Case Study Of Reliance Jio

Please see Exhibit 1 and Exhibit 2 MCI’s external needs will keep increasing over the next few years as the operating margins would shrink because of higher competition & higher access charges. In order to increase its market share, MCI would need to continue investing huge capitals in its network. As per exhibit 9 of the case, it is anticipated that MCI will

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of US$ 66 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company

Reliance Communications has pan-Indian presence in next generation, integrated, convergent digital network that supports best-of-class communication services, covering over 21,000 cities and towns and over 400,000 villages in India. Reliance Communications owns and operates the world's largest genY IP enabled connectivity infrastructure, comprising over 280,000 kilometers of fiber optic cable systems in India, USA, Europe, Middle East and the Asia Pacific region. It is also the only company to employ dual technology, GSM and CDMA, operator in India. Its revenue stands around USD 3.3 billion. Chaired by Anil Ambani, Rcom is headquartered in Mumbai, India.

Less than a decade ago, the telecom operators in the U.S., Western Europe, and Japan were upgrading their existing networks to high-speed 3G technologies. Now the world telecommunications industry is about the switching to the next-generation super-fast 4G technologies.

Reliance Digital is a leading retail outlet in electronic products. Reliance Digital sells over 150 national and international brands with over 4000 products. It is one of the leading electronic outlet in India with good quality products as well as good quality customer service and satisfaction.

JITD created lot of internal barriers to Barilla; while some of the concerns are easy to overcome others would need more convincing. For example, the sales department, sales representatives receive more on their compensation through commission from their sales. JITD would cut or reduce to zero most of sales people responsibilities, which in turn will squeeze their commission, as one sale man said “Our sales levels would flatten if we put this program in place”. As noted in the case most of the sales come from the

The decision whether to take faster, more aggressive brand promotion approach to heighten brand awareness was closely tied to another issue; find ways to achieve greater economies of scale. In a HTC sponsored survey, it shows that 80% of the customers would like to buy phones for less than 200 dollars. HTC believe they don’t have the necessary scale to drive the cost reduction. This is because HTC lacked significant intellectual property right

TELUS is recognized as its brand future friendly®, they are well planned for the future growth. For the upcoming year 2016, TELUS still putting customer’s experience first, to support its national leadership. By keep investing in technology department, company could expanding the capabilities, speed and reliability of the advanced broadband network. As one of Canada’s largest telecommunications companies, TELUS generated revenues of $12.5 billion in 2015, for the further movement, the company is planning to introduce new and innovative services and promoting product bundling to continue grow Optik TV and Internet subscriber. Also, for pursuing its global leadership, TELUS decides to continue the expansion on self-service platform “IoT”, which

Jeet comes from a Technology domain. Jaguar Land Rover business transformation required a lot of interaction with Business and end user who had minimum knowledge and understand of the IT programme.

Today, Tata Communications’ senior leaders are transforming the company into more than just a utility provider: they are committed to challenging other multinational market leaders. As Vinod Kumar, Tata Communications’ chief operating officer, explained: “We want to be a meaningful challenger to the likes of AT&T and Verizon and other business services, because we believe that their fairly large monolithic organizations will have silos with a lot of organizational and technology legacies. But as a new operator, we are fueled by growth from emerging markets, so we have [new] capabilities.” To that end, Tata

Good articulation of a strong and unsatisfied consumer need in the mobile phone network market, which almost makes one want to say “I want this now”!

JIT is aimed to achieve Zero Inventory which is a stage in JIT system in which a company keeps minimum amount of inventory in storage and simply order the stock when a customer places an order or the need is generated, thus receiving in a timely manner. This is to reduce all the waste by building up the inventories by carrying only the required stock in hand. Zero inventory is an important concept as it is a key capability of the operation department to reduce waste in the form of misused and untapped resources. Thus it is an ideal situation of not keeping extra stock in the warehouses.

After one year of operation, market leader had recognised and agreed that Telezoo provide a good service. Although Telezoo manage generate positive press, it was still unable to convert accolades (good impression) to financial success. As a result, Telezoo had unsuccessful in generating revenue through its service and not able to record any complete transaction. This is either because the market did not get their message or choose not to respond. At the end of May 2000 the number of customers visiting their website is less than five thousand a month with nine contracts with the suppliers. The company has less than $60,000 revenue with $1.5 million spending for sales and marketing program annually. In addition, Telezoo also need to fill in their CEO seat and looking for a seasoned candidate which is not available until September (Hutt and Speh, 2010).

Alsoin 2002, Reliance propelled a diversification effort, targeting the telecommunications sector especially the fast-growing cellular phone market. Reliance set up its own phone service,Reliance Info communication, in that year. Yet the petroleum industry remained thecompany's major growth focus. In 1999, the Indian government auctioned off 25 blocks for consideration; bids were given in the form of royalty percentage offers. Reliance won 12 of the blocks and punctually set in place its own team of study experts, backed by oilfield services from Halliburton and Schlumberger. Reliance's investment quickly paid off with the unearthing of natural gas reserves projected at some 14 trillion cubic feet, the largest natural gas field discovered in India in decades, in the Krishna-Godavari Basin in the Bay of Bengal.In 2004, the company struck again, locating a new gas field in the Bay of Bengal, off theOrissa Coast.Buoyed by its successful exploration efforts, Reliance unveiled an ambitious expansion program for the second half of the 2000s. The company's plans included a $6 billion extension lead of the Jamnagar site, doubling it in size and making it the world's largest anscomplex refinery by 2009. The company

Telstra today provides to 16.9 million mobile services, 7.2 million fixed voice services and 3.3million retail fixed broadband services they believe it is how we connect according to their slogan.