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This is just the beginning for Reliance Jio<\/a>, says Reliance Industries chairman Mukesh Ambani<\/a>.\n
\nThis is a multi-wave game where the company will have the opportunity to delight customers with digital life periodically, he tells Romit Guha and R Sriram.
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\nHe is astounded by the response to Jio’s launch, and says the company has a business model that ensures sufficient returns even as it provides data at one-tenth of the world price. Edited excerpts:<\/em>
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\nWhat was the driving thought behind Reliance Jio? Is the launch of Reliance Jio a dream come true for you?<\/strong>
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\nI am personally a big believer that technology is the biggest driver of human development and if you can use technology to benefit people, then that’s the best business you can have.
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\nMobile internet will be the single-most defining technology of this century for human development. We feel fortunate to be the ones to bring the mobile broadband revolution to 1.2 billion Indians.
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\nThe Jio launch took six years. Did you have any doubts along the way? Has the wait been worth it?<\/strong>
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\nWhat we wanted to do was set our own path. What we have decided to do has not been attempted in the whole world.
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\nWe have built an all-IP, only-LTE, 100 per cent VoLTE (voice over LTE) network ground up for the Internet.
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\nWe worked with all the device manufacturers to bring down device prices. Three-four years back, people said 4G phones would cost Rs 30,000. Now, we have provided an entry-level price point with our JioFi device at just Rs 1,999 and with our popular LYF brand of smartphones at just Rs 2,999.
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\nBuilding that ecosystem takes time and patience. The whole content ecosystem that we have put in place also takes time. The most important consideration was that all of this had to work synergistically together.
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\nWe had to actively test all this. We have chosen to be at the bleeding edge of technology. Only then would we be able to pass on the fullest benefits to Indian customers.
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\nToday, everybody in the world sells data at $10\/GB. That rate, with purchasing power parity, just doesn’t make sense. So, we have brought it down to under one USD. We had to go through this process.
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\nThe world did not believe us when we started, but we went with our convictions. We have tried very sincerely. I am quite satisfied with what they have delivered. Fundamentally, if you are doing something very different, you should allow it to take its time.
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\nDid you miss some internal deadlines along the way?<\/strong>
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\nWe had what I call target deadlines, but we did not want to meet a deadline just for the sake of meeting one. What we were looking for were outcomes.
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\nFor instance, we wanted to augment our spectrum with 850 MHz, to improve indoor coverage. We got this spectrum only in July. We still have to improve the on-boarding process.
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\nWe are bringing in the Aadhaar-based digital process to ensure that we bring in our customers in a much more painless, paperless way. Likewise, if we don’t like something in our convergent billing, we will change that.
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\nWe have continuously reassessed our deadlines because we have tried our best to always put the customer first.
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\nHow closely were you personally involved in the project?<\/strong>
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\nI spent quite a bit of my time with Jio. You can say that I was very hands-on. We have built an ecosystem, starting with just a few of us, growing to about 60,000 people.
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\nThere were just a core group of about 50 of us that worked on this for the first few years. Then, we brought in the other professionals. All of us had no choice but to be hands-on.
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\nOur established businesses of hydrocarbons, energy and petrochemicals pretty much run on their own, with their own proven leaders. This has helped me focus almost exclusively on two things: Firstly, new businesses. And secondly, institutionalising what I call the Reliance Management System. In the last three years, we have quietly put together the Reliance management system and we have rejuvenated our leadership cadre.
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\nAcross the Reliance group now, we have identified leaders in the mid- 40s, and you will see them take more prominent leadership responsibilities. In terms of new businesses, Jio and Jamnagar require my time, since they are new projects.
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\nWhat are the main elements of the Reliance management system?<\/strong>
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\nWell, the first element is our philosophy of value creation. As Reliance, we will first focus on what societal value we create.
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\nAfter societal value, we will focus on creating customer value, followed by employee value and, finally, sustainable shareholder value.
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\nWithin this framework, we have broken them into sub-components. We have financial management system, which define how we deal with all the finance and regulatory pieces.
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\nWe have a people management system, which defines all components starting from the entry-level to our group-level leaders to the executive committee and how do we bring all of them together.
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\nWe have an operations managementsystem. Operationally, we have digitised our whole business. And, we have a set of corporate standards and behaviours, which, to my mind, institutionalises the Dhirubhai philosophy in our management systems.
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\nHis philosophy is timeless. Now, we feel comfortable that the process and the institution of Reliance will last beyond us. Jio is born with these managing systems already in place.
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\nYou have called Reliance Jio the world’s largest startup. How did you inculcate the values of a startup in Jio?<\/strong>
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\nWhat does a startup do? You start with the objective of solving a big problem. For us, the big problem was a societal problem facing India.
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\nIf we accept that mobile internet is the technology of the century, we as Indians cannot accept that we are languishing at 155th in the world in terms of mobile broadband access.
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\nIt is the same feeling as when we, as a country of 1.2 billion people, win just a handful of medals at the Olympics. Neither is befitting the potential of a country of 1.2 billion people.
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\nI think that’s what startups do — solve what nobody else has solved before. What we do as a startup is to make a sincere attempt. If the attempt is successful, the startup becomes a great company.
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\nWhat lies ahead for Reliance Jio, now that you have launched services? How has the initial response been?<\/strong>
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\nThere are many waves of digital life. We think what we have started with Jio is just the beginning. This is a multi-wave game where we will have the opportunity to delight customers with digital life, virtually every few quarters.
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\nWe have the potential to give something magical that dramatically improves customers’ lives. The first thing we have done, and we are very proud of it, is that we are able to offer all this in an affordable way to every Indian.
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\nNow, let’s see how quickly the customers respond. I am absolutely astounded — and I am an optimist by nature — by the response of the first three days (of the launch of Jio).
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\nIt has exceeded my expectations by a factor of 100. This initial response suggests that Indians want to experience and own the mobile internet. We have made it affordable.
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\nWe have a business model whereby, while making sufficient returns for ourselves, we can still provide data at one-tenth of the world price in a sustainable way. This can only be done if you think of technology from scratch.
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\nAre these tariffs that you are starting with from January 1 sustainable? Some investors appear worried about the returns.<\/strong>
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\nI can assure you that we are not going to lose money. We are not looking to make a killing, but we are looking to make a high-teens return on our capital, which is 18-19 per cent return on our capital, over the investment period.
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\nTo set the broader context, I will finish my 40th year with Reliance next year. We are among a handful of companies in the world that have delivered a compounded annual growth rate of shareholders returns in excess of 20 per cent over a 40-year period!
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\nIf you look at the history of Reliance, we have had periods of investment and periods of steady cash flow after that. I think most of our serious investors understand this.
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\nOver the last four or five years, we have invested about `2,50,000 crore and we will now see the returns. As I said in my AGM, we are really proud of our track record of shareholder value creation.
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\nOf course, with these returns coming in, we will only enhance these numbers.
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\nYou have set a target of 100 million customers in the shortest possible time and you say that you have the capacity to take on-board a million users a day. So, is the 100 million a roughly 100-day target?<\/strong>
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\nThat depends on the Indian customer, how hungry they are. It also depends on how customer-obsessed we are. We will try our best.
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\nWe have said that by March 2017, 90 per cent of Indians will have access to our service. So, we will cover a billion Indians. We are also trying our very best to build a capacity of on-boarding a million customers a day.
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\nThe paperbased acquisition process is a bottleneck. We have not yet reached our target of a million acquisitions a day in a painless way.
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\nI recognise that and I have said that it is not acceptable to me. We have started rolling out Aadhaar-based acquisition process in Mumbai and Delhi and, by early October, we will have this across the country.
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\nThat should substantially ease up the on-boarding process.
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\nHow many subscribers have you already taken on board?<\/strong>
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\nWe will report this number transparently every month. I am pushing our guys hard to make it even more frequent.
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\nDo you expect more subscribers to come through fresh connections or MNP (mobile number portability)?<\/strong>
\nIt depends on the customer. I expect MNP to be fully available and the current bottlenecks will be resolved in a matter of days.
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\nWe are all mature players in this market, and I am sure current operators will do what’s right and provide customers the choice to select an operator of their choice.
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\nOn January 1, can consumers expect a further surprise from Jio?<\/strong>
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\nJust watch! The good thing in this is that we are playing the second innings, so we know the target we have to achieve. This is a continuously evolving market, and we will strive to delight our customers every day.
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\nWhen you launched in the early 2000s, you said a new student has to face some ragging. You have faced ragging this time around as well. What are your thoughts?<\/strong>
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\nI was talking about competition. I really think that within the overall piece, this is a big enough market for everybody to follow their own business models and for four or five operators to coexist.
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\nI have utmost regard and appreciation for the likes of Airtel, Vodafone, Idea, etc, who have taken mobile telephony across the country. But the critical nonnegotiable in this environment is that all of us need to put the customer first.
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\nWithin that framework, some of the internal competition we have among ourselves is OK. But if we do it by not caring for the customer, or if we are violating our own legal licence conditions, then it’s not OK.
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\nWhen each of us bid for spectrum and sign a licence, we have obligations to our fellow operators, to the government of India and, above all, to our customers. You are mandated to provide interconnect so that you do not abuse your market position.
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\nYou are supposed to augment interconnect when the current capacity utilisation reaches 70 per cent. You cannot use excuses that someone is doing promotions, capacity requirement has gone up, etc.
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\nThose are not acceptable. They are anti-customer practices. Consumers should not suffer. I am very happy to take the ragging onto myself, but this is not ragging me. This is ragging the customer.
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\nThe second issue is also pretty straightforward. Mobile number portability. The number belongs to you. No operator can cause trouble if you want to change operators.
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\nAll operators have publicly said last week that they will provide this (interconnect and MNP). So, we are waiting. These are all great companies. They have their own reputations to protect. I am confident they won’t violate the law.
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\nDo you believe incumbents have artificially kept prices up?<\/strong>
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\nFrankly, it’s their business. Each one of them has multiple decades of experience. I have a lot of respect for them and the business models they follow.
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\nDo you think they acted as a cartel?<\/strong>
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\nThat’s for the customers to decide. What I will work towards is that COAI (Cellular Operators Association of India) functions in a democratic and pro-consumer manner.
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\nI didn’t realise until just a few months ago that while it’s an association, the voting rights of the members depend on the revenue of the operators. We have zero revenue, so we are crowded out. Then what happens is that the official or the CEO of the association becomes an employee of the top two or three operators, in essence.
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If the top two operators control more than 51 per cent, it’s an inherent flaw in its structure. While it is the COAI, its view is actually the view of one or two operators and not the view of the entire industry<\/a>.
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\nWe have aspirations of getting substantial revenue. When we get substantial revenue, we will not misuse our revenue power. That I can guarantee you.
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\nDid you meet Kumar Mangalam Birla or Sunil Mittal to discuss these issues?<\/strong>
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\nI have the highest respect for Sunil and know Kumar extremely well. And Vittorio from Vodafone also. From our point of view, we have been consistent and all of us have agreed that this is a big opportunity.
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\nFundamentally, our business models are different, business approaches are different. We should respect different paths to value creation. I am good friends with all of them and I am aiming to remain so in spite of the competition.
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\nThere is no one right or wrong. At the end of the day, surely, there will be 2G voice and there will be 3G voice and data, 4G voice and data and there will be digital services. It’s for the customers to have a large choice.
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\nI am inspired by many things that our peers do. They would be inspired in some way by what we do. We have to co-exist — this is a big enough market and no one operator can take it all.
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\nI see sustainability for at least 4-5 operators in this market of 1.2 billion Indians. From our point of view, 100 million is a single -digit market share that we are aiming for. So we are still babies in this business.
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\nWhen do you expect to be profitable with Jio?<\/strong>
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\nWhat we look for is a healthy high-teens return over the business life cycle.
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\nThe timing of this depends on how quickly we are able to ramp up and fill in our capacity. It also depends on how customer-obsessed we are, and how quickly customers adopt our services. As usual, we will surprise you.
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\nWould you consider taking Jio public at some point in time?<\/strong>
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\nJio is a subsidiary of Reliance. It is as good as a public company.
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\nWe are amazed at the response that we have seen in the last few days. We are extremely encouraged by that. We are single-mindedly focused on creating societal value, customer value, employee value and, finally, shareholder value.
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\nOur balance sheet is very strong, so we don’t see any reason to play around with the corporate structure for now.
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\nAny thoughts on bringing in a strategic partner for Jio? You did bring in BP at one stage for oil and gas.<\/strong>
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\nWe are always open to it, but there has to be value addition by partners. And they have to be aligned with what we want to do. We don’t need money from anybody, so we will not be partnering for that purpose alone.
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\nWhat are your views on the regulatory environment with the auctions coming up?<\/strong>
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We think that we are very fortunate to have a prime minister who has given us a vision of digital India<\/a>. We also think that some of the work that is now being done is a first in the world. So, we should all be very proud that Aadhaar is continued and strengthened.
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\nI believe that Aadhaar is going to differentiate India and make India win in a digital world. I am extremely impressed with a lot of chief ministers who now want to adopt digital.
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\nBusinesses have no choice and are adopting digital in a much, much faster way. So, from that point of view, that one binding vision of digital India<\/a> is critical. I think for separate industry<\/a> segments what we have now is a pretty transparent framework in terms of spectrum auctions, transparent framework in regulation. We just need to change our habits.
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\nWe don’t need to lobby governments or bureaucrats. Work in the marketplace and inspire each other, that’s the transition we need to make.
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\nAll the regulatory framework I believe should always be for customers first, because, in the end, you and I both are customers.
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\nI also think that over time we will realise that apart from paying for spectrum, this is the most taxed service in India. You pay as much as liquor or other sin categories. This should also be rationalised.
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\nYour thoughts on interconnect charges? Should they trend lower?<\/strong>
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\nFrankly, we are neutral on this. But, philosophically, we need to put consumer first. We should always yield to consumer interest, and do what is best for the consumer.
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\nOne or two years from now, where do you see Jio in terms of subscribers and revenue? Will you be No. 1?<\/strong>
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\nFrankly, we are not chasing labels like No. 1, No. 2. We are chasing the material impact we can make to the lives of our customers. And, in our consumer business, what we really have to do is to keep the customer first, see if we can solve their problems.
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\nIn 2010-11, we had two options. One, we could have done what most, including The Economic Times, expected us to do. And that was to make a big acquisition in the global markets.
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\nBut we followed the second path. It was my conviction that if at all I am going to risk a few billion dollars, it’s better I risk it in our own country, for our own people, solving some of their most difficult problems.
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\nSo, that’s a conscious choice that we made. It would have been much easier for us to say that let’s make our energy and petrochemicals business bigger. These businesses would have become bigger and the numbers would have been bigger.
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\nBut the outcome for India would not have been there. And the business risk for Reliance would still have been the same. When we started the capital cycle in 2010-11, contrary to most other Indian business houses, we put 100 per cent of our money in India. And we think that this will yield us attractive returns.
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\nIn 2006, in an interview to ET, you had said: “My dreams are all for India.” Was this a conscious decision?<\/strong>
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\nFor me, yes, my dreams were, are and will continue to be for India. We are an Indian company and we must be for India and Indians first.
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\nWe are happy and proud that as an Indian company, we have innovated to a degree where I think that we have now won, at least in my technical peer group, the respect of the world.
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\nIt’s taken us five years, but it was worth it. So, if I talk to technology company leaders across the world, they now recognise that we can create such a mammoth tech venture in India.
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\nThey never thought we could really create a next-generation digital network out of scratch in India and give data at under a dollar a GB — absolutely the lowest in the world.
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\nMany were trying to guess what you were trying to build. An Apple+Verizon+Comcast+Amazon+Netflix. So is that the aim?<\/strong>
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\nI don’t think you can create all of this on your own. It takes two to tango. You can do what is in your hands. But, customers have to respond. We are in a world where nothing happens without connectivity.
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\nSo, if the world uses 15 GB of data, every Indian should be able to use 15 to 20 GB of data. We have to eventually build an ecosystem, but connectivity will be the longest pole in that tent.
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\nOnce you put together connectivity, the power of computing, the information that comes from you and me, and software, the price performance of everything changes. That is when you are creating disruption.
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\nWe are not trying to be a Comcast or a Netflix or anybody else. We want to be Jio and provide digital life to Indians. You have to start this journey with affordable connectivity if you want to move higher from our current 155th position in the world in terms of broadband penetration.
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\nYour father built a business of a massive scale. You are trying to build a similar business with telecom. Is this the legacy you want to leave, like your father did?<\/strong>
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\nThere is only one Dhirubhai. I am a very small part of Dhirubhai. For us, his spirit is timeless.
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\nIt will continue to inspire and guide Reliance beyond me. He had given me a mandate and it is very satisfying to fulfil it. He had told me that the process of Reliance should last beyond you and me.
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\nI have seen the journey from when we raised Rs 1.8 crore to today when we can afford to spend Rs 2,50,000 crore on our energy and digital businesses and still have one of the strongest balance sheets in the world. That satisfies me. Reliance will always be Dhirubhai’s Reliance.
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\nYou once said in one of our interviews<\/a> that if you have a difficult problem to solve, the way you look at it is to ask what Dhirubhai would have done. Do you still do that?<\/strong>
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\nYes, of course, I still do that. Even the 40-year-olds at Reliance, who may not have worked closely with Dhirubhai, also do that since we have institutionalised his principles.
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\nOne day, we need to put this out for the whole world since his principles are timeless. It’s on my to-do list.
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\nTwo of your children are already in the business. What role do you see for them going forward?<\/strong>
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\nIsha has decided that she will move to Stanford this Fall to do her MBA.
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\nAkash is passionately customerobsessed with technology. He has taken the challenge of delivering the true customer experience in a hands-on way. He will decide what he wants to do from there on.
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\nYou said you’re going to focus on new businesses. What are the new businesses apart from Jio?<\/strong>
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\nJio is a multi-wave business. What you can build on top of Jio Digital Life is virtually unlimited: IoT, augmented reality, virtual reality, driverless cars. On driverless cars, hamare naseeb me hai ki gaadi me petrol bhi daalna hai or bandwidth bhi dena hai.
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\nSo you’re becoming a technology company, like Google or Apple. Is that your vision?<\/strong>
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\nMy own view is that all businesses will have to become digital businesses in a digitised world.
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\nDigital has to become second nature, and that’s what’s happening globally.
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\nIn the next 20 years, the world will change more than in the last 300 years. I’m sure we are on the doorsteps of such a momentous change.
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\nSo, in a way, this is the starting point?<\/strong>
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\nAbsolutely. This is the starting point. Abhi to shuruat hai.
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\nWhat is the next big milestone for Jio?<\/strong>
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\nI think our first milestone is really to establish Jio Digital Life and to make sure that mobile internet is properly understood.
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\nThen, of course, to fill the capacity that we have built. That’s why we’re deliberately not giving ourselves a time frame. But we are saying that, yes, we are attempting to build a 100-million customer base in the shortest possible time. So, our first milestone is to reach a point where Indians can say: ‘yeh Jio ke bina main jee nahi sakta’.
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\nReaching this will be a testament to the 60,000-strong team at Jio.
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\nHow do you think the economy is doing as a whole?<\/strong>
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\nIndia is the fastest-growing economy in the world.
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\nOverall, you have to think of this in the background of what I call radical changes in the world. So, the global economy itself — globalisation, automation, digitsation — is hugely undergoing a change and, within that, we’re outshining everyone.
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\nThe prime minister’s visionary initiatives like Digital India, Make in India, Startup India, etc, have energised the nation. And, I see this only improving, with a good monsoon, with all the GST reforms we have done in the last session, the world cannot ignore India.
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\nWhat’s your view on the controversy over the Jio launch ad that featured Narendra Modi’s photo?<\/strong>
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\nFrankly, this is a baseless controversy. Shri Narendra Modi is the country’s prime minister. He’s as much your prime minister as he is my prime minister.
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\nHe has given the Digital India vision, which I am personally inspired by.
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\nAs I mentioned in my AGM speech, we are dedicating our service to the vision of India’s leader, to India and 1.2 billion Indians. Digital India is a life-changing movement, there’s nothing political about this.
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\nAre you looking at a deeper cooperation with Reliance Communications (run by brother Anil Ambani<\/a>)?<\/strong>
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\nI’m happy that we’ve overcome all our past issues at the family level. In this respect, we’re in a very cordial place.
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\nIn terms of business, we’re separate.
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\nFundamentally, we remain open to working with all the players in the industry. We are working with RCOM in a number of mutually beneficial areas, as we are with Bharti, Vodafone and Idea.
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\nJio has a substantial financial services piece. Plus you also have the MSO (multi-system operator) licence. You also have broadband services. Could you talk us through some of these?<\/strong>
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\nI don’t see Jio as a telecom business. I see it as an Internet business that also provides connectivity.
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\nWe have used technology in very innovative ways. The whole aspect of digital life first starts with connectivity.
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\nThe world today has great broadband connectivity at home. Eighty per cent of the bandwidth usage in the world is in the home, 20% is on handheld devices. We in India are starting the other way around.
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\nClearly, you have to have connectivity via mobile broadband. Taking finance, the first piece that needs to be solved is payments. Then, you need to solve for transaction costs.
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\nThen you have to integrate and ensure regulatory compliance and make sure 100 per cent credit ratings are available for individuals and small companies as well. So, from our point of view, the way the world is evolving, no one company can actually solve all the problems.
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\nYou will need a coalition to deliver the financial digital life. You do the same thing for education and you can transform education. You do the same thing for health, agriculture and you transform them.
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\nCan you elaborate on the future innovations that you spoke about?<\/strong>
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\nDigital life and digital services are a multi-wave business.
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\nIt’s not a single component business. We are not announcing all of the possibilities on day one. We are working on multiple innovative ideas and we will partner and do things globally in these areas.
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\nFrom our point of view, connectivity is the beginning and as you bring more and more digital life to more people and as you combine the physical with the digital, the opportunities become immense.
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\nThat’s why we have said we can’t do this all on our own. That’s why we want a sustainable source of venture capital in this country. We have now said that we will provide that.
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\nSo this is pure venture capital — it’s for promoting entrepreneurs on their own merits to own their own businesses that can ride on this connectivity. We have got to work on many things, and you don’t know what will happen at what point in time. But you got to keep on trying to innovate in new directions.
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\nWhat is your vision for Reliance five or 10 years from now?<\/strong>
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\nReliance has built a refinery-led energy business and a materials business. In the energy business, we give 2% of the world’s petrol, diesel and aviation fuel. For that, we need some backward integration into oil and gas.
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\nI myself believe that technological advancement is so rapid that renewable forms of energy in the next 20-30 years will replace nearly all fossil fuels. Then we have the materials business.
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\nWe are the world’s largest polyester manufacturer. We still think that clothing people will be important. We don’t see that being disrupted. We think that plastics will move to being much more environmental-friendly.
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\nWe are working on that ourselves to ensure 100 per cent recycling of plastics. Materials and plastics will continue to have a very important role in people’s lives. And rubber is the other basic big business that we have. Synthetic rubber will coexist with natural rubber.
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\nCarbon nano-tubes will be among a whole new set of potential materials that we would like to focus on.
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\nEqually, new materials in the energy storage area.
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\nFor us, we will still be a materials and energy company but focused on new opportunities alongside existing ones. We have converted a cyclical business into a value-generating sustainable business, so that irrespective of the different business cycles, this portfolio gives us a sensible annuity.
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\nOil prices have gone down from $100 to $40, but the Reliance earnings has not changed. Besides the materials and energy business, we have the consumer business. I believe that all consumption will happen both physically and digitally. Jio is the bedrock of our consumer value proposition.
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看到至少4 - 5个运营商在这个市场可持续性:穆凯什•安巴尼的独家专访
当我们开始资本循环在2010 - 11赛季,相反每个业务的房子在印度,在印度我们把100%的钱。这将产生我们合理的回报。
这仅仅是个开始依赖Jio表示,信实工业董事长穆凯什•安巴尼。这是一种性游戏,该公司将有机会以取悦客户定期与数字生活,他告诉Romit·R·。
他震惊的回应Jio的发射,并且说该公司有一个商业模式,确保足够的回报即使它在世界十分之一的价格提供数据。编辑摘录:
信实Jio背后的推动思想是什么?的启动依赖Jio梦想成真吗?
我个人深信,技术是人类发展的最大动力,如果你可以用科技造福人民,那是最好的业务。
移动互联网将是优势定义人类发展技术的世纪。我们感到荣幸的给12亿印度人带来移动宽带革命。
Jio发射了六年。你有任何疑问吗?等待是值得的吗?
我们想要做的是我们自己的道路。我们已经决定做的没有试图在整个世界。
我们已经建立了一个全ip, only-LTE, 100%回(LTE)语音网络地面互联网。
与我们合作的所有设备制造商降低设备价格。三四年前,人们说4 g手机会花费30000卢比。现在,我们提供了一个入门级的价格点JioFi装置在Rs 1999和我们的流行LYF品牌的智能手机只有2999卢比。
建筑生态系统需要时间和耐心。整个内容生态系统,我们已经到位还需要时间。最重要的考虑是,所有这些一起协同工作。
我们必须积极的测试。我们选择技术的最前沿。只有这样我们能够把印度客户最大的利益。
今天,世界上每个人都卖10美元/ GB的数据。,用购买力平价率就没有意义。所以,我们让它在一个美元。我们必须经历这个过程。
我们不相信的世界当我们开始,但我们与我们的信念。我们一直很真诚。我很满意他们的交付。从根本上说,如果你做一些很不同,你应该让它花的时间。
你一路上错过一些内部的最后期限了吗?
我称之为目标的最后期限,但是我们不想满足最后期限只是为了一个会议。我们正在寻找的是结果。
例如,我们想扩大我们与850 MHz的频谱,提高室内覆盖。我们只在7月这个频谱。我们仍然需要改善入职流程。
Aadhaar-based数字化过程中我们将确保我们把我们的客户更无痛,无纸化。同样,如果我们不喜欢一些收敛的帐单,我们将改变这种状况。
我们不断重新评估我们的最后期限,因为我们已经尝试最好永远把客户放在第一位。
怎样和你个人参与项目吗?
我花了相当多的时间与Jio。你可以说我很实际。我们已经构建了一个生态系统,从几人,增长到大约60000人。
只有一个核心群约50人在这工作了前几年。然后,我们把其他专业人士。我们别无选择,只能是实践。
碳氢化合物的老牌企业,能源和石化产品运行在自己的,用他们自己的领导人。这帮助了我几乎只关注两件事:首先,新企业。其次,把我所说的制度化管理系统的依赖。在过去的三年里,我们已经悄悄地放在一起的依赖管理系统和我们的领导干部。
在信实集团现在,我们已经识别出的领导人40年代中期,你会看到他们承担更多杰出的领导责任。在新业务方面,Jio和Jamnagar需要我的时间,因为它们是新项目。
依赖管理系统的主要元素是什么?
第一个元素是价值创造的哲学。作为依赖,我们将首先专注于我们创造社会价值。
社会价值后,我们将专注于创造客户价值,其次是员工价值,最后,可持续的股东价值。
在这个框架中,我们打破了他们为子组件。我们有财务管理系统,定义如何处理所有的金融和监管。
我们有一个人管理系统,它定义了所有组件从入门级到我们组级别领导人的执行委员会和我们如何把所有在一起。
我们有一个业务管理。操作上,我们数字化整体业务。我们有一组的企业标准和行为,这,在我看来,强化了迪卢柏哲学在我们的管理系统。
他的哲学是永恒的。现在,我们觉得流程和制度的依赖将持续超越我们。Jio出生与这些管理系统已经到位。
你有叫Jio世界上最大的创业公司的依赖。你是如何灌输的价值观在Jio创业吗?
创业做什么工作?你开始与客观的解决一个大问题。对我们来说,印度面临的大问题是一个社会问题。
如果我们接受,移动互联网技术的世纪,我们作为印第安人不能接受,我们目前徘徊在世界第155位的移动宽带接入。
当我们一样的感觉,作为一个12亿人口的国家,只是少量的金牌在奥运会上获胜。也适合一个12亿人口的国家的潜力。
我认为这是创业做什么——解决别人没有解决之前。我们所做的启动是真诚的尝试。如果尝试成功,创业成为一个伟大的公司。
信实Jio路在何方,现在您已经启动服务?最初的反应如何?
有很多的数字生活。我们认为我们已经开始Jio仅仅是个开始。这是一种性游戏,我们将有机会与数字生活愉悦客户,几乎每隔几个季度。
我们有可能给奇迹,极大地提高了客户的生活。我们所做的第一件事,我们非常自豪的是,我们能够提供所有这一切在一个负担得起的方式,每一个印度人。
现在,让我们看看快速客户响应。我非常惊讶,我是一个天生的乐观主义者,前三天的反应(Jio发射的)。
它超出了我的预期了100倍。这最初的反应表明,印度人想要经验和自己的移动互联网。我们负担得起的。
我们有一个商业模式,,而使自己足够的回报,我们仍然可以提供数据在世界十分之一的价格以可持续的方式。这只能从头开始如果你认为技术。
这些关税是你从1月1日开始可持续吗?一些投资者担心出现的回报。
我可以向你保证,我们不会赔钱。我们不是想大赚一笔,但我们正在寻找使青少年的我们的资本回报率,这是18 -分我们的资本回报率,投资周期。
建立更广泛的背景下,我将完成我的40年明年的依赖。我们是世界上少数几家公司之一,发表了股东回报的复合年增长率超过20%在40年的时间!
如果你看看依赖的历史,我们有时间的投资和时间的稳定的现金流。我认为我们的大多数严重的投资者明白这一点。
过去四、五年中,我们投资了约50000卢比,现在我们将看到回报。作为我在AGM说,我们非常自豪我们的股东价值创造的记录。
当然,在与这些回报的情况下,我们只会加强这些数字。
你已经设定了一个目标1亿客户在最短的时间内,你说你有能力把车载一百万用户一天。所以,1亿年约100天的目标吗?
这取决于印度客户,他们有多饿。它还取决于customer-obsessed我们。我们将尽最大努力。
我们已经说过,到2017年3月,90%的印度人将获得我们的服务。所以,我们将涵盖十亿印度人。我们也尝试最好建立一个加载一百万客户的能力。
纸质的习得过程是一个瓶颈。我们还没有到达我们的目标每天一百万收购的无痛的方式。
我承认,我说过,它对我来说是不能接受的。我们已经开始推出在孟买和德里Aadhaar-based收购过程,到10月初,我们将在全国各地。
入职流程,应该大幅缓解。
你有多少订户已经在船上吗?
每个月我们将报告这个数字透明。我把我们的人很难让它更频繁。
你希望更多的用户通过新的连接或MNP(手机号码可移植性)?
这取决于客户。我希望MNP完全可用,目前的瓶颈将在几天内得到解决。
我们都是成熟的球员在这个市场,我相信目前的运营商将做什么是正确的,并提供客户选择选择一个运营商的选择。
1月1日,消费者可以期待进一步从Jio惊喜吗?
只是看!的好事是我们玩第二局,所以我们知道我们必须达到的目标。这是一个不断发展的市场,我们将努力每天高兴的是我们的客户。
在2000年代初推出的时候,你说一个新学生必须面对一些破碎。你这次面临破碎。你的想法是什么?
我在谈论竞争。我真的认为在整个块,这是一个足够大的市场,每个人都按照自己的业务模型和四个或五个运营商共存。
我的敬意和感激的旅馆、沃达丰、想法,等等,已经在全国移动电话。但关键的硬性在这种环境下,我们需要把客户放在第一位。
在这个框架中,一些内部之间的竞争,我们自己就可以了。但是如果我们不关心客户,或如果我们违反我们的法律许可条件,那么它就不是好的。
当我们每个人竞购频谱和签署一份许可证,我们有义务为我们的运营商,印度政府,最重要的是,我们的客户。你要求提供互连不要滥用你的市场地位。
你应该增加互连时当前产能利用率达到70%。您不能使用的借口,有人在做促销,容量需求上升,等等。
这些都是不能接受的。他们是anti-customer实践。消费者不应受到影响。我很高兴把破碎到自己,但这不是我破碎。这是压花客户。
第二个问题也很简单。手机号码可移植性。属于你。没有运营商可以带来麻烦,如果你想改变运营商。
所有运营商公开上周表示,他们将提供这个(互连和MNP)。所以,我们在等待。这些都是伟大的公司。他们有自己的声誉,保护。我相信他们不会违反法律。
你相信现有人为地保持价格了吗?
坦率地说,这是他们的业务。每个人都有多个几十年的经验。我有很多的尊重他们,他们遵循的商业模式。
你认为他们是一个组织吗?
这是由客户来决定。我将努力COAI(印度手机运营商协会()函数,如在一个民主的方式。
我没有意识到,直到几个月前,尽管这是一个协会成员的投票权取决于运营商的收入。我们没有收入,所以我们挤出。然后发生了什么是,官方或协会的首席执行官成为员工的前两个或三个运营商,在本质上。
如果上面两个运营商控制超过51%,这是一个固有的缺陷它的结构。虽然COAI,其观点实际上是一个或两个运营商的角度,而不是整个的观点行业。
我们渴望得到可观的收入。当我们得到可观的收入,不会滥用我们的收入能力。我可以向你保证。
你有没有见到Kumar Mangalam贝拉还是苏尼尔•米塔尔讨论这些问题?
我尊重苏尼尔和最高知道Kumar非常好。并从沃达丰也维托里奥。从我们的观点,我们都是一致的,我们都同意这是一个巨大的机遇。
从根本上说,我们的商业模式是不同的,业务方法是不同的。我们应该尊重不同的价值创造路径。我所有的好朋友,我打算继续尽管竞争。
没有一个正确的或错误的。在一天结束的时候,当然,会有2 g的声音和3 g语音和数据,4 g语音和数据和数字服务。它的客户有一个大的选择。
我的灵感来自很多同行做的事情。他们会在某种程度上,我们所做的。我们必须共存——这是一个足够大的市场,没有一个操作员可以把它。
我看到可持续性至少4 - 5运营商12亿印度人在这个市场。从我们的角度来看,1亿年是一个数字,我们的目标是市场份额。所以我们还是婴儿在这个行业。
当你期待与Jio盈利吗?
我们寻找的是一个健康的青少年的回报率的业务生命周期。
这取决于我们的时机能够提高并填写我们的能力。它还取决于customer-obsessed我们和客户采用我们的服务速度。像往常一样,我们将会让你大吃一惊。
你会考虑Jio公众在某个时间点?
Jio是信实的子公司。这是一家上市公司。
我们惊讶的反应,我们已经看到在过去的几天里。我们非常鼓励。我们一心一意地专注于创造社会价值,顾客价值、员工价值和,最后,股东价值。
资产负债表是很强的,所以我们没有看到任何理由在现在的公司结构。
任何想法Jio引进战略合作伙伴吗?你带了英国石油公司在某个阶段的石油和天然气。
我们总是打开,但除了必须有价值合作伙伴。他们必须符合我们想做的。我们不需要任何人的钱,所以我们不会为此单独合作。
你的意见是什么即将拍卖的监管环境呢?
我们认为我们很幸运拥有一个总理给我们的愿景数字印度。我们还认为一些工作,现在是世界上第一个完成的。所以,我们都应该感到骄傲,Aadhaar继续和加强。
我相信Aadhaar区分印度,印度在数字世界中取胜。我非常印象深刻的首席部长,现在想采用数字。
企业没有选择和采用数字太多,快得多。所以,从这个角度看,一个绑定的愿景数字印度是至关重要的。我想独立行业段我们现在是一个非常透明的框架的频谱拍卖,透明的监管框架。我们只需要改变我们的习惯。
我们不需要游说政府或官员。在市场上工作,互相激励,这是我们所需要的转变。
我相信所有的监管框架应该为客户第一,因为,最终,你和我都是顾客。
我也认为随着时间的推移,我们会意识到,除了支付范围,这是最纳税服务在印度。你付罪酒或其他类别。这也应该是合理化。
你的想法在互连费用吗?他们应该降低趋势吗?
坦率地说,我们是中性的。但是,哲学,我们需要把消费者放在第一位。我们应该总是屈服于消费者的兴趣,为消费者做什么是最好的。
从现在开始的一年或两年,你看到Jio用户和收入吗?你要1号吗?
坦率地说,我们不是追逐标签1号、2号。我们追逐物质的影响我们可以让我们的客户的生活。在我们的消费者业务,我们真正要做的是保持客户至上,看看我们能不能解决他们的问题。
在2010 - 11,我们有两个选择。一个,我们可以做很多,包括《经济时报》,期望我们做。这是在全球市场进行大规模收购。
但是我们之后第二个路径。这是我的信念,如果我要几十亿美元的风险,最好是我冒这个风险在我们自己的国家,对于我们自己的人来说,解决他们的一些最困难的问题。
所以,这是一个有意识的选择。这将是更容易为我们说让我们使我们的能源和石化产品业务更大。这些企业将成为更大的数字会更大。
但是结果就不会存在了。和业务依赖的风险仍将是相同的。当我们开始资本周期在2010 - 11赛季,与其他大多数印度商业房屋,我们把我们的钱在印度的100%。我们认为这将产生我们可观的回报。
等2006年,在一次采访中,你曾说:“我的梦想都是印度。“这是一个有意识的决定吗?
对我来说,是的,我的梦想,是并将继续是印度。我们是一家印度公司,我们必须首先对印度和印度人。
我们感到很高兴,也很自豪,作为一家印度公司,我们有创新在某种程度上,我认为我们已经赢了,至少在我技术同行的尊重。
它花了我们五年,但它是值得的。所以,如果我跟科技公司领导人在世界各地,他们现在认识到,我们可以创建这样一个庞大的科技风险在印度。
他们从来没有想过我们可以真正创建一个下一代数字网络的划痕在印度,给数据在一美元以下GB——绝对是世界上最低的。
许多人试图猜出你是试图建立。一个苹果+ Verizon + Comcast +亚马逊+ Netflix。所以,目标是什么?
我不认为你可以创建自己所有这一切。需要两个探戈。你能做什么在你手中。但是,客户必须做出回应。我们是在一个没有连接的世界里,什么都没有发生。
因此,如果世界使用15 GB的数据,每个印度人都应该能够使用15到20 GB的数据。最终我们必须构建一个生态系统,但连接将最长的钢管,帐篷。
一旦你连接,计算的力量,来自于你和我的信息,和软件,一切都变了的价格表现。当你创建中断。
我们不是试图Comcast或者Netflix或其他人。我们想要Jio和印第安人提供数字生活。你要开始这段旅程负担得起连接如果你想从我们目前的上涨在世界排名第155位的宽带普及率。
你父亲建立了一个大规模的业务。你正试图建立一个类似与电信业务。这是你想要的离开,像你父亲吗?
只有一个迪路拜。我是一个非常小的一部分,迪路拜。对我们来说,他的精神是永恒的。
它将继续鼓励和引导超出我的依赖。他给我一个授权,这是非常令人满意的完成它。他告诉我,依赖的过程应该持续到你和我。
我见过的旅程从当我们1.8卢比提高到今天当Rs 2,我们可以花50000卢比的能源和数字业务,仍然有一个世界上最强劲的资产负债表。满足我。总是会依赖迪路拜的依赖。
你曾经在我们的一个表示面试,如果你有一个困难的问题要解决,你看它的方式是问迪卢柏会做什么。你还做吗?
是的,当然,我仍然这样做。甚至在信实的40岁,也可能没有与迪卢柏密切合作,因为我们有自己的原则制度化。
有一天,我们需要把这整个世界因为他的原则是永恒的。它在我的待办事项清单。
你的两个孩子已经在业务。你看到他们未来发挥什么样的作用?
Isha已经决定,她将搬到今年秋季斯坦福MBA。
阿卡什是热情customerobsessed与技术。他的挑战提供真正的客户体验动手的方式。从那里,他将决定他想要做什么。
你说你要关注新业务。新企业除了Jio是什么?
Jio性业务。上你可以构建Jio数字生活几乎是无限的:物联网、增强现实、虚拟现实,无人驾驶汽车。无人驾驶汽车,hamare naseeb我海ki gaadi汽油bhi daalna海或带宽bhi dena海。
所以你成为一个技术公司,如谷歌或苹果。那是你的视力吗?
我自己的看法是,所有企业都将成为数字业务在一个数字化的世界。
数字化已经成为第二天性,在全球范围内发生的事情。
在接下来的20年里,世界将改变在过去的300多年。我相信我们在这样一个重大改变的台阶。
所以,在某种程度上,这是起点?
绝对的。这是起点。Abhi shuruat海。
Jio的下一个大的里程碑是什么?
我认为我们的第一个里程碑是建立Jio数字生活,确保移动互联网是正确理解。
当然,来填补我们的能力。这就是为什么我们故意不给自己一个时间框架。但是我们说,是的,我们正试图建立一个1亿客户在最短的时间内。所以,我们的第一个里程碑是一个印第安人可以说:“叶Jio柯比娜主要jee nahi性力派教徒”。
到这将是一个证明在Jio 60000人团队。
你认为经济作为一个整体来干什么?
印度是世界上增长最快的经济体。
总的来说,你必须把它的背景我称之为世界上彻底改变。全球经济本身——全球化,自动化,digitsation——非常发生改变,在这,我们令每一个人。
首相的富有远见的举措像数字印度,在印度,印度启动,等,有充满活力的国家。,我看到这只提高良好的季风,与所有消费税改革我们所做的在过去会话,世界不能忽视印度。
你的观点争议莫迪Jio推出广告出现的照片吗?
坦率地说,这是一个毫无根据的争议。莫迪先生是中国的总理。他尽可能多的你的总理是我的首相。
他给了印度数字视觉,我个人的启发。
正如我所提到的在我AGM演讲,我们致力于服务的愿景印度的领导人,12亿年印度和印度人。数字印度是一个改变人生的运动,没有什么政治。
你在看一个更深层次的合作与Reliance Communications(由兄弟吗安尼尔•安巴尼)?
我很高兴我们克服所有我们过去在家庭层面的问题。在这方面,我们在一个非常亲切的地方。
在业务方面,我们分开。
从根本上讲,我们保持开放与所有的球员在这个行业。我们正在与RCOM互利的领域,我们与Bharti,沃达丰(Vodafone)和想法。
Jio有一块巨大的金融服务。加上你也有美索(多系统操作符)许可证。你也有宽带服务。你能说我们通过一些吗?
我看不出Jio作为电信业务。我认为这是一个互联网业务,还提供了连接。
我们使用的技术创新方式。数字生活的整个方面开始连接。
当今世界有巨大的宽带连接在家里。世界上百分之八十的带宽使用情况是在家里,20%是在手持设备上。我们在印度开始反过来。
很明显,你必须通过移动宽带连接。以金融、需要解决的第一块支付。然后,您需要解决交易成本。
然后你必须整合并确保法规遵从性并确保100%信用评级可用于个人和小公司。所以,从我们的角度来看,世界是不断发展的,没有一个公司可以解决所有的问题。
你需要一个联盟提供金融数字生活。教育你做同样的事情,你可以改变教育。你做同样的事情对健康、农业和变换。
你能详细说明未来创新,你说呢?
数字生活性业务和数字服务。
它不是一个单一的组件业务。我们不是在第一天宣布所有的可能性。我们正在多个创新想法和我们将在这些领域全球伙伴和做事情。
从我们的观点来看,连接是一开始你带来越来越多的数字生活更多的人你把物理和数字,成为巨大的机会。
这就是为什么我们说我们都不能这么做我们自己。这就是为什么我们想要在这个国家风险资本的可持续的来源。我们已经说过,我们将提供。
这是纯粹的风险资本——这是促进企业家自己值得拥有自己的企业,可以乘坐这个连接。我们必须工作在很多事情上,你不知道什么时候会发生什么。但是你必须继续努力创新的新方向。
你的愿景依赖5年或10年后?
依赖已经建立了refinery-led能源业务和材料业务。在能源业务,我们给世界上2%的汽油、柴油和航空燃料。为此,我们需要一些向后整合到石油和天然气。
我认为科技进步是如此之快,可再生能源在未来20 - 30年将取代几乎所有化石燃料。然后我们有材料业务。
我们是世界上最大的聚酯生产商。我们仍然认为衣服的人会是重要的。我们没有看到被破坏。我们认为塑料将成为更环保。
我们正在研究,确保100%的回收塑料。材料和塑料将继续有一个非常重要的角色在人们的生活中。和橡胶是另一个基本的大企业。合成橡胶和天然橡胶共存。
碳纳米管成为一套全新的我们想要关注的潜在材料。
同样,新材料在能源存储区域。
对我们来说,我们仍将原材料和能源公司,但专注于新的机遇与现有的。我们有周期性的业务转换为产生价值的可持续业务,所以不考虑不同的商业周期,这给我们一个合理的年金投资组合。
油价从100美元下降到40美元,但收入的依赖没有改变。除了材料和能源业务,消费者业务。我相信所有消费将发生物理和数字。Jio是我们消费者价值定位的基石。
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