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Transcript of MBA Internship report - Customer Awareness and Market potential of geographic map data - B2C
AWARENESS AND MARKET POTENTIAL
OF GEOGRAPHIC MAP DATA IN B2C SECTOR
in MAGNASOFT CONSULTING INDIA PVT. LTD.
BHAVAN-MARSHALL MBA PROGRAMME
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
1
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
3
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.
Figure 3: MAGNASOFT QUALITY STRUCTURE
Policies
Processes,
Procedures &
Standards
Process Guides
Resuable Assets
Training Material
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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
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
Figure 4: ISO CERTIFICATION
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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.
15
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.
25
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.
34
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
Figure 23: ORGANIZATION STRUCTURE
Board of Directors
CEO
Content Product
Engineering
GM – Mapping Solutions
Head - Base Map Creation
Head – Survey
Software Product
Engineering
Sr Architect –Automotive
Sr Architect –Telecom
Manager – User Interface
Product Management
Head – Product Planning
Marketing + Sales
Head –Marketing
Brand Manager
Business Manager
Human Resources
Head – Human Resources
FinanceSenior
Manager –Finance
LegalManager –
Legal
Admin + Facilities
Senior Manager –Facilities
IT Infrastructure
Manager – IT Infrastructure
Advisory Board
Technology Advisor
Management Advisor
36
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
37
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.
38
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
40
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
41
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
42
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
43
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.
44
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
45
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,
46
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
47
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
48
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.
49
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
50
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 29th 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
51
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 20th 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
52
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.)
53
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
54
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
a satellite
navigation
system
I had not heard of
satellite navigation
before today
I have heard of
satellite navigation,
but I am not very
familiar with it
Familiarity of
personal GPS
satellite navigation
systems
Total
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.
55
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
Familiarity of personal GPS satellite navigation systems
I already own a
satellite
navigation
system
I understand
what satellite
navigation can
do, but do not
own a system
I had not heard
of satellite
navigation
before today
I have heard of
satellite
navigation, but I
am not very
familiar with it
Total
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
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 7.383 3 .061
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.
56
WORKING PROFESSIONALS: 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
a satellite
navigation
system
I had not heard of
satellite navigation
before today
I have heard of
satellite navigation,
but I am not very
familiar with it
Familiarity of
personal GPS
satellite navigation
systems
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
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 1.384 6 .04
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.
57
WORKING PROFESSIONALS: 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
Familiarity of personal GPS satellite navigation systems
I already own a
satellite
navigation
system
I understand
what satellite
navigation can
do, but do not
own a system
I had not heard
of satellite
navigation
before today
I have heard of
satellite
navigation, but I
am not very
familiar with it
Total
GENDER F %Count 2 4 23 13 42
M %Count 7 3 31 17 58
Total %Count 9 7 54 30 100
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 2.134 3 .545
Since the p-value > 0.05 we reject the null hypothesis.
There is a relationship between gender and familiarity in this sector.
58
VACATIONING FAMILIES: 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
a satellite
navigation
system
I had not heard of
satellite navigation
before today
I have heard of
satellite navigation,
but I am not very
familiar with it
Familiarity of
personal GPS
satellite navigation
systems
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
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 17.087 12 .0146
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.
59
VACATIONING FAMILIES: 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
Familiarity of personal GPS satellite navigation systems
I already own a
satellite
navigation
system
I understand
what satellite
navigation can
do, but do not
own a system
I had not heard
of satellite
navigation
before today
I have heard of
satellite
navigation, but I
am not very
familiar with it
Total
GENDER F %Count 7 0 20 14 41
M %Count 7 6 31 15 59
Total %Count 14 6 51 29 100
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 5.340 3 .0149
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.
60
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
SatNav or Nokia
Exceptional
Features
Specific
offers
User friendly
applications
Cost Total
Which of
the
followin
g are you
using
currently
?
SatNav PND for cars %Count 5 5 2 1 1 14
SatNav PDA with
navigation
%Count 1 3 6 3 0 13
SatNav Mobile Phone
with navigation
%Count 0 4 1 1 2 8
Nokia navigator %Count 3 4 4 3 1 15
Total %Count 9 16 13 8 4 50
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 14.622 12 .263
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.
61
8. ANALYSIS OF DATA
1. No. of Mobile Phones owned
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.
0
10
20
30
40
50
60
70
80
NONE ONE TWO THREE OR MORE
YOUTH WORKING PROFESSIONALS VACATIONING FAMILIES
62
2. Make of Mobile Phone
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
0 20 40 60
Nokia
Motorola
Sony Ericsson
Samsung
LG
hTC
Blackberry
RIM
Others
PHONE 1
VACATIONING FAMILIES
WORKING PROFESSIONALS
YOUTH
0 5 10 15
Nokia
Motorola
Sony Ericsson
Samsung
LG
hTC
Blackberry
RIM
Others
PHONE 2
VACATIONING FAMILIES
WORKING PROFESSIONALS
YOUTH
63
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
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
0 10 20 30 40 50
Airtel
Reliance
Vodafone
BSNL
Indicom
Idea
Spice
Other
PHONE 1
VACATIONING FAMILIES
WORKING PROFESSIONALS
YOUTH
0 5 10 15
Airtel
Reliance
Vodafone
BSNL
Indicom
Idea
Spice
Other
PHONE 2
VACATIONING FAMILIES
WORKING PROFESSIONALS
YOUTH
64
compete with the top parties. Their late inception has kept them behind but they have enough
potential to match the others.
4. Tariff
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.
0
10
20
30
40
50
60
70
80
PREPAID POSTPAID
PHONE 1
YOUTH
WORKING PROFESSIONALS
VACATIONING FAMILIES
0
5
10
15
20
25
30
35
PREPAID POSTPAID
PHONE 2
YOUTH
WORKING PROFESSIONALS
VACATIONING FAMILIES
65
5. Travel Modes
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.
0
10
20
30
40
50
60
70
80
Flight Car Motorbike Bus Train/Tram Auto Bicycle Walk
YOUTH WORKING PROFESSIONALS VACATIONING FAMILIES
66
6. Frequency of Traffic in daily life
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.
0
10
20
30
40
50
60
Every time I travel
At least once a day
At least once a week
At least once a month
A few times each year
Never
YOUTH WORKING PROFESSIONALS VACATIONING FAMILIES
67
7. Familiarity of personal GPS satellite navigation systems
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.
0
10
20
30
40
50
60
I already own a satellite navigation system
I understand what satellite navigation can do, but do not own a
system
I have heard of satellite navigation, but I am not
very familiar with it
I had not heard of satellite navigation before
today
YOUTH WORKING PROFESSIONAL VACATIONING FAMILIES
68
8. How does a navigation device help the Youth?
Figure 31: USEFULNESS OF NAVIGATION TO THE YOUTH
This distribution gives a brief about the benefits of a navigation device for the youth
segment. As we know the youth is the most aware of such systems they are also aware of the
probable usefulness of such devices. They strongly agree that traffic updates in and outside the
city is one of biggest helps a navigational device can provide. The remaining benefits are mostly
agreed upon by the youth segment. There is hardly any where they have disagreed upon. Thus
these benefits impart the business opportunities that can be considered.
Locate my family, friends and myself (security)
Provide contact information on security services (police station, fire brigade etc.)
Provide locations of medical emergency services (hospitals, medical stores etc.)
Provide job related information (full time, part time)
Provide route information (shortest distance, traffic less routes etc.)
Provide traffic update in and outside the city
Locate restaurants, pubs and other places of interest
Provide information on latest events in the city
0 10 20 30 40 50 60 70
YOUTH
Strongly Agree Agree Neutral Disagree Strongly Disagree
69
9. How does a navigation device help the Working Professionals?
Figure 32: USEFULNESS OF NAVIGATION DEVICES TO THE WORKING PROFESSIONALS
This distribution is very evenly spread without any central tendency or deviation towards
a particular type of agreement. We can easily see that most of the options are equally “strongly
agreed”, “agreed” and “strongly disagreed” upon. Thus we cannot say which of the benefits are
really potent to work on. A business opportunity cannot be identified in such a distribution. We
0 10 20 30 40 50
Locate my family, friends and myself (security)
Provide contact information on security services (police station, fire brigade etc.)
Provide locations of medical emergency services (hospitals, medical stores etc.)
Provide route information (shortest distance, traffic less routes etc.)
Provide traffic update in and outside the city
Provide location of fuel stations
Provide information on cost of fuel in various fuel stations
Provide location of automobile dealers along with their service centers
Provide location of banks, insurance companies and one-stop bill payment centers
Provide information on house rental agencies
Provide location of furniture stores based on requirement
Provide location of electronic appliance stores (refrigerator, washing machine, TV, computer/laptop, mobile phones etc)
Provide location of LPG providers
Locate restaurants, pubs, theatres, shopping malls and other places of interest
Provide information on latest events in the city
WORKING PROFESSIONALS
Strongly Agree Agree Neutral Disagree Strongly Disagree
70
can just say that better awareness and more familiarity of the navigational devices will lead to
more agreement with the benefits associated with these devices.
10. How does a navigation device help the Vacationing Families?
Figure 33: USEFULNESS OF NAVIGATION DEVICES TO THE VACATIONING FAMILIES
0 20 40 60 80
Provide contact information on security services (police station, fire brigade etc.)
Provide locations of medical emergency services (hospitals, medical stores etc.)
Provide route information (shortest distance, traffic less routes etc.)
Provide traffic update in and outside the city
Provide location of fuel stations
Provide information on cost of fuel in various fuel stations
Provide location of ATMs/banks at holiday destinations
Provide information on seat availability and ticket price in flights, trains, buses
Provide services related to ticket booking in flights, trains, buses
Provide information on car rental agencies at holiday destination
Route information in holiday destination in foreign cities or countries
Provide location of hotels, restaurants, spas etc. in holiday destination
Provide location/information of tourism companies
Provide location/information on tourist spots (historical place, theme parks, museums etc.)
Provide topographical information (hills, rivers, lakes etc.)
Provide information on agencies taking care of outdoor activities (scuba diving, para-gliding, boating, mountaineering etc.)
Provide information on child/parent care or security services at home before/during vacations
Provide information on house-keeping services at home (both full time/part time)
Provide information on home delivery services at home (food, grocery, laundry etc.)
VACATIONING FAMILIES
Strongly Agree Agree Neutral Disagree Strongly Disagree
71
This distribution is different from the rest as most of the respondents in this segment are
aware of the benefits of the navigational devices and agree with us. There are some who strongly
agree while there are some who are just neutral about it. The probable reason behind this can be
more members in family where someone or the other is knowledgeable of such systems. There
lies a huge potential market in this segment and should be carefully analyzed and taken care of.
11. Familiarity of Smart Mobiles-Youth (Inner Ring), Working
Professionals (Middle Ring), Vacationing Families (Outer Ring)
Figure 34: FAMILIARITY OF SMART MOBILES
Smart mobiles have been in the market for quite some time and people have started
owning such a device. There are many who are not aware of the term smart mobile because they
are unable to distinguish between different types of mobile phones. The youth is more willing to
buy a smart mobile because it is cheaper than a PND and is easily available in wide range of
14%
16%
18%
40%
6%6%
1%
24%
30%1%
27%
17%
1%
34%
21%
11%
20%
13%
SMART MOBILE
No idea
I have heard but do not know what it is
I know about it but do not have
I know about it and would like to own it
I know about it and would not like to own it
Already have
72
models. Still there are few people who think that they do not need a smart mobile and may prefer
a PDA or a PND instead. Eventually we can see the market here within the youth segment.
12. Familiarity of PNDs - Youth (Inner Ring), Working
Professionals (Middle Ring), Vacationing Families (Outer Ring)
Figure 35: FAMILIARITY OF PNDs
This doughnut chart shows the familiarity of PNDs among all the three segments. This
shows that in all these segments a major portion has heard about PNDs but do not know exactly
what it is. A huge chunk of the youth and vacationing families segment would like to own such a
device and there a small portion that already owns a PND. Thus we can say that the vacationing
families segment has opened the doors for PNDs as it has become a style statement when they
are out vacationing.
21%
19%
15%
26%
16%3%
2%
52%
22%
1%
19%
4%
5%
34%
11%
24%
23%
3%
PND
No idea
I have heard but do not know what it is
I know about it but do not have
I know about it and would like to own it
I know about it and would not like to own it
Already have
73
13. Challenges of Smart Mobiles - Youth (Inner Ring), Working
Professionals (Middle Ring), Vacationing Families (Outer Ring)
Figure 36: CHALLENGES OF SMART MOBILES
The majorities of the respondents do not own a smart mobile and hence are unaware of
the challenges of a smart mobile. While the remaining have addressed map updates to be major
challenge. A low point of interest is also a major factor which needs to be taken care of. Cost has
not been such a significant issue so far. Probably these factors have led to fewer owners of smart
mobiles.
1%7%8%
6%
10%
68%
19%
25%
3%22%
13%
18%
17%
29%
10%
15%
3%
26%
SMART MOBILE
Slow
Low points of interest
Low battery life
Map not up to date
Cost
Do not own one
74
14. Challenges of PNDs - Youth (Inner Ring), Working
Professionals (Middle Ring), Vacationing Families (Outer Ring)
Figure 37: CHALLENGES OF PNDs
Same as smart mobiles there are few owners of PNDs. Speed is an issue here. Low points
of interest and old maps do not help the owners much. These issues have led to lesser
acceptability of PNDs on India. Smart mobiles are more common. PNDs need to more innovate
and get rid of the above issues to serve the customers better.
2%5%6%
4%
15%
68%
16%
15%
11%
23%
21%
14%16%
26%
9%14%
5%
30%
PND
Slow
Low points of interest
Low battery life
Map not up to date
Cost
Do not own one
75
15. Willingness to Pay for Smart Mobiles - Youth (Inner Ring),
Working Professionals (Middle Ring), Vacationing Families (Outer
Ring)
Figure 38: WILLINGNESS TO PAY FOR SMART MOBILES
Majority of respondents are willing to pay from Rs. 5,000 - 15,000. The youth is mostly
ready to pay between Rs. 5,000 – 10,000 because of monetary constraints. But as the income
level increases we see that people are willing to pay more for such a device.
58%
35%
5%2%0%10%
66%
0%1%
23%
40%
50%
0%0%10%
SMART MOBILE
5,000-10,000
10,000-15,000
15,000-20,000
20,000-25,000
More than 25,000
76
16. Willingness to Pay for PNDs - Youth (Inner Ring), Working
Professionals (Middle Ring), Vacationing Families (Outer Ring)
Figure 39: WILLINGNESS TO PAY FOR PNDs
Majority of respondents are willing to pay from Rs. 5,000 - 15,000. The youth is mostly
ready to pay between Rs. 5,000 – 10,000 because of monetary constraints. But as the income
level increases we see that people are willing to pay more for such a device.
55%33%
10% 2%0%
36%
48%
0%2%
14% 26%
63%
0%2%
9%
PND
5,000-10,000
10,000-15,000
15,000-20,000
20,000-25,000
More than 25,000
77
17. Currently used navigation devices of Satnav and Nokia
Figure 40: CURRENTLY USED DEVICES OF SATNAV AND NOKIA
This pie-chart shows an even distribution of users of these navigation devices. The
majority of them use a Nokia navigator. Satnav PND for cars is also quite famous and readily
used by our respondents. Overall we can say that a market exists for navigational devices and
geographic map data in India although it is still in the growth stage.
28%
26%16%
30%
SatNav PND for cars SatNav PDA with navigation
SatNav Mobile Phone with navigation Nokia navigator
78
18. What was the reason/(s) for choosing such a device?
Figure 41: REASON FOR CHOOSING A DEVICE
From this distribution we can see that Satnav and Nokia Navigational devices are
generally used by the tech savvy that crave to try out new gadgets and want to become early
users of such devices. These devices have become a status symbol in today‟s world. There are
quite who have been using such devices to overcome the challenges faced by them while on
travel.
0 5 10 15 20 25 30
The status of owning such a device
New gadget to try out
Any specific event
To be an early user to new technology
Challenges faced while on travel e.g. traffic
NO. OF RESPONDENTS
79
19. Where did you get the information about such a device?
Figure 42: INFORMATION ABOUT A DEVICE
Since we know that the early users of such devices have been the tech savvy, it is quite
evident that such information is readily available in IT magazines. Although such information is
available due to the intense advertisements people have got information from different sources.
0 2 4 6 8 10 12 14
Internet search
IT magazines
Newspapers
TV advertisements
Friends
Advertisements in stores
Search in Retails outlets
NO. OF RESPONDENTS
80
20. What made you purchase such a device?
Figure 43: REASON TO PURCHASE A DEVICE
Exceptional features, special offers, popularity of Satnav and Nokia and user friendly
applications are some of the key reasons for a person to buy such devices. The exceptional
features of such devices have been the most important reason for a person to buy a Nokia or
Satnav device.
0
2
4
6
8
10
12
14
16
18
Popularity of SatNav or Nokia
Exceptional Features Specific offers User friendly applications
Cost
NO. OF RESPONDENTS
81
21. What are the advantages of the current device/service you use?
Figure 44: ADVANTAGES OF CURRENT DEVICES USED
Most of the features of these devices are evenly used by the current users and have become
advantageous to them. There is immense potential for the GPS market and the VAS provided by
the network service providers. Compatibility issues are taken care of well.
24%
40%
30%
6%
PND for cars
More points of interest
Affordable price
Navigation is simple
Track cars through GPS
80%
20%
PDA with navigation
Compatible with windows mobile navigation software
Windshield suction cup holder
20%
28%28%
24%
Mobile Phone with navigation (ASUS, iMate)
High performance GPS navigation
One India integrated map
Huge no. of cities with turn-by-turn direction
Detailed National/State highway network (several POIs)
34%
44%
22%
Nokia NavigatorIntegrated GPS, A-GPS, OMA, SUPL and 3GPP assistance
Compass for pedestrian usage
Value added services provided by network service providers e.g. Airtel, Reliance, Vodaphone
82
22. What current challenges are you facing in using such a
device?
Figure 45: CURRENT CHALLENGES
There are many challenges faced by the current users. Cost is major issue. They are not
getting enough services for the price they are paying. Updating of maps and less featured maps
have become an issue. Because of slow network speed the downloading of maps is horrendous.
Due to update and regulatory issues there are low points of interests and the entire city area is not
covered. Licensing is poor because of many regulatory problems. Overall these are the common
challenges that are faced all over and if taken care of can lead to excellent service.
0 2 4 6 8 10 12 14 16 18
Licensing of maps
All devices do not come with full featured maps
Downloading maps
Cost
Low points of interest
Updating of maps
Network problem
NO. OF RESPONDENTS
83
9. RECOMMENDATIONS
Taking into consideration the above research outcomes the following recommendations are given
for a successful business by Magnasoft:
Tie-ups with handset manufacturer, Nokia and service providers, Airtel and Vodafone for
a greater reach into the customer base as these are the market leaders.
More focus on stable segments of working professionals and vacationing families with
customized features and services.
As television, internet and tech magazines are more preferred by this sector,
advertisements in them will create greater awareness.
More traffic management and route planning services should be provided.
More focus on PNDs should be provided.
The products and services should have higher and detailed area coverage with maximum
points of interest.
Products should have exceptional features as the existing market purchases such devices
for such features.
84
10. CONCLUSION
The Indian GIS market is growing but is presently still in its inception stage. The B2C
sector with its diversity of needs and challenges is a potential market. The Indian customers want
high points of interest, regular updates and exceptional features. Diversity though exists, cost is
not a constraint. The research shows that mobile phones are an indispensible asset to every
Indian. The perception towards GIS is positive and is considered valuable.
Success of GIS and related services depend on what benefits it provides and how
dependable a device is. Proper marketing channels, product innovation, value propositions and
an „Indianized‟ presentation catering to specific key advantages will go a long way to boost
success.
85
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86
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12. APPENDIX
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