MBA Internship report - Customer Awareness and Market potential of geographic map data - B2C

BHAVAN-MARSHALL MBA PROGRAMME

AWARENESS AND MARKET POTENTIAL
OF GEOGRAPHIC MAP DATA IN B2C
SECTOR
in
MAGNASOFT CONSULTING INDIA PVT. LTD.

By
SANTANU DAS
MU ID: 901-494-728

PROJECT GUIDES
PROF. BASANNA PATAGUNDI – INTERNAL
MRS. VASANTHA KRISHNAMURTHY - EXTERNAL

BHAVAN-MARSHALL MBA PROGRAMME
MARSHALL UNIVERSITY, WEST VIRGINIA, HUNTINGTON, USA
2008-09

CERTIFICATE

This is to certify that Mr. / Ms. ___________________________ has prepared this

internship report titled AWARENESS AND MARKET POTENTIAL OF GEOGRAPHIC MAP

DATA IN B2C SECTOR under the guidance of ___________________________________.

The draft has been thoroughly revised on the basis of the recommendations of the panel

of examiners and the revision has been accepted by the internal guide. The student certifies that

no portion of this report has been plagiarized or copied or quoted without permission in any

form. This report has not been submitted to any other Institute / University for any other

Diploma / Degree.

INTERNAL GUIDE STUDENT

DATE: DATE:

RESIDENT DIRECTOR DIRECTOR

DATE: DATE:

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ACKNOWLEDGEMENT

It is matter of honor for me to express my gratitude towards all those who guided directly

and indirectly in completing this project report. I would like to specially thank,

Prof. Basu Patagundi, for all support and facilities provided;

Dr. N.S. Vishwanath, for giving valuable guidance to me throughout this project;

Mrs. Vasantha Krishnamurthy (Head-Marketing) for providing valuable data source, information

and giving me an opportunity to do the research project at Magnasoft Consulting India Pvt. Ltd.

And

Above all I thank Almighty for His blessings for the completion of this endeavor.

Date:

Place:

(Student Name)

Signature

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TABLE OF CONTENTS

EXECUTIVE SUMMARY 4

1. ORGANIZATIONAL STUDY 5

2. PROBLEM STATEMENT 38

3. OBJECTIVES 38

4. GOALS 38

5. LITERATURE REVIEW 39

6. RESEARCH METHODOLOGY 63

7. HYPOTHESIS TESTING 64

8. ANALYSIS OF DATA 71

9. RECOMMENDATIONS 83

10. CONCLUSION 84

11. REFERENCE 85

12. APPENDIX 87

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EXECUTIVE SUMMARY
This project undertaken under Magnasoft Consulting India Pvt. Ltd., Bangalore, is to

assess the market potential and awareness about Geographic Information Systems in the

business-to-customer sector. It is an overall study of the perception towards GIS and its related

services. The report here begins with the study of Magnasoft as an organization bringing out its

key goals, beliefs, ideas, human relationships and structure that make it successful. Thereafter, it

is followed by the market research report.

Magnasoft has a mix of hierarchy and matrix form of organization structure enabling a

combined strength of resources and individual capacities. The main work motto is “Learn, Earn

and have Fun with Pride at work“. They believe in pride in what they do, purpose of what they

do and pleasure in the work they do. Magnasoft has been successful with such mottos and

management style mainly because it enables innovation, experimentation and continuous

competency building through training.

The two hypotheses tested for the youth, working professionals and vacationing families

segments reveal a relationship between gender and familiarity of navigational devices but only

the youth segment has a relationship between age and familiarity of navigational devices. The

existing users of such devices have a relationship between devices used and the reason behind

purchasing it. The research also showed that Nokia is the most preferred handset suggesting that

it is profitable to for Magnasoft to have a tie-up with it. There is a huge market potential in B2C

sector as awareness of the value of GIS is high. Magnasoft will be successful by providing high

quality maps and products with faster updates, affordable prices, high points of interest and free

value added services like security.

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1. ORGANIZATIONAL STUDY
INDUSTRY OVERVIEW

Geography is information about the earth's surface and the objects found on it, as well as

a framework for organizing knowledge. GIS is a technology that manages, analyzes, and

disseminates geographic knowledge. GIS is a technology that is used to view and analyze data

from a geographic perspective. The technology is a piece of an organization's overall information

system framework. GIS links location to information (such as people to addresses, buildings to

parcels, or streets within a network) and layers that information to give you a better

understanding of how it all interrelates. The GIS industry has developed over the past 30 years

from specialist academic and government roots in cartography, photogrammetry and remote

sensing into a $1.2 billion industry world-wide. The rate of growth in the GIS industry has

accelerated from 1990-2009 as businesses have adopted GIS to relate different sources of

information to one another through a common geographical reference.

Figure 1: INDUSTRY STRUCTURE

In this research report we will be considering on the B2C market.

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BACKGROUND
Magnasoft is a focused GIS software solutions company with innovative offerings having

strategic partnerships with industry leaders in the global space. We offer services ranging from

application development to enterprise integration and consulting to data conversion and capture.

Incorporated in 2000, Magnasoft has a presence in the US, Europe and South Asia. Magnasoft

has executed challenging GIS projects for prestigious Fortune 500 clients and Government

departments.

Magnasoft is mentored by Global Technology Ventures, a premier venture capital

company promoted by Bank of America Equity Partners and Sivan Securities. Magnasoft

measures its success in terms of the value-proposition it provides its customers to help meet their

ROI goals and competitive advantage.

Magnasoft is a geomatics firm providing photogrammetric, topographic, plannimetric and

cadastral mapping, in addition to Geographic Information System (GIS), field surveying, and

consulting services. Magnasoft offers a range of services that enable end-users to use a GIS

effectively for diverse applications, backed by domain knowledge and technology proficiency,

skilled management and engineering teams and process approach in all its practices.

Focusing on Utilities, Government, Environment & Natural Resources, Transportation

and Location-Based Services, Magnasoft has also been involved in providing domain specific

services to urban planning consultants in the areas of land use planning, transportation and

wastewater recycling. When Magnasoft was seeking a photogrammetry tool to help in its

execution of complex projects like highway and flood mapping with aerial photographs, it

considered several criteria. Upon rating several applications based on their processing efficiency,

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user-friendliness, pricing, scalability, learning curve, customer support and training, Magnasoft

selected LPS.

McKINSEY 7- S MODEL

Figure 2: McKINSEY 7-S MODEL

(Ref: Explanation of the 7-S framework of McKinsey, http://www.12manage.com/

methods_7S.html, 21st, April, 2009)

This management model helps to organize a company in a holistic and effective way.

Shared Values (also called the Super-ordinate goals)

The interconnecting center of McKinsey‟s model is Shared Values. It focuses on what the

company stands for and what is its central beliefs and attitudes.

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 Magnasoft: The Magnasoft family works together with an aim to achieve Pride, Purpose

and Pleasure at work.

The values Magnasoft lives by include:

1. Gaining customer satisfaction by delivering quality products and services

2. Achieving excellence and striving for perfection in all spheres of operations

3. Giving our best to honor our commitments, to both internal and external customers

4. Evolving a collaborative work environment that values diversity

Strategy

Strategy is based on plans for allocation of a firm‟s scarce resources to reach identified goals

over time.

 Magnasoft: As a dynamic and fast growing company, Magnasoft strives for continuous

excellence by focusing beyond technology and practicing innovative methods of financial

management, business development strategies and nurturing human resources.

Structure

Structure is the way an organization‟s units relate to each other: centralized, functional divisions,

decentralized, a matrix, a network, a holding etc.

 Magnasoft: The Organization structure is schematically represented in:

1. The detailed roles and responsibilities

2. Individual ownership of activities

3. Individual ownership of work-products

4. Reporting structure is a mix of hierarchy and matrix nature, ensuring effective

communication

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5. Teams are continuously and timely trained on the work-domains of process,

application, and technology.

Systems
Systems deal with the procedures, processes and routines that characterize how the work should

be done: financial systems; recruiting; promotion and performance appraisal systems;

information systems. Systems include the formal and informal procedures that govern everyday

activity of a company.

 Magnasoft: The Magnasoft Quality System (MQS) is our in-house quality system, based

on our quality policy and strategies. It drives real improvements resulting in quality

products and services, optimizing the expectations of all stakeholders. Process

management and process implementation are continuously performed in order to

establish continuous process improvement.

 MQS comprises definitions and descriptions of the chosen processes. Process definition

covers the details on activities (our quality processes) and process assets. MQS process

definitions are based on the process architecture providing the framework for process

compliance to ISO 9001 and other process models.

Policies

Processes,
Procedures &
Standards
Process Guides
Resuable Assets
Training Material

Figure 3: MAGNASOFT QUALITY STRUCTURE

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 MQS establishes:

1. Industry-standard project management practices

2. Disciplined engineering practices

3. Focused and effective quality assurance & quality control

4. Accurate, timely and effective communication

5. Conductive process management

6. Focused, measurable and continuous process improvement

Style
Style focuses on cultural style of organization and how key managers behave in achieving the

organization‟s goals.

 Magnasoft: “Learn, Earn and have Fun with Pride at work“

1. The motto of Magnasoft which tries to live up to it by facilitating a friendly

environment.

2. Well established HR policies cater to the diversity of the employees.

3. Equal importance to personal life of the employees is given along with their

professional lives.

Skills

Skills deal with distinctive capabilities of personnel or of the organization as a whole.

 Magnasoft: Magnasoft believes in “LIVING ON THE EDGE”. It is an epitome that

envisages the concept of competency building by constantly nourishing our employees

through investment in enhancement programs and professional training that upshot into

the development of the overall personality of our employees. All tiers at Magnasoft are

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catered to tailor-made training program that will ensure long term growth and

productivity.

QUALITY
Our Quality Policy: “Convergence of minds, processes and efforts resulting in

benchmarked quality products and services ensuring customer delight"

In today‟s competitive and dynamic business world, quality is the most essential

ingredient for ensuring customer delight. Our quality culture is a journey to excellence with

innovation, institutionalization, and integrity in our operations. At Magnasoft, quality is a major

thrust in all functions we perform. Our quality policy, focus, strategies and quality system enable

us to maintain the quality culture for our best performance and growth.

We are a “Continuously Learning and Improving Organization”.

How does Magnasoft guarantee customer delight?
1. Understanding customer requirements and expectations through our domain knowledge

and systematic requirements elicitation

2. Conceiving value adding IT solutions

3. Our constant quality focus in design and development

4. Maintaining predictability of software quality and progress

visibility

Figure 4: ISO CERTIFICATION

5. Constantly addressing customer problems and issues

6. Providing cost-effective solutions

 Magnasoft has achieved ISO 9001:2000 certification in a short period

 Magnasoft is one of the few GIS companies achieving ISO certification with distinction

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Magnasoft is among the recipients of the prestigious "European Seal of Excellence 2004"

Figure 5: AWARDS AND RECOGNITIONS

SERVICES
1. Photogrammetry

2. GIS Data maintenance and Development

3. Application Development.

Backed by domain knowledge and technology proficiency, skilled management and

engineering teams and process approach in all our practices, we offer a range of services that

enable end-users to use GIS effectively for diverse applications. These services cover the entire

GIS project lifecycle and include consulting, pilot projects, database design and development,

application design and development, enterprise systems integration, Internet GIS and

implementation.

Magnasoft builds custom applications based on specific needs and complexity of

requirements. Magnasoft checks software functionality or performance and working of the

software. This is in relation to other software programs that are part of the "total system"

including legacy databases, software, and hardware. Magnasoft provides expertise in developing

GIS-integrated enterprise systems that provide data security, consistency and non-redundancy of

data.

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Magnasoft has a unique project model where our team works with internationally

renowned experts in different industry domains to ensure that the business processes are suitably

understood and successfully implemented. We combine the power of GIS technology with our

extensive domain knowledge to develop powerful spatial technology solutions that integrate

seamlessly with the information technology framework of the organization.

Figure 6: SERVICES PROVIDED BY MAGNASOFT

1. Photogrammetry
Magnasoft's experienced team of Photogrammetrists can produce superior quality

planimetric and topographic data with speed and consistency that can meet specifications of any

GIS and are well equipped to provide the full range of services in digital photogrammetry. Our

project expertise ranges from creating basic planimetric features to complex 3D city models.

Magnasoft Photogrammetry Services:

 Aerial Triangulation

 Softcopy Stereo Compilation (Planimetric/Vector Feature

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 Extraction)

 Digital Elevation/Terrain Modeling

 Digital Orthophoto Production

Aerial Triangulation
1. Block Triangulation and Analysis

2. Automatic and Manual Aerial Triangulation with high precision

3. Ariel Triangulation for ADS 40 digital images

4. Exporting Ariel Triangulation results in PATB and SocetSet format

Softcopy Stereo Compilation (Planimetric/Vector Feature Extraction)

1. Capturing planimetric and DTM features for stereo plotting scales ranging from

1:1000 to 1:5000

2. Digitizing manual contours for any scales

Digital Elevation/Terrain Modeling
We create fully detailed digital terrain models (DTMs) for contour generation, orthophoto

rectification and digital elevation models (DEMs) for specialized applications such as 3D

modeling and volumetric calculations. We have a powerful tool to generate automatic contour

and advanced contour smoothing.

Digital Orthophoto Production

Our orthophoto production services includes Ortho-mosaicing, Color Balancing,

Seamline editing and Tile cutting. We undertake Orthorectification with constant elevation

sources in various formats including IMAGINE Raster, TerraModel TIN, SOCET SET TIN, 3D

Shapefile, and ASCII text files.

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2. GIS Data maintenance and Development
Magnasoft has extensive experience in dealing with issues associated with land base

facility database conversion and has assisted utility companies, municipalities, consulting firms,

facility managers, town planners, architects and engineers.

Our typical approach is that we first work towards understanding the legacy system

existing in the client's premises based on which we propose, design and implement established

quality procedures perfected over the last few years which is very much industry specific.

 Data Conversion

 Data Loading

 Database Design

 Database Maintenance

 Data Migration

 Data Integration

We provide value added services not restricted to a single platform and multiple output

formats after an intensive system study by our experienced project managers at the client site.

The Project Manager works in close coordination with the technical experts of the client for

effective communication and designing of an optimized workflow, which will enable greater

clarity when the production starts. This will lead to a better output, reduced QC/QA procedures

and near error-free outputs.

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Figure 7: GIS MAP

Our success is attributed to our skilled personnel, proven QA/QC systems, unparalleled

client communications and attractive pricing.

Our projects typically involve:

1. Survey and Data

2. Collection

3. Digitization/Drafting

4. Georeferencing/Geocoding

5. Data Attribution

6. Image Processing

7. DEM/DTM Generation

8. Data Format Conversion

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Data Migration from Digital Sources

Many conversion projects require the translation of existing digital data obtained from

legacy data systems. Data migration projects include source data in AutoCAD, MicroStation,

dBase, Microsoft Access, etc. We help our clients generate a conversion matrix that maps the

existing data to the target systems data model. Based on the conversion matrix and the required

functionality of the new system, Magnasoft modifies existing tools and processes to migrate the

data.

Data Maintenance

Additionally, Magnasoft imparts experience, technical assistance, and actual maintenance

or update services for general mapping, land base development and facility/land record

conversion.

3. GIS Application Development
Magnasoft builds custom applications based on specific needs and complexity of

requirements. We invest time in understanding client requirements, and then tailor complete

solutions that deliver tangible value to the enterprise. We consider every aspect of the problem -

from the underlying business processes to the importance of change management to the merits of

various technologies. We then develop spatial information systems that move client businesses

forward and yield a measurable return on investment.

1. Map Customization

2. Custom Tool Development

3. Application Migration

4. Web GIS Development

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5. Embedded and Mobile GIS

6. Software Maintenance

7. Geodatabase Design

Magnasoft offers end-to-end customization and application development solutions on

ESRI platforms for data conversion, application development, web application development to

data standard development, data mining and data migration from existing legacy GIS systems.

Figure 8: GIS MAP

Magnasoft also develops GIS applications for hand-held PDAs using ArcPAD and

ArcIMS technology and integrates intelligent maps with location specific data. Our application

migration services include the migration of network tools from ArcGIS custom application to

ArcFM, migration of MapObjects/Avenue-based application to ArcGIS environment and

Geodatabase manipulation.

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TECHNOLOGY

Figure 9: TECHNOLOGY OF MAGNASOFT

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INDUSTRIES
The industries where Magnasoft has its core competencies are

 Utilities

 Land Administration

 Geological Mapping

 Transportation

 Location Based Services.

PARTNERS
At Magnasoft, building relationships is central to our business strategy.

Our vision is to create and develop a network of partners in different geographies in order

to reach the global market.

We have long-term relationships with major vendors in the GIS space, which have

evolved and strengthened over time. We have established relationships with companies whose

capabilities complement our own expertise. We collaborate with our partners to provide spatial

information management solutions to large Government and Private customers.

Our Partner Program is designed to motivate companies with specific experience to

promote our solutions and services.

Objectives of our Partner Program:
1. To align our spatial information management services and solutions with the

solutions offered by the partners

2. To effectively support the partners in the sales process and post-sales support

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3. To jointly market the solutions so as to increase the sales for the partner and

Magnasoft

4. To provide committed resource, technical and infrastructure support for cost-effective

delivery of solutions to the customer

To compete in the global market, partners can depend on Magnasoft for:
1. Cost-effective solutions

2. Best quality and service

3. Integrity and transparency

4. Innovative spatial solutions by blending technology and services

5. Dedicated Offshore Geospatial development center

The Magnasoft Partner Program provides additional benefits, such as:

1. End-to-end solutions for customers

2. Local support through our partners

3. Implementation of projects from other business partners

4. Joint bidding for projects

5. Post-sales support of partner solutions/products

6. Product enhancement for existing customers

7. Remote delivery and technology support

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Partnership Model:

Our Partnership Model consists of the following key categories of partners:

Strategic Business Partner

These are engagements with organizations that offer services and products that

complement or dovetail with our own offerings, to pool our strengths and work together to

deliver value to clients.

Enterprise Solutions Partner

Here the partner shares the expertise, resources and other forms of support to develop,

manage, integrate, plan and implement solutions and pools in resources to undertake projects on

enterprise-wide solution requirements.

Domain Solutions Partner

These are typically collaborations with specific domain specialists who provide their

expertise to jointly attain and execute a project with the Enterprise Solution Partner.

Technology Partner

These are partnerships with technology vendors who allow us to utilize their software

while we assist them in mutually marketing and selling the same.

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BUSINESS PLAN
Navigation and Location-based Content Business Operations Plan

MARKETING AND SALES PLANNING:
Product Value Proposition Options:

 Product Experience

 Indianized maps (POI to POI Navigation)

 Simple and easy to use by all classes of consumers

 Classifies all geo-spatial information in the manner Indians understand

 Provides voice-based access and directional information in eight Indian languages

 Freshest Maps

 Refresh Rates ( Updates)

 Completeness (City wide Coverage)

 Easy to upload and use

 Compatible with every brand of hardware and software in the market

Both value propositions to be further validated on the basis of market appeal and then

taken forward for brand development purposes.

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Competitor Mapping:

Competitor mapping is one of the most important aspects of a business plan. We have

two international players, Teleatlas and Navteq on one side and two Indian players, Satnav and

MapmyIndia

Coverage Vs Quality of data

Figure 10: COVERAGE Vs QUALITY OF DATA

When we map our competitors with respect to “Quality of data” and “Coverage” we see

that Teleatlas is positions itself at the top with moderate coverage and high quality of data.

Navteq follows with moderate quality of data and moderate coverage. On the other we have our

Indian competitors who have slightly higher coverage but have very low quality of data. Thus we

can see that coverage is an issue with the Indianized competitors which is an excellent

opportunity to focus on.

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Updates Vs Quality of data

Figure 11: UPDATES Vs QUALITY OF DATA

This map shows the positioning of the competitors with respect to “Updates” and

“Quality of data”. Updates are an issue of concern due to the different challenges faced by the

telecom authority. All the competitors rank quite low on this aspect. As a matter of fact Satnav

positions itself best because of its technological advantages which have enabled them to provide

updated map data in India.

Magnasoft can count on this issue and act accordingly thereby ensuring updated map data

by technological advancements and continuous flow of information regarding the changing

infrastructure of India thereby creating a competitive advantage.

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Indianized presentation Vs Quality of data

Figure 12: INDIANIZED PRESENTATION Vs QUALITY OF DATA

We know the map data that is being provided by the competitors is not an Indianized

version. It is built on the benchmark of the international versions. Indianization will create value

in the market and customers will grab the product when they find something common to their

understanding. Maps in local languages can also be of help to the rural and urban society of

India. As from the graph we can see that all the competitors stand very low in this model

Magnasoft has a position to lead from.

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Magnasoft Goals and Way- forward …
Sales Objectives – Oct 08 to Sept 09:

 One beta customer in each segment - PND, Handset and Telecom Operator

 Order book of USD 0.5 Million

 To be realized latest by OND 09 - JFM 10

 65-70% from the handset and PND segments

 30-35% from the telecom segment

Sales Forecast

Figure 13: SALES FORECAST

Sales Strategies
 Initially focus on market that need single city maps for immediate monetization

 3rd party sales from existing navigation product users through online portals, blogs, user

groups

 Build a strong partnership program

 Differentiate the Magnasoft product on clear quality parameters providing an additional

competitive edge to buyers

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 Leverage on Autonavi‟s contact base

 Data quality certification from Automotive Research Association of India and Ministry of

Defence

Partnership Model

Figure 14: MAGNASOFT PARTNERSHIP MODEL

Engagement Intent:

• Leverage on established relationships

• Synergize business growth

• Leverage upon mutual competence

• Market penetration

• Domain Expertise

• Deliver customer delight

Creating Barriers to Entry:

 Investment in product experience innovation

 Patents in data collection and updating processes

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 Innovation in delivery methodology

Execution Plan

Figure 15: EXECUTION PLAN

Sales Partnership Ecosystem

Figure 16: SALES PARTNERSHIP ECOSYSTEM

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PRODUCT PLANNING:
Competitive, Market & Technology Trends

Figure 17: COMPETITIVE MARKET AND TECHNOLOGY TRENDS

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Product Roadmap (Theme based)

Figure 18: PRODUCT ROADMAP

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Production Planning Goals:

 Goal #1: On-time Delivery of Data

o Complete 8 Cities Data creation by Sept 2009

o Complete 7 Cities Data Creation by March 2010

o Complete 15 Cities data creation by Sep 2010

o Two updates for 8 cities by Sep 2010

 Goal #2: Ensure Quality of Data within acceptable limits

o 95% with respect to Road Furniture

o 90% with respect to POI information

o ±20 meter positional accuracy

 Goal #3: Technology/Process Enhancements

o Adoption of AutoNavi technology

o To have a strong foothold on the Data formats

o To be Innovative in technology and data collection methods to control cost

Content Collection Technology
1. Video Camera

2. Power unit

3. Battery

4. Gyro

5. GPS

6. Mpeg Converter

Figure 19: CONTENT COLLECTION VEHICLE

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Figure 20: CONTENT COLLECTION TEHNOLOGY

Process

 Each Data collection vehicle will contain…

 Operator with Laptop

 Videographer

 Driver

 Road furniture Information will be captured in Video along with commentary of the

entire experience and description of Roads and POI‟s

 The Video information will be recorded into Laptop in MPEG format thru Data

collection software which Geocodes the Video with Lat Longs acquired from GPS and

assisted by Gyro.

 Digicams will be used to capture specific POI photographs.

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 Specific Tools will then be used to view, Analyze and transcribe the Geocoded video to

create intelligent and navigable maps

Manpower plan

Figure 21: MANPOWER PLAN

Risk and Mitigation Plan

Figure 22: RISK AND MITIGATION

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Organization Structure

Head - Base
Content Map Creation
Technology GM – Mapping
Product
Advisor Solutions
Advisory Engineering
Board Head – Survey
Management Sr Architect –
Advisor Automotive

Software
Sr Architect –
Product
Telecom
Engineering

Manager – User
Interface

Product Head – Product
Management Planning

Board of Brand Manager
CEO Marketing + Head –
Directors
Sales Marketing
Business
Manager
Human Head – Human
Resources Resources

Senior
Finance Manager –
Finance

Manager –
Legal
Legal

Senior
Admin +
Manager –
Facilities
Facilities

IT Manager – IT
Infrastructure Infrastructure

Figure 23: ORGANIZATION STRUCTURE

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HR Philosophy
 To inculcate an open, interactive, congenial and innovative work environment.

 To create a collaborative work environment aimed at achieving the highest quality

results.

 Development of employees through training programmes that would enhance their skills

- a way of life at Magnasoft.

 To maintain a warm and positive work environment, where every employee maintains the

self-confidence and self-esteem of others

Culture at Magnasoft
“Learn, Earn and have Fun with Pride at work" is our Motto and we always try and live

up to it by facilitating a friendly environment. The caring is clearly seen in our dealings with our

clients, with each other, and also in the society in which we work.

As a dynamic and fast growing company, we strive for continuous excellence by focusing

beyond technology and practicing innovative methods of financial management, business

development strategies and nurturing human resources.

Well established HR policies and practices, which cater to the diversified and far-flanked

employees working across the globe. We believe in giving equal importance to our employee's

personal life along with their professional life and hence provide a vigorous working

environment for overall development of an individual.

Competency building and continuous learning
Magnasoft believes in “LIVING ON THE EDGE”. We are an epitome that envisages the

concept of competency building by constantly nourishing our employees through investment in

36

enhancement programmes and professional training that upshot into the development of the

overall personality of our employees.

All tiers at Magnasoft are catered to tailor-made training programme that will ensure long

term growth and productivity.

Performance management
The Performance Management System is composite and is evolved from the current

software industry trends to best suit our needs. This integrated approach is practiced to identify

and reward employees appropriately at the lower echelon of the organization. The senior

management and middle management are highly mature in their approach, by practicing a more

voluntary strategy and target-oriented management by objective program.

This system ensures vertical growth of the organization and building an HR brand within

the industry.

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2. PROBLEM STATEMENT
Magnasoft, being a new entrant in the GIS market in India, faces the problem of identifying

the market potential to best suit its business objectives to cater to all the needs of the entire GIS

value chain in the B2C sector.

3. OBJECTIVES
1. To find out the customer pain points

2. To know the customers‟ needs and requirements

3. To establish business catering to the most critical issues

4. To know the receptiveness of GIS maps by the prospective customers

5. To know the customers‟ willingness to pay

4. GOALS
1. Travelling trends

2. Awareness of navigation

3. Choice of customers

4. Challenges in using navigation devices

5. Service preferred

6. Common service providers

7. Awareness of Location Based Services

8. Awareness and use of Value Added Services

9. Willingness to pay

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5. LITERATURE REVIEW
Youth fit 38 hours of multi-tasking activities into a 24 hour day in the Asia Pacific

(APAC) region. The time spent on multitasking is of 44 hrs by Koreans, followed by Malaysia

and Thailand with around 43 hrs respectively. There is 10 hours of media usage by young people

in APAC. Malaysia had the highest level of media activity of 12.9 hrs a day online followed by

Thailand (12.8 hours) and Hong Kong (12.2 hours). Mobile phones and computers/laptops are

the mostly used media devices. Regional average of mobile phones is 60% and of

Computers/laptops is 45% among the 8-24 year olds. Perceptions towards different media among

the age group of 15 years to 25 years in 11 markets revealed that it is considered useful source of

information, current affairs, best sources of entertainment and mobile phone and internet are

considered most essential. Internet is mostly used for downloading of music, photos and movies.

The mobile phones are used for messaging, music, radio and download besides the primary use

of talking.

(Ref: Young people and media use in Asia Pacific, Stephen Whiteside, WARC Online, WARC

Reports, August 2008, Retrieved on 21st October, 2008)

The massive interest in GPS and navigation was very evident at this year‟s edition of the

Mobile World Congress, organized by the GSM Association in Barcelona. Nokia started the

trend a year ago with the Nokia N95. It took the opportunity to announce three new GPS-enabled

models – Nokia N78, Nokia N96 and Nokia 6210 Navigator. Incidentally, this is one of a few

regions where Nokia has not achieved market dominance. In the European market consumers

marvel at the exciting opportunities with satellite positioning, Nokia‟s Korean rivals Samsung

and LG already ship tens of millions CDMA handsets with GPS on the US market. It was hardly

39

a surprise to see satellite positioning among the features on the otherwise unexpected and highly

acclaimed. Having a GPS is however obviously not enough for the mobile users. A major

disadvantage of most American GPS-handsets is that the location data is only available for

approximate positioning of emergency calls. The true innovation delivered by Nokia was to

make the location data available for applications installed by the end-user on his handset. Key

features include a pedestrian navigation component and information about streets and buildings.

(Ref: Navigation trends from the Mobile World Congress 08, Johan Fagerberg, Berg Insight,

Retrieved on 2nd November, 2008)

This article combines 25 responses to a consultation paper of TRAI. Ten questions were

discussed by 25 stakeholders of TRAI on regulatory issues on Value Added Services. It reflects

that most companies do not want a change in the definition but an inclusion of all types of VASs

such as mobile marketing, mobile search, content selling, content aggregation, technology

platform and a clear demarcation of what core service means and what VAS means. They believe

that the scope of VAS offerings should be broadened to allow different services and VASPs to

enter the market thereby increasing value and quality of services. Flexibility should be provided

for inclusion of new services, types of VASs, categories of VASPs and licensing conditions to be

minimal to provide an easy entry. The stakeholders want clear terms of interconnectivity policy,

billing and payment, fair compensation, dispute settling, proper market dynamics, QOS

parameters to be set and made known. Also they want transparency obligations for short codes,

toll free numbers, and information availability to public, download, usage information to be

made known. All want some regulation for content, entry and better competition but do not state

the need for licensing. The stakeholders have agreed that licensing will put barriers on

innovation and creativity thereby reducing the QoS. They have suggested registration of all new

40

VASPs with minimal entry fees. The scope of licensing should be to ensure strict penalties for

non-conformance with Copyright Law and laws of other countries, proper terms and conditions

for equitable treatment, license fees, monitoring equipment, content regulation and area of

operation. They suggested that the scope should include eligibility criteria, access, tariff or

forbearance, CDR sharing, performance banking and benchmark parameters. The common

decision is that existing laws suffice for any kind of breach. Some stakeholders want independent

single window operation for short code allocation but majority want the regulation to definitely

be under DoT / TRAI. The revenue sharing should be left to open bilateral and commercial

negotiations with a light touch regulation for fairness. All stakeholders want a light touch

regulation on VASPs for content, and operators for fair compensation and level playing field.

The existing VASPs should be given a grace period of 1 year so that they can register themselves

into the newly formed (if formed) licensing or regulatory body. The stakeholders want free

market forces to govern the industry so that maximum innovation, creativity and high level QoS

can be made available.

(Ref: Telecom Regulatory Authority Of India (TRAI) Stakeholders Responses On

Consultation Paper 12/2007, “Growth Of Value Added Services And Regulatory Issues”, Dated

28th May, 2008).

On June 18, 2008, India reached the target of having 300 million telephone subscribers,

becoming the second largest telecommunications network in the world after China. According to

the report titled 'Mobile BRIC: Extreme Growth Ahead', India is expected to be the second

largest mobile market in the BRIC nations, with 560 million mobile users by 2012 (after China

with 800 million users). Over 8 million subscribers a month, with a majority of the new users

being from rural areas, are being added by telecom operators. The share of mobile phones had

41

increased from 71.69 per cent at the end of March 2006 to 87.68 per cent at the end of May

2008. According to a report by Gartner Inc., India's mobile subscriber base is projected to exceed

737 million connections by 2012 growing at a CAGR of 21 per cent. The overall cellular

services revenue in India is projected to grow at a CAGR of 18 per cent from 2008-2012.

Cellular market penetration will rise to 60.7 per cent from 19.8 per cent in 2007. According to an

analyst firm Springboard Research, India will become the leading market for WiMAX in the

Asia pacific region and is expected to have 15.8 million WiMAX subscribers by 2012,

accounting for 46.7 per cent of total subscribers in Asia-Pacific and 35.7 per cent of revenues

from the region. According to a report by PricewaterhouseCoopers (PWC), the Indian value-

added services (VAS) market is all set to grow to US$ 2 billion in 2008. Currently, MVAS in

India accounts for 10 per cent of the operator's revenue, which is expected to reach 18 per cent

by 2010. According to a study by Stanford University and consulting firm BDA, the Indian

MVAS is poised to touch US$ 2.74 billion by 2010. According to global technology research

firm Gartner, the VAS market in India is expected to grow to about US$ 5.6 billion by 2011, and

data services will be the major factor behind the growth. India is expected to lead Asian

countries in terms of mobile gaming revenues. The industry is expected to receive an investment

of a whopping US$ 32.5 billion between 2008-2010, with the entry of new license holders and

their launching of new services. Major investments in India are being made by BSNL, Bharti

Airtel, Reliance Communication, Idea Cellular, Maxis Communications, Srei Group's Quippo

Telecom Infrastructure Ltd (QTIL) and Vodafone Essar. Investments abroad are made by Bharti

Airtel, Reliance Communication and MTNL. Mobile phone production is estimated to grow at a

CAGR of 28.3 per cent from 2006 to 2011. Revenues are estimated to grow at a compound

annual growth rate (CAGR) of 26.6 per cent from 2006 to 2011, touching US$ 13.6 billion. The

42

telecom hardware manufacturing sector is dominated by international majors like Nokia,

Ericsson, LG, Motorola, Samsung and Alcatel-Lucent and domestic manufacturers have little

contribution in the segment. The Government has taken many proactive initiatives to facilitate

the rapid growth of the Indian telecom industry like 100 per cent foreign direct investment (FDI)

is permitted in telecom equipment manufacturing through the automatic route, FDI ceiling in

telecom services has been raised to 74 per cent, establishment of an independent regulator - the

Telecom Regulatory Authority of India (TRAI) - for the telecom sector, introduction of a Unified

access licensing regime for telecom services on a pan-India basis.

(Ref:http://ibef.org/artdispview.aspx?in=72&art_id=19981&cat_id=470&page=1,

Telecommunications, August 2008, Retrieved on 29th October, 2008.)

Despite continued record growth over the past 12 months, only 23.07% of the country‟s

1.1 billion population owns a telephone. The BIG 4 (Airtel, Reliance, Vodafone and BSNL)

continue to rule the market but BSNL is falling behind the other 3. Vodafone is quickly closing

the gap between itself and Reliance, having overtaken BSNL recently. Airtel, Vodafone and

Reliance added the highest number of subscribers with 2.03 mn, 1.57 mn & 1.51 mn new

additions respectively. Though GSM operators continue to see declining ARPU, CDMA

operators have managed the opposite through creative tariff structuring. Near term outlook show

improved regulatory structure with Declining Tariff, Innovative Pre-Paid Tariff Plans and

Declining Handset Prices which in turn leads to unprecedented Growth. Over the recent years,

most new subscribers being acquired have been low-end users, resulting in falling ARPU. The

fall in ARPU will continue unless operators look at alternative revenue streams like VAS.

Growth is fastest at the “Bottom of the Pyramid”. Growth is continuing in metros and urban;

taking off in semi-urban and rural areas and USO will help continue to drive coverage gains.

43

High level of competition has lead to price reduction and increased affordability, new regulations

allowing new players, dual technology and MNP are likely to further increase competition.

Almost half of Indian mobile subscribers use ULCH and as mobile rural penetration is

increasing, the sale of ULCH will increase further. VAS services presently contribute about 7%

of the total telecom revenue for Indian operators. The revenue growth is driven by SMS

(including P2P, A2P, P2A), contributing over 55% of the total revenues in 2006. SMS,

Ringtones/CRBT, Voice VAS will continue to be the highest revenue generating services. The

vast offerings across VAS services are still delivered predominantly using 3 platforms of SMS,

IVR‟s and WAP portals. Beyond SMS, any VAS built around Bollywood remains the killer

content, whether for Ringtones, CRBT, games, wallpapers, alerts etc. After movies, cricket is the

theme around which most of the rest of content is built and marketed, as these remain the top two

priorities for entertainment in India

Geographical Information Systems (GIS) enable storage, manipulation, analysis and

display of geographically referenced data. The rate of growth in the GIS industry has accelerated

in the 1990s as businesses have adopted GIS to relate different sources of information to one

another through a common geographical reference. The aim of this paper is to examine

opportunities for GIS to add competitive advantage in marketing and planning for companies on

the supply side of logistics. The value of GIS lies in enabling users to integrate different sets of

data through a common geographical reference system such as latitude and longitude, eastings

and northings or a common pre-defined geography. Technical barriers to the widespread use of

GIS in business have been eroded in the 1990s by five factors: reduced cost of computing power;

increased availability of digital map data; availability of software component technology;

integration with corporate databases; and growth in use of the Internet for sharing software and

44

data. The greatest use of software packages with an element, or component, of GIS technology is

at an operational level e.g. routing, scheduling, tracking, tracing or navigation. Lack of use of

GIS packages to support higher-level logistics decision-making may be for a variety of reasons: a

lack of involvement of contract distribution companies in these decisions; the availability of

centralised resources for planning; difficulty in justifying the cost of buying and supporting a

mapping package; the perception by software companies that logistics services is not a target

market. The major commercial uses were to maintain land inventory records for local and

national government departments and utility companies. The analytical tasks performed within

GIS products involve non-spatial processes particularly statistical analysis, optimization,

network routing and dynamic positioning.

(Ref: Review of the use of Geographical Information Systems in the Marketing and Planning of

Logistics Services, Mike Forster, Christian Salvesen Logistics Research Paper no. 3, September

2000, Retrieved on 10th November, 2008)

Smart Mobile Devices‟ Worldwide growth from Q4 2007 to Q1 2008 was 38.2% and

23.2 million units to 32 million units. In India Nokia holds the majority market share. Nokia

provides 91% of in-built GPS smart mobile devices. LBS will succeed in India because it is

gaining attention, promoted by leading handset vendors, present for both pedestrian and road use

and availability of various models. Influence on LBS development can be primary influence

including user expectations, applications, content, handset vendors, operator incentives,

technology and cost; secondary influence including legislation quality and availability of content,

commercial viability on operator incentives, demand on applications and handset compatibility;

tertiary influence including technology on handset compatibility, user expectations on demand

and cost on business model. LBS provides the services of Networking, Search/Browse,

45

Entertainment/recreation, Enterprise, Navigation pedestrian/road, Safety and Advertisement /

promotions. Considerations for India include end-user education and awareness, retailer training

and after sales support and localised content and services delivery at the right price.

(Ref: Prospects of India and Converging Devices, Rachel Lashford, Manager, APAC, The

Canalys Navigator Forum 2008, Retrieved on 2oth October, 2008)

Location-based services (LBS) are value added services that are built around the

geographic position of the mobile phone or other location enabled devices. The LBS are mainly

categorised as Enterprise Services which includes Field force resource tracking and Fleet

management, Emergency and Public Safety Services including Alert Service, Child Locator and

Asset Locator; Infotainment and Community Services which includes Directory Services, Friend

and Family Locator, Proximity Services and Driving directions; Navigation and Charging LBS.

The key drivers of LBS are end-users productivity, entertainment and user experience. The main

challenge for location-based services is the availability of high quality map data, equally

important are the cost and privacy concerns and very crucial for any successful launch of

location services. Juniper research estimates that the total available market for mobile location

services will grow from under $1billion at the end of 2007 to over $8.5billon by the end of 2010.

The largest geographic market will be Asia-Pacific followed by North America and Europe

respectively. Tracking applications currently make the most revenues for the business sector. The

Indian GPS and Telematics market is now at $22 million, but there is potential for growth to

$448 million in the next three to four years. GPS companies (both local and international) are

competing to grab a piece of this Indian market, especially in logistics for tracking cargo and

trucks across the country. According to Frost & Sullivan, vehicle tracking systems sales in India

are expected to increase with growing awareness, exponential growth in new commercial vehicle

46

sales and penetration into the market. The subscriber privacy issue can be protected via advanced

privacy control mechanism and providing full control into consumers hands. The second most

important is the end-user awareness and marketing of the LBS services. It will be a critical factor

for any successful LBS launch.

(Ref: Targeting the right market segment is crucial, Nitin Patel, Vice-President, Strategic

Marketing, Telenity, Interview on Location Based Services, www.geospatialtoday.com, May

2007, Retrieved on 22nd October, 2008.)

Basic tracking was used in 1980s with automated vehicle location for trucking and freight

services. Advertising, Roadside assistance, Fleet management and People tracking have been the

various applications of LBS. Most successful projects have been for B2B use. Emergency

services, Downloading maps, Navigation assistance, Locating family and friends, Personalized

services, Accuracy, Low cost and Ease of use are contents that appeal to customers. Perceived

value on commitment is most important in LBS as its services are situation based. Social,

emotional and conditional values influence commitment.

(Ref: Linking Perceived Value and Loyalty in Location Based Mobile Services, Mina Pura,

Center of Relationship Marketing and Service Management (CERS), Department of Marketing

and Corporate Geography, HANKEN Swedish School of Economics and Business

Administration, Helsinki, Finland.)

Mobile music in the form of ringtones & CRBT is the next largest revenue generator after

SMS, and a key driver for the VAS market. VAS challenges include Operator Challenge,

Content Localization Challenge, Device Challenge, Revenue Challenge and User Challenge. In

India, with the introduction of 3G, high end 2G users can be immediately migrated for delivering

47

better service experience and freeing capacity. With 3G operators will increase their focus on

mobile internet VAS for high end users.

(Ref: Future of Mobile VAS in India, Prof. Tom Kosnik, Fenwick & West Consulting Professor

STVP, Stanford University, Mohit S. Gundecha, Research Associate, Stanford University, Kunal

Bajaj, Director – India BDA, December 2007, Retrieved on 20th October, 2008.)

Wayfinder has 20 years of experience on location applications. Its major shareholders

include investors from India. According to Wayfinder, India is an explosive market where

accurate quality maps are a prerequisite. In India number of mobile GPS users will overtake

PNDs worldwide. India was the biggest single market for GPS-enabled phones in 2007.

Wayfinder is focusing in the Indian market and will provide Indian customers locally relevant

services on top of the map. In the future product functionality, content and advertising will be

areas of concern.

(Ref: Mobile Location Based Services-from early adopters to mass market, Magnus Nilsson,

CEO, Wayfinder, Retrieved on 20th October, 2008)

GIS is a collection of computer hardware, software, and geographic data for capturing,

managing, analyzing, and displaying all forms of geographically referenced information. GIS

allows for visual and statistical analysis of associations between disease patterns and socio-

economic, environmental, and other factors. With a geographic information system (GIS), you

can link information (attributes) to location data, such as people to addresses, buildings to

parcels, or streets within a network. GIS can integrate and relate any data with a spatial

component, regardless of the source of the data. A GIS is a system that stores, analyzes and

displays location based information. Globally GIS is being utilized in almost all industries.

48

Emergency planners utilize it to determine flood prone areas, first responders utilize it to find the

best route to an emergency, businesses utilize it to find suitable locations for their stores,

insurance companies utilize it for risk management and reinsurance purposes, banks utilize GIS

to find suitable locations for ATM machines and the police use it to analyze and determine crime

hotspots. The future of GIS looks brighter now than ever before and with the continuous

improvements in technology.

(Ref: November 2007, Geographic Information System (GIS), What is GIS? contributed by the

Spatial Data Management Division, secretariat of the Land Information Council of Jamaica

(LICJ), Ministry of Agriculture. Contact Ms. Cecille Blake, National GIS Coordinator, Retrieved

on 12th November, 2008.)

M-Commerce when seen in broader terms is beyond just voice-calls and to understand its

emerging and constantly evolving landscape requires a global approach. A lead country cannot

be taken and other countries cannot be compared to it. The reason lies in the fact that different

countries have taken lead in different aspects of mobile communication. Four M-Commerce

dimensions are communication, locatability, information provision and payment. Challenges of

M-Commerce service formats and content are personalization, permission and specification. First

stages of m-commerce such as SMS & MMS are very popular and used all over. New appealing

and value adding services like Mobile Ticketing can be provided through SMS if users use

specified secure payment methods. M-Commerce will have to keep core communication

capability in the center and then add on to it like content rich information and Location-Based

Services. Technology to determine location is expensive or unreliable and privacy concerns can

be a watchful electronic eye. Users should be allowed to clearly state and specify their privacy

preference before LBS is started. Close integration would be required among disparate types of

49

organizations such as mobile operators, media and content providers, third-party applications and

services firms, banks and finance firms, various enterprise extranets and vibrant startup firms

constantly inventing new mobile offerings. Some of the CLIP dimensions – particularly

Locatability (L) and Payment (P) – would continue to pose challenges in terms of economics,

technology, quality, ubiquity, user friendliness, trust, reliability, security and privacy.

(Ref: It‟s an M-World After All:Lessons from Global Partners of Mobile Commerce, Nikhilesh

Dhiolakia, University of Rhode Island, USA, Morten Rask, Aarhus School of Business,

Denmark, Ruby Roy Dholakia, University of Rhode Island, USA, Global Experiences an

Perspectives, Idea Group Publishing, 2006, P 259)

India‟s telecom market has grown rapidly in the last few years and is poised to be the

second largest network globally by 2008. Mobile telephony continues to be the key growth

driver through progressive regulation, competition and growing affordability. Reform thrust on

independent regulation, competition and investment facilitation. Independent regulation has been

a critical factor in growth. Recent developments are indicative of the paradigm shift in wireless

growth which offers different business opportunities in India. Mobile Value Added Services

(VAS) is set to register explosive growth. VAS expected to contribute 20% of revenue by 2008

and 30% by 2010. Demand more among young population and aggressive pricing and declining

prices of handset will affect supply. India becomes a compelling destination for Telecom service

providers and equipment majors.

(Ref: Telecom 2006, www.imacs.com, www.ibef.org, Retrieved on 29 th October, 2008)

The personal navigation devices (PNDs), i.e. transferable devices with integrated GPS

receivers and digital maps primarily designed for car navigation, were introduced in 2003. In the

50

longer term, the PND segment will likely be affected by the increased competition from handset

based navigation services, as well as emerging low cost factory installed in dash navigation

systems. New models will gradually introduce automatic speech recognition technology, 3D map

features and photo realistic textures. Digital cameras and TV receivers are added features.

(Ref: Connected Navigation Devices, LBS Research Series, www.berginsight.com, Retrieved on

20th October, 2008).

Pre-2003 most in-vehicle navigation devices were built-in and an expensive option for

top range cars. Making devices more affordable and location are key factors for the market

leaders‟ success. Ability to differentiate products, PND commoditisation and price erosion, the

impact LBS on mobile phones has on market and monetising dynamic content and services are

some of the key issues affecting the global market. Phone navigation needs GPS inside many

mass market handsets, a simple user interface, easy to understand, predictable and affordable

pricing and vendors to work with automotive manufacturers. Mobile advertising is slowly

developing. However, it should not intrude, disrupt or compromise use experience and customer

retention should be the driving focus.

(Ref: The world wakes up to navigation, Chris Jones, VP and Principal Analyst, Canalys,

www.canalys.com, The Canalys Forum 2008, Retrieved on 20 th October, 2008)

With two parameters opportunity and performance, India is a potential market lying quite

high in the opportunity axis. With more navigation devices and less taxes Indian market is

expected grow to 1.5 million units in 2010. Factors influencing customer acceptance include

Compelling content, Ease of use, Bundled map upgrades, Flyers and advertisements, Displays

and in-store demos, Price, Style and Featured pack. Opportunities lie in the areas of GPS based

51

taxis, BPO operations, Logistics operations and Transport Information System can be a huge

differentiator. To overcome challenges Broad portfolios and PMPs, Off- board opportunity,

Multi-tier regional channels and education, Numerous offices to cover vast country, Multiple

languages, Map updates and Price points are factors that need proper consideration.

(Ref: Emerging Opportunities in India, Daryl Chiam, Analyst, The Canalys Forum 2008,

Retrieved on 20th October, 2008)

Mobile data applications have been changing lives of some people in the rural areas.

With the advent of m-commerce, mobile telephone is a preferred means of tracking trucks. It has

also led to a wide variety of applications to be developed and entry into the market. VAS has

become an inevitable growth path for operators. Service providers have not been able to leverage

this exponential growth because of the differential pricing model within this premium content.

(Ref: India-the Awakening of M-Commerce, Banerjee and Lenon, Global Experiences and

Perspectives, Idea Group Publishing,2006, P 134.)

52

6. RESEARCH METHODOLOGY
UNIVERSE OF STUDY

The universe of study in this research is the Business-to-Customer (B2C) sector of

navigational devices and satellite navigation systems. We have concentrated and focused on

three new segments and one existing market for this research. The existing market is the Satnav

and Nokia users and the new segments are the Youth, Working Professionals and the

Vacationing Families. We have selected a sample size of 100 for the three new segments and a

sample size of 50 for the existing market.

AREA OF STUDY

This is a marketing research project conducted on the basis of market research and

analysis.

PARAMETERS OF STUDY

1. Travelling trends

2. Awareness of navigation devices

3. Choice of customers

4. Challenges in using navigation devices

5. Services preferred

6. Common service providers

7. Awareness of LBS

8. Awareness and use of VAS

9. Willingness to pay

53

7. HYPOTHESIS TESTING
YOUTH: HYPOTHESIS 1

H0: There is no relationship between Age and Familiarity of personal GPS satellite

navigation systems

H1: There is relationship between Age and Familiarity of personal GPS satellite navigation

systems

N = 100 α = 0.05

Familiarity of personal GPS satellite navigation systems

I already own I had not heard of I have heard of Familiarity of
a satellite satellite navigation satellite navigation, personal GPS
Total
navigation before today but I am not very satellite navigation

system familiar with it systems

AGE 1 %Count 1 3 15 12 31

2 %Count 3 2 21 10 36

3 %Count 5 2 8 18 33

Total %Count 9 7 44 40 100

Chi-Square Tests

Value df Asymp. Sig. (2-
sided)

Pearson Chi-Square 10.867 6 .093

Since the p-value > 0.05 the null hypothesis is rejected.

We can say that there is relationship between the age of the youth and their familiarity of

personal GPS satellite navigation systems.

54

YOUTH: HYPOTHESIS 2

H0: There is no relationship between gender and familiarity of personal GPS navigation

systems

H1: There is a relationship between gender and familiarity of personal GPS navigation

systems

N = 100 α = 0.05


I already own a I understand I had not heard I have heard of Total

satellite what satellite of satellite satellite

navigation navigation can navigation navigation, but I

system do, but do not before today am not very

own a system familiar with it

GENDER F %Count 5 9 4 20 38

M %Count 4 31 3 24 62

Total %Count 9 40 7 44 100

Chi-Square Tests


sided)


Since the p-value > 0.05 the null hypothesis is rejected.

Therefore there is relationship between gender and familiarity of personal GPS satellite

navigation systems.

55

WORKING PROFESSIONALS: HYPOTHESIS 1


navigation systems


systems

N = 100 α = 0.05



Total


AGE 1 %Count 8 6 47 25 86

2 %Count 1 1 6 5 13

3 %Count 0 0 1 0 1

Total %Count 9 7 54 30 100

Chi-Square Tests


sided)


Since the p-value < 0.05 we do not reject the null hypothesis.

Thus in the category of working professionals there is no relationship between age and

familiarity of personal GPS satellite navigation systems.

56

WORKING PROFESSIONALS: HYPOTHESIS 2


systems


systems

N = 100 α = 0.05








M %Count 7 3 31 17 58

Total %Count 9 7 54 30 100

Chi-Square Tests


sided)


Since the p-value > 0.05 we reject the null hypothesis.

There is a relationship between gender and familiarity in this sector.

57

VACATIONING FAMILIES: HYPOTHESIS 1


navigation systems


systems

N = 100 α = 0.05



Total


AGE 1 %Count 1 0 3 2 6

2 %Count 4 2 18 5 29

3 %Count 6 0 17 6 29
4
%Count 2 1 9 9 21
5
%Count 1 3 4 7 15

Total %Count 14 6 51 29 100

Chi-Square Tests


sided)


Since p-value < 0.05 we do not reject the null hypothesis.

There is no relationship between age and familiarity of personal GPS satellite navigation

systems.

58

VACATIONING FAMILIES: HYPOTHESIS 2


systems


systems

N = 100 α = 0.05








M %Count 7 6 31 15 59

Total %Count 14 6 51 29 100

Chi-Square Tests


sided)


Since p-value < 0.05 we do not reject the null hypothesis.

There is no relationship between gender and familiarity of personal GPS satellite

navigation systems.

59

SATNAV AND NOKIA: HYPOTHESIS

H0: There is no relationship between the currently used devices and the reason to purchase

such a device

H1: There is a relationship between the currently used devices and the reason to purchase

such a device

N = 50 α = 0.05

"What made you purchase such a device?

Popularity of Exceptional Specific User friendly Cost Total
SatNav or Nokia Features offers applications

Which of SatNav PND for cars %Count 5 5 2 1 1 14
the SatNav PDA with %Count 1 3 6 3 0 13
followin navigation
g are you SatNav Mobile Phone %Count 0 4 1 1 2 8
using with navigation
currently Nokia navigator %Count 3 4 4 3 1 15
?

Total %Count 9 16 13 8 4 50

Chi-Square Tests


sided)


Since the p-value > 0.05 we reject the null hypothesis.

In this existing market of Satnav and Nokia there is a relationship between the devices

used and the reason behind purchasing it.

60

8. ANALYSIS OF DATA
1. No. of Mobile Phones owned

80

70

60

50

40

30

20

10

0
NONE ONE TWO THREE OR MORE

YOUTH WORKING PROFESSIONALS VACATIONING FAMILIES

Figure 24: NO OF MOBILE PHONES OWNED

The concentration at the center shows that most of the respondents own at least one

mobile phone whereas a major chunk also owns a second device. Although the vacationing

families are single mobile phone users they definitely are the maximum users of a second phone.

The reason behind this can be the more number of users in a single family. The increasing

popularity of mobile phones in India can be justified by the fact that more than 95% of the youth

own either one or two mobile phones. Also there in hardly anyone who do not own such a

device. Every single person now owns a mobile phone as it has become a daily need for

developing India.

61

2. Make of Mobile Phone

PHONE 1 PHONE 2

Others Others

RIM RIM

Blackberry Blackberry

hTC hTC

LG LG

Samsung Samsung

Sony Ericsson Sony Ericsson

Motorola Motorola

Nokia Nokia

0 20 40 60 0 5 10 15

VACATIONING FAMILIES VACATIONING FAMILIES
WORKING PROFESSIONALS WORKING PROFESSIONALS
YOUTH YOUTH

Figure 25: MAKE OF MOBILE PHONE

This comparison shows the maker of mobile phone for all the three segments. Nokia has

and is always the most preferred mobile phone in India. The high number of responses stating

the ownership of Nokia phones proves their market leadership. This is due to the increasing

number of models and the early inception into the Indian market. Although Motorola was among

the early inceptors the initial lack of innovation has kept them lagging behind Nokia. But the

increasing number of models and recent advanced technology has made Motorola favorable. The

late inceptions of the other brands have made them only a second choice. The latest technology

62

in mobiles like Blackberry and hTC has made them very common as they can be used as PDAs

and navigation devices and the youth has diverted from Nokia when a second phone demands.

3. Service Providers

PHONE 1 PHONE 2

Other Other

Spice Spice

Idea Idea

Indicom Indicom

BSNL BSNL

Vodafone Vodafone

Reliance Reliance

Airtel Airtel

0 10 20 30 40 50 0 5 10 15

YOUTH YOUTH

Figure 26: SERVICE PROVIDERS

The huge number of service providers in India shows the increasing popularity of mobile

phones and their services. Airtel is the most liked and used by all the three segments. Vodafone

and Reliance are also in lot of demand. The reason behind them can be easy availability, good

network, low cost and high number of Value Added Services. The huge promotion and cut-throat

competition between these service providers have evenly distributed the market. Although BSNL

and Reliance is a liking of the families of India they need to improve on the services provided to

63

compete with the top parties. Their late inception has kept them behind but they have enough

potential to match the others.

4. Tariff

PHONE 1 PHONE 2
80 35

70 30
60
25
50
20
40
15
30
10
20

10 5

0 0
PREPAID POSTPAID PREPAID POSTPAID

YOUTH YOUTH

Figure 27: TARIFF

The Youth segment uses more of prepaid tariff whereas the Working professionals and

the Vacationing families prefer the postpaid tariff. The major reason behind this can be monetary

constraints. Since the youth have limited funds they prefer the prepaid services more than

postpaid services. Overall we can say the distribution is quite even and there is not much

variation between prepaid and postpaid tariff.

64

5. Travel Modes

80

70

60

50

40

30

20

10

0
Flight Car Motorbike Bus Train/Tram Auto Bicycle Walk


Figure 28: TRAVEL MODES

This graph shows the daily travel modes of the three segments of study in the B2C sector.

This distribution shows a central tendency where the most common travel modes prove to be

Bus, Motorbike and Train/Tram. This is due to the abundance of public vehicles. Car is

becoming a modern means of travelling with the increasing number of working professionals.

The vacationing families prefer using the flights for a major part of their vacationing due to time

constraints and tight schedule. There is still a portion of urban India who prefer walking and

cycling. Autos are common only in few cities where there is lesser availability of trains or buses.

But the increasing number of private vehicle owners gives an opportunity for navigational maps

through in-dash GPS and navigational devices.

65

6. Frequency of Traffic in daily life

60

50

40

30

20

10

0
Every time I At least once a At least once a At least once a A few times each Never
travel day week month year


Figure 29: FREQUENCY OF TRAFFIC IN DAILY LIFE

This distribution shows how often an individual gets stuck in traffic jams in the

developing urban India. The tendency shows that the majority faces traffic issues at least once a

day and many of them face such issues every time they travel. This shows that traffic is a grave

issue today. This disruption of daily life due to traffic can be easily addressed by inception of

navigational devices and traffic alerts through VAS through service providers.

66

7. Familiarity of personal GPS satellite navigation systems

60

50

40

30

20

10

0
I already own a satellite I understand what I have heard of satellite I had not heard of
navigation system satellite navigation can navigation, but I am not satellite navigation before
do, but do not own a very familiar with it today
system

YOUTH WORKING PROFESSIONAL VACATIONING FAMILIES

Figure 30: FAMILIARITY OF PERSONAL GPS SATELLITE NAVIGATION SYSTEMS

Satellite navigation is no more a topic of wow! Most people are familiar with the term

and know what it is all about. It is just that they are not very familiar with the functions. This is

because the concept is still in the early stages and not many people actually own a satellite

navigation system. It is still more familiar among the technology savvy and there are many who

understand it very well but so not own a system. Overall we can say that segment is quite aware

and familiar with satellite navigation systems.

67

MBA Internship report - Customer Awareness and Market potential of geographic map data - B2C

MBA Internship report - Customer Awareness and Market potential of geographic map data - B2C

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MBA Internship report - Customer Awareness and Market potential of geographic map data - B2C