Reliance JIO: A Case Study on Strategic Project Time

Running head: STRATEGIC PROJECT TIME
STRATEGIC PROJECT TIME
Student’s Name
University Name
Author’ Note

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Table of Contents
1. Introduction............................................................................................................................3
1.1 Company Background......................................................................................................3
1.2 Selection of the case study...............................................................................................4
2. Discussion..............................................................................................................................5
2.1 Standard Criteria...............................................................................................................5
2.2 Identification and Justification of the Chosen criteria......................................................6
3. Critical analysis of the Case based on chosen criteria...........................................................7
4. Recommendations..................................................................................................................9
5. Conclusions............................................................................................................................9

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1. Introduction
This project deals with the business case of the successful launch of the JIO network
in India. This project discusses how the project synced itself and utilised the Indian
government’s “Digital India “initiative.
1.1 Company Background
Reliance JIO Limited is an operator of mobile network in India. The owner of JIO
network in India is Reliance Industries which have their headquarters in Navi Mumbai of
Maharashtra. In the year 2010, Reliance JIO overtook 96% share stock of the Infotel
organisation (IBSL) against a price value of INR 4800 Crore (US$700 million). This was an
unlisted organisation. However, it was the only organisation that had won the bid to have
broadband spectrum in as many as 22 Indian cities. After the acquisition, JIO launched the
infocomm service in the session 2016-17. There were some complications regarding the
launch of the Voice call feature by JIO along with their 4G network service. The sanction
was guaranteed by the payment of INR 165.8 Crore to the Indian government. Prashant
Bhushan launched a PIL against this acquisition calling it arbitrary as well as unreasonable.
However, the company sustained emergent in the accusation PIL and the Telecommunication
department gave a clean chit to JIO Infocomm. The department explained that the Indian
regulations of 3G spectrum and BWA spectrum did not restrict the company from providing
Voice calling service to the customers at no additional consumption charges. Within the first
moth after JIO’s launch, the company had acquired 16 million loyal customers. The urge that
JIO made in their advertisements, enticed the customers largely (Jio.com2018).
“India is a free Country and no independent citizen would ever pay a Telecom operator
any single rupee for making voice calls”

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In the year 2016, the company announced that it has global alliance with operators of
Mobile network all over the world. The company who had association with JIO are Deutsche
Telekom, Orange S.A., MTS, and Telecom Italia and so on. In fact, as per information
provided by Davis(2013), in the year 2016, JIO signed up a partnership with BSNL for
introducing the feature of Intra Circle roaming by means of which the LTE network of JIO
phones would be able to share the network strength of other JIO users in the vicinity.
1.2 Selection of the case study
In this case study analysis, the business strategy model that JIO adopted for India,
would be analysed. According to the data provided by Firdaus(2016), within 3 odd months
from the date of inception, 80% of the Indian telecommunication network users had
experienced Reliance JIO. Authors like Singh (2016), have opined that the brand popularity
of JIO network in India helped the organisation to encompass the Indian market with
acceleration and vigour. However, Firdaus(2016),, strictly disagrees with the conception of
havoc brand popularity. Business strategy of JIO is the most innovative telecom service
model in India. Where companies like Vodafone and Bharti Airtel have been unable to
provide 4G packages under INR 699, JIO provided the same service initially to the customers
free of cost. Mukesh Ambani, the owner to JIO, knew that he needed to deliver something
highly enticing to the customers to bring about market segmentation in the community of
Indian telecommunication service users, who have been engaged with big market players like
Vodafone, Airtel, and BSNL and so on. Mukesh Ambani realised that in this era of
information, people are looking for various ways to access mass data at a competitive price.
Reliance JIO’s strategy was to develop them as a solely dedicated network for 4G. In
order to launch an internal market survey in order to create a manipulated demand for 4G,
Reliance JIO teamed up with the state governments and installed free to access 4G speed