A

Project
Report on

“MARKETING STRATEGY OF RELIANCE JIO”

In partial fulfillment of requirements for the degree of

Bachelor of
Commerce (Honours)
Session 2022-2025

Under the Guidance of: - Submitted By: -

Mr. Sudhir Tamta PRIYANKA BISWAS
BCH- VIth Semester
(Roll No: - 221335860048)

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 -: CERTIFICATE :-
(Form faculty guide)

I have a pleasure in certifying that PRIYANKA BISWAS, is a Bonafide student

of 6th semester of the Bachelor of Commerce (Honours) of DROAN
COLLEGE OF EDUCATION AND TECHNOLOGY under university roll
no. 221335860048.

He has completed his project entitled “MARKETING STRATEGY OF

RELIANCE JIO” Under my guidance, In the year 2024-2025, in the final
fulfillment of Bachelor of Commerce (Honors).

Signature of Faculty Guide

Mr. Sudhir Tamta

(Assistant Professor)

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 ACKNOWELEDGEMENT

We have made efforts in this project. However, it would not have been
possible without the kind of support and help of many individuals and
organizations. We would like to extend my sincere thanks to all of them.

We would like to express my gratitude to our parents for their kind co-
operation and encouragement which helped me in completing this project.

We would like to express our special and gratitude and thanks to college staff
for giving us such attention and time.

We are highly indebted to Mr. Kishor Kumar (Chairman), Mr. Shamsher Singh

(H.O.D.) for providing us with the desired platform and delivering the learning
in an effective and efficient manner.

Our thanks and appreciations also go to our project guide “Mr. Sudhir Tamta”
and our colleges in completing the project and people who have willingly
helped us out with their abilities.

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 ABSTRACT
This project delves into the comprehensive marketing strategy of Reliance Jio,
one of India's most disruptive and influential telecom companies. Launched in
2016, Reliance Jio revolutionized the Indian telecommunications landscape
through aggressive pricing, innovative data offerings, and a robust digital
ecosystem. The study explores how Jio's strategic use of market penetration,
competitive pricing, customer acquisition tactics, and digital integration
allowed it to gain rapid market share and redefine consumer expectations. This
project also analyzes the role of promotional campaigns, distribution channels,
product bundling, and the use of data-driven decision-making in shaping Jio's
brand positioning. By applying established marketing frameworks such as the
4Ps (Product, Price, Place, Promotion) and SWOT analysis, the research offers
insights into the factors that contributed to Jio’s unprecedented success.
Furthermore, the project examines how Jio’s strategies align with current
market trends and how they position the company for sustained growth in a
highly competitive industry.

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 TABLE OF CONTENT

SR. CONTENT PAGE NO.

Certificate ii

Acknowledgment iii

Abstract iv

1. Introduction 6 –17

2. Industry Profile 18 –20

3. Company Profile 21 –28

4. Objective of Study 29

5. Research methodology 30 –31

6. Data analysis and interpretation 32 –45

7. Findings 46

8. Limitation 47

9. Suggestion 47

10. Conclusion 48

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 INTRODUCTION

Marketing strategy

Marketing strategy is the goal of increasing sales and achieving a sustainable

competitive advantage. Marketing strategy includes all basic and long- term activities in the
field of marketing that deal with the analysis of the strategic initial situation of a company
and the formulation, evaluation and selection of market- oriented strategies and therefore
contribute to the goals of the company and its marketing objectives.

Developing a marketing strategy

Marketing strategies serve as the fundamental underpinning of marketing plans

designed to fill market needs and reach marketing objectives. Plans and objectives are
generally tested for measurable results. Commonly, marketing strategies are developed as
multi-year plans, with a tactical plan detailing specific actions to be accomplished in the
current year. Time horizons covered by the marketing plan vary by company, by
industry, and by nation, however, time horizons are becoming shorter as the speed of change
in the environment increases. Marketing strategies are dynamic and interactive. They are
partially planned and partially unplanned. See strategy dynamics. Marketing strategy needs to
take a long- term view, and tools such as customer lifetime value models can be very
powerful in helping to simulate the effects of strategy on acquisition, revenue per
customer and churn rate.

Marketing strategy involves careful and precise scanning of the internal and external
environments. Internal environmental factors include the marketing mix and
marketing mix modeling, plus performance analysis and strategic constraints. External
environmental factors include customer analysis, competitor analysis, target market analysis,
as well as evaluation of any elements of the technological, economic, cultural or
political/legal environment likely to impact success. A key component of marketing strategy
is often to keep marketing in line with a company's overarching mission statement.

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Once a thorough environmental scan is complete, a strategic plan can be constructed to
identify business alternatives, establish challenging goals, determine the optimal marketing
mix to attain these goals, and detail implementation. A final step in developing a marketing
strategy is to create a plan to monitor progress and a set of contingencies if problems arise in
the implementation of the plan.

Marketing Mix Modeling is often used to help determine the optimal marketing budget and
how to allocate across the marketing mix to achieve these strategic goals. Moreover, such
models can help allocate spend across a portfolio of brands and manage brands to create
value.

Diversity of Strategies

Marketing strategies may differ depending on the unique situation of the individual business.
However, there are a number of ways of categorizing some generic strategies. A brief
description of the most common categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified based on their
market share or dominance of an industry. Typically there are four types of market
dominance strategies:

Leader
Challenger
Follower Nicher

According to Shaw, Eric (2012). "Marketing Strategy: From the Origin of the Concept to the
Development of a Conceptual Framework". Journal of Historical Research in Marketing.,
there is a framework for marketing strategies.

Market introduction strategies

"At introduction, the marketing strategist has two principle strategies to choose from:
penetration or niche" (47).

Market growth strategies

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"In the early growth stage, the marketing manager may choose from two additional strategic
alternatives: segment expansion (Smith, Ansoff) or brand expansion (Borden, Ansoff, Kerin
and Peterson, 1978)" (48).

Market maturity strategies

"In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is
common to employ a maintenance strategy (BCG), where the firm maintains or holds a stable
marketing mix" (48).

Market decline strategies

At some point the decline in sales approaches and then begins to exceed costs. And not just
accounting costs, there are hidden costs as well; as Kotler (1965, p. 109) observed: 'No
financial accounting can adequately convey all the hidden costs.' At some point, with
declining sales and rising costs, a harvesting strategy becomes unprofitable and a divesting
strategy necessary" (49).

Early marketing strategy concepts

Borden's "marketing mix"

"In his classic Harvard Business Review (HBR) article of the marketing mix, Borden (1964)
credits James Culliton in 1948 with describing the marketing executive as a 'decider' and a
'mixer of ingredients.' This led Borden, in the early 1950s, to the insight that what this mixer
of ingredients was deciding upon was a 'marketing mix'".

Smith's "differentiation and segmentation strategies"

"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending the will of
demand to the will of supply.' That is, distinguishing or differentiating some aspect(s) of its
marketing mix from those of competitors, in a mass market or large segment, where customer
preferences are relatively homogeneous (or heterogeneity is ignored, Hunt, 2011, p. 80), in an
attempt to shift its aggregate demand curve to the left (greater quantity sold for a given price)
and make it more inelastic (less amenable to substitutes). With segmentation, a firm
recognizes that it faces multiple demand curves, because customer preferences are
heterogeneous, and focuses on serving one or more specific target segments within the
overall market" (35).

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 Dean's "skimming and penetration strategies"

"With skimming, a firm introduces a product with a high price and after milking the least
price sensitive segment, gradually reduces price, in a stepwise fashion, tapping effective
demand at each price level. With penetration pricing a firm continues its initial low price
from introduction to rapidly capture sales and market share, but with lower profit margins
than skimming".

Forrester's "product life cycle (PLC)"

"The PLC does not offer marketing strategies, per se; rather it provides an
overarching framework from which to choose among various strategic alternatives".

Corporate strategy concepts

Andrews' "SWOT analysis"

"Although widely used in marketing strategy , SWOT (also known as TOWS) Analysis
originated in corporate strategy. The SWOT concept, if not the acronym, is the work of
Kenneth R. Andrews who is credited with writing the text portion of the classic: Business
Policy: Text and Cases (Learned et al., 1965)" (41).

Ansoff's "growth strategies"

"The most well-known, and least often attributed, aspect of Igor Ansoff's Growth Strategies
in the marketing literature is the term 'product-market.' The product-market concept results
from Ansoff juxtaposing new and existing products with new and existing markets in a two
by two matrix" (41-42).

Porter's "generic strategies"

Porter generic strategies – strategy on the dimensions of strategic scope and strategic
strength. Strategic scope refers to the market penetration while strategic strength refers to the
firm's sustainable competitive advantage. The generic strategy framework (porter 1984)
comprises two alternatives each with two alternative scopes. These are Differentiation and
low-cost leadership each with a dimension of Focus- broad or narrow.

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 Product differentiation Cost
leadership
Market segmentation

Innovation strategies

Innovation strategies deal with the firm's rate of the new product development and
business model innovation. It asks whether the company is on the cutting edge of technology
and business innovation. There are three types:

Pioneers
Close followers
Late followers

Growth strategies

In this scheme we ask the question, "How should the firm grow?". There are a number of
different ways of answering that question, but the most common gives four answers:

Horizontal integration
Vertical integration
Diversification
Intensification

These ways of growth are termed as organic growth. Horizontal growth is whereby a firm
grows towards acquiring other businesses that are in the same line of business for example a
clothing retail outlet acquiring a food outlet. The two are in the retail establishments and their
integration lead to expansion. Vertical integration can be forward or backward. Forward
integration is whereby a firm grows towards its customers for example a food manufacturing
firm acquiring a food outlet. Backward integration is whereby a firm grows towards its
source of supply for example a food outlet acquiring a food manufacturing outlet.

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Raymond Miles' Strategy Categories

In 2003, Raymond Miles proposed a more detailed scheme using the categories: Miles,
Raymond (2003). Organizational Strategy, Structure, and Process. Stanford: Stanford
University Press. ISBN 0-8047-4840-3.

Prospector
Analyzer
Defender
Reactor
Marketing warfare strategies – This scheme draws parallels between marketing strategies
and military strategies.

BCG's "growth-share portfolio matrix" "Based on his work with experience curves (that also
provides the rationale for Porter's low cost leadership strategy), the growth- share matrix was
originally created by Bruce D. Henderson, CEO of the Boston Consulting Group (BCG) in
1968 (according to BCG history). Throughout the 1970s, Henderson expanded upon the
concept in a series of short (one to three page) articles in the BCG newsletter titled
Perspectives (Henderson, 1970, 1972, 1973, 1976a, b). Tremendously popular among large
multi-product firms, the BCG portfolio matrix was popularized in the marketing literature by
Day (1977)" (45).

Strategic models

Marketing participants often employ strategic models and tools to analyze marketing
decisions. When beginning a strategic analysis, the 3C's model can be employed to get a
broad understanding of the strategic environment. An Ansoff Matrix is also often used to
convey an organization's strategic positioning of their marketing mix. The 4Ps can then be
utilized to form a marketing plan to pursue a defined strategy. Marketing Mix Modeling
is often used to simulate different strategic flexing go the 4Ps. Customer lifetime value
models can help simulate long-term effects of changing the 4Ps, e.g.; visualize the multi-year
impact on acquisition, churn rate, and profitability of changes to pricing. However, 4Ps have
been expanded to 7 or 8Ps to address the different nature of services.

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There are many companies, especially those in the consumer package goods (CPG) market,
that adopt the theory of running their business centered around consumer, shopper and
retailer needs. Their marketing departments spend quality time looking for "growth
opportunities" in their categories by identifying relevant insights (both mindsets and
behaviors) on their target consumers, shoppers and retail partners. These growth
opportunities emerge from changes in market trends, segment dynamics changing and also
internal brand or operational business challenges. The marketing team can then prioritize
these growth opportunities and begin to develop strategies to exploit the opportunities that
could include new or adapted products, services as well as changes to the 7Ps.

Real-life marketing

Real-life marketing primarily revolves around the application of a great deal of common-
sense; dealing with a limited number of factors, in an environment of imperfect information
and limited resources complicated by uncertainty and tight timescales. Use of classical
marketing techniques, in these circumstances, is inevitably partial and uneven.

Thus, for example, many new products will emerge from irrational processes and the rational
development process may be used (if at all) to screen out the worst non- runners. The design
of the advertising, and the packaging, will be the output of the creative minds employed;
which management will then screen, often by 'gut-reaction', to ensure that it is reasonable.

For most of their time, marketing managers use intuition and experience to analyze and
handle the complex, and unique, situations being faced; without easy reference to theory.
This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy,
coupled with the knowledge of the customer which has been absorbed almost by a process of
osmosis, will determine the quality of the marketing employed. This, almost instinctive
management, is what is sometimes called 'coarse marketing'; to distinguish it from the
refined, aesthetically pleasing, form favored by the theorists.

An organization's strategy combines all of its marketing goals into one comprehensive plan.
A good marketing strategy should be drawn from market research and focus on

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the right product mix in order to achieve the maximum profit potential and sustain the
business. The marketing strategy is the foundation of a marketing plan.

Marketing planning

A marketing plan may be part of an overall business plan. Solid marketing strategy is
the foundation of a well-written marketing plan. While a marketing plan contains a list of
actions, a marketing plan without a sound strategic foundation is of little use.

The marketing planning Definition and example

A marketing plan is a comprehensive blueprint which outlines an organization's overall

marketing efforts. A marketing process can be realized by the marketing mix, which is
outlined in step 4. The last step in the process is the marketing controlling.

The marketing plan can function from two points: strategy and tactics (P. Kotler, K.L.
Keller). In most organizations, "strategic planning" is an annual process, typically covering
just the year ahead. Occasionally, a few organizations may look at a practical plan which
stretches three or more years ahead.

Marketing planning aims and objectives

Behind the corporate objectives, which in themselves offer the main context for the
marketing plan, will lie the "corporate mission," in turn provides the context for these
corporate objectives. In a sales-oriented organization, the marketing planning function
designs incentive pay plans to not only motivate and reward frontline staff fairly but also to
align marketing activities with corporate mission. The marketing plan basically aims to make
the business provide the solution with the awareness with the expected customers.

This "corporate mission" can be thought of as a definition of what the organization is, or
what it does: "Our business is ...". This definition should not be too narrow, or it will
constrict the development of the organization; a too rigorous concentration on the view that
"We are in the business of making meat-scales," as IBM was during the early 1900s, might
have limited its subsequent development into other areas. On the

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 other hand, it should not be too wide or it will become meaningless; "We want to make a
profit" is not too helpful in developing specific plans.

Abell suggested that the definition should cover three dimensions: "customer groups" to be
served, "customer needs" to be served, and "technologies" to be used.[1] Thus, the definition
of IBM's "corporate mission" in the 1940s might well have been: "We are in the business of
handling accounting information [customer need] for the larger US organizations [customer
group] by means of punched cards [technology]."

Perhaps the most important factor in successful marketing is the "corporate vision."
Surprisingly, it is largely neglected by marketing textbooks, although not by the popular
exponents of corporate strategy — indeed, it was perhaps the main theme of the book by
Peters and Waterman, in the form of their "Super ordinate Goals." "In Search of Excellence"
said: "Nothing drives progress like the imagination. The idea precedes the deed." If the
organization in general, and its chief executive in particular, has a strong vision of where its
future lies, then there is a good chance that the organization will achieve a strong position in
its markets (and attain that future). This will be not least because its strategies will be
consistent and will be supported by its staff at all levels. In this context, all of IBM's
marketing activities were underpinned by its philosophy of "customer service," a vision
originally promoted by the charismatic Watson dynasty. The emphasis at this stage is on
obtaining a complete and accurate picture.

A "traditional" — albeit product-based — format for a "brand reference book" (or, indeed, a
"marketing facts book") was suggested by Godley more than three decades ago:

1. Financial data—Facts for this section will come from management accounting, costing and
finance sections.
2. Product data—from production, research and development.
3. Sales and distribution data — Sales, packaging, distribution sections.
4. Advertising, sales promotion, merchandising data — Information from these departments.
Market data and miscellany — From market research, who would in most cases act as a
source for this information. His sources of data, however, assume the resources of a very large
organization. In most organizations they

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 would be obtained from a much smaller set of people (and not a few of them would be
generated by the marketing manager alone).
It is apparent that a marketing audit can be a complex process, but the aim is simple: "it
is only to identify those existing (external and internal) factors which will have a significant
impact on the future plans of the company." It is clear that the basic material to be input to
the marketing audit should be comprehensive.
Accordingly, the best approach is to accumulate this material continuously, as and when it
becomes available; since this avoids the otherwise heavy workload involved in collecting it as
part of the regular, typically annual, planning process itself — when time is usually at a
premium.
Even so, the first task of this annual process should be to check that the material held in the
current facts book or facts files actually is comprehensive and accurate, and can form a sound
basis for the marketing audit itself.
The structure of the facts book will be designed to match the specific needs of the
organization, but one simple format — suggested by Malcolm McDonald — may be
applicable in many cases. This splits the material into three groups:

Review of the marketing environment. A study of the organization's markets, customers,

competitors and the overall economic, political, cultural and technical environment; covering
developing trends, as well as the current situation.
Review of the detailed marketing activity. A study of the company's marketing
mix; in terms of the 7 Ps - (see below)
Review of the marketing system. A study of the marketing organization, marketing
research systems and the current marketing objectives and strategies. The last of these is too
frequently ignored. The marketing system itself needs to be regularly questioned, because the
validity of the whole marketing plan is reliant upon the accuracy of the input from this
system, and `garbage in, garbage out' applies with a vengeance.

Portfolio planning. In addition, the coordinated planning of the individual products and
services can contribute towards the balanced portfolio.

80:20 rule. To achieve the maximum impact, the marketing plan must be clear, concise and
simple. It needs to concentrate on the 20 percent of products or services, and on the 20 percent
of customers, that will account for 80 percent of the volume and 80 percent of the profit.

7 Ps: Product, Place, Price and Promotion, Physical Environment, People, Process. The 7 Ps
can sometimes divert attention from the customer, but the framework they offer can be very
useful in building the action plans.
It is only at this stage (of deciding the marketing objectives) that the active part of the
marketing planning process begins. This next stage in marketing planning is indeed the key
to the whole marketing process.
The "marketing objectives" state just where the company intends to be at some specific time
in the future.
James Quinn succinctly defined objectives in general as: Goals (or objectives) state what
is to be achieved and when results are to be accomplished, but they do not state "how" the
results are to be achieved.[3] They typically relate to what products (or services) will be where
in what markets (and must be realistically based on customer behavior in those markets).
They are essentially about the match between those "products" and "markets." Objectives for
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pricing, distribution, advertising and so on are at a lower level, and should not be confused
with marketing objectives. They are part of the marketing strategy needed to achieve
marketing objectives. To be most effective, objectives should be capable of measurement and
therefore "quantifiable." This measurement may be in terms of sales volume, money value,
market share, percentage penetration of distribution outlets and so on. An example of such a
measurable marketing objective might be "to enter the market with product Y and capture 10
percent of the market by value within one year." As it is quantified it can, within limits, be
unequivocally monitored, and corrective action taken as necessary.
The marketing objectives must usually be based, above all, on the organization's financial
objectives; converting these financial measurements into the related marketing measurements.
He went on to explain his view of the role of "policies," with which strategy is most often
confused: "Policies are rules or guidelines that express the 'limits' within which action
should occur. "Simplifying somewhat, marketing strategies can be seen as the means, or
"game plan," by which marketing objectives will be achieved and, in the framework that we
have chosen to use, are generally concerned with the 8 P's. Examples are:

Price — The amount of money needed to buy products.

Product — The actual product.
Promotion (advertising)- Getting the product known.
Placement — Where the product is sold.
People — Represent the business.
Physical environment — The ambiance, mood, or tone of the environment
Process — The Value-added services that differentiate the product from the competition
(e.g. after-sales service, warranties)
Packaging — How the product will be protected.
(Note: At GCSE the 4 Ps are Place, Promotion, Product and Price and the "secret" 5th P is
Packaging, but which applies only to physical products, not services usually, and mostly those
sold to individual consumers) In principle, these strategies describe how the objectives will be
achieved. The 7 Ps are a useful framework for deciding how the company's resources will be
manipulated (strategically) to achieve the objectives. However, they are not the only
framework, and may divert attention from the real issues. Only if it fits the needs of these
objectives should you choose, as we have done, to use the framework of the 7 Ps.
The strategy statement can take the form of a purely verbal description of the strategic options
which have been chosen. Alternatively, and perhaps more positively, it might include a
structured list of the major options chosen.
One aspect of strategy which is often overlooked is that of "timing." Exactly when it is the
best time for each element of the strategy to be implemented is often critical. Taking the right
action at the wrong time can sometimes be almost as bad as taking the wrong action at the
right time. Timing is, therefore, an essential part of any plan; and should normally appear as a
schedule of planned activities. Having completed this crucial stage of the planning process, to
re-check the feasibility of objectives and strategies in terms of the market share, sales,
costs, profits and so on which these de mand in practice. As in the rest of the marketing
discipline, employ judgment, experience, market research or anything else which helps for
conclusions to be seen from all possible angles.

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 Detailed plans and programs

At this stage, overall marketing strategies will need to be developed into detailed plans and
program. Although these detailed plans may cover each of the 7 Ps (marketing mix), the focus
will vary, depending upon the organization's specific strategies. A product-oriented company
will focus its plans for the 7 Ps around each of its products. A market or geographically
oriented company will concentrate on each market or geographical area. Each will base its
plans upon the detailed needs of its customers, and on the strategies chosen to satisfy these
needs. Brochures and Websites are used effectively.
Again, the most important element is, the detailed plans, which spell out exactly what
programs and individual activities will carry at the period of the plan (usually over the next
year). Without these activities the plan cannot be monitored. These plans must therefore be:

Clear - They should be an unambiguous statement of 'exactly' what is to be done.

Quantified - The predicted outcome of each activity should be, as far as possible,
quantified, so that its performance can be monitored.
Focused - The temptation to proliferate activities beyond the numbers which can be
realistically controlled should be avoided. The 80:20 Rule applies in this context to.
Realistic - They should be achievable.
• Agreed - Those who are to implement them should be committed to them, and agree that
they are achievable. The resulting plans should become a working document which will
guide the campaigns taking place throughout the organization over the period of the plan. If
the marketing plan is to work, every exception to it (throughout the year) must be
questioned; and the lessons learnt, to be incorporated in the next year's.

Content of the marketing plan

marketing plan for a small business typically includes Small Business Administration
Description of competitors, including the level of demand for the product or service and the
strengths and weaknesses of competitors

1. Description of the product or service, including special features

2. Marketing budget, including the advertising and promotional plan
3. Description of the business location, including advantages and disadvantages for marketing
4. Pricing strategy
5. Market Segmentation

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 INDUSTRY PROFILE
India is currently the world’s second-largest telecommunications market and has registered

strong growth in the past decade and half. The Indian mobile economy is rowing rapidly

and will contribute substantially to India’s Gross Domestic Product (GDP), according to

report prepared by GSM Association (GSMA) in collaboration with the Boston Consulting

Group (BCG).

The liberal and reformist policies of the Government of India have been instrumental along

with strong consumer demand in the rapid growth in the Indian telecom sector. The

government has enabled easy market access to telecom equipment and a fair and proactive

regulatory framework that has ensured availability of telecom services to consumer at

affordable prices. The deregulation of Foreign Direct Investment (FDI) norms has made the

sector one of the fastest growing and a top five employment opportunity generator in the

country.

The Indian telecom sector is expected to generate four million direct and indirect jobs over

the next five years according to estimates by Randstad India. The employment opportunities

are expected to be created due to combination of government’s efforts to increase penetration

in rural areas and the rapid increase in smartphone sales and rising internet usage.

International Data Corporation (IDC) predicts India to overtake US as the second- largest

smartphone market globally by 2017 and to maintain high growth rate over the next few

years as people switch to smartphones and gradually upgrade to 4G.

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Market Size

Driven by strong adoption of data consumption on handheld devices, the total mobile

services market revenue in India is expected to touch US$ 37 billion in 2017, registering a

Compound Annual Growth Rate (CAGR) of 5.2 per cent between 2014 and 2017, according

to research firm IDC.

India is expected to have over 180 million smartphones by 2019, contributing around

13.5 per cent to the global smartphone market, based on rising affordability and better

availability of data services among other factors.&

According to a report by leading research firm Market Research Store, the Indian

telecommunication services market will likely grow by 10.3 per cent year-on-year to reach

US$ 103.9 billion by 2020.

According to the Ericsson Mobility Report India, smartphone subscriptions in India is

expected to increase four-fold to 810 million users by 2021, while the total smartphone

traffic is expected to grow seventeen-fold to 4.2 Exabytes (EB) per month by 2021.

According to a study by GSMA, smartphones are expected to account for two out of every

three mobile connections globally by 2020 making India the fourth largest smartphone

market. Total number of Fourth-Generation (4G) enabled smartphone shipments in India

stood at 13.9 million units in the quarter ending December 2015, which was more than 50 per

cent of total shipments, thereby surpassing number of Third-Generation (3G) enabled

smartphone shipments for the first time.^ Broadband services user-base in India is expected

to grow to 250 million connections by 2017.

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Market share

of mobile

network operators as on

31 July 2016

Airtel: 256.8 million (24.3%)

Vodafone: 199.7 million (18.9%)

Idea: 176.49 million (16.7%)

RCom: 95.46 million (9.0%)

BSNL: 90.71 million (8.6%)

Aircel: 89.33 million (8.5%)

Tata Docomo: 58.67 million (5.6%)

Telenor: 53.11 million (5.0%)

Jio: 24 million (2.3%)

MTS: 7.35 million (0.7%)

MTNL: 3.59 million (0.3%)

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 COMPANY PROFILE

RELIANCE JIO
Reliance Jio Infocom Limited (RJIL), a subsidiary of

Reliance Industries Limited (RIL), India’s largest

private sector company, is the first telecom operator

to hold pan India Unified License. This license

authorizes RJIL

to provide all telecommunication services except Global Mobile Personal Communication by

Satellite Service.

RJIL holds spectrum in1800 MHz (across 14 circles) and 2300 MHz (across 22 circles)

capable of offering fourth generation (4G) wireless services. RJIL plans to provide seamless

4G services using FDD-LTE on 1800 MHz and TDD-LTE on 2300 MHz through an

integrated ecosystem.

RJIL is setting up a pan India telecom network to provide to the highly underserviced India

market, reliable (4th generation) high speed internet connectivity, rich communication

services and various digital services on pan India basis in key domains such as education,

healthcare, security, financial services, government citizen interfaces and entertainment.

RJIL aims to provide anytime, anywhere access to innovative and empowering digital

content, applications and services, thereby propelling India into global leadership in digital

economy.

RJIL is also deploying an enhanced packet core network to create futuristic high capacity

infrastructure to handle huge demand for data and voice. In addition to high speed data, the

4G network will provide voice services from / to non-RJIL networks.

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Reliance Jio is part of the ―Bay Of Bengal Gateway‖ Cable System, planned to provide

connectivity between South East Asia, South Asia and the Middle East, and also to Europe,

Africa and to the Far East Asia through interconnections with other existing and newly built

cable systems landing in India, the Middle East and Far East Asia.

RJIL’s subsidiary has been awarded with a Facility Based Operator License (―FBO

License‖) in Singapore which will allow it to buy, operate and sell undersea and/or terrestrial

fibre connectivity, setup its internet point of presence, offer internet transit and peering

services as well as data and voice roaming services in Singapore.

RJIL has finalised key agreements with its technology partners, service providers,

infrastructure providers, application partners, device manufacturers and other strategic

partners for the project. These strategic partners have committed significant resources,

knowhow and global talent to support planning, deployment and testing activities currently

underway.

Home to the world’s second largest population of 1.2 billion, India is a young nation with
63% of its population under the age of 35 years. It has a fast growing digital audience with
800 million mobile connections and over 200 million internet users. Reliance thoroughly
believes in India’s potential to lead the world with its capabilities in innovation. Towards that
end, Reliance envisages creation of a digital revolution in India.
Reliance Jio aims to enable this transformation by creating not just a cutting-edge voice and
broadband network, but also a powerful ecosystem on which a range of rich digital services
will be enabled – a unique green-field opportunity.
The three-pronged focus on broadband networks, affordable smartphones and the availability

of rich content and applications has enabled Jio to create an integrated business strategy

from the very beginning, and today, Jio is capable of offering a unique combination of

telecom, high speed data, digital commerce, media and payment services.

22
PRODUCTS / SERVICES AND PROCESSES/ FACILITIES

The company will launch its 4G broadband services throughout India in the first quarter of

2016-2017 financial year. It was slated to release in December 2015 after some reports said

that the company was waiting to receive final permits from the government. Mukesh

Ambani, owner of Reliance Industries Limited (RIL) whose Reliance Jio is the telecom

subsidiary, had unveiled details of Jio's fourth-generation (4G) services on 12 June 2015 at

RIL's 41st annual general meeting. It will offer data and voice services with peripheral

services like instant messaging, live TV, movies on demand, news, streaming music, and a

digital payments platform.

The company has a network of more than 250,000 km of fiber optic cables in the country,

over which it will be partnering with local cable operators to get broader connectivity for its

broadband services. With its multi-service operator (MSO) licence, Jio will also serve as a

TV channel distributor and will offer television-on- demand on its network.

PAN-INDIA SPECTRUM

Jio owns spectrum in 800 MHz and 1,800 MHz bands in 10 and 6 circles, respectively, of the

total 22 circles in the country, and also owns pan-India licensed 2,300 MHz spectrum. The

spectrum is valid till 2035. Ahead of its digital services launch, Mukesh Ambani-led Reliance

Jio entered into a spectrum sharing deal with younger brother Anil Ambani-backed Reliance

Communications. The sharing deal is for 800 MHz band across seven circles other than the

10 circles for which Jio already owns.

23
 4G SERVICE PROVIDERS IN LUCKNOW

Lucknow is in UP EAST telecom region.

Important Cities close to LUCKNOW:

Agra , Aligarh , Allahabad , Bareilly , Gorakhpur , Kanpur , Lucknow , Moradabad ,

Varanasi , Faizabad ,Fatehpur , Ferozabad , Jhansi , Mathura , Muzaffarnagar Providers

with 4G coverage in LUCKNOW:

Airtel, Vodafone, Reliance Jio, BSNL, Aircel, Telenor

Major Participants:

Reliance Jio, Airtel, Vodafone

24
 BHARTI AIRTEL

Airtel India is the largest provider of mobile telephony and

second largest provider of fixed telephony in India, and

is also a provider

of broadband and subscription television services. The brand is operated by several

subsidiaries of Bharti Airtel, with Bharti Hexacom and Bharti Telemedia providing

broadband fixed line services and Bharti Infratel providing telecom passive infrastructure

service such as telecom equipment and telecom towers. Bharti Airtel Limited is part of Bharti

Enterprises and is headed by Sunil Bharti Mittal.

Airtel is the first Indian telecom service provider to achieve Cisco Gold Certification. It

also acts as a carrier for national and international long distance communication services.

The company has a submarine cable landing station at Chennai, with a connection to

Singapore. As of September 2016, Airtel has 255.73 million subscribers with a market

share of 24.7% in the Indian telephony market. Airtel was named India's second most

valuable brand in the first ever Brandz ranking by Millward Brown and WPP plc.

4G

On 19 May 2010, the broadband wireless access (BWA) or 4G spectrum auction in India

ended. Airtel paid ₹33.1436 billion (US$490 million) for spectrum in 4 circles:

Maharashtra and Goa, Karnataka, Punjab and Kolkata. The company was allocated 20

MHz of BWA spectrum in 2.3 GHz frequency band. Airtel's TD- LTE network is built

and operated by ZTE in Kolkata and Punjab, Huawei in Karnataka, and Nokia Siemens

Networks in Maharashtra and Goa. On 10 April 2012, Airtel launched 4G services through

dongles and modems using TD-LTE technology in Kolkata, becoming the first company in

India to offer 4G services. The Kolkata

25
launch was followed by launches in Bangalore (7 May 2012), Pune (18 October 2012),

and Chandigarh, Mohali and Panchkula (25 March 2013). Airtel obtained 4G licences and

spectrum in the telecom circles of Delhi,

Haryana, Kerala and Mumbai after acquiring Wireless Business Services Private Limited, a

joint venture founded by Qualcomm, which had won BWA spectrum in those circles in the

4G spectrum auction.

Airtel launched 4G services on mobile from February 2014. The first city to get the service

was Bangalore. Airtel has started their 4G services in Karnal and

Yamunanagar in Haryana on 16 June 2015. Airtel 4G trials has been started in Delhi from 18

June 2015. Airtel had 1,20,000 4G subscribers as of May 2014.

As of March 2016, Airtel provides 4G coverage in 350 cities in 15 circles. Airtel extended its

4G network to 15 km off India's coastline, following a request by the Indian Navy.

VoLTE

On 3 November 2016, The Economic Times reported that Airtel had awarded a Rs. 402 crore

(US$60 million) contract to Nokia to implement Voice over Long-Term Evolution (VoLTE)

technology on the operator's network nationwide. Airtel had previously awarded a smaller

contract to Nokia for trial of VoLTE technology in select circles in early 2016. Airtel

subscribers will be able to place VoLTE calls in areas covered by LTE. If LTE is not

available in the area, the call will fall back to 3G or 2G. Airtel is expected to launch VoLTE

services in early 2017.

26
 VODAFONE INDIA

Vodafone India is the second largest mobile network operator in

India by subscriber base, after Airtel with a market share of 18.42%. It

is headquartered in Mumbai, Maharashtra. It has approximately 200

million customers as of August 2016. It offers both prepaid and postpaid

GSM cellular phone coverage throughout India with better presence in

the metros.

Vodafone India provides services on basis of 900 MHz and 1800 MHz digital GSM

technology. Vodafone India launched 3G services in the country in the January– March

quarter of 2011 and plans to spend up to $500 million within two years on its 3G networks. It

has launched its 4G services in India starting from Kochi in Kerala in December 2015 and

plans to expands its network to various other cities in the country.

Vodafone India is a 100% subsidiary of Vodafone Group. It commenced operations in 1994

when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. Brand

Vodafone was launched in India in September 2007, after Vodafone Plc. acquired a majority

stake in Hutchinson Essar in May 2007. From a single operation base with 31 million

customers, the company has expanded its operations across the country to cover all 22

telecom circles and service 180 million customers. This journey is a strong testimony of

Vodafone's commitment and success in a highly competitive and price sensitive market.

27
4G

On 8 December 2015, Vodafone announced the roll out of its 4G network in India on 1800

MHz band, starting from Kochi, Kerala. After that vodafone has launched 4G services in

Kolkata, Mumbai, Delhi followed by Kerala and Karnataka. Vodafone has launched 4G

services in Tamil Nadu by 2100 MHz spectrum. On 5th january 2017, World's Largest

4G Network Vodafone Launched its 4G services In Guwahati Followed By

Tinsukia, Sibsagar , Bongaigaon In Assam Circle.

VoLTE-Vodafone is expected to launch VoLTE service in this year followed by Reliance Jio

and Bharti Airtel.

VODAFONE SUPERNET 4G
Vodafone SuperNet™ 4G is the world’s largest 4G network. (As per an independent report

basis the global presence of Vodafone 4G in more countries than any other brand. Source:

GSMA, March 2016.)

With Vodafone SuperNet™ 4G now in India, your smartphone will need a seatbelt.

Experience not just super-fast internet speeds but a host of advanced features that jolt the way

you use your phone.

Upgrade to Vodafone SuperNet™ 4G now to get faster speeds and a superior browsing

experience. Vodafone SuperNet™ not only boosts your upload and download speeds but also

minimises your buffering time even while streaming HD videos.

28
 OBJECTIVE OF STUDY

A survey to analysis understanding and impact of services provided by Reliance JIO.

Objective of study:

1. To analysis the awareness level about Reliance JIO.

2. To understand nature and content of online advertising of Reliance JIO.

3. To analyses the impact of Reliance JIO.

4. To analyses use and importance of Reliance JIO.

29
 RESEARCH METHODOLOGY

Research methodology systematically solves the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the
various step that are generally adopted by a researcher in studying his research problems
along with logic behind them. It is necessary for the researcher to know not only the research
method but also the methodology. The scope of research methodology is wider than that of
research methods. Thus, when we talk of research methodology we not only talk of research
methods but also consider the logic behind the methods we use in the context of our research
study and explain what we are using a particular method or techniques and why we are not
using others so that research result are capable of being evaluated either by the researcher or
by others.

METHOD OF DATA COLLECTION

The task data collection being collection after a research problem has been defined
and research design chalked out while deciding about the method of data keep in mind two
types of data.

PRIMARY DATA

SECONDARY DATA

PRIMARY DATA are those which are collected a fresh and for first time and thus happen to
be original in character. In this project I collected data through scheduling method .this
method of data collection is very much like the collection of data through questionnaire
method. While little differences lies in the fact schedule (Performa to contain a set of
questions) are being in by the Enumerator who are specially appointed for the purpose.

These Enumerators along with schedules go to responded, put them the question from
the perform in the order of question listed and record the replies in the space meant for the
same in the preformed.

30
SECONDARY DATA Means that are already available i.e they refer to the data which have
already been collected and analyzed by someone else. Secondary data may either be
published data are available.

Thus we can say that the following methodology has been used to obtain the necessary
information and material for the project work.

DIRECT METHOD: This method involves the direct interaction with the people Lo
collection the relevant information like company personnel, dealers, customer etc, and collect
the information through questionnaires.

INDIRECT METHOD: This method involves the collection of information through

magazines, articles, internet, website, etc, and also the process of drawing the conclusion
with the help of analyzing the question of the questionnaires. I have conducted a market
research by visiting various shops and houses.

Data collection: In this project the data has been collected from different people in
different area by conducting informed interviews.

Area covered: Regarding the survey and research I have meet different type of people and
visited various shops, houses, offices in Lucknow market region.

Field market:

It includes giving out in the field to collect required information and data from a concerned
person.

I used to visit various offices conducting a short informal interviews which help to know all
the necessary information and data required for the project work under this survey my main
target was to have on interaction with the customers to find out as to what do they perceive
with respect to finance to find out potential of different product of range, financing and
market share of existing players in the market. I conducted my survey through a system of
questions that are field by the customers as well as by me during survey, which has been
included in the report.

Sample size: 100

31
 The survey done from 100 persons in Lucknow.

DATA ANALYSIS AND INTERPRETATION

1. – Do you know about Reliance JIO?

Yes 45

No 35

Can’t say 20

20%

45%
Yes
No
Can’t say

35%

Interpretation:

45% respondent said that they know about Reliance JIO, 35% no, but 20% can’t say

32
2. – How do you know about Reliance JIO?

Advertisement 40

Friend 20

Internet 20

Other 20

20%

40%
Advertisement
Friend
Internet
20%
Other

20%

Interpretation:

40% know about that advertisement, 20% about friend, 20 from internet and 20% are know
another media.

33
3. - Which company’s product are you using?

Reliance JIO 45
Vaseline 55

45%

55% Nevia
Vaseline

Interpretation:

45% respondent using Reliance JIO Product, but 55% said that they are using Vaseline
Products.

34
4. – Which Company provides better Quality?

Vaseline 40

Reliance JIO 60

40%

Nevia
60%
Vaseline

Interpretation:

40% respondent said that Vaseline provide better quality & 60% said about Reliance
JIO.

35
5. –Which Company gives you better Satisfaction?

Reliance JIO 55

Vaseline 45

45%

55% Nevia
Vaseline

Interpretation:

55% respondent said that Reliance JIO gives better satisfaction & 45% said that
Vaseline gives better satisfaction.

36
6. Which Company gives you better schemes on retail?

Reliance JIO 30

Vaseline 70

30%

Nevia
70% Vaseline

Interpretation:

30% respondent said that Reliance JIO gives better schemes on retail, 70% said
gives better schemes on retail.

37
7. – Which Company Advertisement is better in your view?

Reliance JIO 60

Vaseline 40

40%

Nevia
60%
Vaseline

Interpretation:

60% respondent said that Reliance JIO Products advertisement is better & 40% said
Vaseline.

38
8. Which company sales promotion is better in your view?

Reliance JIO 35

Vaseline 65

35%

Nevia
65% Vaseline

Interpretation:

35% respondent said that Reliance JIO’s sales promotion is better, 65% respondent
said Vaseline’s sales promotion is better.

39
9. Which company’s marketing strategy is better in your view?

Reliance JIO 47

Vaseline 53

47%
53% Nevia
Vaseline

Interpretation:

47% respondent said that Reliance JIO’s marketing strategy is better and 53% said that
marketing strategy is better.

40
10. Which company’s sales strategy is better in your view?

Reliance JIO 44

Vaseline 56

44%

56% Nevia
Vaseline

Interpretation:

44% respondent said that Reliance JIO gives best sales strategy but 56% said that
Vaseline gives best sales strategy.

41
11. Which company’s product range is better in your view?

Reliance JIO 34

Vaseline 66

34%

Nevia
66% Vaseline

Interpretation:

34% respondent said that Reliance JIO product range is better but 66% said that
Vaseline product range is better.

42
12. Which company’s sale is better in your view?

Reliance JIO 47

Vaseline 53

47%
53% Nevia
Vaseline

Interpretation:

47% respondent said that Reliance JIO sales is better but 53% said that
Vaseline sale is better.

43
13. Which company’s sales person behaviour is better in your view?

Reliance JIO 55

Vaseline 45

45%

55% Nevia
Vaseline

Interpretation:

55% respondent said that Reliance JIO sales person behaviour better and 45% said that
Vaseline.

44
14. Which company’s customer satisfaction is better in your view?

Reliance JIO 40

Vaseline 60

40%

Nevia
60%
Vaseline

Interpretation:

40% respondent said that Reliance JIO’s customer satisfaction is better 60% said
that Vaseline.

45
 FINDINGS
45% respondent said that they know about Reliance JIO, 35% no, but 20% can’t say.
40% know about that advertisement, 20% about friend, 20 from internet and 20% are know
another media.
45% respondent using Reliance JIO Product, but 55% said that they are using Vaseline
Products.
40% respondent said that Vaseline provide better quality & 60% said about Reliance JIO.
55% respondent said that Reliance JIO gives better satisfaction & 45% said that Vaseline
gives better satisfaction.
30% respondent said that Reliance JIO gives better schemes on retail, 70% said gives better
schemes on retail.
60% respondent said that Reliance JIO Products advertisement is better & 40% said
Vaseline.
35% respondent said that Reliance JIO’s sales promotion is better, 65% respondent said
Vaseline’s sales promotion is better.

47% respondent said that Reliance JIO’s marketing strategy is better and 53% said that
marketing strategy is better.

44% respondent said that Reliance JIO gives best sales strategy but 56% said that Vaseline
gives best sales strategy.
34% respondent said that Reliance JIO product range is better but 66% said that Vaseline
product range is better.

47% respondent said that a Reliance JIO sale is better but 53% said that Vaseline sale is
better.

55% respondent said that Reliance JIO sales person behaviour better and 45% said that
Vaseline.

40% respondent said that Reliance JIO’s customer satisfaction is better 60% said that
Vaseline.

46
 LIMITATION

Though, best efforts have been made to make the study fair, transparent and error

free. But there might be some inevitable and inherent limitations. Though outright measure

are undertaken to make the report most accurate.

The limitation of the survey is narrated below:

The project is valid for Lucknow only.

It was not possible to cover each and every area due to time constrains. There

may be some biased response from the respondents

Some respondents did not provide the full data.

Unwillingness on the part of the customers to disclose the information as per the

questionnaire.

The decisiveness on the part of the customers regarding some question hence difficulty

faced in recording and analyzing the data.

RECOMMENDATION AND SUGGESTION

After this study some points emerge which should be implemented by the services

provided by Reliance JIO.

Reliance JIO should be given more space in Online advertising.

In Online advertising should be published in colored forms more now days. More

people for events should be given in the form of online advertising.

47
 CONCLUSION

It was observed that Reliance JIO has been perceived quite positively as it has been
projected. People are aware of the Brand & Awareness of Reliance JIO is quite high in the
market.

Although Reliance JIO has been into controversies, people still prefer to stay loyal to the
Brand with Reliance JIO being termed as a more popular brand than Vaseline.

Reliance JIO products would appear, on the shelf, to have the most expensive range of skin
care products common to supermarkets, at almost double the cost of no name brands. This
can be for several reasons apart from just to cover the extra costs of promotions, for which no
name brands do without. When people buy Reliance JIO they are not just buying the product
but also the image that goes with it, therefore to have the price higher reiterates the fact that
the product is of a better quality than the rest and that the consumer is not cheap.

In supermarkets and convenience stores Reliance JIO has their own setup which contains
only their products. There is little personal selling, but that is made up for in public relations
and corporate image. Reliance JIO sponsors a lot of events including sports and recreational
activities.

48