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The impact of mobile phone service tariff hike was evident in July with <keyword id="19896911" type="General" weightage="20" keywordseo="Reliance-Jio" source="keywords" meta.keywordsubtype="org" meta.entityname="Reliance Jio" meta.hostid="261" meta.entityid="Reliance Jio">Reliance Jio</keyword>, Bharti <keyword id="19896909" type="General" weightage="20" keywordseo="Airtel" source="keywords">Airtel</keyword>, <keyword id="19899016" type="General" weightage="20" keywordseo="Vodafone-Idea" source="keywords" meta.keywordsubtype="org" meta.entityname="Vodafone Idea" meta.hostid="261" meta.entityid="Vodafone Idea">Vodafone Idea</keyword> reporting loss of customer base, which resulted in an overall decline in <keyword id="20781077" type="General" weightage="20" keywordseo="telecom-subscribers" source="keywords">telecom subscribers</keyword> in the country. Reliance <keyword id="19906886" type="General" weightage="100" keywordseo="Jio" source="keywords">Jio</keyword>, Bharti Airtel and Vodafone Idea increased their mobile service plan rates in the range of 10-27 % in the first week of July. Airtel and Vodafone Idea have more than doubled their entry-level mobile rates in the last 2-3 years to Rs 199 that comes with 28 days validity. State-run <keyword id="19970536" type="General" weightage="20" keywordseo="BSNL" source="keywords" meta.keywordsubtype="org" meta.entityname="BSNL" meta.hostid="261" meta.entityid="BSNL">BSNL</keyword> was the only player that added new subscribers and led the market in terms of new net customer addition, according to a monthly subscribers report released by the Telecom Regulatory Authority of India on Friday. According to the report, BSNL added over 2.94 million mobile subscribers in July. Bharti Airtel lost 1.69 million mobile subscribers which was highest among its peers. Vodafone Idea and Reliance Jio lost 1.41 million and 758,000 mobile subscribers, respectively. Overall, the telecom subscriber base in the country declined marginally to 1,205.17 million in July from 1,205.64 million in June. North East, Maharashtra, Rajasthan, Mumbai, Kolkata, Tamil Nadu, Punjab, Bihar, West Bengal, UP East, Haryana, Andhra Pradesh telecom circles recorded decline in mobile customer base post the hike in mobile services rates. The wireline or the fixed line connections segment increased by about 1% to 35.56 million in July from 35.11 million in June. Reliance Jio led the fixed-line segment with addition of over 480,000 new subscribers. It was followed by Bharti Airtel which added over 136,000 new subscribers, VMIPL 12,413, Vi 11,375, Tata Teleservices 3,971 and Quadrant added 12 new fixed line customers. BSNL was the biggest loser in the segment. The state-run firm lost 134,000 fixed line customers and its sister concern lost 56,454 customers. The broadband customer base in the country increased to 946.19 million at the end of July from 940.75 million in June. Top five players accounted for 98.42% of total broadband connection in the country. Reliance Jio led the chart with 488.63 million <keyword id="23252277" type="General" weightage="20" keywordseo="broadband-customers" source="keywords">broadband customers</keyword>, Airtel with 284.03 million, Vodafone Idea with 126.72 million, BSNL with 29.61 million and Atria Convergence with 2.26 million. Bharti Airtel led the machine-to-machine cellular mobile connections with 28.46 million subscribers accounting for 53.02 % market share.It was followed by <keyword id="21892784" type="General" weightage="20" keywordseo="vodafone-idea-limited" source="keywords">Vodafone Idea Limited</keyword>, Reliance Jio Infocomm Limited and BSNL with market share of 27.71 %, 13.68 % and 5.58 % share respectively.

Jio, Airtel, Vi record customer loss post tariff hike, BSNL becomes only gainer in July

New Delhi [India], July 19 (ANI): <keyword id="19899016" type="General" weightage="100" keywordseo="Vodafone-Idea" source="keywords" meta.keywordsubtype="org" meta.entityname="Vodafone Idea" meta.hostid="261" meta.entityid="Vodafone Idea">Vodafone Idea</keyword> approved the allotment of more than <keyword id="22467816" type="General" weightage="20" keywordseo="40-crore-shares" source="Orion">40 crore shares</keyword> on a preferential basis to <keyword id="6354716" type="General" weightage="20" keywordseo="Nokia" source="Orion">Nokia</keyword> Solutions and Networks India and to <keyword id="330957" type="General" weightage="20" keywordseo="Ericsson-India" source="Orion">Ericsson India</keyword>, the company informed the exchange in a filing. The company stated that this preferential allotment is in accordance with SEBI's regulations which totals around <keyword id="22467815" type="General" weightage="20" keywordseo="Rs-615-crore" source="keywords">Rs 615 crore</keyword> and represents a strategic move to enhance the company's capital base. According to the statement by the company, the breakdown includes around 25 crore <keyword id="20035340" type="General" weightage="20" keywordseo="equity-shares" source="keywords">equity shares</keyword> to Nokia Solutions and Networks India Pvt. and over 15 crore equity shares to Ericsson India Pvt. The issue price per equity share was set at Rs. 14.80, including a premium of Rs. 4.80 per share at a face value of Rs 10 per share. "The Capital Raising Committee of the Board ("Capital Raising Committee") has, at its meeting, approved the second tranche of allotment of 41,52,02,701 Equity Shares of face value of Rs. 10/- each at an issue price of Rs. 14.80 per equity share (including a premium of Rs. 4.80 per equity share), to Nokia Solutions and Networks India Private Limited (25,67,56,756 Equity Shares) and Ericsson India Private Limited (15,84,45,945 Equity Shares), aggregating to Rs. 614.5 crores, on a preferential basis" said the company. Recently, Vodafone Idea (<keyword id="634808" type="General" weightage="20" keywordseo="VIL" source="Orion">VIL</keyword>) added 0.8 million mobile broadband (MBB) subscribers in May, but the company continued to see declines in both overall and active subscriber bases, losing 0.9 million and 1.7 million subscribers, respectively. The shares of Vodafone Idea closed at Rs 16.32 after a decline of more than 2 per cent on Thursday.

Vodafone Idea to raise Rs 615 crore through preferential shares allotment to Nokia and Ericsson India

<keyword id="19899016" type="General" weightage="100" keywordseo="Vodafone-Idea" source="keywords" meta.keywordsubtype="org" meta.entityname="Vodafone Idea" meta.hostid="261" meta.entityid="Vodafone Idea">Vodafone Idea</keyword> has secured contracts worth Rs 30,000 crore with <keyword id="19941076" type="General" weightage="20" keywordseo="Nokia" source="keywords" meta.keywordsubtype="org" meta.entityname="Nokia" meta.hostid="261" meta.entityid="Nokia">Nokia</keyword>, <keyword id="19962937" type="General" weightage="20" keywordseo="Ericsson" source="keywords" meta.keywordsubtype="org" meta.entityname="Ericsson" meta.hostid="261" meta.entityid="Ericsson">Ericsson</keyword>, and <keyword id="19897758" type="General" weightage="20" keywordseo="Samsung" source="keywords" meta.keywordsubtype="org" meta.entityname="Samsung" meta.hostid="261" meta.entityid="Samsung">Samsung</keyword>, a PTI report revealed. These contracts, which span a period of three years, are a crucial part of the company's Rs 55,000 crore capital expenditure (capex) plan. The investment will focus on expanding 4G coverage, launching 5G services, and meeting the growing demand for data in India. The debt-laden telecom operator announced the deal as it strives to regain market share in an increasingly competitive industry. Vodafone Idea has faced financial difficulties since its merger in 2018 between Vodafone Group's Indian arm and Aditya Birla Group's Idea Cellular. Since then, the company has struggled to compete with larger rivals such as <keyword id="19951944" type="General" weightage="20" keywordseo="Bharti-Airtel" source="keywords" meta.keywordsubtype="org" meta.entityname="Bharti Airtel" meta.hostid="261" meta.entityid="Bharti Airtel">Bharti Airtel</keyword> and Reliance Jio, both of which have made significant inroads into India’s telecom market. The Rs 30,000 crore deal with Nokia, Ericsson, and Samsung is expected to provide Vodafone Idea with the necessary equipment to expand its 4G coverage from 1.03 billion to 1.2 billion people, as well as initiate the rollout of 5G services in key markets. The company confirmed that supplies under the new contract would begin arriving in the next quarter. In a statement, Vodafone Idea said that its primary goal is to enhance 4G connectivity across India while simultaneously preparing to introduce 5G technology. ""Vodafone Idea has concluded a mega, about USD 3.6 billion (around Rs 300 billion), deal with Nokia, Ericsson and Samsung for supply of network equipment over a period of three years. The capex programme is directed towards expanding the 4G population coverage from 1.03 billion to 1.2 billion, launching 5G in key markets and capacity expansion in line with data growth," the company said in a statement. Akshaya Moondra, CEO of Vodafone Idea, said as per a Livemint report, “"We have kickstarted the investment cycle. We are on our journey of VIL 2.0 and from hereon, VIL will stage a smart turnaround to effectively participate in the industry growth opportunities. Nokia and Ericsson have been our partners since our inception and this marks another milestone in that continuing partnership. We are pleased to start our new partnership with Samsung. We look forward to work closely with all our partners as we move into the 5G era." (With Reuters and PTI inputs)

Vodafone Idea seals Rs 30,000 crore deal with Nokia, Ericsson, and Samsung for 4G and 5G expansion

In 2024, majority of internet users are subscribing to <keyword id="19936815" type="General" weightage="20" keywordseo="OTT-platforms" source="keywords">OTT platforms</keyword>. After all, who doesn’t like watching their favourite content at whatever time they want? The days when we had to wait for a particular TV show are almost over. As more and more people shift towards consuming OTT content, telecom brands are taking notice of this and are offering various subscriptions bundled with their plans. The three major telecom providers in India – <keyword id="19896911" type="General" weightage="100" keywordseo="Reliance-Jio" source="keywords" meta.keywordsubtype="org" meta.entityname="Reliance Jio" meta.hostid="261" meta.entityid="Reliance Jio">Reliance Jio</keyword>, Vodafone and <keyword id="19896909" type="General" weightage="20" keywordseo="Airtel" source="keywords" meta.keywordsubtype="org" meta.entityname="Airtel" meta.hostid="261" meta.entityid="Airtel">Airtel</keyword> have many options to choose from when it comes to going for a plan that comes with an OTT subscription. Let us take a detailed look at at some of the best postpaid and prepaid plans from <keyword id="19906886" type="General" weightage="20" keywordseo="Jio" source="keywords">Jio</keyword>, Airtel, and <keyword id="19899016" type="General" weightage="20" keywordseo="Vodafone-Idea" source="keywords">Vodafone Idea</keyword> that include OTT subscriptions. <h2>Jio postpaid and prepaid plans with OTT benefits</h2> <h2><keyword id="20318741" type="General" weightage="20" keywordseo="postpaid-plans" source="keywords">Postpaid Plans</keyword></h2> <a href="https://www.businessinsider.in/business/news/reliance-jio-launches-new-plan-under-rs-200-get-2gb-daily-data-and-more/articleshow/112653218.cms" data-type="tilCustomLink" target="_blank">Reliance Jio </a>offers a variety of postpaid plans that come with OTT subscriptions, providing value beyond just calls and data. Rs 399 Plan: Includes 75GB data with rollover up to 200GB, unlimited calling, 100 SMS/day, and access to <keyword id="19897536" type="General" weightage="20" keywordseo="Netflix" source="keywords" meta.keywordsubtype="org" meta.entityname="Netflix" meta.hostid="261" meta.entityid="Netflix">Netflix</keyword> Mobile and <keyword id="20197203" type="General" weightage="20" keywordseo="Amazon-Prime" source="keywords" meta.keywordsubtype="org" meta.entityname="Amazon Prime" meta.hostid="261" meta.entityid="Amazon Prime">Amazon Prime</keyword> for one year. Rs 599 Plan: Offers 100GB data with 200GB rollover, unlimited calls, 100 SMS/day, and Netflix Mobile and Amazon Prime subscriptions. Rs 799 Plan: Provides 150GB data, 200GB rollover, unlimited calls, 100 SMS/day, and includes Netflix Mobile, Amazon Prime, and two additional SIMs for family sharing. Rs 999 Plan: Comes with 200GB data, 500GB rollover, unlimited calls, 100 SMS/day, Netflix Mobile, Amazon Prime, and three additional SIMs. Rs 1,499 Plan: Offers 300GB data, 500GB rollover, unlimited calls, 100 SMS/day, and international benefits including 5GB data and 500 minutes of international calling. Also includes Netflix Mobile and Amazon Prime. <h2>Prepaid Plans</h2> For those who prefer prepaid, Jio also offers plans with extensive OTT benefits. Rs 448 Plan: This is the latest plan from Jio offering many benefits. The plan is valid for 28 days. It offers 2GB/day data, unlimited calls, 100 SMS/day, and subscriptions to 13 OTT platforms, including SonyLIV, ZEE5, and JioCinema. Rs 398 Plan: Comes with 2GB/day data, unlimited calls, and access to multiple OTT apps like Sony LIV, ZEE5, and Lionsgate Play, valid for 28 days. Rs 857 Plan: Offers 2GB/day data for 84 days, unlimited calls, and access to Amazon Prime Video Mobile Edition, Disney+ Hotstar Mobile, and other OTT platforms. Rs 1,099 Plan: Includes 2GB/day data, unlimited calls, and free Netflix Mobile subscription for 84 days, along with JioTV and JioCinema. Rs 3,227 Annual Plan: Provides 2GB/day data for 365 days, unlimited calls, and a one-year subscription to Amazon Prime Video Mobile Edition along with other OTT benefits. <h2>Airtel postpaid and prepaid plans with OTT benefits</h2> <h2>Postpaid plans</h2> Airtel’s postpaid plans are packed with OTT subscriptions and additional benefits. Rs 499 Plan: Offers 75GB data with 200GB rollover, unlimited calls, 100 SMS/day, and subscriptions to Amazon Prime for six months and Disney+ Hotstar Mobile for one year. Rs 999 Plan: Includes 150GB data with 200GB rollover, unlimited calls, 100 SMS/day, and access to Disney+ Hotstar Mobile, Netflix Basic, and Amazon Prime. Rs 1,499 Plan: Provides 200GB data, 200GB rollover, unlimited calls, 100 SMS/day, and subscriptions to Netflix Standard, Disney+ Hotstar Mobile, and Amazon Prime. <h2>Prepaid Plans</h2> Airtel’s prepaid plans also come with rich OTT offerings. Rs 359 Plan: Valid for 30 days, includes 2GB/day data, unlimited calls, 100 SMS/day, and access to Airtel Xstream Play with 20+ OTT platforms. Rs 399 Plan: Offers 3GB/day data for 28 days, unlimited calls, 100 SMS/day, and access to Airtel Xstream Play. Rs 699 Plan: Provides 3GB/day data for 56 days, unlimited calls, 100 SMS/day, and Amazon Prime Membership for 56 days. Rs 1,499 Plan: Valid for 84 days, comes with 3GB/day data, unlimited calls, 100 SMS/day, and a Netflix Basic membership. <h2>Vodafone Idea postpaid and prepaid plans with OTT benefits</h2> <h2>Postpaid plans</h2> Vodafone Idea's postpaid plans offer various OTT subscriptions along with additional perks. Rs 401 Plan: Includes 50GB data, unlimited calls, and access to SonyLiv Mobile, Zee5, and Hungama Music. Rs 501 Plan: Offers 90GB data, unlimited calls, and subscriptions to Amazon Prime, Disney+ Hotstar Mobile, and Zee5. Rs 701 Plan: Provides unlimited data, unlimited calls, and access to Disney+ Hotstar Super, Amazon Prime, and Zee5. Rs 1,101 REDX Plan: Comes with unlimited data, unlimited calls, 3,000 SMS/month, and premium OTT benefits including SonyLiv, Zee5, and Disney+ Hotstar. The plan also includes international roaming benefits and airport lounge access. <h2>Prepaid Plans</h2> Vi’s prepaid plans are designed to offer maximum entertainment along with data benefits. Vi Movies &amp; TV Plus Plan: Priced at Rs 248, it includes access to 17 OTT apps, 350 live TV channels, and 6GB of additional data. Vi Movies &amp; TV Lite Plan: Costs Rs 154 and offers access to 16 OTT apps and 2GB of additional data. Vi Movies &amp; TV Pro Plan: Priced at Rs 202, it offers access to over 13 OTT apps and 5GB of additional data. Whether you’re a postpaid or prepaid user, Jio, Airtel, and Vodafone Idea have tailored plans that offer not just connectivity but a wealth of entertainment through OTT subscriptions. From Netflix and Amazon Prime to Disney+ Hotstar and SonyLiv, these plans ensure you stay connected and entertained at competitive prices. Choose the plan that best suits your data needs and OTT preferences, and enjoy seamless connectivity along with premium content.

Jio, Airtel, or Vodafone? Best postpaid and prepaid plans with OTT subscription

Mobile phone users might have to spend notably more for their recharge packs after the general election, as reports indicate that telecom firms are gearing up for a fourth round of <keyword id="891186" type="General" weightage="20" keywordseo="tariff-hikes" source="Orion">tariff hikes</keyword> in recent times. According to a report by brokerage Axis Capital, a meaningful hike of approximately 25% by operators is anticipated soon. This surge is attributed to a stable competitive environment, the necessity to bolster profitability post heavy <keyword id="21245910" type="General" weightage="20" keywordseo="5G-investments" source="keywords">5G investments</keyword>, and ongoing government support. Despite the apparent magnitude of the increase, the report suggests it should be manageable for both urban and rural users. Urban households may witness a rise in telecom expenditure from 3.2% to 3.6% of total expenditure, while for rural subscribers, spending could escalate from 5.2% to 5.9%. Analysts predict that the consumers are likely to remain loyal and pay up, especially if they continue to enjoy high-speed connectivity — a vital need of these modern times. For <keyword id="20055601" type="General" weightage="20" keywordseo="telecom-operators" source="keywords">telecom operators</keyword>, the projected roughly 25% hike in headline rates is expected to correspond to a 16% growth in the average revenue per user (ARPU), as estimated by Axis Capital. While <keyword id="2003276" type="General" weightage="20" keywordseo="jio" source="Orion">Jio</keyword> reported an ARPU of Rs 181.7 for the quarter ending March, Bharti Airtel and <keyword id="19899016" type="General" weightage="20" keywordseo="vodafone-idea" source="keywords">Vodafone Idea</keyword> (Vi) are yet to disclose their March quarter numbers. However, their figures stood at Rs 208 and Rs 145 respectively for the October-December 2023 period. Peeyush Vaish, TMT industry leader at Deloitte, South Asia, anticipates a 10-15% increase in ARPUs, adding approximately Rs 100 per subscriber by the end of this calendar year. This hike is expected to be driven by price increases for 4G/5G bundled packs and the phasing out of low-value packs. Analysts foresee Bharti Airtel and Jio emerging as the primary beneficiaries of the <keyword id="21656632" type="General" weightage="20" keywordseo="wireless-pack-price-hike" source="keywords">wireless pack price hike</keyword>. While Vi is also expected to boost its ARPU by fortifying its network and minimising subscriber churn, the overall revenue impact may still be limited compared to its competitors. At the end of Q4 FY24, Jio’s total assets stood at Rs 4,87,405 crore, while its net profit from January to March climbed to Rs 5,337 crore from Rs 4,716 crore a year ago. On the other hand, Bharti Airtel’s consolidated Q4 revenue came in at Rs 37,599 crore, with its net profit of Rs 2,072 crore dropping 31.1% compared to a year ago. (With inputs from The Economic Times)

Mobile recharge packs to get more expensive as telcos gear up for another round of tariff hikes: Report

<ul><li>India’s second largest telecom company Bharti <keyword id="15491" type="General" weightage="20" keywordseo="Airtel" source="Orion">Airtel</keyword> is likely to be the biggest beneficiary of <keyword id="1553175" type="General" weightage="20" keywordseo="Vodafone-Idea" source="Orion">Vodafone Idea</keyword>’s troubles. </li><li>While Airtel already boasts of the industry-best average revenue per user (ARPU), thanks to higher quality subscribers, lower churn and higher consumption are now aiding the company’s bottom line. </li><li>Going forward, analysts have underlined why Airtel and not market leader Reliance Jio is expected to make the most out of Vodafone Idea’s troubles. </li></ul>India’s second largest telecom company Bharti Airtel is likely to be the biggest beneficiary of Vi’s troubles, regardless of whether the Indian telecom market continues to operate as it is today with three players or becomes a duopoly. Since Reliance Jio’s debut in 2016, the Indian telecom sector has seen a massive upheaval and consolidation. From nearly 9 active telecom companies in the private sector, only Jio, Airtel and Vodafone-Idea have active operations, and they account for 91% of India’s total subscriber base. While Vodafone Idea is struggling to retain its subscribers and cut down on losses, Jio and Airtel have consolidated their leads and expanded their market share over the past two years. Vodafone Idea’s market share has fallen from 24% at the end of March 2021 to just 20.7% two years later. Airtel<a href="https://www.businessinsider.in/business/telecom/news/bharti-airtel-q4-net-profit-jumps-50-yoy-to-3006-crore-beats-estimates/articleshow/100280246.cms"> reported</a> a 50% YoY jump in its Q4 net profit to ₹3,006 crore. Better quality subscribers, increasing consumption and lower churn helped the company shore up its bottom line during the quarter. “We are seeing lower churn and we are also seeing a growth in consumption,” said Gopal Vittal, chief executive officer and managing director, Bharti Airtel in a post-earnings call with analysts. For context, while Vodafone Idea lost nearly 1.96 million subscribers per month in FY22 and FY23, Airtel added an average of 0.8 million subscribers per month while Jio added 0.3 million subscribers per month. Net subscriber additions in FY22 and FY23 <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 1pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Company </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 1pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY22 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 1pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY23 </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 1pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Total </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 1pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Reliance Jio </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 1pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-18.8 million </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 1pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">26.1 million </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 1pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">7.3 million </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Bharti Airtel </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">7.9 million </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">10.5 million </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">18.4 million </td></tr><tr><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Vodafone Idea </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-22.9 million </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-24.0 million </td><td style="border-left:solid #000000 0.5pt;border-right:solid #000000 0.5pt;border-bottom:solid #000000 0.5pt;border-top:solid #000000 0.5pt;vertical-align:top;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">-46.9 million </td></tr></tbody></table> Source: <keyword id="6356988" type="General" weightage="20" keywordseo="TRAI" source="Orion">TRAI</keyword> Underlining Vodafone Idea’s steep fall is the fact that post the merger of Vodafone India and Idea Cellular in August 2018, the merged entity had 440 million subscribers. Fast forward to March 2023, its subscriber base has declined to 237 million, which is a decline of 203 million. The analysts at Macquarie Research say that regardless of what happens to Vodafone Idea, the outlook looks bright for Airtel, ahead of market leader Reliance Jio. <cmsannotation type="cmsannotation" annotationid="Airtel the biggest winner regardless of Vodafone Idea’s survival" comment="subhead" text="Airtel the biggest winner regardless of Vodafone Idea’s survival">Airtel the biggest winner regardless of Vodafone Idea’s survival</cmsannotation> With Vodafone Idea’s troubles not showing any signs of receding anytime soon, analysts at Macquarie Research believe that Airtel could end up being the biggest winner instead of market leader Reliance Jio, estimating the telco’s subscriber base, average revenue per user (ARPU) and ROIC. Return on invested capital, or ROIC, is a financial metric that measures a company’s ability to efficiently allocate assets to profitable ventures. Higher the ROIC, the better it is. “The incremental operating leverage at Bharti Airtel is much higher than Jio due to an already optimized cost structure at Jio and with finance charges set to catch-up and sticky depreciation &amp; amortization charges,” says Macquarie in its report, explaining why it expects Airtel and not Jio is expected to be the biggest winner regardless of what happens to Vodafone Idea. <cmsannotation type="cmsannotation" annotationid="The white knight" comment="subhead" text="The white knight">The white knight</cmsannotation> The first scenario involves the telco being bailed out via capital infusion and a growth in its ARPU to cover its liabilities over the next 10-15 years. In this scenario, while Jio and Airtel are not expected to gain much in terms of subscribers, Airtel’s higher incremental operating leverage than Jio puts it in a better position. As a result, its ROIC is expected to rise from existing 6% to 10-14% by FY27, while Jio’s ROIC is expected to rise from 7% to 7-10% in the same period. <cmsannotation type="cmsannotation" annotationid="The slow grind" comment="subhead" text="The slow grind">The slow grind</cmsannotation> If things don’t change and Vi is unable to raise funds and invest in its network, analysts expect the telco to continue losing subscribers and its market share falling to just 15% by FY30. In this scenario, Reliance Jio could expand its subscriber base to 500 million, followed by Airtel at 365 million and Vodafone Idea at 200 million. Airtel is expected to take the lead in two other critical metrics – ARPU and ROIC. Its ARPU is expected to rise to ₹250 by FY27, while Jio is expected to remain in the second place at ₹235. Airtel’s ROIC is expected to rise to 10-13%, with Jio once again in the second place at 7-10%. <cmsannotation type="cmsannotation" annotationid="Duopoly" comment="subhead" text="Duopoly">Duopoly</cmsannotation> Duopoly is the worst-case scenario for Vodafone Idea. If the telco winds down its operations, Jio and Airtel could gain in terms of subscribers as well as ROIC. In this case, Jio’s subscriber base could rise up to 585 million by FY27, with Airtel coming in second place at 455 million. However, Vodafone Idea’s exit could lead to even better ROIC for both Airtel and Jio, with Macquarie pegging Airtel’s ROIC to be in the range of 10-16%, while Jio is expected to remain in the second place with a ROIC of 8-12%. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/lic-shares-surge-over-3-after-it-posts-a-five-fold-jump-in-q4-net-profit/articleshow/100495712.cms">LIC shares surge over 3% after it posts a five-fold jump in Q4 net profit</a> <a href="https://www.businessinsider.in/stock-market/news/adani-enterprises-titan-eicher-motors-tata-motors-reliance-and-other-big-companies-performance-in-nifty-50/articleshow/100474408.cms">Big boys drive Nifty50’s revenue and profit growth in FY23</a> <a href="https://www.businessinsider.in/business/corporates/news/gqg-partners-rajiv-jain-doubles-down-on-his-adani-bet/articleshow/100450041.cms">GQG Partners’ Rajiv Jain doubles down on his Adani bet</a>

Airtel, not Jio, to gain the most from Vodafone Idea's troubles

Just ahead of its mega <keyword id="20008249" type="General" weightage="20" keywordseo="FPO" source="keywords">FPO</keyword> opening to <keyword id="21332860" type="General" weightage="20" keywordseo="public-investors" source="keywords">public investors</keyword>, <keyword id="19899016" type="General" weightage="20" keywordseo="Vodafone-Idea" source="keywords">Vodafone Idea</keyword> (<keyword id="20062540" type="General" weightage="20" keywordseo="vil" source="keywords">VIL</keyword>) has announced closure of its anchor book allocation, raising about Rs 5,400 crore from marquee global as well as domestic investors, according to a statutory filing by the <keyword id="20132985" type="General" weightage="20" keywordseo="telco" source="keywords">telco</keyword>. This could be the third-largest anchor book after One 97 Communications and Life Insurance Corporation (LIC). One 97 Communications and LIC had raised Rs 8,235 crore and Rs 5,627 crore in the anchor round, respectively. In a notification to the exchanges on Wednesday, VIL said it has allotted 490.9 crore shares to 74 funds at Rs 11 apiece, which is also the upper end of the price band. This translated into a transaction size to Rs 5,400 crore. Of the total allocation to <keyword id="21330641" type="General" weightage="20" keywordseo="anchor-investors" source="keywords">anchor investors</keyword>, 79.52 crore stocks, or 16.2 per cent of the total, were allocated to five domestic mutual fund through a total of 11 schemes. Those who were allotted shares include GQG Partners Emerging Markets Equity Fund, Fidelity, UBS Fund Management, Abu Dhabi Investment Authority, Australian Super, Troo Capital, Morgan Stanley, Citigroup Global Markets Mauritius, and Jupiter Fund Management. Additionally, domestic investors, including Motilal Oswal Mutual Fund, HDFC Mutual Fund, SBI General Insurance and Quant Mutual Fund, were allocated shares in the anchor round. The Rs 18,000-crore FPO of Vodafone Idea will open for public subscription on April 18 and conclude on April 22, marking the biggest FPO in the country. The price band has been set at Rs 10-11 per share. Prior to this, the largest FPO in the Indian market was a Rs 15,000 crore share-sale by YES Bank in 2020. The fundraise would give the ailing telco the firepower to improve its positioning in the Indian telecom market, where it currently trails larger rivals such as Reliance Jio and Bharti Airtel, by a wide margin. The funds will also help VIL shore up finances for the much-delayed <keyword id="20366727" type="General" weightage="20" keywordseo="5G-rollout" source="keywords">5G rollout</keyword> and strengthening 4G services, and payment of vendor dues. On April 6, the VIL Board approved raising Rs 2,075 crore from promoter Aditya Birla Group and increasing its authorised share capital to Rs 1 lakh crore. Earlier this year, Vodafone Idea had outlined plans to raise Rs 45,000 crore through a mix of equity and debt as it looked to match services offered by rivals Reliance Jio and Bharti Airtel and arrest an alarming and prolonged subscriber churn. VIL has also been fighting a desperate battle for survival, saddled with debt of Rs 2.1 lakh crore and quarterly losses. According to Trai data, Vodafone Idea continued to bleed on the subscriber front. VIL lost 15.2 lakh wireless subscribers, plunging its mobile subscriber base to 22.15 crore in January, in sharp contrast to subscriber gains by Jio and Airtel.

Ahead of FPO, Vodafone Idea garners Rs 5,400 cr from anchor investors

​Kumar Mangalam Birla’s comeback boosts shareholder confidence in Vodafone Idea

<ul><li><keyword id="1553175" type="General" weightage="100" keywordseo="vodafone-idea" source="Orion">Vodafone Idea</keyword>’s shares zoomed on Monday after the government agreed to convert interest dues worth ₹16,133 crore into equity.</li><li>The equity conversion will make the government the largest shareholder of Vodafone Idea, with a 33% stake.</li><li>The government will remain a passive investor, leaving the Aditya Birla Group and Vodafone Plc as the primary decision makers of the telco.</li></ul>Vodafone Idea’s shares zoomed by 25% on Monday hitting an upper circuit, after the government agreed to convert interest dues worth ₹16,133 crore into equity. The move breathed a fresh lease of life into the telco’s attempts to raise funds to make payments to vendors and sign contracts with telecom equipment makers and roll out its 5G network. The share price of the troubled telco is back to its December 2022 levels, erasing the losses it saw this year, so far. <div type="image" title="Vodafone Idea share price April 2022 to Feb 2023." msid="97642952" hostid="261" caption="&amp;lt;p&amp;gt;Vodafone Idea share price in FY23&amp;lt;/p&amp;gt;"></div> “The total amount to be converted into equity shares is ₹16133,18,48,990. The Company has been directed to issue 1613,31,84,899 equity shares of the face value of ₹10 each at an issue price of ₹10 each,” Vodafone Idea said in an exchange filing on February 3. The equity conversion will pave the way for the government to become the largest shareholder of Vodafone Idea, long after the telecom reforms package was <a href="https://www.businessinsider.in/business/telecom/news/telecom-relief-package-airtel-vodafone-idea-get-four-year-moratorium-on-agr-dues/articleshow/86227218.cms">announced in September 2021</a>. As a result of this, the Aditya Birla Group’s stake will stand at 31.8%, while Vodafone Plc’s stake will be at 18.3%. This is a reduction from the existing stake of 75% held by the two promoters. <div type="Article" hostid="261" msid="86221662" title="Government picking up a stake in Vodafone Idea ‘might be a remedy worse than the disease’, say experts" mstype="2" mssubtype="0"></div> However, Aditya Birla Group, and Vodafone Plc, will continue to drive the company. Vodafone Idea’s management has already underlined that the government will neither take a seat on the company’s board, nor will it take decisions regarding the company’s operations. <cmsannotation type="cmsannotation" annotationid="Capital infusion key to Vodafone Idea’s future" comment="subhead" text="Capital infusion key to Vodafone Idea’s future">Capital infusion key to Vodafone Idea’s future</cmsannotation> Capital infusion remains a key to Vodafone Idea’s future, according to analysts. The telco has been struggling to retain subscribers while its rivals <keyword id="6354504" type="General" weightage="50" keywordseo="reliance-jio" source="Orion">Reliance Jio</keyword> and Bharti Airtel have seen both their subscriber numbers as well as the average revenue per user (ARPU) climb up each quarter since FY22. In the company’s post-result investor call in Q2, Vodafone Idea’s chief executive officer Akshaya Moondra had said, ‘’We are trying to close the funding quickly so that some of the backlog of vendor payments that we have can be addressed.” Vodafone Idea needs funds not just to fund its capital expenditure requirements, but also to service its debt. According to a Motilal Oswal report, its current earnings before interest, taxes, depreciation and amortization (EBITDA) of ₹8,700 crore in FY23 is inadequate to service debt. Capex is another piece of puzzle that the telco needs to solve. Vodafone Idea is yet to roll out its 5G offerings even as Jio and Airtel 5G services have been available in several parts of the country since October 2022. “The much-awaited capital raise remains critical to provide immediate liquidity and invest in the rollout of 5G and extending 4G infrastructure. Vodafone Idea acquired 5G spectrum in the 3300Mhz and 26GHz bands in the recent auction (September 2022) but unlike Reliance Jio and Bharti Airtel, it has not deployed the spectrum and remains significantly behind in 4G network rollout too,” said the Motilal Oswal report. It remains to be seen if the equity conversion gives investors enough confidence about the future of Vodafone Idea, and whether it will be enough for them to infuse funds that the telco needs desperately. <div type="javascript" title="Custom" contenttype="Text"><cdata><![CDATA[]]></cdata></div> SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/adani-stocks-59844-crore-market-capitalisation-wiped-out-today-in-morning-trading/articleshow/97638076.cms">Adani group stocks continue to plummet – lose ₹59,844 crore in market capitalisation on Monday</a> <a href="https://www.businessinsider.in/business/corporates/news/adanis-stock-rout-can-impact-its-ability-to-raise-capital-or-refinance-debt-says-moodys/articleshow/97582403.cms">Adani’s stock rout can impact its ability to raise capital or refinance debt, says Moody’s</a> <a href="https://www.businessinsider.in/budget/news/budget-for-the-amrit-kaal-powered-by-capex-rooted-in-fiscal-consolidation/articleshow/97551916.cms">Budget for the Amrit Kaal: Powered by capex, rooted in fiscal consolidation</a>

Vodafone Idea shares hit 25% upper circuit after govt agrees to convert ₹16,133 cr dues into equity

The first day at a new job is always weird. You have no idea what you're supposed to be doing, who to talk to, or how to even really be. The theory is that over time you get the hang of it — but lots of workers make it months into their jobs and feel like they're still kind of winging it. It's not that they don't want to learn; it's that nobody's teaching them. In many pockets of corporate America, on-the-job training mostly amounts to "figure it out." Workers are struggling to get a handle on their jobs, and this failure falls on everyone — companies, managers, human-resources departments, and, in some cases, the workers themselves.You don't need to look far to find evidence that people don't feel ready when it comes to work. Some <a target="_blank" href="https://www.businessinsider.com/gen-z-workers-are-lazy-lack-soft-skills-managers-say-2023-8">bosses complain</a> that Gen Z workers don't know what they're doing and are lazy. <a target="_blank" href="https://www.businessinsider.com/gen-z-lazy-hiring-jobs-careers-hr-training-pandemic-2024-8">HR professionals and Gen Z workers</a> argue that young people want to be successful in the workforce, but they simply aren't given the tools to do it. In a survey from the <a target="_blank" href="https://blog.adobe.com/en/publish/2023/09/27/adobe-future-workforce-study-what-us-employers-need-know-about-gen-z-workplace#:~:text=Gen%20Z%20is%20hungry%20for%20mentorship%20and%20development&amp;text=Gen%20Z%20is%20eager%20for,percent)%20reported%20having%20a%20mentor.">software company Adobe</a>, 83% of Gen Z respondents said having a mentor at work was crucial to their career, but only half said they had a mentor. It's not just young workers who are facing a training problem; it's everybody. For <a target="_blank" href="https://www.gallup.com/394373/indicator-employee-engagement.aspx">Gallup's employee-engagement indicator</a>, which analyzes employee perspectives using random samples of working adults, less than half of US employees said they knew what's expected of them at work. This is a costly problem, too: <a target="_blank" href="https://www.gallup.com/workplace/393497/world-trillion-workplace-problem.aspx">Gallup</a> found employees who weren't engaged cost $8.8 trillion in lost productivity worldwide.Just figuring out the day-to-day basics of the job is a challenge. The pandemic-driven upheaval of the past several years led to <a target="_blank" href="https://www.businessinsider.com/great-resignation-still-going-layoffs-low-job-openings-quits-high-2022-11">high amounts of</a> job-hopping, organizational brain drain, and a <a target="_blank" href="https://www.businessinsider.com/loyalty-employee-employer-job-security-broken-work-companies-bosses-2024-1">decline in loyalty</a> among employers and employees. The chaos has left employers, managers, and employees wondering just how much time and money it's worth investing in training in the first place. The rise of remote and hybrid work has complicated the situation even more. It's tough to learn by osmosis over Slack, and <a target="_blank" href="https://www.businessinsider.com/hr-software-tech-companies-employees-productivity-workday-oracle-adp-2024-8">the deluge of HR apps and training modules</a> isn't filling in the gaps."Most companies want employees to 'hit the ground running' and use apps, AI, and training videos to avoid disrupting another employee's flow or for the lack of staff to train someone new or help someone learn a new skill," Ana Goehner, a career strategist and HR professional, said.That may work in some instances, but in others, instead of hitting the ground running, workers find themselves perpetually zig-zagging, unable to break into a full sprint.That people feel like they're not equipped to do their jobs isn't a new phenomenon. There's been a long-standing decay of investment in learning and training by employers as part of an effort to create leaner organizations, said Kenneth Matos, the director of market insights at HiBob, an HR-tech company. If you're cutting costs, training is an easy place to do it. That's especially true when many employers use the internet to access a wider talent pool than in the past, which means they can just look for a candidate who already knows everything instead of having to teach someone. And, of course, plenty of companies have been axing middle managers, the people who would have previously been in charge of training up younger or newer employees."You cut away the people who are the link between big strategic ideas and day-to-day tactical activities," Matos said. "And so you end up with a scenario of a big strategic speaker talking to a much more junior doer, and they're like, 'I don't know how this translates into my job.'" Making matters worse, in many workplaces, training and mentoring are treated as an extra, rather than an integral part of the job, if they're noticed at all. In your performance review, "I spent 10 minutes explaining something to the new guy he was too afraid to ask his boss about" doesn't rate very highly. As workers and managers are increasingly overextended, these types of unmeasured, softer activities can fall by the wayside. This creates a conflicting web of incentives. It may be better, organizationally, for a manager or experienced employee to spend time teaching everyone on their team to complete a complex task so that a team's performance is better overall, but if they have an individual quota to meet, they may opt to focus on doing the task themselves, even though it's not what's best for the business."You end up with this really weird tension around organizational citizenship behaviors like mentoring and developing employees," Matos said. "Do you give a manager a lower quota because they are also magnifying everybody else's, or are you assuming they're going to do more than everybody else, are more talented, and also do the mentoring?"The people in the middle — who find themselves in between the big bosses and the little guys — are going to focus more on managing up than managing down. It's hard to tell the CEO that you can't come to that third unnecessary meeting of the day because your time would be better spent training that new hire on logging sales calls."Managers feel so caught up, and oftentimes they feel pressure of, 'OK, well if I'm going to disappoint someone, then it's going to be someone junior to me and not someone senior to me,'" said Ashley Herd, the founder of Manager Method, a training platform for managers.Many managers really are over it. <a target="_blank" href="https://www.gallup.com/workplace/510326/manager-squeeze-new-workplace-testing-team-leaders.aspx">Gallup found</a> that in 2023, managers were likelier than nonmanagers to say they're disengaged at work, burned out, and on the lookout for a new job. Their workers have been given more responsibilities, their teams have been restructured, and they're expected to accomplish everything with fewer resources, as in, money. And less than half of managers said they're sure they already had the skills needed to be great at their jobs, meaning managers weren't getting taught to be managers.At the r/managers forum on Reddit, the what-am-I-doing sentiment is evident. "Is it normal to get zero training as a new manager?" one Redditor <a target="_blank" href="https://www.reddit.com/r/managers/comments/1d6soeu/no_training_in_a_figure_it_out_situation/">asked</a>. "I have reviewed the team's work over the past couple of years, asked them questions to clarify a few things, and asked my boss questions to clarify a few things and have basically picked up most of it. Thought it was kind weird I got zero training, though."Technology is supposed to make training better, in theory. Why have an HR person go over the same PowerPoint on vacation policy for every new hire when a quick video or document stored away somewhere can do it just fine? That may work for simple processes like requesting time off or finding subscription logins, but it can become a problem when companies try to throw technology at their more-in-depth training problems. Nobody knows what they're doing here? Why not get an app to fix that? One of the biggest issues with using tech to solve what's ultimately a human problem is that it's hard to know if anyone is even going to use it. Take mentorship: Having one-on-one coaching from someone with more experience can help workers gain skills and knowledge that can't be found in a training video. It can also make workers likelier to stick around longer, help them feel more connected, and boost the sharing of institutional knowledge. Fostering these kinds of relationships is important, hence why the <a target="_blank" href="https://www.mentorcliq.com/blog/mentoring-impact-report">vast majority of Fortune 500 companies say</a> they have mentoring programs, many of which are facilitated by apps and software. How many people are actually using those programs, however, is unclear. Christy Pettit, the CEO of Pollinate Networks, which creates mentoring software, told me she recently spoke with a large multinational that told her despite having 2,000 licenses for the mentoring program, which was mainly an app, fewer than 200 people were using it and participation was declining every quarter."Most companies say they have a mentoring program, but few have one that works," she said. "It feels a little bit like when you buy a gym membership, and it makes you feel like you're doing something, but you may or may not be going to the gym."In some cases, tech-based training materials are disconnected from the realities of the work. All the training videos are done in an "official" corporate speak it turns out nobody actually uses, Matos, from HiBob, said. Or managers aren't well versed in what their charges are being taught and end up wanting the task done differently.Even when companies invest in training, it can often be directed toward the wrong people. Herd said that businesses often make the mistake of spending a ton of money on fancy retreats and training courses for their most senior leaders without making much, if any, investment in the bottom rungs."You could spend a fraction of that and give good training to all of your employees, and you're probably going to get more ROI if that's what you're focused on," she said.Stephanie Wolf, a vice president at RebuttalPR, a legal-communications firm, said the company learned the hard way about the costs of not investing enough time and energy in training people. As the firm grew, managers wouldn't realize people didn't know how to do timely tasks until they became urgent, or they'd discover employees were doing things in a way that wasn't consistent with the documentation and processes in place. That meant they had to rely more on senior staff to do the work and that projects took longer because training was happening alongside execution. "We've seen how our whole team can suffer when we don't train folks thoroughly enough," she said. To ensure accountability, she's now the point person on training, because the company found that when training was everyone's job, it was no one's. The firm has taken steps to get all the necessary information in one place and to slow the onboarding process down — instead of expecting people to take a week to get up to speed, it now gives them about a month.Wolf acknowledged it's "super easy for training to fall by the wayside when your client work gets busy," which means not allowing that to happen is a conscious effort. "Investing time now is going to save us all time in the long run," she said.It's easy to blame hybrid and remote work for some of these issues, to argue that if people were just gathered in an office together, that would fix things. But many HR professionals and career coaches say that's not necessarily the case. Yes, human interaction is helpful, but it doesn't solve problems like misaligned incentives, increasingly stretched managers, and a lack of a real, holistic plan for getting people up to speed. A remote-work training plan probably has to look different from an in-person one, but it's not impossible to craft. "In a remote environment, you, as the leader, need to model and also hold the individual accountable for taking initiative, saying, 'Hey, if you need something, I need you to tell me because I can't see you,'" Phoebe Gavin, a career and leadership coach, said.Gavin emphasized that it's not just on companies and managers to make sure employees are learning and getting onboarded but also on individual workers. Essentially, if you see something — or don't know something — say something. Ask questions, or take the initiative to figure things out on your own. I told her about an experience I'd had at a job where on my first day, one of four "important" passwords I'd received was for software the company didn't use anymore. I expressed disappointment that the HR department hadn't caught the error, which it took me a long time to figure out even was an error. She pointed out that I should have then gone to HR to alert them to the error so the next new person didn't have the same experience. I did not."That's a tiny place where you could have a positive impact," Gavin said. It wasn't necessarily my fault, she said: "Just that was an opportunity that you didn't take, and those sorts of things happen all the time."But not everyone gets the chance to sound the alarm on their employer's faulty training system before it's too late. That's what happened to Michelle, which is a pseudonym I'm using to protect her privacy. Before starting a job at a science-focused communications firm earlier this year, she was assured that she would get all the training she needed to overcome the fact that she didn't come from a scientific background. When she started, she was surprised by the deluge of training modules and videos that were added to her plate on top of the tasks of the job itself. There were supposed to be meetings with other, more seasoned coworkers after those video training sessions, but eventually, almost everyone stopped showing up. She was fired in a matter of weeks after being told she wasn't picking things up fast enough. She said she received little feedback and hadn't been given warning that things were going wrong."I felt blindsided by the termination just because I didn't think I was given enough time to do all of this," she said. "I was led to believe they would kind of hold my hand a little bit at the beginning, and a month in, to me, is very much still the beginning."You know how there are certain tasks in life that feel designed to be so complex that you'll give up? Like filing an insurance claim or <a target="_blank" href="https://www.businessinsider.com/cancel-subscriptions-congress-ftc-dark-practices-autorenewal-2023-2">quitting the gym</a>. Work should not be like that, but for many people, it is.Employees have complained about just being thrown into the fire forever. Many employers subscribe to the idea that you just toss people into the water and see who can swim. Trial by error is part of learning at work — one of the best ways to learn how to do something is to just try doing it. But it shouldn't be the entire approach. You know how you learn at school? The teacher explains something, you do your homework, it gets graded, you take a test, and you move on once you more or less figure it out. Imagine if teachers just piled 15 algebra tests on high-school students and everyone hoped for the best.There are aspects of the current workplace environment that make training more complicated to tackle. Remote work is different — you can't just lean over and ask the person next to you how this one software works again when you're typing on your laptop alone from your couch. Workers and employers don't feel as tied to one another, so there may be a decline in investment from both sides in the idea of getting supergood at the task at hand. The <a target="_blank" href="https://www.businessinsider.com/remote-workers-middle-managers-most-affected-by-layoffs-experts-2024-2">middle-management class</a> is increasingly stretched thin and hollowed out.Above all, it's really easy to load up on a bunch of tech-based solutions without identifying whether they actually solve anything. Relying on tech is appealing financially because buying a software license is a heck of a lot cheaper than paying a real live person. Many of the HR experts I talked to for this story suggested the training gap was a problem artificial intelligence might fix, a <a target="_blank" href="https://www.businessinsider.com/generative-ai-exaggeration-openai-nvidia-microsoft-chatgpt-jobs-investors-markets-2024-3">common refrain for intractable problems</a>, no matter the industry. Maybe that's true — if your manager won't have a one-on-one with you, having a chatbot to ask questions to isn't the worst thing in the world (assuming said chatbot knows stuff and doesn't make things up). But AI isn't going to be a panacea here. When you need to speak to a real person, no Coursera video or HR app or robot can do the trick. People make human mistakes, and sometimes humans need to address them.Wolf's firm is fully remote, but managers have noticed that Gen Z hires, in particular, tend to inquire about an in-person component for training. So they've adjusted. For a couple of incoming hires, they've rented a coworking space and enlisted some other employees to work alongside them for a couple of days to help them learn the ropes.<a target="_blank" href="https://www.businessinsider.com/author/emily-stewart">Emily Stewart</a> is a senior correspondent at Business Insider, writing about business and the economy.

On-the-job training is broken. Companies are paying a steep price.

<ul><li><keyword id="1553175" type="General" weightage="100" keywordseo="vodafone-idea" source="Orion">Vodafone Idea</keyword> reported a net loss of ₹7,990 crore in Q2 as compared to ₹7,231 crore in the same quarter, a year ago. </li><li>The telco also lost 5.8 million subscribers during the quarter, but its average revenue per user (<keyword id="107848" type="General" weightage="80" keywordseo="arpu" source="Orion">ARPU</keyword>) improved to ₹135 from ₹131 in the previous quarter. </li><li>The company’s CEO <keyword id="2786361" type="General" weightage="80" keywordseo="akshaya-moondra" source="Orion">Akshaya Moondra</keyword> maintained that Vi is engaging with lenders and investors to raise funds for network expansion and 5G rollout. </li></ul>Vodafone Idea’s troubles continue to worsen as its net loss widened to ₹7,990 crore in Q3, both on a year-on-year and sequential comparison. It was also higher than analyst estimates, albeit<a href="https://economictimes.indiatimes.com/markets/stocks/earnings/vodafone-idea-q3-preview-debt-ridden-telco-may-report-wider-loss/articleshow/97863951.cms"> marginally</a>. The telco reported a net loss of ₹7,596 crore in Q2, and ₹7,231 crore in Q3 last year. On the other hand, its revenues grew 9.3% YOY to ₹10,621 crore. Sequentially, its topline was flat – the telco<a href="https://www.businessinsider.in/business/telecom/news/vodafone-ideas-q2-loss-widens-to-7596-crore/articleshow/95282354.cms"> reported</a> a revenue of ₹10,615 crore in Q2. Vi’s stock was trading flat in the first half on Wednesday at ₹7.7. <cmsannotation type="cmsannotation" annotationid="Subscriber base continues to shrink, but 4G user additions boost ARPU" comment="subhead" text="Subscriber base continues to shrink, but 4G user additions boost ARPU">Subscriber base continues to shrink, but 4G user additions boost ARPU</cmsannotation> Like its peers <keyword id="6354287" type="General" weightage="80" keywordseo="bharti-airtel" source="Orion">Bharti Airtel</keyword> and <keyword id="6354504" type="General" weightage="80" keywordseo="reliance-jio" source="Orion">Reliance Jio</keyword>, Vodafone Idea also reported a slight uptick in its average revenue per user (ARPU) during the quarter to ₹135, as compared to ₹131 in the previous quarter, and ₹115 a year ago. Its ARPU is still significantly lower than that of its rivals Bharti <keyword id="15491" type="General" weightage="80" keywordseo="airtel" source="Orion">Airtel</keyword> and Reliance Jio. While Airtel<a href="https://www.businessinsider.in/business/telecom/news/bharti-airtel-q3-net-profit-jumps-91-to-1588-crore-misses-estimates/articleshow/97698481.cms"> reported</a> an ARPU of ₹193 in Q3, Jio<a href="https://www.businessinsider.in/business/telecom/news/reliance-jios-net-profit-up-3-2-sequentially-at-4881-crore-in-q3-on-better-subscriber-mix/articleshow/97179677.cms"> reported</a> an ARPU of ₹178.2. Vi’s total subscriber base continued to shrink, declining to 228 million in Q3 from 234 million in the previous quarter. In the same period last year, Vi’s subscriber base stood at 247 million. On a positive note, Vi’s 4G subscriber base continued to increase. In Q3, Vi added 1 million 4G subscribers, taking the total to 121.6 million at the end of the quarter. Vi’s 4G subscribers as a percentage of its total subscribers increased to 53.2% during Q3, up from 51.5% in the previous quarter. Vodafone Idea’s Q3 in numbers: <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Particulars </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Q3 FY23 </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Q2 FY23 </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Q3 FY22 </td></tr><tr><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Revenue </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹10,621 crore </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹10,615 crore </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹9,717 crore </td></tr><tr><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Net profit </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">- ₹7,990 crore </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">- ₹7,596 crore </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">- ₹7,231 crore </td></tr><tr><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ARPU </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹135 </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹131 </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">₹115 </td></tr><tr><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Total subscribers </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">228.6 million </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">234.4 million </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">247.2 million </td></tr><tr><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">4G subscribers </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">121.6 million </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">120.6 million </td><td style="border-left:solid #000000 0.6000000000000001pt;border-right:solid #000000 0.6000000000000001pt;border-bottom:solid #000000 0.6000000000000001pt;border-top:solid #000000 0.6000000000000001pt;vertical-align:bottom;background-color:#d9d9d9;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">117 million </td></tr></tbody></table> Source: Company reports <cmsannotation type="cmsannotation" annotationid="Engaging with lenders and investors for 5G rollout says Vi" comment="subhead" text="Engaging with lenders and investors for 5G rollout says Vi">Engaging with lenders and investors for 5G rollout says Vi</cmsannotation> Even as its rivals Bharti Airtel and Vodafone Idea rolled out their respective 5G networks extensively across the country, Vi says it is still in talks with stakeholders for its 5G rollout. “We continue to remain engaged with our lenders for further debt fund raising as well as with other parties for equity or equity-linked fund raising, to make required investments for network expansion and 5G rollout,” said Akshaya Moondra, CEO, Vi. Vi acquired 5G spectrum worth ₹18,799 crore, payable in 20 annual installments. Its rivals Airtel and Reliance Jio<a href="https://www.businessinsider.in/business/telecom/news/jio-vs-airtel-which-one-will-offer-faster-and-more-reliable-5g-services/articleshow/93516727.cms"> acquired</a> spectrum worth ₹43,084 crore and ₹88,078 crore, respectively. SEE ALSO: <a href="https://www.businessinsider.in/business/corporates/news/adani-enterprises-posts-820-crore-net-profit-in-q3-gautam-adani-says-current-market-volatility-temporary/articleshow/97914997.cms">Adani Enterprises posts ₹820 crore net profit in Q3: Gautam Adani says current market volatility temporary</a> <a href="https://www.businessinsider.in/business/corporates/news/adani-group-market-cap-falls-below-10-lakh-crore/articleshow/97907746.cms">Adani group’s market cap falls below ₹10 lakh crore as sell-off continues</a> <a href="https://www.businessinsider.in/business/corporates/news/nykaas-stock-plunges-4-2-after-its-q3-net-profit-slips-70/articleshow/97901748.cms">Nykaa’s stock plunges 4.2% after its Q3 net profit slips 70%</a>

You Searched For "idea vodafone share price" and got 11 results

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You Searched For "idea vodafone share price" and got 11 results

Jio, Airtel, Vi record customer loss post tariff hike, BSNL becomes only gainer in July

PTI

Vodafone Idea to raise Rs 615 crore through preferential shares allotment to Nokia and Ericsson India

ANI

Vodafone Idea seals Rs 30,000 crore deal with Nokia, Ericsson, and Samsung for 4G and 5G expansion

BI India Bureau

Jio, Airtel, or Vodafone? Best postpaid and prepaid plans with OTT subscription

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Rounak Jain

Ahead of FPO, Vodafone Idea garners Rs 5,400 cr from anchor investors

PTI

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Vodafone Idea shares hit 25% upper circuit after govt agrees to convert ₹16,133 cr dues into equity

Rounak Jain

On-the-job training is broken. Companies are paying a steep price.

Emily Stewart

Vodafone Idea Q3 net loss widens to ₹7,990 crore, average revenue per user edges up to ₹135

Rounak Jain

Popular Keywords

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Kumar Mangalam Birla’s comeback boosts shareholder confidence in Vodafone Idea