ANS - 1

Lava Mobiles

Lava International Ltd is an Indian mobile handset company with its headquarters
in Noida, New Delhi and regional offices across India. Lava's product portfolio
includes smartphones, tablets, feature phones and IT accessories. Lava Mobiles
was co-founded by Hari Om Rai, Sunil Bhalla, Shailendra Nath Rai and Vishal
Sehgal in 2009.
In 2012, microchip maker Intel tied up with Lava International to announce the
first Intel powered smart phone under a new brand name XOLO, in India. It is also
in 2012 that LAVA also entered the tablet business with E-Tab Z7H. In 2014, Lava
launched its flagship Iris Pro 30 smartphone, the first one in the Iris Pro series.
Lava Iris X1 was among the first smartphones running Android Kitkat in India. In
December 2014, the company launched its first Windows Phone smartphone, Iris
Win1.
For designing and developing its wide range of products, the company has a
complete in-house R&D set-up in China. This facility has produced phones such as
Lava Iris Pro 30 as well as the Fusion App which is currently available on the
Google play store. Mr. Hari Om Rai )- India is the second largest mobile handset
market in the world after China and is poised to become an even larger market with
unit shipment of 208.4 million in 2016 at a compound annual growth rate (CAGR)
of 11.8 per cent from 2010 to 2016 (Source: Research & Markets). The mature
Indian mobile consumers increasing preference for high-end handsets and the
younger demographics desire to use mobile Web 2.0 technologies could see the
market revenues soar to INR 350.05 billion in 2016. With end users need for
converged devices and original equipment manufacturers (OEMs) increased
adoption of Android, the mobile handset-Smartphone combination is emerging as
the future growth engine of the telecom industry. The next wave of consumer
demand will come from the mid-level smart phones priced below Rs 12,000. This
category is expected to clock 60 million units and Rs 370 billion by value by the

end of FY 2014-15, with a healthy growth of 22% over FY 13-14 in terms of value
and 14% in terms of volume.
On the revenue side, Lava has big plans for the Indian market. We ended FY13-14
with business worth Rs. 29,000 million and are targeting Rs. 60,000 million for the
current FY.

Micromax Mobile

Micromax is an Indian consumer Electronics Company headquartered

in Gurgaon, Haryana, India. Micromax started as an IT software company in 2000
and worked on embedded platforms. It entered the mobile handset business, and
became one of the largest Indian domestic mobile handsets company operating in
low cost feature phone segments by 2010. As of Q3 2014, Micromax is the tenth
largest Smartphone vendor in the world.
In 2011, Micromax entered the tablet market with the Funbook series. Micromax
launched its first Octa Core flagship smartphone named as Canvas Knight A350,
under the tagline 'Can be Furiously Fast' in January 2014 in Russia. In 2014,
Micromax launched its Android One smartphone known as Canvas A1. In
November 2014, Micromax partnered with Cyanogen Inc. to provide Cyanogenbased smartphones in India, under the brand name YU. The first mobile under the
brand YU is Yureka, which is a 4G device and running on the Cyanogen OS 11,
modified version of Android KitKat 4.4.4. YU Yureka has created a record time for
Lightning Sales, 15000 Units sold within 3 seconds. Most of the flash sales of YU
Yureka is finished within first 34 seconds. Micromax has released a new phone in
canvas series named Canvas HUE which has a HD AMOLED Screen at a very low
price of Rs. 10,999. In 2015, Micromax launched Micromax Selfie, targeted on
peoples who love to take selfies which consists of 13 MP Camera on both the rear
and front.
While most of Micromax's smartphones are powered by the Android OS, the
company also markets smartphones which operate Microsoft's Windows Phone
8.1. An officialWindows Phone 8.1hardware partner, Micromax launched 2
Windows Phone handsets in June 2014, the Micromax Canvas Win W092 and
the Micromax Canvas Win W121, which are priced at 6500 and 9500
respectively. However, the Canvas Win W092 variant was soon discontinued and
only the Canvas Win W121 variant is currently being sold. The Canvas Win W121
directly competes with the Lumia 630, the Microsoft Lumia 535 and the XOLO
Win Q900s, as per price and the features. Until it was discontinued, the Canvas
Win W092 was the least expensive Windows Phone handset at the time.

Micromax forays into fitness space, launches fitness device

HealthYu and band YuFit
Micromax, which has fast been gaining market share with their
affordable smartphones has entered into the fitness devices
category with the launch of its HealthYu- a fitness handheld
device and YuFit- a wearable band. Both the devices are an
addition to Micromax's YU brand, which it launched last year
Micromax overtakes Samsung in India smartphone market Canalys research
Canalys said in its report published on Feb. 3 that Micromax
accounted for 22 percent of smartphone sales in India in the
October-December quarter, ahead of Samsung's 20 percent. In
total, 21.6 million smartphones were sold in India in the period, a
90 percent surge from a year earlier.

ANS 2
Airtel business - the new face of airtel B2B

Reiterates the commitment to empower businesses by

offering innovative solutions thus unleashing the potential
of human capital in all business segments
Offers end-to-end voice, data, video services, mobile data
applications, enterprise solutions
Underlines Airtels vision "to be the most loved brand by
enriching lives of millions"
New Delhi, April 17, 2012: Bharti Airtel, a leading global telecommunications
company with operations in 20 countries across Asia and Africa has refreshed its
B2B business as airtel business. With this new identity, airtel business reinforces
its commitment of delivering innovative business solutions and a superior brand
experience to all its large & small enterprises, government and carrier customers
across the globe.
airtel business aims at unleashing the human potential of any business by
providing enhanced empowerment to the employees through its wide array of
products and solutions creating more smiles per cubicle.
Announcing this, Sanjay Kapoor CEO, India & South Asia, Bharti Airtel said
- airtel business has always been a key element in the overall growth strategy of
Bharti Airtel. We own a state of the art national and international long distance
network infrastructure enabling us to provide connectivity services both within
India and connecting India to the world. We have moved from offering just Core
carriage to Managed & Cloud services in order to create value for our customers.
The new identity for B2B encapsulates this ethos and gives us an opportunity to
present a single, powerful & unified face to our customers, across the globe."

airtel business offers a wide portfolio of services that cater to the needs of
businesses across vertical including M&D, IT, ITES, Government, FMCG, BFSI
and Media .
airtel business offers network infrastructure, integration & management with a
combination of cutting edge global network infrastructure, technical skills and
world-class services through a consultative approach. With a global network of
225,000 Rkms covering 50 countries across 5 continents, airtel business has
established itself as one of the leading players in the B2B segment. A strong
customer base of 450 carriers and service providers around the world along with
the top 2000 Indian and MNC enterprises is a testimony to its commitment towards
superior customer service.The portfolio of MPLS and IP services helps its
customers in keeping mission critical applications running and in managing the
flow of information across the globe. The data center & managed services include
entire suite of managed hosting, storage, business continuity, data security & cloud
services.
Over the last 4-5 years, the company has invested over $500mn in next generation
cable systems. Its globe spanning submarine cable assets offer the necessary
diversity, increased redundancy and network resilience to the customers. These
investments support an integrated suite of world class global and local connectivity
solutions spanning voice and data, including IPLC, Ethernet, IP transit, managed
MPLS services, voice termination services and carrier outsourcing solutions.
airtel buisness also offers digital media services, a centralized online media
management and distribution platform akin to a media exchange linking all the
content owners, production facilities and screens enabling them to store , forward,
share & trade multi versions of produced content to multiple platforms across the
globe.

airtel would strive to conduct its business in a manner that reflects its vision and
brand essence. As the sourcing base expands, airtel will only do business with

partners who are committed to a long term relationship focusing on mutual growth
and trust. All Partners are responsible for making sure that airtel's vision and brand
essence is adhered to when subcontracting any portion of their obligations.
Partners are individually responsible for ensuring that their employees understand
airtel's vision and brand essence.
regulatory compliance
All Partners of airtel must operate within the bounds of all applicable laws. They
must also adhere to the governing standards of the country and international
countries in which they conduct business. If at anytime a Partner ceases to meet
any statutory and/or other requirement of the country in which they are doing
business, airtel reserves the right to immediately cancel all its outstanding orders
with that Partner as well as terminate its agreement with the Partner.
corporate citizenship
airtel believes in Corporate Citizenship. airtel is committed to protecting the
environment wherever it does business. As a responsible corporate citizen we will
favor those Partners who share our commitment to the community and the
environment, as well as those who conform to all local requirements regarding
environmental codes and guidelines.
corporate citizenship
All potential partners are required to undergo the registration process to be
considered for business with airtel. On successful completion, the partner would be
added to airtel's Supplier Base and a registration code would be provided. Only
registered partners would be considered for new business opportunities. The
registration code would be rendered inactive for partners not meeting the
requirements of the registration process. Once deactivated, partners would be
required to go through the registration process again.
number of partners and business share
All partners working with airtel would have a unique partner code and would be
applicable for all their business units globally. airtel would have a maximum of 6

to 8 partners registered for any product or service. RFP would be released to

registered partners only.
airtel at any point of time would release a contract to a maximum of 3 partners for
a product or service with a business share split of 60%, 30% and 10%. Incase 2
partners are contracted; the business share split would be 67% and 33%. Business
share would be primarily based on partner performance score card. airtel would
provide higher business share for partners who help it to improve its technology,
competitiveness and customer delight. In case where all criteria are similar the
decision would be based on the partner's dependence on airtel. Any deviation
would be approved at a level higher as per DOA. Single partner for a product or
service would be approved through a specific DOA.
reciprocity
airtel's goal is to buy products and services which have the best prices, quality,
delivery, and technology. airtel encourages partners to use its products for their
telecom requirements and would prefer partners endorsing bharti airtel products
where all criteria requirements are being met.
code of ethics
airtel expects the highest standards of integrity and conduct from its partners.
No gifts (other than advertising matter of modest values such as calendars and
diaries), or favors should be offered to an employee of airtel or to friends or family
of employees. Partners are expected to familiarize themselves with the airtel Code
of Conduct which is available in the Partner Manual or on request, in order to
avoid any ambiguity in this regard.
contracting
Supply Chain is solely responsible for selecting partners, obtaining quotations and
awarding purchase orders/contracts for products, equipment, software and/or
services. Direct discussions between the requesting organization and partner shall
be coordinated by the Supply Chain Department. airtel will issue a purchase order /
contract for all products and/or services to all partners. Work should not begin until
a formal purchase order/contract is received. Partner performing a service or

supplying products without the proper authorization would do so at its own cost
and risk.
confidentiality
airtel will treat information received from Partners in a responsible fashion, and
expects Partners to treat information received from airtel in the same manner.
Partners should not disclose bharti airtel as a customer, documentation received
from bharti airtel or release information about relationships with bharti airtel
without written consent (should such disclosures be legally required, bharti airtel
will not unreasonably withhold that permission, which must be obtained in
advance and in writing).
partner satisfaction
airtel would conduct an annual partner satisfaction survey and use it as an
important tool to continuously improve and further develop its internal and
external processes with partners. In order to obtain an unbiased feedback, the
survey would be conducted by an independent external agency.
partner awards
airtel recognizes consistent performance of its partners annually by presenting
performance awards. The awards would be primarily based on the partner
performance score card. Awards would be announced and presented during the
partners meets. Consistent & good performers would also be entitled to better share
of business and other benefits, as would be announced from time to time by bharti
airtel.
partner disengagement
airtel reserves the right to cancel all orders and/or contracts with a partner in cases
where there is an unethical practice used, code of conduct violation, partner
bankruptcy or insolvency, ownership transfer and/or any other reason deemed fit
for disengagement. airtel would follow a structured approach for disengagement to
ensure the smooth transitioning where separation becomes inevitable.
partner grievance

airtel's Partner grievance process ensures a Partner's ability to access airtel's

corporate assurance group and leadership to address concerns, grievances, or
complaints relating to the contracting award process for products or services, or in
general.
A Partner who believes that a contract award decision was not determined
appropriately must file a written grievance using the Partner Grievance form
stating facts and concerns. The completed form must be sent via e-mail to
central.scm@airtel.in
A Partner who has a general concern, grievance, or complaint must file a written
grievance using the Partner Grievance form stating facts and concerns. The
completed form must be sent to the supplier Ombudsperson at airtel via e-mail
Ombudsperson@airtel.in
partner manual
airtel releases a Partner manual outlining the partner engagement processes. All
partners are required to obtain a copy of the manual from airtel's supply chain team
and have it understood by all employees interacting with the airtel organization.

SECTION B
Asn 1

Honda launched the Brio-based Multi-purpose Vehicle (MPV) Mobilio in the

Indian market after the grand success of Amaze compact sedan. To say the least,
the success of Amaze had a major impact on Honda Mobilio and helped the utility
vehicle to achieve success in India. Spacious, aggressively priced, fuel efficient
and loaded with features, Honda Mobilio has been appreciated by both critics and
customers. Buoyed by the success of Honda Mobilio, Renault has launched its own
MPV, Lodgy, in the Indian market. Though it is still early days, many critics have
claimed that Lodgy can actually competition to Honda Mobilio. Lets take a look at
how these two models stack up against each other.
Though it is a robust and solid MPV, Renault Lodgy features a sleek-type design
characterised by pure lines, lean profiled rear lamps and wide headlamps. The
uniquely designed bumper and grille of Lodgy give it an exciting look. One of the
best things about Lodgy is that it can comfortably seat 7 or 8 people and is loaded
with a large number of features for convenience and comfort of passengers. The
interiors of this MPV are well designed, spacious and feature ergonomic seats. It
comes with climate control automatic air conditioning, 7-inch touchscreen
MediaNAV multimedia system and Eco mode to keep fuel consumption in control.
Performance enhancing features of this car include adaptive suspension system
with anti-roll bar and Ergodrive mode. Mechanically speaking, this car is fitted
with a 1.5-litre engine that is tuned to develop two levels of output, 108 BHP and
88 BHP.
Honda Mobilio is based on the Brio platform and features solid wing face front
chrome grille, eye catching headlamps, micro antenna, fog lamps, rear wiper with
washer, attractive rear combi lamps and electrically adjustable ORVM and
lightning bolt belt line. Interiors of this car come with 15.7 cm infotainment system
for listening to music, accessing information and navigation. It is available in both
diesel and petrol variants that are powered by 1.5-litre engines producing power
levels of 99 BHP and 117 BHP.

While Honda Mobilio seems to be a viable choice for consumers given its
excessive power levels, Renault Lodgy has a comfortable seating system and has
excellent solidity. Nothing can be said at the moment regarding Renault Lodgy
challenging Honda Mobilio in terms of sales but it surely is a worthy challenge for
the Japanese MPV.
Benefits of Trade Shows
Lower Cost Per Sale A trade show provides multiple buyers to interact with the
companies. This reduces the cost per sale instead of approaching buyers one by
one.
Publicity Of The Goods For the companies that cannot invest large sums of
money in mass publicity, trade shows enable them to market their products in front
of their buyers at a single place.
Time Saving Lots of valuable time is saved with trade shows, especially when
compared with setting individual appointments with suppliers. Furthermore these
trade shows take care of the buyers, enabling them to make quick purchasing
decisions between two products.
Access Trade shows also present opportunities to the sellers that are at a distance
from the market. For these companies, the buyers usually dont have easy access to
them because of the long distances, because they might be a third party vendor, or
because they do not typically need to speak to the client face to face. Trade shows
provide access to buyers in a way no other marketing strategy can.
Testing a new product in Market Trade shows offer a great platform for the
companies to introduce their new goods to the market, especially those for which
they are still establishing sales potential. Here they receive instant reviews from the
users.
Connect with attendees Attendees are in reality the active buyers who organize
the trade shows to establish contact with the sellers without wasting time in
assigning dates for meetings.
Gathering Market knowledge on Industry
Through trade shows, companies can gather market intelligence on their industry.
This will give them opportunities to learn about the competition and the market in
general. By observing the booths of their competitors and examining their

products, a company can obtain a better understanding of their position in the

market and how to compete against their competitors in a better way.

Section B
ANS 2

1. Well-defined targets
The key to effective content marketing is to be sharply focused. Its virtually
impossible to successfully market to everyone all at once, so instead you may find
it easier if you concentrate your efforts where you think you can move the needle
most.
Start by focusing your content efforts on just one customer segment at a time
the segment that includes your best customer. This customer should then serve
as the model for your target buyer persona.
2. A deep contextual understanding
Regardless of who your target buyers are, its going to be virtually impossible to
create content that resonates with them until you understand the unique context of
their situation. In addition to knowing who your buyers are, you need to understand
what they care about and what their path to making a purchase looks like. You also
need to get your head around which points throughout their buyer journey you
need to influence to drive conversions and move them through the sales funnel.
3. Clear conversion goals
Once you understand who your target buyers are, what they care about, and the
steps they take along their buyer journey, its time to figure out what actions you
want them to take as result of consuming your content.
Each of those actions is a conversion. As your ultimate marketing goal is
to convert your target buyers into paying customers, your content strategy should
be centered around a set of smaller conversion goals that will collectively help
propel them through the buyers journey. In addition to leading prospects toward
your desired destination, these smaller goals also serve as benchmarks that can
help you track and measure the performance of your content along the way.

4. Appropriate points of contact

Another important aspect of content marketing strategy is deciding how you
are going to initiate conversations with your target buyers, and get them to be
receptive to receiving your content offerings. For example, you can choose to
contact them directly through emails, phone calls, text messages, or tweets.
Alternately, they might make the first move by reaching out after discovering
your business through search engine queries, online forums, or
advertisements. Another option is to arrange for prospects to be contacted by
third parties such as their fellow consumers, friends, colleagues, or
industry analysts on your behalf.
5. A process for alignment
The next step in developing your content marketing strategy is to figure out how to
pull it all together i.e., how to align your contextual understanding of your
buyers and their journey with your conversion goals, the points of contact you are
going to use to deliver your content, and the actual content you are going to create.
6. The ability to scale
The last major point to consider when developing a content strategy is how to
tackle one of the biggest challenges many B2B content marketers say that they
face: producing enough content to satisfy their buyers appetite. The best way to do
so is by building a plan for repurposing, repackaging, and recycling the content
you create for ongoing use
Over the years, the Company has devoted significant resources towards our
research and development activities. The Company's research and development
activities focus on product development, environmental technologies and vehicle
safety. The Company's Engineering Research Centre, or ERC, established in 1966,
is one of the few in-house automotive research and development centers in India
recognized by the Government. ERC is integrated with all of the Tata Motors
Global Automotive Product Design and Development Centers in South Korea, Italy
and the United Kingdom. In addition to this, the Company leverages key
competencies through various engineering service suppliers and design teams of its
suppliers.
The Company has a state of the art crash test facility for passive safety
development towards meeting regulatory and consumer group test requirements
and evaluating occupant safety. The Company has a full vehicle level crash test

facility, sled test facility for simulating the crash environment on subsystems, a
pedestrian safety testing facility, a pendulum impact test facility for goods carrier
vehicles and other equipment & facilities to develop products that comply with
various safety norms. This facility is also supported with CAE Infrastructure to
simulate tests in digital environment. The Company has Transient Dynamometer
test beds, Mileage Accumulation chassis dynamometer and Emission labs are
available for futuristic engine development, State of the art Engine Noise Test Cell
facility & Transmission Control Units are being installed for better Powertrain
deployment. The Companyalso has a hemi-anechoic chamber testing facility for
developing vehicles with lower noise and vibration levels and an engine emission
and performance development facilities, to develop products meeting international
standards. The Company also has an eight poster road load simulator for vehicle
structural durability validation of M&HCV. Other key facilities include a full
vehicle environmental testing facility, heavy duty dynamometers and aggregate
endurance test rigs.
The Company's product design and development centers are equipped with
sophisticated hardware, software and other information technology infrastructure,
designed to create a digital product development and virtual testing and validation
environment, resulting in reduced of product development cycletime, improved
quality and provide ability to create multiple design options. These centers are
growing with increased vehicle development programs in breadth and depth of
technology. Rapid prototype development systems, testing cycle simulators,
advanced emission test laboratories and styling studios are also a part of our
product development infrastructure. The Company has aligned our end-to-end
digital product development objectives and infrastructure, with its business goals
and have made significant investments to enhance the capabilities especially in the
areas of product development through Computer Aided Design / Computer Aided
Manufacturing / Computer Aided Engineering / Knowledge Based Engineering /
Product Lifecycle Management and specific engineering review processes like
Digital Mockup (DMU). The Company's product lifecycle management system
provides vital processes, including manufacturing feasibility studies, for product
development In order to track various issues arising in vehicle design and
development processes, the Company has institutionalized 'issue tracking' work
flow based systems in various domains to manage them effectively.
The Company's research and development activities also focus on developing
vehicles running on alternative fuels, including CNG, liquefied petroleum gas, biodiesel and compressed air and electric cars. The Company is continuing to develop

green vehicles. The Company is pursuing alternative fuel options such as ethanol
blending for development of vehicles fuelled by hydrogen.
The Company is also pursuing various initiatives, such as the introduction of
Premium Lightweight Architecture (PLA), to enable its business to comply with
the existing and evolving emissions legislations in the developed world, which it
believes will be a key enabler of both reduction in CO2 and further efficiencies in
manufacturing and engineering.
Initiatives in the area of vehicle electronics for meeting ever increasing regulatory
requirement in the area of engine management systems, in-vehicle network
architecture and Multiplexed Wiring were successfully deployed on the Company
range of vehicle whereas certain technologies Electronic Stability programs,
Automated and Automatic transmission systems, telematics for communication and
tracking, anti-lock braking system intelligent transportation system are in the
process of various phases of deployment on future range of vehicles. Likewise this
could possibly be deployed on our future range of vehicles.Likewise, various new
technologies and systems that would improve safety, performance and emissions of
product range are being implemented in our passenger cars and commercial
vehicles.
The Company is developing and enterprise level vehicle diagnostics system for
achieving faster diagnostics of complex electronics in vehicles in order to provide
prompt service to customers. Furthermore the initiative in telematics has spanned
into a fleet management, driver information and navigation systems, and vehicle
tracking system using GNSS (Global NavigationSatellite Systems).
The Company established a wholly owned subsidiary, TMETC, in 2006, to
augment the abilities of its Engineering Research Centre with an objective to
obtain access to leading-edge technologies to support the product development
activities. In October 2010, the Company also acquired a design house in Italy,
Trilix Srl, that has been working with the Company on many of its projects and are
now a part of Tata Motors Design organization.
The Company endeavors to absorb the best of technologies for its product range to
meet the requirements of a globally competitive market. All of its vehicles and
engines are compliant with the prevalent regulatory norms in the respective
countries in which they are sold. The Company's strategy to invest and develop its
development capabilities have helped the Company in attaining significant
achievements such as the design and development of India's first indigenously

developed compact car, the segment creating mini- truck the 'Tata Ace' and the
world's most affordable family car the Tata Nano. In collaboration with its
subsidiary TDCV, the Company developed the "World Truck", now referred to as
'Prima', a sophisticated and contemporary M&HCV range with performance
standards similar to those in developed markets.
The Jaguar Land Rover research and development operations currently consist of a
single engineering team, operating within co-managed engineering facilities,
sharing premium technologies, power train designs and vehicle architecture. The
ERC in India and Jaguar Land Rover engineering and development operations in
the United Kingdom, have identified areas to leverage the facilities and resources
to enhance the product development process and achieve economies of scale.
JLR's vehicles are designed and developed by award-winning design teams, and it
is committed to a programme of regular enhancements in product design. JLR's
two design and development centres are equipped with computer-aided design,
manufacturing and engineering tools, and are configured for competitive product
development cycle time and efficient data management. In recent years, JLR has
refreshed the entire Jaguar range under a unified concept and design language and
continued to enhance the design of Land Rover's range of all-terrain vehicles.
JLR's R&D operations look for synergies through sharing premium technologies,
powertrain designs and vehicle architecture. All of JLR's products are designed and
engineered primarily in the United Kingdom. JLR endeavours to implement the
best technologies into its product range to meet the requirements of a globally
competitive market. JLR is currently developing vehicles which will run on
alternative fuels and hybrids and is also investing in other programmes for the
development of technologies to improve the environmental performance of its
vehicles including the reduction of CO2 emissions.