Current urban teledensity is about 31.1% and is expected to reach 43% by 2007. Rural
teledensity, at present, is about one-third of the urban teledensity figure seven years back.
The government has proposed to cover 3,50,000 out of 6,07,000 villages by ‘07. The
population covered in the rural areas would be 450 million.

One of the key variables for supplying mobile phones to rural areas is by adopting
appropriate marketing techniques.

Sanjeev Govil, head of rural marketing, Reliance Infocomm, says, “Bundling of mobiles
with rural-specific products like mobikes, tractors, and tying up with other distribution
channels like LPG and cable network distributors would be interesting ways of marketing
wireless mobile phones in rural India.” New marketing strategies and other incentives are
also being used to penetrate rural markets.

Tata Teleservices: ringing in a new era

In India's metros, state capitals and small towns, telephones have morphed into cell
phones. From the high-powered executive in his tinted-glass Mercedes to the vegetable
seller down the road, people everywhere are chatting, getting information and doing
business on the cell phones.

But it's a different story in India's villages, where many are yet to see a telephone.
Communication is still a problem, and most villages are yet to savour the benefits of
Alexandra Graham Bell's remarkable invention. Of the 70 per cent of our population that
lives in rural India, only 1.5 to 2 per cent are connected through a telephone.

In 2002, in an effort to increase rural tele-density, the government set up a universal

service obligation (USO) fund. Telecom operators had to give a certain percentage of
their gross revenues to this fund. It also mandated that every telecom operator must
provide telephone services in rural areas each year, up to a certain percentage of their
annual business turnover, which would be subsidised from the USO fund.

22
Last year the system was changed to a tender system, where operators could bid for
rolling out services in certain areas of the country that have zero to less than 1 per cent
tele-density. They would receive a subsidy from the USO fund to enable them to provide
services in those areas.

Tata Teleservices Ltd (TTSL), which started operations in 1996 in Andhra Pradesh, is a
major telecom player in India. Over the years, it has expanded its network and today
covers 2,500 towns in 20 circles. It is the market leader in the fixed wireless telephony
market, with a customer base of over 2.8 million. TTSL has bid successfully to provide
telephone services in 242 SDCAs (short distance charging areas). It sees rural telephony
not just as a service to India's villagers, but also as a great business opportunity.

Darryl Green, CEO of Tata Teleservices, expands on the company's philosophy, "There is
a huge amount of satisfaction in working in the rural areas. In urban areas, the telephone
has become an integral part of life. But in rural areas, people have to travel long distances
on foot or a bicycle to find out good or bad news from family and friends. For them to be
able to pick up a phone and get that news in a second, makes this business that much
more meaningful."

But the challenges of providing telecom services to rural India are manifold. Many
villages cannot be accessed easily owing to their remote location; setting up a network is
fraught with difficulties, thanks to rough terrain; the investment required is high and the
returns are very low, as many villagers cannot afford the cost of telephone services. It's
also difficult to get people to work in these areas; they are remote and lack amenities.

Electricity is one of the primary requirements for telecom services, but many villages do
not have electricity. Diesel generators are expensive and can work only as a stopgap
measure. The government is supposed to help telecom companies get electricity, but the
companies have to do most of the work and also bear the cost. "However, once electricity
comes into a village, it can only lead to further development," says Green.

Another challenge has been to communicate the benefits of the product to the people, as
many of them are illiterate. The company's sales people first put on an entertainment
show to attract a large crowd and then use visuals to talk about the services and the
registration process. Many times they have to carry their own camera to complete
registration formalities as villagers rarely have their own photographs.

An important learning for the company has been in understanding the communication
needs of villagers. "In rural communities, communication takes place mainly among
defined family groups. So they want a service that allows them to call families in and
around their village at reasonable rates," says Green. The company's family-and-friends
(Parivaar) programme at special calling rates has been well accepted.

23
TTSL's telephones also provide unique information services that are required in these
areas. They have an LCD display and different language capabilities for diverse Indian
regions. Farmers can avail of the SMS facility to find out crop prices in other markets;
get weather updates and the price and availability of agri-equipment. "This kind of
information is very important for farmers and helps them make better decisions, which in
turn helps them increase their income," says Green.

The cost of the service has been adapted for the rural customer. In the pre-paid scheme,
the company retains ownership of the phone, so there is no deposit to be paid, just an
activation fee which ranges from Rs 600 ($13) to Rs 800 ($17). If the customer wants to
stop subscribing to the service, the company takes back the phone. TTSL is trying to
develop lower cost phone models to attract more customers.

The CDMA technology enables customers who can afford a computer to connect to the
internet with these phones. Tata Teleservices is also helping school children gain access
to information by providing internet services free of charge to local schools. This is a
corporate social responsibility activity in conjunction with CDMA equipment maker
Qualcomm, which is initially being rolled out in Maharashtra and Madhya Pradesh.

Another key learning has been in setting up a distribution network. The company has set
up a three-tier network with a main distributor who looks after a large area, generally an
SDCA, and has feeders (on his pay roll) which feed into 'runners' – people appointed and
trained by TTSL – who visit villages on a bicycle or a two-wheeler at defined times on
defined days of the week, selling recharge vouchers and servicing equipment; each
runner covers between 200 to 300 customers. The company has also joined hands with
Tata Chemicals' Tata Kisan Sansar network, disseminating information through these
centres and using them as local distributors.

Tata Teleservices has invested Rs 240 crore ($51 million) in rural telephony in these 242
SDCAs, covering Rajasthan, Bihar, UP East, UP West, Maharashtra, Andhra Pradesh,
Karnataka, Punjab and Haryana. It will reach out to more than 6,00,000 subscribers by
end March 2007. It hopes to get more subscribers and induce existing customers to move
up to value-added products and services.

"Right now, the need is a fixed wireless phone in the house, so that all family members
can benefit from it. Cell phones will be the next wave, when their affordability
increases," says Green. Apart from looking at products for individuals, the company is
also looking at helping small businesses by offering services based on CDMA
technology.

Less than 15 years ago, the telephone was a luxury for most urban Indians, who had to
endure years of waiting to be allotted one. Today, it is the exact opposite, as telecom
companies vie for customers. Availability of telephone connections at an affordable price

24
has made the difference. The Tata foray into rural areas is bound to cause a similar
transformation, sooner rather than later.

RURAL TELEPHONIC BUSINESS

“RTB”

4’P IN RTB

! PRODUCT
! PRICE
! PLACE
! PROMOTION

25
 PRODUCT

Model No.LSP 400T Model No.LSP 340

Model No.P800

26
 PRICE
Rural USO

We have a strong 1.4 Million Rural USO base in 215 SDCAs across 9 circles viz.
Rajasthan, MP, Bihar, UP E & W, Punjab, Haryana, and Karnataka and for plans for
Maharashtra.

PARAMETER RDEL 499 PACKAGE

Total Package price Rs. 499
Registration Charge (including ST) Rs. 399
Installation Charge Rs.100
Validity 2 Years
* Free talk value Free talk value (Local T2T only)* Rs.200
(Local T2T only)
is for limited Free talk value validity (Local T2T
30 Days
period only only)*

Rural USO Tariffs

TYPE OF RATE PER

PARTICULARS PULSE
CALLcall PULSE
Local Call Local- Fixed (Tata to Tata) 180 0.8
Local- Fixed (Tata to others) 180 0.8
Local- mobile (both GSM and
60 0.8
CDMA)
National Long Distance
Intracircle <50 Kms 180 0.8
>50 Kms 40 0.8
Intercircle <50 Kms 20 0.8
>50 Kms 20 0.8
International Long US & Canada 7 0.8

27
Distance
Australia & New Zealand 4 0.8
Countries in ASIA &
4 0.8
OCEANIA
Countries in EUROPE 6 0.8
Gulf 4 0.8
SAARC-Other Neighboring
4 0.8
Countries
SEA Countries 6 0.8
Western Hemisphere -
4 0.8
excluding 001 series

Voucher Denominations
All the current USO RCV will be applicable for this package.

MRP 50 60 75 100 150 200

Service tax
5.45 6.60 8.25 10.91 16.50 21.81
@12.36%
Admin Fee
0.00 0.00 0.00 0.00 0.00 0.00
(AF)
Talk Value
44.55 53.40 66.75 89.09 133.50 178.19
(TT)
Validity (days) 60 30 45 60 60 60
Grace (days) 60 60 60 60 60 60
Inactive (day) 1 1 1 1 1 1

28
 PLACE
Voucher Applicability
• Applicable in USO Circle only. (Rajasthan, MP, Bihar, UP E & W, Punjab,
Haryana, Karnataka.)
• Applicable on USO R-Dels only.
• Unused promo talktime will be forfeited after validity of the promo talktime is
over.
• To be sold in predefined USO SDCA only in the circles mentioned above.

Voucher Applicability Circles

• Bihar
• Haryana
• Punjab
• Rajasthan
• Madhya Pradesh
• Uttar Pradesh (West)
• Uttar Pradesh (East)
• Karnataka
• Maharashtra

DEL Applicability

It is only for rural areas. Every DEL has specific ESN No. which work under only
particular tehsil.For example in sehore tehsil code no. is 07562; icchawar is 07561 and
astha is 07563. If any DEL goes out side the tehsil it will not work or it will negative than
company barred the number means DEL not work.
Company provides specific ESN No. to DEL.

29
 PROMOTION
To promote the brand Tata Indicom Phone to the rural community a full blown van
activity was undertaken in USO and tehsil sehore.

The activity covered the following

# Brand promotion through stall set- up

# Brand promotion through movement of van across the village accompanied with
music etc
# Merchandizing by promoters
# On the spot bookings by runners and feeders
# En route promotion through distribution of pamphlets, pasting banner on walls.

# We are also do sales promotion through canopy, panting on walls, tractor.

# Umbrella scheme for customer when he purchases DEL.

30
# Colour TV, refrigerator, DVD for runner and feeder when he achieves the target .It
is motivation factor of runner and feeder.
DISTRIBUTION CHANNEL

31
 TRAINING PROGRAME

Team Management
• Summer trainees look after both runner & feeder.
• Sales planning of every day is made by summer trainees
• Feeder & runner have to report of daily sales to summer trainees.
• Runners were trained regarding product and plan.
• Runners were taught how to present the product and themselves before customers
• Runners were provided data regarding population and network position of villages
so that they can arrange the villages according to the sales prospects.
• They were provided friendly environment so that they can come forward with
obstacles they are facing.
• Their daily performance was evaluated and instructions regarding future course of
action were given.
• New pay structure was recommended so that feeders and runners are adequately
compensated. Improved incentive structure can act as a potent motivating factor.
• Summer trainees accompanied runners to the field so that ground realities are
known.
• They were motivated by explaining them that their future was bright if they are
associated with a TATA enterprise.
• Whenever needed poorly performing runners were sacked and replaced.

32
Roles & Responsibilities
FEEDER

• Recruitment of runners at each USO village.

• Training of runners about how to do presentation in front of the customer, about
instrument, how to convince customer.
• Daily report of runner.
• Orders booked.
• Orders installed.
• Ensuring stock of RCVs, Telephone equipments, CAF forms with runner.

RUNNER

• Sales of R DELs
• Ensuring the Installation and activation of NIU and telephone instrument.
• Collection of cash from customer.
• Servicing of RCVs to customer and retailers.
• Creating TATA representatives at each village level.
• Daily report to feeder.
• Orders booked.
• Orders installed.

33
 FINDINGS
POTENTIAL VILLAGES, VI LLAGE MAPPING AS PER
NETWORK S

CUSTOMER NETWORK
District Tehsil Village Name HH BASE CHART
Sehore Ashta Maina 1,142 558
Sehore Ashta Metwara 985 465
Sehore Ashta Siddiqueganj 919 600
Sehore Ashta Seoda 594 400
Sehore Ashta Nipaniya Kalan 575 255
Sehore Ashta Kajlas 569 245
Sehore Ashta Khadi 537 300
Sehore Ashta Khacharod 494 200
Sehore Ashta Guradiya Varma 372 153
Sehore Ashta Murawar 394 298
Sehore Ashta Kurawar 342 200
Sehore Ashta Singarchori 315 218
Sehore Ashta Khajuriya Kasam 271 100
Sehore Ashta Phudra 295 158
Sehore Ashta Karman Khedi 259 120
Sehore Ashta Baijnath 303 159
Sehore Ashta Dupadiya 237 100
Sehore Ashta Bhuphod 282 151
Sehore Ashta Rampura Kalan 248 55
Sehore Ashta Gwali 290 60
Sehore Ashta Dabri 261 100
Sehore Ashta Jhilela 232 125
Sehore Ashta Bamuliya Bhati 237 100
Sehore Ashta Aroliya 235 140
Sehore Ashta Moondla Mohaba 274 60
Sehore Ashta Lasudiya Khas 240 100
Sehore Ashta Pagariya Chor 235 125

34
Sehore Ashta Khajuriya Jawar 238 80
Sehore Ashta Bapcha Baramad 244 125
Sehore Ashta Bamuliya Raimal 225 141
Sehore Ashta Arniya Gaji 283 115
Sehore Ashta Darkheda 201 100
Sehore Ashta Bapcha 216 111
Sehore Ashta Chhapar 219 100
Sehore Ashta Gwala 206 50
Sehore Ashta Titoriya 208 100
Sehore Ashta Barchhapura 221 55
Sehore Ashta Tigariya 203 100
Sehore Ashta Harniyagaon 190 90
Sehore Ashta Barkheda 199 90
Sehore Ashta Molu Khedi 199 90
Sehore Ashta Samarda 217 50
Sehore Ashta Bor Kheda 190 80
Sehore Ashta Bilpan 185 40
Sehore Ashta Guradiya Rupchand 204 90
Sehore Ashta Bamuliya Khichi 172 30
Sehore Ashta Sheku Kheda 181 100
Sehore Ashta Jafrabad 171 90
Sehore Ashta Channotha 171 96
Sehore Ashta Harnawada 166 80
Sehore Ashta Mana Khedi 155 30
Sehore Ashta Atraliya 172 90
Sehore Ashta Bisu Khedi 142 30
Sehore Ashta Kachnariya 132 59
Sehore Ashta Sando Khedi 147 60
Sehore Ashta Patariya Goyal 130 70
Sehore Ashta Hakimpur 135 75
Sehore Ashta Kundiya Nathu 175 40
Sehore Ashta Dhinga Khedi 143 90
Sehore Ashta Semlibari 131 70
Sehore Ashta Kalyanpura 141 50
Sehore Ashta Kundiya Dhaga 146 30
Sehore Ashta Amarpura 141 60
Sehore Ashta Pardi Khedi 120 50
Sehore Ashta Kumdawada 139 40
Sehore Ashta Richhadiya 112 50
Sehore Ashta Nanakpur 109 80
Sehore Ashta Jagmalpura 134 90

35
Sehore Ashta Jivapur Mahodia 121 20
Sehore Ashta Bherupur 131 60
Sehore Ashta Mohammadpur Pakhani 115 70
Sehore Ashta Awali Kheda 96 30
Sehore Ashta Hajipur 109 60 BLUE
Sehore Ashta Bhana Khedi 118 25 BLUE
Sehore Ashta Bhil Khedi 109 20 BLUE

*Green – Good signal

*Blue- Average Signal
*Red- Bad Signal

Total Villages with HH, Pop & Customer base

LDCA SDCA Distributor Total Network House Population Customer

name village Hold
Base till
July 2008

Green Blue Red

Bhopal Sehore Uttam 295 24 180 91 87217 524093 14000
Sales
Ashta. (appx.)

36
 Feeder’s Name and Runner’s Name
Narendra 9907023948
Sr.No. Runner Name Village Name Contact No.
1 BALVAN SINGH TAJPURA 9229485594
2 YASPAL PAROLIYA 9229693446
3 VIJAY KUMAR AROLIYA 9229829708
4 SANTOSH UDAY PUR 9200110964
5 RAJESH JAT PATARIYA CHOHAN 9229722624
6 PAPPU DEVAN KEDI 9229414548
7 INDAR SINGH BARKEDA 9200203867
8 PAVAN KUMAR PAGARIYA HAT 7560692902
9 ARJUN JASMAT 9200208060
10 INDAR SINGH BAJKHEDA 9200851881
11 BAPU SINGH GOVIND PURA 9229509320
12 IMRAN KHAN BADODIYA GADRY 9200212408

Nirmal 9202708569
Sr.No. Runner Name Village Name Contact No.
1 GHULAB SINGH LASUDLIYA 9329888106
2 BHOJ RAJ HAKIMABAD 9200312667
3 DAYA RAM MENA 7560693484
4 ANIL SEVDA 9754535567
5 DHARAM MURAVAR 9200280297
6 HUKAM KURAVAR 7560684304
7 ANIL TITORIYA 9754535567
8 JIVAN ARNIYARAM 9200342081
9 NARENDRA DONIYA BAPCHA 9907023948
MANEESH 9202705874
Sr.No. Runner Name Village Name Contact No.
1 LOKENDRA SANGAKEDI 9827613394
2 KULDEEP BAFAPUR 7560691603
3 DOLAT VERMA MUGLI 9229926538
4 LALIT KOTARI 9200175222
5 KULDEEP KHANDOR PURA 9301421334
6 JIVAN ARNIYADAUD 9200342081
7 SELENDRA CHAPAR 7560692612
8 SANDEEP ROLA GAV
9 PARHLAD SINGH BIL KEDI 7560684921
10 BALVAN KENIYA PURA 9200291961
37
 11 AKHILESH MAGAR KEDI 9202307016
12 NARENDRA DONIYA BAPCHA 9907023948

FEEDER SALARY STRUCTURE

BASIC :- 3500 (IF 70% achievements of the target)

INSENTIVE (1st):- 500 (Maintain own DRR, Maintain Stander CAF quality &

Maintain Runner DRR)

INSENTIVE (2nd):- Rs. 10.00/DEL 100% Achievements of the target.

Rs.15.00/DEL 115% Achievements of the target.

Feeder Target:
For the Month of June: 80

For the Month of July: 150

Target Achieved:

For the Month of June: 1. Manish: - 50

2. Nirmal : - 35

For the Month of July: 1. Narendra - 210 caf

2. Nirmal - 215 caf
3. Manish - 211 caf
4.Counter booking - 190 caf

38
 Total acquisition done in the month of June & July

RUNNER COMMISION STRUCTURE

RUNNER

No. of sale Rs. / Del

1 to 5 50

6 to 8 60
39
9 to12 75

13 to 18 90

Rs. 10.00/Del (Maintain own DRR, Maintain Standard CAF quality)

Target For the Distributer:

For the month of June: 1198 Acquisition.

For the month of July : 550 Acquisition.

Target Achieved:

For the month of June: 646 Acquisition.

For the month of July : 802 Acquisition.

40
 Performance report of all the SDCA of Bhopal Cluster

FCR DUE Loading Total % of Achv

Distributor Name City CM Target FCR MTD
1 DHRUV ENTERPRISES Sehore Akhilesh 520 612 1 0 613 118%
2 Baijnath Electronics Berasia Ritesh 399 435 23 1 459 109%
PRANAY
3 TELESERVICES Nasrullaganj Ritesh 1211 368 2 0 370 30%
PRANAY
4 TELESERVICES BUDHANI Ritesh 0 0 0 0 0 0%
5 RAM TELESERVICES Ichhawar Akhilesh 320 351 1 1 353 110%
6 UTTAM SALES ASHTA Akhilesh 550 795 6 1 802 145%
Bhopal Total 3000 2561 33 3 2597 85%

Revenue achieved by selling RCV

D.Code Dist Name RCV

15000173 DHRUV ENTERPRISES 785425
15001141 Vaishnavi Enterprises 137149
15005774 PADMA MOTORS 135280
15006131 Baijnath Electronics 385815
15007811 SURYA MARKETING 32307
15007960 N S DISTRIBUTOR 366235
15008065 PRANAY TELESERVICES 105821
15008633 RAM TELESERVICES 545837
15013219 UTTAM SALES Ashta 98167
Grand Total 2592036

41
 RURAL CONSUMER BEHAVIOUR

# One example of poor service in a particular village can ruin the chances of further
connections in same village.

# Word of mouth is very strong in village communities.

# Since majority of the villagers are illiterate they believe in rumors very easily. Any
shortcoming on the part of service provided by the company leads to rumors,
which can drastically affect company’s image in long term.

# There are some early adopters of the product in the village. The opinion of such
early users influences the response of other prospective customers.

# Villagers don’t trust outsiders easily. They trust local salesmen as they feel that
local salesmen will not run away and they can be contacted any time.

# Villagers can prove to be short tempered if they feel that somebody is trying to
take advantage of their simplicity.

# They show inclination towards government concerns.

# Villagers show excitement towards new products.

42
 SWOT ANALYSIS

Strengths

# The company’s name, TATA, is the biggest strength and support behind the plan
and it helps in establishing the faith of the customer.
# Availability of product to customer in more faster then other competitor. (Hand to
hand).
# The package offered is very attractive.
% Low initial investment.
% Low local call rates.
% Low denomination prepaid vouchers available.
% No monthly rental.
If the plan is clearly conveyed to prospective customers they will most probably buy the
product.
# No worthwhile competitor. B.S.N.L. is the main competitors but monthly rental is
a big weak point for them.
# The market hitting is very efficient as the dealer is using persona; sale technique
by using local salesmen and providing services door to door.

Weaknesses
# The sales team is not properly trained and not properly paid. As the result the false
plan-descriptions are spread to the customer and the sales team is not showing
commitment towards the dealer and the customer.
# The only voucher sale-source is the dealer office and the customers have to travel
a lot to buy the voucher and it increase their botheration.
# There is no identity proof issued from the company’s side to the salesman, so the
villagers are not showing faith towards them.
# The project started in the rainy and sowing season. So the farmers are busy in the
fields and also invested lot on the crop as a result they have less disposable finance
to own the phone.
# The user manuals and the plan’s pamphlets are in English. So, it is difficult for the
majority of rural customers to understand the plan.
# The phone system is battery operated and the backup is very small. Due to the
frequent electricity failure, the battery is not performing well.
43
 # Salesmen in procuring stock and CAF waste Lot of time.
# The features of the plan are very technical and difficult for the rural customer to
understand.
# Changes in the plan are not timely conveyed to the salesmen.
# The dealer is not showing his commitment towards the company and also the
company is not providing him the sufficient support. For example:
% The voucher supply is not good.
% The stock supply is not in time.
% The dealer is not very much interested in providing after sale service to
customer.

Opportunities
# There is n major competitor for the R.H.T.P. except B.S.N.L., which is a fixed line
phone. The AIRTEL and the RELIANCE are covering very small area of the
villages and mainly covering the commercial connections (STD, PCO). So, there
is vast area open for the RHTP if they improve and expand their network.
# The plan that RHTB offering is very attractive and economical. If they spread their
plans and communicate well with the customer, they will definitely switch to the
Tata’s connection.
# By providing on time and best service to the customer, the company can gain
customer loyalty and customer satisfaction.
# The well-trained and motivated salesmen can prove an asset to the company and
can increase sales volume and customer satisfaction.
# If the length of cable provided with magnetic antenna is increased, demand for
PPA will be reduced.
# If higher denomination vouchers are introduced revenue will increase.

Threats
# The poor service satisfaction is the biggest threat to the company. If the customer
will not get on time service they will definitely switch to the other phone system
and sales will fall down.
# The rumors are also the major threat to the business. Being illiterate, rumors affect
the rural customers the most and the company’s image get affected.
# The weak marketing activity is also the threat to the image. The customer is not
getting proper information about the plan and the dealer and the salesman are
fooling them.
# The rainy season is also the threat to the sales volume because it becomes difficult
to reach the prospective customer.
# The stock supply and the voucher availability is very poor so it effect the
customer’s faith and satisfaction.
44
 # In some cases, the customer’s form get accepted but even after two months the
phone is not activated, if it is the case of rejected form then the rejected form is not
submitted back to the salesman.
# Changes in the plan are not timely conveyed to the salesmen.
# The dealer doesn’t give due attention to the important identity proof of the
customer submitted to him and also in some cases it get misplaced. It is also the
threat as it makes the customer to suffer.

Technical Complaints
# Battery discharges in short span of time.

# Calls are charged at the higher rates than mentioned in plan.

# Receivers are defective in majority of instruments.

# Weak network and interference.

# DEL already exists.

# DEL not activated.

# Display is in English.

SUGGETIONS
# The voucher’s retail outlet should be opened so that the customers get the voucher
easily.

# Provide adequate training to the sales man.

# User manuals and the plan’s pamphlets should be printed in Hindi.

# Better quality batteries should be provided with the set.

# Sales promotion should be more intense.

# Issue identity cards and sales kit to the salesman.

# Increase the length of the wire of antenna.

# Appoint P.R.O in each territory.

45
 # Introduce higher denomination RCV.

BIBLIOGRAPHY

BOOKS:
• Kotler, Philip. (1999):’Marketing Management’ Prentice Hall Of India Pvt. Ltd.,
New Delhi.
• Kothari, C.R (2001):’Research Methodology’, Vishwa Publication., New Delhi
• A. nags “marketing strategy”, (2004).
WEBSITE:
http://www.tataindicom.com
www.google.com
www.wikipedia.com
http://www.dot.gov.in/uso/usoindex.htm

46
THANK YOU

47