A SUMMER TRAINING REPORT ON

Comparative analysis of MARKETING STRATEGIES OF Vodafone & AIRTEL

A summer training project report submitted to the Partial ul illment o the Re!uirement or the A"ard o #egree o

MASTER O$ %USINESS A#MINISTRATION TO

A%SS INSTITUTE O$ TE&'NO(OG)* MEERUT

Submitted %+, Ranjit -umar Gautam M%A . III Sem RO(( NO, /01/0233/0 Session . 03/0403/5 Under the Super6ision o , Mr7 #hananja+ 8ast 9Asst7 Pro essor* M%A:

A%SS INSTITUTE O$ TE&'NO(OG)* MEERUT

&ONTENT /7 pre ace 07 Ac;no"ledgement 17 S+nopsis 57 Need o the stud+ <7 objecti6es o the stud+ =7 &ompan+ pro ile o Airtel 27 comparison bet"een airtel and "oda one Airtel 8oda one &omparison bet"een mar;eting strateg+ o %harti Airtel and 8oda one =34=5 1 5 <4= 2 > ?41> 1?4<?

27 Research Methodolog+ T+pe o research methodolog+ #ata collection method Method o collection

>7 #ata Anal+sis and Interpretation ?7 S"ot anal+sis /37 Suggestion @ &onclusion //7 Recommendations /07 %ibliograph+ /17 Auestionnaire

=<4>/ >04>< >=4>2 >> >?4?3 ?/4?<

PRE$A&E Education becomes more meaningful when its theoretical aspects are combined with practical experience. These provide an opportunity to the me to improve my understanding of the studies. This project is the result of my major project based on strategies used by two company. Major project is an integral part of Master of Business dministrator !MB " course # it aims at providing a first hand experience of the industry to the students. This practical experience helps the students to view the real business world closely which in turn widely influences their conceptions # perceptions.

A&-NOB(E#GEMENT

% &anjit 'umar gautam( sincerely than'ful to all those people who have been giving me any 'ind of assistance in the ma'ing of this project report. % express my gratitude to Mr()hananjay *ast who has through her vast experience and 'nowledge has been able to guide me( both ably and successfully towards the completion of the project. % express my gratitude to B++ %nstitute of Technology Meerut. % would hereby( ma'e most of the opportunity by expressing my sincerest than's to all my faculties whose teachings gave me conceptual understanding and clarity of comprehension( which ultimately made my job more easy. ,redit also goes to all my friends whose encouragement 'ept me in good stead. Their continuous support has given me the strength and confidence to complete the project without any difficulty. -ast of all but not the least % would li'e to ac'nowledge my gratitude to the respondents without whom this survey would have been incomplete. % am also than'ful to authority of irtel # *odafone for providing me the information.

!& ./%T 01M & 2 1T M"

S)NOPSIS

Telecom +ector %n %ndia

Than 124 million telephones networ' is one of the largest communication networ's in world( which continues to grow at a blistering pace. The rapid growth in the telecom sector can be attributed to the various pro5active and positive policy measures ta'en by the government as well as the dynamic and entrepreneurial spirit of the various telecom service providers both in private and public sector. The telecom sector has shown impressive growth during the past decade. Today( more Two stri'ing features of this growth vi6. increasing preference for mobile phones and higher contribution of private sector in the incremental growth have predominated the telecom sector. The share of mobile phones !including 7-- mobile" has overta'en the share of landlines with 829 in the total number of phones. The private sector:s contribution is also increasing rapidly. ,urrently more than $; la'h phones are being added each month and it is targeted that by the end of 2;;< the total number of phones may reach a level of $4; million ta'ing the tele5density to more than $;9 which is currently at 23.8$9. .etwor' Expansion= The total number of telephone subscribers has reached 2<1.82 million at the end of /anuary 2;;< as compared to 2$2.<> million in /uly 2;;>. The overall Teledensity has increased to 2$.8$9 in /anuary 2;;< as compared to 21.2;9 in 2;;>. 7ireless +ervice= The wireless segment saw a surge of <.>> million subscribers last month compared to <.1> million in )ecember2;;>. This pushed the total wireless subscribers base to 232.3; million by /an $1 2;;<. 7ire line +ubscribers= The wire line segment subscriber base stood at $?.>$ million with a decrease of ;.18 million at the end of /anuary 2;;<. ugust

Teledensity= The gross subscriber base reached 2;8.<$ million at the end of March 2;;>. The Teledensity is 23.8$9at the end of /anuary 2;;< as compared to 1<.$19 at the end of March 2;;>( registering an increase of 89. %ncreasing &ole of @rivate +ector= The private sector has played a significant role in the growth of telecom sector. The share of private sector has risen to <4 per cent in )ecember 2;;> from 83.13 per cent in .ovember 2;;8. Tariff &ebalancing Measures= There has been a dramatic fall in the tariffs due to increased competition. The minimum effective charges for local calls have fallen considerably in recent months especially for cellular service. The long distance domestic as well as international charges have also fallen considerably. Telecom &egulatory &egulatory uthority of %ndia !T& %"= T& % was established under the Telecom ct( 1??> enacted on March 2<(1??>. The goals and !.T@" 1???. T& % has

uthority of %ndia

objectives of T& % are focused towards providing a regulatory framewor' that facilitates achievement of the objectives of .ew Technology @olicy Auality and affordable prices. endeavored to encourage greater corporation in the telecom sector together with better

NEE# O$ T'E STU#)

1. 2. $.

To identify the difference between mar'et performance of irtel industry and *odafone. To study the mar'et of irtel %ndustry and *odafone on big scale telecommunication sector. To compare various parameters of mar'eting strategies( manufacturing process( technology adopted production policy( advertising( collaboration( export scenario( future prospect for the two companies and government policies .

3. 4. 8. >. <.

To study the level of customer satisfaction in irtel # *odafone. To study customer buying behavior and factors which influence the purchase decision process. To study consumer preferences. To study the consumer trend in telecommunication sector. To study competitive mar'eting strategies adopted by irtel and *odafone.

>

O%CE&TI8E O$ T'E STU#)

Every organi6ation has to achieve its organi6ation goals. Bor this it is very essential for an organi6ation to 'now about the view of consumers and their competitive products. This survey research may be also aimed as to estimate potential buyer for the product. The objective of the study is as under=5

1. 2. $.

To identify the difference between mar'et performance of irtel industry and *odafone. To study the mar'et of irtel %ndustry and *odafone on big scale telecommunication sector. To compare various parameters of mar'eting strategies( manufacturing process( technology adopted production policy( advertising( collaboration( export scenario( future prospect for the two companies and government policies .

3.

To study customer buying behavior and factors which influence the purchase decision process.

4.

To 'now how the company has been successful in encountering the aggressive mar'eting strategies of competitors.

<

&OMPAN) PRO$I(E O$ AIRTE(

*ision
C s we spread wings to expand our capabilities and explore new hori6ons( the fundamental focus remains unchanged= see' out the best technology in the world and put it at the service of our ultimate user= our customer.C These are the premise on which Bharti Enterprises has based its entire plan of action. Bharti Enterprises has been at the forefront of technology and has revolutioni6ed telecommunications with its world5class products and services. Established in 1?<4( Bharti has been a pioneering force in the telecom sector. 7ith many firsts and innovations to its credit( ranging from being the first mobile service in )elhi( first private basic telephone service provider in the country( first %ndian company to provide comprehensive telecom services outside %ndia in +eychelles and first private sector service provider to launch .ational -ong )istance +ervices in %ndia. Bharti had approximately $.21 million total customers D nearly 2.<< million mobile and $$3(;;; fixed line customers. %ts services sector businesses include mobile operations in ndhra @radesh( ,hennai( )elhi(

2ujarat( Earyana( Eimachal @radesh( 0arnata'a( 0erala( 0ol'ata( Madhya @radesh circle( Maharashtra circle( Mumbai( @unjab( Tamil .adu and 1ttar @radesh !7est" circle. %n addition( it also has fixed5line operations in the states of Madhya @radesh and ,hhattisgarh( Earyana( )elhi( 0arnata'a and Tamil .adu and nationwide broadband and long distance networ's. Bharti has recently launched national long distance services by offering data transmission services and voice transmission services for calls originating and terminating on most of %ndia:s mobile networ's. The ,ompany is also implementing a submarine cable project connecting ,hennai5+ingapore for providing international bandwidth. Bharti Enterprises also manufactures and exports telephone terminals and cordless phones. to export its products to the 1+ . Bharti Tele5*entures: strategic objective is Fto capitali6e on the growth opportunities that the ,ompany believes are available in the %ndian telecommunications mar'et and consolidate its position to be the leading integrated telecommunications services provider in 'ey mar'ets in %ndia( with a focus on providing mobile servicesG. part

from being the largest manufacturer of telephone instruments( it is also the first telecom company

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The ,ompany has developed the following strategies to achieve its strategic objective=

Bocus on maximi6ing revenues and marginsH ,apture maximum telecommunications revenue potential with minimum geographical coverageH

Iffer multiple telecommunications services to provide customers with a Cone5stop shopC solutionH

@osition itself to tap data transmission opportunities and offer advanced mobile data servicesH

Bocus on satisfying and retaining customers by ensuring high level of customer satisfactionH

-everage strengths of its strategic and financial partnersH and Emphasi6e on human resource development to achieve operational efficiencies.

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%usinesses

Bharti Tele5*entures current businesses include 5

Mobile services Bixed5line .ational and international long distance services *+ T( %nternet services and networ' solutions Broadband services with )+- and 7i5Bi networ'

,ompetitive +trengths Bharti Tele5*entures believes that the following elements will contribute to the ,ompany:s success as an integrated telecommunication services provider in %ndia and will provide the ,ompany with a solid foundation to execute its business strategy=

.ationwide Bootprint 5 approximately ?29 of %ndia:s total mobile subscribers resided in the ,ompany:s fifteen mobile circles. These 14 circles collectively accounted for approximately 489 of %ndia:s land massH

Bocus on telecommunications to enable the ,ompany to better anticipate industry trends and capitali6e on new telecommunications5related business opportunities.

The strong brand name recognition and a reputation for offering high Auality service to its customersH

Juality management team with vision and proven execution s'illsH and The ,ompany:s strong relationships with international strategic and financial investors such as +ingTel( 7arburg @incus( %nternational Binance ,orporation( and .ew Kor' -ife %nsurance. sian %nfrastructure Bund 2roup

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Brand rchitecture= Bharti is wor'ing on a complex three5layered branding architecture L to= ,reate specific brands for each service( Build sub5brands within each of these services and 1se Bharti as the mother brand providing the group its corporate identity as well

as defining its goal to become a national builder of telecoms infrastructure.

1$

%'ARTI

AIRTE(
D&ellular OperationsE

TOU&'TE(
D%asic Ser6ice OperationsE

IN#IA ONE
DNational (ong #istanceE

irtel 5 The flagship brand for cellular operations all across the %ndian country. Touchtel 5 The brand earmar'ed for basic service operations. %ndia Ine 5 The brand for national long distance !.-)" telephony Though the costs of creating new brands are heavy but the group wants to create Fdistinct independent brands to address different customers and profilesG. Brand +trategy= To understand the brand strategy( letMs first loo' at the brand building exercise associated with irtel L a brand that had to be repositioned recently to address new needs in the mar'et. 7hen the brand was launched seven years ago( cellular telephony wasnMt a mass mar'et by any means. Bor the average consumer( owning a cellular phone was expensive as tariff rates !at &s < a
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minute" as well as instrument prices were steep L sometimes as much as buying a second5hand car. Bharti could have addressed the customer by rationally explaining to him the economic advantage of using a mobile phone. But +achdev says that such a strategy would not have wor'ed for the simple reason that the value from using the phone at the time was not commensurate with the cost. F%nstead of the value5proposition model( we decided to address the sensory benefit it gave to the customer as the main selling tac'. The idea was to become a badge value brand(G he explains. +o the irtel Fleadership seriesG campaign was launched showing successful men with their irtel was

laptops and in their deluxe cars using the mobile phone. %n simple terms( it meant crowd.

positioned as an inspirational brand that was meant for leaders( for customers who stood out in a

)id it wor'N &epeated surveys following the launch showed that there were three core benefits that were clearly associated with the brand L leadership( dynamism and performance. These were valuable Aualities( but they only too' mar'et. irtel far enough to establish its presence in the irtel to appeal to a wider audience.

s tariffs started dropping( it became necessary for

nd the various brand5trac'ing exercises showed that despite all these good things( there was no emotional dimension to the brand L it was perceived as cold( distant and efficient. +achdev and his team reali6ed that in a business in which customer relationships were the core this could be a major wea'ness. The reason with tariffs identical to competitor *odafone telecomm and roughly the same level of service and schemes( it had now become important for Bharti to Fhumani6eG irtel and use that relationship as a major differentiation. The brand had become something li'e -ufthansa L cold and efficient. 7hat they needed was to become +ingapore irlines( efficient but also human. change in tac' was important because this was a time when the cellular mar'et was changing. The leadership series was o'ay when you were wooing the crOme de la crOme of society. Ince you reached them you had to expand the mar'et so there was need to address to new customers. By that time( Bharti was already the leading cellular subscriber in )elhi with a base of $.>> la'h !it now has 1.< million customers". nd with tariffs becoming more affordable L as cell companies started cutting prices L it was time to expand the mar'et. Eow could Bharti leverage this leadership position down the value chainN +urveys showed that the concept of leadership in the customerMs minds was also changing. -eadership did not mean
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directing subordinates to execute orders but to wor' along with a team to achieve common objectives L it was( again( a relationship game that needed to be reflected in the irtel brand.

lso( a survey showed that 4; per cent of the new customers choose a mobile phone brand mostly through word5of5mouth endorsements from friends( family or colleagues. Thus( existing customers were an important tool for mar'et expansion and Bharti now focused on building closer relationships with them. That is precisely what the brand tried to achieve through its new positioning under the irtel

FTouch TomorrowG brand campaign. This set of campaigns portrayed mobile users surrounded by caring family members. +ays +achdev= FThe new campaign and positioning was designed to highlight the relationship angle and ma'e the brand softer and more sensitive.G s it loo's to expand its cellular services nationwide Lto eight new circles apart from the seven in which it already operates L Bharti is now reali6ing that there are new compulsions to rewor' the irtel brand( and a new exercise is being launched to this effect. &ight now( the company is unwilling to discuss the new positioning in detail. But broadly( the focus is on positioning irtel as a power brand with numerous regional sub5brands reflecting customer needs in various parts of the country. %f irtel is becoming more humane and more sensitive as a brand( Bharti has also understood that

one common brand for all cellular operations might not always wor' in urban mar'ets that are now getting increasingly saturated. To bring in new customers( the company decided that it needed to segment the mar'et. Ine such experiment( launched last year( is Koutopia( a brand aimed at the youth in the 13 to 1? age brac'et and for those who are Fyoung at heartG. 7ith its earlier positioning( irtel hoped to reverse that. %n order to deliver the concept( irtel offered roc' bottom tariff rates !24 paise for $; seconds" at irtel was perceived as a brand for the well5heeled older customerH there was nothing for younger people. 7ith Koutopia(

night to Koutopia customers L a time when they ma'e the maximum number of calls. %t also set up merchandising exercises around the scheme L li'e a special portal for young people to buy things or bid for goods.

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The company is now loo'ing at offering other services at affordable prices to this segment which include music downloads on the mobile and bundling +M+ rates with normal calls to ma'e it cheaper for young people to use. The other experiment that Bharti has wor'ed on is to go in for product segmentation through the Tango brand name. The brand was created to offer mobile users %nternet5interface services or what is 'nown as 7 @ !7ireless pplication @rotocol". The idea was to bring %nternet and mobile in perfect harmony. FThe name was chosen from the popular movie title %t Ta'es Two to Tango= basically( you need the two services to tango to offer customers a new choiceG( says +achdev. This( however( had less to do with the branding exercise as with inefficiency of service !accusingly slow download speeds" and the limited utility of 7 @ services. +ubseAuently( the ads were withdrawn( but the company re5iterated that the branding exercise could be revived because Tango will be the brand to offer 2@&+ services L or permanent %nternet connectivity on the mobile phone L which irtel is expected to launch soon.

1>

The Magic
@erhaps the more ambitious experiment has been with Magic L the pre5paid card. The idea was to ma'e the brand affordable( accessible and( most importantly( feasible as a means of expanding the mar'et even faster. @E +E % D Magic was aimed at bringing in infreAuent users of a mobile phone into the mar'et and assure him that he would have to pay only if he made a call. +uch a customer used the phone sparingly L mostly for emergencies L and was not willing to pic' up a normal mobile connection with its relatively high rentals !pre5paid cards do not include rental charges". To achieve its objectives Bharti did three things. Ine( the product was made available at prices ranging from &s $;; to &s $(;;; with no strings attached and was simple to operate. Two( the product was made accessible and distributed through small stores( telephone booths and even 'irana shops so that the offering was well within arms reach. Third( to ma'e the product more FapproachableG to the customer( the company came with vernacular ad campaigns -i'e FMagic )aalo +ay EelloG which appealed to local sensibilities. This apart( the company roped in 0arisma 0apoor and +hah &u'h 0han for a major ad campaign all across )elhi( a ruse that saw the number of subscribers go up from 4.3> la'h to 1.2 million today( overta'ing EssarMs branded pre5paid card +peed( which was launched much ahead of Magic. The company is now re5wor'ing its Magic strategy even further. Earlier( the branding strategy was aimed at roping in only interested customers L that is( customers who were already inclined to opt for mobile services. But now( with basic service providers having been allowed limited mobility at far cheaper rates( mobile service providers could find themselves under threat again. That is why the new exercise is aimed at co5opting non5adopters. 7hile the exact strategy is under wraps( insiders say the new branding strategy would be aimed at offering them value which they had not perceived would be available from using a pre5paid card.

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@E +E %% 5 Bharti used irtel Magic to build a strong value proposition and accelerate mar'et expansion

through %ndiaMs first national pre5paid card T* brand campaign

Birst time ever in %ndia 5 any pre5paid card brand goes on T* combination of the film genre exposed through the T* medium designed to connect with the masses of %ndia

Kouth based 5 romance driven strategy platform ma'es the value proposition of PMum'in EaiM come alive

irtel Magic 5

ll elements 5 user imagery( context( tone # language created to connect the category to the lives of the +E, B # +E, , segment D the middle class non5mobile user.

irtel Magic positions itself on the platform of being excellent for emergency situations 5 increasing productivity as a part of everyday life.

+haru'h 0han ma'es Peverything in life possibleM while romancing pretty 0areena 0apoor with irtel Magic( %ndiaMs leading pre5paid mobile card. irtel today unveiled its strategy for mar'et expansion with the launch of its new user segment defined as young adults( 145$; years of ageH in the +ec B # , segment is aimed at accelerating mar'et expansion. The value proposition is centered around a personMs desire to ma'e all his Q her dreams( ambitions # aspirations instantly possible. The new campaign for Magic is all about empowering millions of %ndians to be on top of their lives. The brand is positioned to be relevant to the mass5mar'et who want to ma'e all their dreams( hopes # desires come aliveR instantly. ! t just &s.$;;Q5 per month irtel Magic is so easy to buy." %mproving productivity( letting you befriend the world and opening up new hori6ons. %t gives you the freedom to control your life in a way never possible before. %ndeed( anything that you thin' is possible is possible with irtel Magic. The new brand slogan PMagic hai to Mum'in haiM has been specially created to capture this effectively. This strategy is designed to help us tal' to this segment directly in the tone( manner # language of the masses. The FMum'in haiG value proposition will help us expand the mar'et and gain a higher percentage of mar'et shares in the process. irtel irtel Magic

pre5paid card brand campaign D PMagic hai to Mum'in haiM. The strategy is targeted at the non5

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The brand ambassadors +hahru'h 0han and 0areena 0apoor embody this Pcan doM or FMum'in EaiG spirit !infact that is the reason they were selected as brand ambassadors". +haru'h rose from a T* actor to become %ndiaMs top film star and national heartthrob. 0areenaMs success is due to her PattitudeM( talent( hard wor' and the sheer ability to ma'e a mar' in such a short time. Both these stars have said PMum'in haiM and made it happen for themselves. The genre of this new strategy # campaign is Eindi cinema led. This genre connects millions across %ndia. The spirit of romance( dancingR the %ndian cinema( well 'nown to most as Bollywood( holds millions of %ndians together as one. The new T* campaign of irtel Magic crafted in the Eindi film idiom( magnifies the empowering optimism of FMum'in EaiG( in the endearing situation of a boy5girl romance. 7here +haru'h 0han( sets his eyes on 0areena 0apoor and wins her love with the help of of the heart is won". The strategy # new brand campaign is targeted at the large untapped base of intending mobile customers from +ec ( B # ,. The estimated addressable mar'et of such customers in the next irtelMs 18 states. The new strategy aims at correcting the two years is around 24 million in irtel Magic. !@oignantly conveying that special feeling we all get when a dream is made possible and a victory

perception that the mobile category is useful mainly for PbusinessM or Pwor'M related scenarios. The new strategy( brand positioning # brand slogan is an outcome of an extensive nationwide research and is an integral part of been created by @ercept dvertising. irtel MagicMs new multi5media campaign. The campaign has

2;

@E +E %%% 5 Bharti used irtel Magic to build a strong value proposition and accelerate mar'et expansion

through %ndiaMs first national pre5paid card T* brand campaign

Birst time ever in %ndia 5 any pre5paid card brand gives such freedom to recharge any value combination of the film genre exposed through the T* medium designed to connect with the masses of %ndia

Kouth based 5 romance driven strategy platform ma'es the value proposition of P isi a6aadi aur 'ahanNG come alive

irtel Magic 5

+haru'h 0han Ma'es Peverything in life possibleM expansion with the launch of its new

irtel today unveiled its strategy for mar'et

irtel Magic pre5paid card brand campaign D PMagic Eai to irtel Magic is all

Mum'in EaiM. . The value proposition is centered on a personMs desire to ma'e all his Q her dreams( ambitions # aspirations instantly possible. The new campaign for about empowering millions of %ndians to be on top of their lives. The brand is positioned to be relevant to the mass5mar'et who want to ma'e all their dreams( hopes # desires come aliveR instantly . t a amount of your choice you can recharge your account with available validity time .%mproving productivity( letting you befriend the world and opening up new hori6ons. %t gives you the freedom to control your life in a way never possible before. %ndeed( anything that you thin' is possible is possible with irtel Magic. The new brand slogan P isi a6adi aur 'ahanM has been specially created to capture this effectively.

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Ither Brand Building %nitiatives=5 The main idea is to stay ahead of competition for at least six months. 7or'ing on the above game plan Bharti is constantly coming up with newer product offerings for the customers. The focus( of course( is to offer better Auality of service. To ma'e the service simpler for customers using roaming facilities( irtel has devised common numbers for subscribers across the country for services li'e customer care( food services and cinema amongst others. %t will also launch a unified billing system across circles so( customers moving from one place to another do not have to close and then again open new accounts at another place. To assist customer care personnel to deal with subscriber Aueries( a storehouse of 3;(;;; freAuently as'ed Auestions and their answers have been stored on the computers. Bharti expects that most of its new customers !one estimate is that it would be 8; to >; per cent of the total new subscriber base" would come from the pre5paid card segment. +o( they must be given value5added products and services which competitors donMt provide. Bharti( for the first time for a cellular operator( has decided to offer roaming services even to its pre5paid customers( but the facility would be limited to the region in which they buy the card. To ensure that customers donMt migrate to other competing services !which is 'nown as churn and ranges from 1; to 14 per cent of the customer base every month"( the company is also wor'ing on a loyalty program. This will offer subscribers tangible cash benefits depending upon their usage of the phone. The loyalty program will not be only for a Pbadge valueM( it will provide real benefits to customers. The idea is to create an irtel community. nother 'ey area which Bharti is concentrating its attention upon is a new roaming service launched in )elhi under which calls of a roaming subscriber who is visiting the city will be routed directly to his mobile instead of traveling via his home networ'. The company also offers multi5media messaging systems under which customers having a speciali6ed phone with a in5built camera can ta'e pictures and e5mail it to friends or store it in the phone. The cost per picture is between &s 4 to &s >.

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Bharti is also aware that it has to ma'e owning a ready5to5use cellular service much easier than it is today. 'ey area is to increase the number of activation centers. Earlier Bharti had 24; irtel irtel @oints which ,onnect stores which were exclusive outlets !for its services" and about 24;

were 'ios's in larger shops. .ow activation can be done by all of them( and not only by ,onnect outlets( all within 14 to 2; minutes. %n comparison( the competition ta'es two to four hours. @re5 paid cards are really catching up with the mobile phone users and it is actually helping the mar'et to increase. Birst( they are easier to obtain and convenient to use. 1nli'e post5paid( one need not pay security deposits for pic'ing up a pre5paid card. %t is often available even with paanwalas. s befits a fast5moving consumer service( the game is now moving beyond price to expanding distribution reach and servicing a well5spread5out clientele with technology and strategic alliances. Bharti is focusing on two factors to ma'e pre5paid cards more attractive. 0eeping the entry cost low for consumers and ma'ing recharging more convenience. Bharti is in the process of launching a new system in alliance with Mumbai5based ,ompany *enture %nfoTech which will enable a pre5paid card user to renew his subscription by just swiping a card. The system will not only save users the hassle of going out and buying a card every time it expires but also enable mobile companies to reduce the cost of printing and distributing cards. Bharti Televentures has tied up with :7aiter on wheels(: a company delivering food at home( to reach its Magic pre5paid cards to subscribers: doorsteps. The company is also joining hands with local grocery shops which will enable users to recharge their cards by just ma'ing a phone call to the shop. part from improving the convenience of recharging( mobile operators are beefing up their distribution channels. The company is constantly innovating to enhance the value proposition for its pre5paid service. They are leveraging technology to expand their distribution networ' and deliver round5the5cloc' recharge options to its MIT+ !Mobile on the +pot" subscribers. Bharti ,ellular has also launched a special service( ,areTouch( for high5value( corporate customers( providing them with instant( single5point access for any assistance they reAuire. ,ustomers can dial >>> and enjoy a slew of services( which includes easier payment of bills( service on priority basis( and value5added services without any additional paper wor'. Bharti ,ellular is offering a range of services without going through an interactive voice recorder ensuring that they save time. )edicated P,areTouchM executives are expected to assist customers with any service on priority basis. Besides the regular proactive reminder calls for bill payment( customers can also call ,areTouch for bill payments at free of cost.

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irtel presented MT* %nboxH the first Pon5airM +M+ based interactive music dedication show exclusively for irtel and irtel Magic customers. Eighly interactive */ based show with real5time feedbac' mechanism. Both brands joined hands to target the high growth youth segment.

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BhartiMs *iew on its Branding strategy=5 Birst( brand building efforts in todayMs context have to be seen in a more holistic manner. )elivering value on a sustained basis is perhaps the most potent 'ey to build a brand that lasts. 1nflinching orientation to customer needs is the second 'ey success factor. ,ustomers !be it for industrial products or consumer goods and services" across the world are more informed and( at the same time( becoming more individualistic in their needs and far more demanding with the passage of time. @ro5active trac'ing of shifts in consumer behavior( anticipating redefined or emerging customer needs( and then reacting in Freal5timeG are essential to attract and retain customer loyalty L a 'ey element of creating brand eAuity in the present situation. ,ustomi6ing the product !and communication of its benefit" to meet the specific needs of various consumerQcustomer sub5segments is the third element in creating brand appreciation. s far as allocation of time and financial resources are concerned( too many companies mista'enly allocate a disproportionate amount on mere advertising and promotion. This is not to say that advertising and promotion are less relevant. In the contrary( with more choices and higher media clutter( businesses need to budget for an increasingly higher spend on their brand promotion but this has to be underta'en in tandem with enterprise5wide FreengineeringG of the business philosophy and core design( production( and delivery operations for the product itself. The positive spin to this argument is that by first addressing the fundamentals( the enterprise itself becomes more competitive. This can be the beginning of a virtuous cycle wherein brand eAuity continues to increase as the enterprise sustains delivery of an appropriate product or service at an ever increasing value. %t is( however( crucial to note that in the years to come( not only will the cost of building a regional or a national !or an international" brand will continue to rise but also the time ta'en to do so will be longer and will need sustained and focused efforts.

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A brie histor+ o Tele sector in India

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A brie histor+ o Tele sector in India

%n the early 1??;s( the %ndian government adopted a new economic policy aimed at improving %ndia:s competitiveness in the global mar'ets and the rapid growth of exports. 0ey to achieving these goals was a world5class telecom infrastructure. %n %ndia( the telecom service areas are divided into four metros !.ew )elhi( Mumbai( ,hennai and 0ol'ata" and 2; circles( which roughly correspond to the states in %ndia. The circles are further classified under C (C CBC and C,(C with the C C circle being the most attractive and C,C being the least attractive. The regulatory body at that time L the )epartment of Telecommunications !)IT" L allocated two cellular licenses for each metro and circle. Thirty5four licenses for 2+M?;; cellular services were auctioned to 22 firms in 1??4. The first cellular service was provided by( Modi Telstra in 0ol'ata in ugust 1??4. Bor the auction( it was stipulated that no firm can win in ndaman and more than one metro( three circles or both. The circles of /ammu and 0ashmir and .icobar had no bidders( while 7est Bengal and ssam had only one bidder each. %n 1??8( the Telecom &egulatory uthority of %ndia !T& %" bill was introduced in the -o' +abha( and the president officially announced the T& % ordinance on 24 /anuary 1??>. The government decided to set up T& % to separate regulatory functions from policy formulation( licensing and telecom operations. @rior to the creation of T& %( these functions were the sole responsibility of the )IT. Eigh license fees and excessive bids for the cellular licenses put tremendous financial burden on the operators( diverting funds away from networ' development and enhancements. s a result( by 1??? many operators failed to pay their license fees and were in danger of having their licenses withdrawn. %n March 1???( a new telecom policy was put in place !.ew Telecom @olicy S.T@T 1???". 1nder this new policy( the old fixed5licensing regime was to be replaced by a revenue5 sharing scheme whereby between <512 percent of cellular revenue were to be paid to the government.

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%.)% . ,E--1- & M &0ET 5 E &-%E& &I )B-I,0+ .) TEE%& &E+I-1T%I. %ndian ,ellular mar'et immediately after the first round of licensing in 1??35?8 was beset by several problems for $ 5 3 years till the .ew Telecom @olicy of 1??? was announced. +ome of these roadbloc's Q current position is tabulated below=

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ROA#%(O&-S
,1&&E.T @I+%T%I. Eigh license fees Migration to revenue sharing mode in 1??? mitigates high initial fund reAuirements for payment of license fees. %nadeAuately funded businesses Q wea' and fragmented promoters Businesses that have since been adeAuately funded growing at over 8;9 per annum( while businesses with wea' promoters continuing to languish 5 spate of acAuisitions Q mergers( with 3Q4 major groups emerging in the last oneQtwo years. &egulatory authority not in place Telecom &egulatory uthority of %ndia !T& %" firmly in place( and its role being accepted by all

operatorsH )eptt of Telecommunications !)IT" restructured( with operations and policy ma'ing roles vested in different bodies. %ssues relating to unfavorable interconnect terms for private operators( pass through income( intra circle long distance( spectrum availability and allocation and the li'e remained unresolved for long periods. %nterconnect terms since rationali6ed( ris's on pass through income to )IT Q BE &T% !Mahanagar Telecom .igam -td." resolved to the satisfaction of all parties with changes in methodology Q revenue sharing( intra circle long distance allowed( spectrum availability cleared with vacation of freAuencies for usage by 2+M operators.

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Problems in $inancial closures due to,

-icensing tenure of 1; years -arge upfront cash reAuirements from promoters due to heavy license fee burden in initial stages of deployment sset based financing approach by %ndian Binancial %nstitutions. -icensing tenure increased from 1; to 2; years -arge upfront cash reAuirements for license fee payments mitigated with migration to revenue sharing mode allowing promoters to deploy more capital for capital expenditureH project financing being considered by most financial institutions. Boreign ownership Q change of partner limitations Boreign ownership norms clarified( and change of partners allowed as a matter of routine allowing ease of entry Q exit 5 paves the way for full control of businesses by foreign companies. %nadeAuate growth of mar'et Q subscribers &oadbloc's spelt out earlier resulted in low mar'et Q subscriber growth( but with corrective measures ta'en( mar'et Q subscriber base expected to 6oom.

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070 #E8E(OPMENTS IN T'E &E((U(AR IN#USTR)

The interconnection regime between cellular operators and fixed5line operators is still biased against the former. )espite the recent gains of the cellular industry( not everything is rosy. The cellular penetration rate is still very low at ;.< percent in a nation of over one billion people. %n recent years( many foreign companies had pulled out from their cellular joint ventures in %ndia due to the difficult operating environment and bureaucracy. %n 1??? alone( +wisscom pulled out from +terling ,ellular( Telstra from Modi Telstra and both the Telecom Irgani6ation of Thailand and /asmine %nternational from /T Mobile. %n 2;;;( Telecom Malaysia sold its sta'e in 1sha Martin Telecom( and both +hinawatra of Thailand and Be6eA exited from Bascel. %n /une 2;;1( British Telecom exited from Bharti ,ellular. Bell +outh %nternational has also indicated its intention to pull out from +'ycell ,ommunications( and Eong 0ong5based )istacom is see'ing to sell its sta'e in +pice ,ommunications. Birst @acific:s !based in Eong 0ong" continued commitment to Escotel is uncertain( and the former is reviewing various options. The string of sell5outs notwithstanding( there has been a merger and acAuisition wave sweeping across the %ndian cellular industry in recent years. Eong 0ong5based Eutchison 7hampoa( via Eutchison Telecommunications !E0"( acAuired major sta'es in +terling ,ellular !)ecember 1???"( 1sha Martin Telecom !mid52;;;" and Bascel !+eptember 2;;;". Through a partnership with local company( 0ota' Mahindra Binance( Eutchison 7hampoa practically controls Bascel and 1sha Martin Telecom( thus circumventing the 3? percent limit on foreign ownership in %ndian cellular operators. Eutchison 7hampoa is also the controlling shareholder of Eutchison Max Telecom. .ot to be outdone( Bharti Enterprises L another major cellular player L acAuired control of /T Telecom( which was later renamed Bharti Mobile !)ecember 1???"( and +'ycell ,ommunications renamed Bharti Mobinet ! ugust 2;;;". Bharti also acAuired the @unjab license of Essar and started operations( giving competition to the lone operator there( +pice ,ommunications. 2oing forward( Bharti is li'ely to merge all its cellular companies into one entity. Bive companies together bid &s18.$ billion to bag the licenses for the fourth operator slots in four metros and 1$ circles. Bharti emerged as the .o. 1 bidder with eight new licenses( followed by Escotel with four( Eutchison with three( and *odafone and %dea cellular with one each. Bharti and

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Eutchison have already commenced operations in all the circles while %dea is set to launch in )elhi. Escotel and *odafone have not made any headway. BE &T%( the third cellular operator for )elhi and Mumbai( started services in March 2;;1. B+.-( as the third nationwide cellular operator( launched services in 0ol'atta and Bihar in /anuary 2;;2. This was followed by Tamil .adu in /uly 2;;2. nationwide launch was scheduled for 2 Ictober 2;;2. Eowever( this has been postponed until after mid Ictober. Ince B+.- rolls out its service( most telecom circles will have four cellular operators. There will be tremendous competitive pressure( which will result in lower tariffs. Buture rate cuts are expected( which will drive demand( together with falling handset prices and the introduction of prepaid services. %n the midst of declining interest in technology stoc's( Bharti came out with its long5awaited initial public offering !%@I" in /anuary 2;;2. -everaging on the success of its cellular service( the company got a very good response from the primary mar'et. The total si6e of the %@I was 1<4 million shares at a floor price of &s1;. The issue was oversubscribed by more than 2.4 times( netting &s<.$ billion. This will be used to fuel its investment in long5distance( basic and cellular services. s of Ictober 2;;2( only B@- Mobile has launched commercial general pac'et radio service !2@&+" in Mumbai. Eowever( large5scale upta'e remains elusive. 7hile both Bharti and %dea have 2@&+5enabled networ's( there is caution on their part to launch the service. 7ith hardly any applications( the success of 2@&+ remains a Auestion.

%n 2;;4 Eutchison Essar an %ndian and hong'ong telecommunication alliance was ta'en over by the 1nited 0ingdom based telecommunication company name *odafone telecomm services and comes with the name of *odafone essar. *irgin mobile comes in %ndian Territory with the alliance of T T telecommunication Maharashtra in 2;;<. Mitsubishi a /apanese telecomm services !MT+" company comes in %ndia in 2;;? and ta'e over first rainbow in &ajasthan with ,)M networ' criteria.

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Building visibility and awareness )eviating from competing on the price platform( cellular operators are actively promoting their brand and service portfolio through high5visibility advertising and promotional campaigns. ,ellular operators li'e Bharti( Irange and B@- Mobile have been advertising aggressively on hoardings and 'ios's. @ublic transport li'e the city rail system and cabs are used widely to carry the message of mobility. ,ustomer5focused activities are gaining traction among cellular operators with the establishment of longstanding consumer benefit programs. Irange in Mumbai offers CIrange EolidaysC and CIrange Monsoon IffersC at very attractive rates and added benefits li'e discounts on airfare( food and beverages( among others. Ithers offer special privileges in retail outlets( cinemas and music shops.

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Enterprise mobile applications L promising revenue stream ll along( customer acAuisition and the top line have been the focus. Bew operators have concentrated on offering differentiated services for businesses. Eowever( as operators reali6e that offering basic voice and +hort Message +ervice !+M+" will get them the numbers but not the margins( some are now seriously loo'ing at the enterprise segment for provisioning superior services. ,ost5centered solutions li'e closed user group !,12"( value5adds li'e unified messaging and instant alerts are being offered. variety of mobile applications are finding ta'ers among the enterprise segment. Bharti is in the process of introducing a facility to fleet management companies so that they can improve the efficiency of truc's or buses by trac'ing movement and ensuring higher5use( accurate route planning. @remium automa'ers are also installing a global system for mobile communications inside a vehicle to help trace lost vehicles and trac' down stolen cars. ,orporations can choose enhanced services li'e user5defined call routing to prevent misuse. ,alls can be barred( limiting access to select numbers and diverting calls to one single number. Broadcasting services are also Auite popular( especially among fast food centers that have a central number. 2roup +M+ is Auite popular( especially among enterprises both in the service as well as the fast5moving consumer goods !BM,2" segment that have a large field force and need to provide regular updates on inventory status( discount schemes and movement of goods from warehouse to the retail outlet. Ban's too find bul' +M+ service very useful to forward transactional alerts to their customers.

2.$ B1T1&E T&E.)+ .) )E*E-I@ME.T There will be more competition( forcing operators to constantly focus on differentiations to maintain their lead. The implementation of enhanced networ's li'e 2.42 will enable operators to offer data services. This is an opportunity to customi6e and differentiate better. The entry of state5run operators li'e B+.- and BE &T% means that prices will no longer be controlled( thus there is less chance of a cartel being formed.

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.etwor' coverage in terms of geographic spread and Auality of coverage is crucial especially for the business subscriber.

The bigger the service provider:s national presence( the better it is for businesses. In the roaming front( signing up with a national operator is advantageous.

-imited mobility wireless in local5loop services !by fixed networ' service providers" will be a disadvantage for cellular operators in the short term. ,onseAuently( operators need to streamline their customer relation activities and adopt aggressive subscriber acAuisition and retention strategies.

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2.3 &E21- TI&K %++1E+ The operations of this sector are determined as under the %ndian Telegraph ct of 1<<4.

document buried in the sands of time. The next major policy document( which was produced( was the .ational Telecom @olicy of 1??3( a conseAuence of the on going process of liberali6ation. Kear 1<41 1?3$ 1?<4 1?<8 1??1 1??3 1??3 +eptember 1??3 .ovember 1??3 )ecember 1??3 /anuary 1??4 Event Birst telephones in %ndia .ationali6ation of telephone companies )IT was created ,reation of BE &T% and *+.Telecom eAuipment liberali6ed -icenses for paging Telecom policy announced 2uidelines for private sector participation in basic services ,ellular licenses issued for metros Tenders for cellular licenses in 1? cities apart from 3 metros Tenders for 2nd operator in basic services apart from )IT on circle basis. ugust 1??4 /anuary 1??8 .ovember 1??< *+.- launches %nternet services T& % formed %nternet policy announced

The .ational Telecom @olicy of 1??3 document( which laid out broad policy guidelines rather than a series of action points. -i'e other policies( it sought to achieve the impossible in finite time li'e improve Auality of service and its availability( wide coverage !a phone in every village"( at reasonable rates( etc. The targets in Auantifiable terms were installation of ?.4mn additional lines( telephone on demand by 1??>( and a @,I pop of 4;;. The Eighth @lan had also allowed private operators in value added services. To facilitate licensing( the nation was divided into 2; circles

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!a'in to a state" for basic and 21 circles for cellular telephony. Mumbai falls in Maharashtra circle and )elhi in itself a circle. The basic premise on which competition has been introduced is that every circle will have one private operator apart from )oTQ BE &T% for basic and two operators for cellular. )oTQ BE &T% have the option to become the third cellular operator in future. 2overnment did not achieve most of its stated targets. The basic theme( which was broadening the reach of telephony in %ndia( has not been met. Even liberali6ation policies were not implemented properly. The regulator T& % was set up after delays and confusion and even after its creation( )oT continued to fight with it in courts. %t was also affected by the resource crunch( and financing options li'e BIT( BIIT and BI-T was not used at all. The major policy direction it showed was to allow private sector entry in both basic and value added services. The intention( though noble failed to achieve its goals because of improper implementation( the economic costs are still borne by the end user. The telecom sector has witnessed some fundamental structural and institutional reforms in the past decade. Telecom eAuipment manufacturing was completely deregulated in 1??1. *alue5added services !including cellular services" were thrown open to private sector participation in 1??2. Basic services were opened to private participation in 1??3 by dividing the country into 21 telecom ,ircles and allowing one private operator per ,ircle to compete with )IT. telecom regulatory uthority of %ndia was set up in 1??>. n independent new @olicy for %nternet +ervice @olicy

@roviders !%+@s" was announced in 1??< allowing independent service providers to enter the sector ending the earlier monopoly of *+.-. &eorgani6ation of )IT( separating policyma'ing function and service provision and corporati6ation of )IT:s operational networ' are two major institutional reforms( which need to be implemented.

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+cope of the study U To conduct this research the target population was the mobile users( 7ho are using 2+M technology. U Targeted geographic area of )elhiQ .,&. +ample si6e of 4; persons was ta'en. U To these 4; people a Auestionnaire was given( the Auestionnaire was a combination of both open ended and closed ended Auestions. U The date during which Auestionnaires were filled. U +ome dealers were also interviewed to 'now their prospective. %nterviews with the managers of 2+M service providers were also conducted. U Binally the collected data and information was analy6ed and compiled to arrive at the conclusion and recommendations given.

+ources of secondary data 1sed to obtain information on( BhartiMs history( current issues( policies( procedures etc( wherever reAuired. U %nternet U Maga6ines U .ewspapers U /ournals U Bharti ,irculars +tore U Bharti .ews -etters U *odafone +tore U *odafone Ministore

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&omparison o bet"een %harti Airtel and 8oda one7

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AIRTE(

Telecom giant Bharti irtel is the flagship company of Bharti Enterprises. The Bharti 2roup( has a diverse business portfolio and has created global brands in the telecommunication sector. Bharti has recently forayed into retail business as Bharti &etail @vt. -td. under a Mo1 with 7al5Mart for the cash # carry business. %t has successfully launched an international venture with E- &othschild 2roup to export fresh agri products exclusively to mar'ets in Europe and 1+ and has launched Bharti V -ife %nsurance ,ompany -td under a joint venture with V ( world leader in financial protection and wealth management. irtel comes to you from Bharti irtel -imited( %ndiaMs largest integrated and the first private telecom services provider with a footprint in all the 2$ telecom circles. Bharti irtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti irtel have been structured into three individual strategic business units !+B1Ms" 5 Mobile +ervices( irtel Telemedia +ervices # Enterprise +ervices. The mobile business provides mobile # fixed wireless services using 2+M technology across 2$ telecom circles while the irtel Telemedia +ervices business offers broadband # telephone services in ?4 cities. The Enterprise services provide end5to5end telecom solutions to corporate customers and national # international long distance services to carriers. ll these services are provided under the irtel brand

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OUR %RAN#
irtel was born free( a force unleashed into the mar'et with a relentless and unwavering determination to succeed. spirit charged with energy( creativity and a

team driven Fto sei6e the dayG with an ambition to become the most globally admired telecom service. irtel( in just ten years of operations( rose to the pinnacle of achievement. s %ndia:s leading telecommunications company irtel brand has played the role as a major catalyst in %ndia:s reforms( contributing to its economic resurgence.

Today we touch peoples lives with our Mobile services( Telemedia services( to connecting %ndia:s leading 1;;;W corporates. 7e also connect %ndians living in 1+ ( 10 and ,anada with our callhome service.

OUR 8ISION @ PROMISES By 2;1; irtel will be the most admired brand in %ndia= -oved by more customers Targeted by top talent Benchmar'ed by more businesses F7e at irtel always thin' in fresh and innovative ways about the needs of our customers and how we want them to feel. 7e deliver what we promise and go out of our way to delight the customer with a little bit moreG

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&orporate Responsibilit+ at %harti Airtel

t Bharti( ,+& is a way of life. Each department and employee strives to be sensitive to the sta'eholders and environment within their wor' context. Bharti encourages employees to ta'e decisions and design business5lin'ed processes that are sensitive to communities and environment.

,orporate +ocial &esponsibility !,+&" in Bharti encompasses much more than only social outreach programs. %t is an integral part of the way Bharti conducts its business. The essence of BhartiMs commitment to ,orporate +ocial &esponsibility is embedded in the P,orporate *aluesM( which stem from its deepest held beliefs. These *alues are= 1. To be responsive to the needs of our customers 2. To trust and respect our employees $. To continuously improve our services D innovatively and expeditiously 3. To be transparent and sensitive in our dealings with all sta'eholders 7e encourage our employees to ta'e decisions and design business processes( 'eeping in mind the following= Ethics( fairness and being correct Meeting and going beyond compliances and legal reAuirements +howing respect and sensitivity towards sta'eholders and communities( and .urturing the environment 7e practice our ,+& beliefs and commitments through a three5pronged approach= Engaging with sta'eholders Ensuring sta'eholder sensitive policies and practices 1nderta'ing programs for our employees( community and environment

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EMP(O)EES
7e believe that one of the most important drivers of growth and success for any organi6ation is its people. t Bharti irtel( our PMantraM for employee delight focuses on 4 @s5 @eople( @ride( @assion( @rocesses and @erformance. Bharti irtel has been recogni6ed among the Best Employers in the ,ountry for two successive years D being 13th in 2;;$ # jumping ahead of several other large conglomerates to an enviable position of the 2nd Best Employer in the ,ountry in 2;;3. This is a clear demonstration # ac'nowledgement of the robust( progressive( people as well as business aligned Euman &esource practices( which the organi6ation has developed and implemented remar'ably in a very short span of time.

Bharti irtel follows an Fopen door policyG to approach the management( which helps resolve issues with mutual agreements. 7e encourage people to stand up against any unfair treatment for which we have the Iffice of the Imbudsman( where employees can raise any issues regarding business and wor'place conduct. Bharti ensures transparency through the various communication policies( strategies and plans. . &egular Employee ,ommunication Borums provides a platform for the employees to raise issues that reAuire resolution. Iur leaders strongly believe in facilitating and initiating activities that help employees manage their health and well5being. Iur focus always remains to redefine leadershipH we develop leaders who enable performance and inspire their people to unleash their potential. Iur people orientation reflects in our vision of being Ftargeted by top talentG( and a 'ey aspect of our business focus Fbuilding a best5in5class leadership team that nurtures talent at every level.MM Employee friendly E& policies have been put in place( which amply reflect the organi6ationMs concern for its people. +ome typical examples of these policies and

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practices include a family5day at office( half day leave for birthdays( gifts for anniversaries( compulsory 1; days off( festival celebration with family( no official meetings on wee'ends( five day wee's( concierge services( call centre engagement programs etc. These FcareG policies and practices are applied across the organi6ational levels without any discrimination. Brom self5management wor'shops to aerobics sessions( yoga classes to provision of relaxationQmeditation rooms( we ensure that every employee 'eeps a chec' on hisQher fitness. Tie5ups with leading health service organi6ations enable our employees to underta'e periodical health chec'5ups depending upon their age. This facility is also extended to employee family members at discounted rates. The company provides Blexible 2roup Mediclaim insurance to all employees( covering all 'inds of illnesses( accidents and hospital coverage for serious ailments. part from these specific engagements( we regularly organi6e health chec' up camps( eye chec'5up camps and stress management sessions. +ome of our offices have opened gymnasiumsQfitness facilities to ensure that the fitness fanatics do not have to worry about time constraints to remain fit. t many of our locations( we have hired psychologists who underta'e personal counselling sessions for employees. Bharti irtel offers a flexible compensation structure to its employees wherein the employees have the flexibility to structure their fixed component of their compensation according to their reAuirements within the ambit of legislation. Iur @erformance -in'ed %ncentive !@-%" schemes are lin'ed with the variable component of our compensation structure. This component is lin'ed to both the individual performance against hisQ her set 0& s !0ey &esult reas" and the overall performance of the business entity that an employee belongs to.

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Iur leaders and managers understand the need to bring clarity to employees about how their roles( goals and actions align the reali6ation of organi6ationMs vision and goals. The mechanisms li'e @erformance Management +ystem !@M+" and Talent Management @rocess !TM@" are the 'ey sources of identifying the training needs of the employees and chec' to competency levels for promotion. En6ironment* 'ealth and Sa et+ t Bharti we believe in the philosophy to refuse( reduce( reuse and recycle. The company has ta'en many initiatives in this regard( both within the offices for the benefit of our employeesH and for outside world for the convenience of the people Bew examples of the initiatives ta'en are mentioned below= !a" Most of the new irtel buildings recycle waste water for sanitary and cooling of eAuipment purposes e.g. )2 sets and , systems. These buildings also have rain water harvesting systems for ground water replenishment where appropriate. !b" ll irtel offices have energy efficient light fittings and )2 sets. 7e also ensure automation that enables energy savings in our buildings. Building Management +ystem !BM+" D %ntelligent Building concept is being followed in all the new irtel building and campuses that are coming up. The BM+ controls The Eeating( *entilation and ir5conditioning !E* ," system(( electricity load management( water management( par'ing management( security and safety systems to ensure an efficiently run building on optimal resources. !c" .ew buildings also incorporate the concept of and Energy 7heel which optimises energy efficiency in buildings. The , system in our buildings adds a certain amount of fresh air periodicallyH %n the process of adding this fresh air the cool air within the building vents out which may result into higher usage of energy to bring the coolingQ

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temperature bac'. The Energy 7heel concept ensures that as we bring the fresh air in it is pre5cooled thereby optimi6ing energy efficiency. !d" ir Auality is chec'ed periodically in all Bharti irtel offices( and based on the results( duct cleaning( carpet cleaning( chair and sofa shampooing is underta'en. 7ater Auality is also monitored in cooling towers for )2 sets and ir ,onditioner systems so that water born diseases such as legionella( etc. are avoided. !e" 1se of air curtains on major office exits and double gla6ing also results in significant energy saving. !f" t the time of oil change in )2 sets etc. the discarded oil for disposal is only sent to companiesQ vendors approved by the ,entral @ollution ,ontrol Board !,@,B" for proper disposal as per ,@,B approved processes. ll Bharti irtel offices follow the basic reAuirements specified by the @ollution ,ontrol Board" and ensure statutory compliance. !g" ll Bharti irtel offices have fire alarm systems. @eriodic fire drills are carried out in Bharti irtel offices as a practice. ll irtel offices are provided with Birst id boxes and have identified people as Birst id specialists.

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8O#A$ONE ESSAR

*odafone Essar( previously Eutchison Essar is a cellular operator in %ndia that covers 18 telecom circles in %ndia )espite the official name being *odafone Essar( its products are simply branded *odafone. %t offers both prepaid and postpaid 2+M cellular phone coverage throughout %ndia and is especially strong in the major metros. *odafone Essar provides 22 services based on ?;; ME6 and 1<;; ME6 digital 2+M technology( offering voice and data services in 18 of the country:s 2$ license areas. *odafone Essar( previously Eutchison Essar is a cellular operator in %ndia that covers 18 telecom circles in %ndia . )espite the official name being *odafone Essar( its products are simply branded *odafone. %t offers both prepaid and postpaid 2+M cellular phone coverage throughout %ndia and is especially strong in the major metros. *odafone Essar provides 22 services based on ?;; ME6 and 1<;; ME6 digital 2+M technology( offering voice and data services in 18 of the country:s 2$ license areas.

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&omparison o mar;eting strategies bet"een %harti Airtel and 8oda one7

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Purpose o comparison

The sub main purpose of this report is to compare the mar'eting +trategies adopted by Bharti irtel and its rival *odafone

The comparison shows how both of the companies have been challenging each other to gain mar'et shares.

7hy comparison with vodafone

Bharti irtel is the leader in telecommunication sector.

Bharti irtel holds the lion share of mar'et of communication sector.

Eowever( *odafone has been giving tough competition to Bharti irtel.

*odafone is the second largest player and share holder in ,ommunication sector.

+ince its launch *odafone has been adopting aggressive mar'eting strategies.

The comparison shows how Eutchison Essar Telecom. ,aptured 229 mar'et share in one month of its first launch of postpaid subscription in 2;;2. ).

41

7ith a different technology *odafone creates its own mar'et.

*odafone odafone. Today deals in every business of communication sector. *odafone ma'ing and changing the strategies to capture the mar'et shares

42

%rand positioning b+ %harti Airtel

Mar'et segmentation 2eographical segment !metropolitans # cities %ndia" )emographic segment 5 middle income groups @eople age group of 2; to 2< year

Target mar;eting
@eople who living in cities and towns. @oor or middle income group people. Koungsters in big cities. Businessmen

Positioning
,reating brands !+haru'h 'han # +achin Tendul'er" ds and promotions @romotion for study of poor childrens.

4$

Mar;eting miF
@rice= @lace= @roduct= @romotion= low price strategy maximum outlets and service centers verities available for various groups various schemes for pre5paid and post5paid

43

MAR-ETING STRATEGIES O$ 8O#A$ONE7

44

8oda one target the rural India

The main targeted customers of *odafone are from rural %ndia. By offering cheap and light mobile sets *odafone attracts most of the customers of small villages and towns. Iffering cheap handsets *odafone offers cheap and free connections to all customers. The cost for these sets was &s5>??5<3?51;??Zset and onward. Bree support and services %n every district and big towns *odafone opens its service centers to provide better support and services. +trong logistics and supply chain *odafone has a strong logistic and supply all over %ndia. %n every small town the potential customers can easily purchase the *odafone +%M # +ets.

Targeting youngsters in metropolitans *odafone attracts youngsters by offering colorful handset at very low prices.

48

%RAN# POSITIONING %) 8O#A$ONE

4>

Mar;et segmentation
2eographical segment !rural %ndia" )emographic segment 5 middle income groups

Target mar;eting
@eople living in small towns and villages. @oor and middle income groups. Koungsters in big cities. Businessmen

Positioning
,reating brands ds and promotions

Mar;eting miF
@rice = low price strategy @lace = maximum outlets and service centers @roduct = verities available for various groups @romotion= various schemes for pre5paid and post5paid

4<

Ser6ices pro6ided b+ %harti Airtel

Mobile services with 2+M technology Bixed5line connections .ational and international long distance services *+ T( %nternet services and networ' solutions Broadband services

+ervices provided by *odafone. [mobile services with 2+M technology [fixed5line telephone services [1niversal %nternetwor'ing [*o%@ !*oice over %nternet @rotocol" [%nteractive Television [*isual ,ommunication [Broadband @ortal [Telecommuting

4?

RESEAR&' MET'O#O(OG)
chieving accuracy in any research reAuires a deep study regarding the subject. The prime objective of the project is to compare and the impact of 7-- on irtel. The research methodology adopted is basically based on primary data via which the most recent and accurate piece of first hand information could be collected. +econdary data has been used to support primary data wherever needed. @rimary data was collected using the following techniAues Juestionnaire Method )irect %nterview Method and Ibservation Method The main tool used was( the Auestionnaire method. Burther direct interview method( where a face5 to5face formal interview was ta'en. -astly observation method has been continuous with the Auestionnaire method( as one continuously observes the surrounding environment he wor's in. irtel with the existing competitor !*odafone" in the mar'et

8;

T+pe o Research Methodolog+

EV@-I& TI&K=

Type of research carried out was EV@-I& TI&K in natureH the objective of such research is to determine the approximate area where the drawbac' of the company lies and also to identify the course of action to solve it. Bor this purpose the information proved useful for giving right suggestion to the company.

81

#ata &ollection method

There two type of method of data collection. @rimary data +econdary data @rimary data was collected using the following techniAues Juestionnaire Method )irect %nterview Method and Ibservation Method The main tool used was( the Auestionnaire method. Burther direct interview method( where a face5 to5face formal interview was ta'en. -astly observation method has been continuous with the Auestionnaire method( as one continuously observes the surrounding environment he wor's in. )ata used for the research wor' was primary in nature. @rimary data=

Primar+ data is that which is the collected for the fist time and thus happen to be
originated in character. Juestionnaire survey= %n the studies a Auestionnaire is prepared. The Auestionnaire consists of 14 Auestions. +econdary data= Secondar+ data refer to the data that has been already collected .the secondary data( which has been used to carry out this study( are as follow= Boo's( /ournals( Maga6ines( .ewspapers %ndustry &eports ,ompanyMs internet site someIther relevant +T1)K M TE&% - and websites.. +ample unit= 5 )E-E% # .,&.

82

The research process was done by interacting with number of customers during the activities performed( which included( mar'ets( cold calling( canopies( etc. &andom +ampling. +ample si6e= 5 4; people +ample )esign consists of

8$

Method of collection= 5 Bield procedure for gathering primary data included observation and interview schedule in which the Auestionnaires were filed by the interviewer. @ersonal interviews through self administered survey was done to collect the data( mar'et research was underta'en( that was accomplished by performing various activities designed. &esearch %nstrument= Juestionnaire The Auestionnaire was formulated by 'eep in mind the following @oints= 5 2iving the respondents. clear comprehension of the Auestion. %nducing the respondents to co5operate. 2iving instructions as to what is needed. %dentifying the needs to be 'nown.

83

#ata anal+sis And Interpretation

84

+ubscriber numbers in !mn" held by *odafone and

irtel

/une5;4 irtel *odafone $.1? 1.<2

+ep5;8 3.82 3.1?

)ec5;> 4.4; 8.23

Mar5;< 8.43 >.28

)ec5;< 1;.?< 1;.34

Mar5;? 13.;> 12.??

+ource T& %=

88

M &0ET @- KE&+ %. TE-E ,IMM1.%, T%I.

Iperator

Mar'et

share Mar'et ug::;? 22.3? 18.?8 18.;1 <.3?

share

ug::;4 Bharti irtel 1?.;8 *odafone 21.<1 *odafonecomm 1>.;$ %dea ,ellular 1;.34

25 20 15 10 5 0 Market share Aug''05 Market share Aug''09 Bharti Airtel vodafone Reliance infocomm Idea Cellular

8>

B%.)%.2+ .) . -K+%+

ge 2roup 2raph

s we can see from the above graph( the people who are in the age group of 2152< years are the ones who are the maximum users of mobile phones. This segment is the one which gives maximum business to the mobile operators. This segment constitutes the young executives and other office going people. They are 849 of the total people who were interviewed. The next age group are the

people who are 2<5$4 years old. They are 2;9 of the total. They are those who are at home or have small business units etc. nd the next age group is the youngest generation who are 14521 years old. They are school and college going students and carry mobile phones to flaunt. They are 149 of the total interviewed people.

Iccupation 2raph
8<

OCCUPATION 10% 20% 15%

55% STUDENTS EXECUTIVES HOUSEHOLDS OTHERS

s the above graph shows that 449 of the total people interviewed are wor'ing. +o( these people are the ones who are the maximum users of mobile phones. They are the young executives( managers( Tele 5 callers etc. who reAuire mobile for their official purposes. The next category is the households( who are either housewife( small units which operate from their homes etc. They are 2;9 of the whole. The next segment is the students. They are 149 of the whole. the whole is categories who are the professionals. nd 1;9 of

8?

+ervice @rovider 2raph

These are the total mar'et share of mobile user or people captured by the mobile provider company. There two major company in mobile phone service sector *odafone and segment of mobile customer. irtel who respectively hold the mar'et share with other company as 1>9 and 2;9 of total mar'et user

>;

,ustomer +ervice t irtel 2raph

CUSTOMER SATISFACTION LEVEL

10% 20%

10% 60% FULLY DISSATISFIED PARTIALLY FULLY DISSATISFIED

irtel seems poor. 8;9 of the people

s the above graph clearly shows that customer services at are dissatisfied with the customer services provided by

irtel. They are the ones who have the irtel. This could leave an impact on

maximum share in the mar'et but they are lagging behind in the customer services. 1;9 of the people were fully dissatisfied with the customer services of the mind of the consumer. Ee can even switch over his brand. 2;9 of the people seemed partially satisfied with the customer services and only 1;9 seem to be fully satisfied with irtelMs customer services( which is a very small amount.

>1

Type If ,ard 2raph

,ash cards seemed Auite popular among the people interviewed. <49 of the total mobile users were having cash card connections. This means that the cash cards should be easily and readily available in the local mar'ets. regular bill. irtel should ma'e sure that Magic is available in each and every noo' and corner of the mar'et. 149 of the people were having sim connections which is the

>2

Monthly expense graph @eople on an average spend &+ 4;; per month as their mobile phone expense. 839 people spend Monthly Ex !n"!

2$%

12%

R" #00 R" $50 R" 200

#$%

this amount. 239 people spend &+ $;; per month as their monthly mobile expense. having cash cards and having a lot of business calls on their mobiles.

nd the

remaining 129 had an expense more than &+ 1;;;( they could the ones having sim connections or

>$

wareness bout 7-- 2raph

7-- seemed to be a new word for many of the people. 349 of the people were not at all aware of such a technology. +o( in order to get the answer for this Auestion they were first explained the concept. Inly( 449 people 'new what 7-- is all about.

>3

wareness of 7-- @layers 2raph

%0 $0 #0 50 "0 !0 20 10 0 &odafone Airtel

*odafone was the brand which was popular amongst the interviewed people.

s *odafone had

done so much advertising and has it banners and hoarding spread all over )elhi. +o( this could be one the reasons of its popularity. Tata was hardly a 'nown brand in this new field. @ossibly( because of less promotions done by them as compared to *odafone. In the basis of analysis of the Auestionnaire % have found that the maximum no. of people who use mobile phones is in the age group of 2; to 2<. 7ho are the young executives and other office goersN They spend a maximum of &+ 4;; as their mobile expense. There is more no. of prepared cards than post paid cards. The mobile users want to spend money side by side than to spend money at the end of the month on a big bill. .ow when % compared irtel with its competitor from the point of view of the consumer % found irtel is at par or ahead

that on the basis of Tariff plan( value added services and billing accuracy

of its competitor but in the case of customer care and availability they lag behind there competitors. s( irtel has a hold in the mar'et because it has the maximum no. of connections( so

>4

it must improve upon it customer services.

s far as 7-- is concerned people are aware about it

but not many people are aware about Tata. They only 'now more about *odafone. @eople at this point of time are not interested to switch over from 2+M to 7--

>8

&ustomer Response to"ards Auestionnaire

>>

7hich Brand you( prefer mostN irtel *odafone &eliance T T %dea

><

Eow long you have been using this @roductN ;52 Kears 254 Kears 451; Kears More than 1; years

,onsumers response shown in chart for usage

>?

re you using other product with irtelN Kes .o

!! '() *+ #$

Eere are the customer responses about the use of the irtel.

irtel product and other product rather than

in this segment of survey 8> 9 of customer are aspire with irtel and $$ 9 shown interest in other telecom products in urban areas.

<;

)o you collect any information search before ma'ing purchaseN

23G =3G <3G 53G 13G 03G /3G 3G

==G

15G

in ormation search

)ES

NO

<1

SBOT ANA()SIS

<2

+7IT . -K+%+
+trengths Being one of the largest companies in %ndia the company has achieved a degree of focus in its core business of its products. %t has a strong brand name( superior Auality products and an enviable distribution networ'. %t has a clear and well5defined organi6ation structure and limits of financial authority. %ncrease in advertisement spends affect the companyMs margins. The companyPs bottom line falls victim to the bloated and highly paid wor'force( which affects its margins. 7ea'ness= -ittle efforts over the dvertising of products. )istribution channel is not accurately categori6ed. @remium priced products( hence canMt compete in low price segment. .o separate strategy for rural mar'et. Ipportunities= The company:s financial performance can receive a major boost from its cost reduction efforts. There is a lot of scope of product and mar'et diversification. Exports of products will also have huge chances in the coming years. irtelMs business has ample scope for gaining mar'et share from the unorgani6ed sector. &ural penetration too holds vast potential to bring about growth. Threats The slowdown in the economy has restricted topline growth of most BM,2 majors and for irtel also it will be difficult to maintain historical growth rates in such a depressed scenario.

<$

,ompanyMs major raw materials are influenced by government policies Q controls as well as vagaries of the monsoons. Bluctuations in the prices of raw materials would have significant impact on costs and margins of the company. Moreover( inordinate hi'e in Broad Band %nternet products would also increases companyMs production and distribution cost.

<3

(IMITATIONS

.o project is without limitations and it becomes essential to figure out the various constraints that we underwent during the study. The following points in this direction would add to our total deliberations=5 1. )uring the study( on many occasions the respondent groups gave us a cold shoulder. 2. The respondents from whom primary data was gathered any times displayed complete ignorance about the complete branded range( which was being studied. $. -ac' of time is the basic limitation in the project. 3. +ome retailersQwhole sellers refuse to cooperate with the Aueries. 4. +ome retailersQwholesalers gave biased or incomplete information regarding the study. 8. Money played a vital factor in the whole project duration. >. -ac' of proper information and experience due to short period of time. <. +ome retailers did not answer all the Auestions or do not have time to answer.

<4

SUGGESTIONS
Bollowing are the few suggestions to products concerned. 1. @&I)1,T \Modification must be brought about in increased. 2. @- ,E \ The brands must be made available easily in( @,I # general stores. $. @&IMIT%I. \,ompany must underta'e extensive promotional activities li'e advertisements must be released in different Medias to create brand awareness. \Bree samples should be distributed among the prospects. +ales promotion tools li'e gifts( contests and coupons must be given to retailers as well as customers and prospects. \ ,atalogues should be distributed among customers. 3. @&%,E \ @rice should be as competitive as other company maintains \ )istribution of new connection should be in reach of customer poc'et %&TE-( in terms of Auality. %ts demand should be %&TE- for improving the mar'et share and image of the

<8

&ON&(USION

fter analy6ing the findings of the research( % can conclude that

irtel lagged behind its

competitors as far as customer service and availability is concerned. The maximum no. of people who use the mobile is in the age group of 2; to 2<. ,ash cards are the most popular type of mobile connections( as they are consumer friendly and recharging the connection is not a problem. Maximum no. of people spends &+ 4;; on their connections. s irtel is the only company having the maximum no of mobile connections so it must seriously loo' into the loop holes of the existing customer service department. s we 'now that now mar'et irtel has already launched its product with logo FM isi a6aadi aur 'ahanGM

has already became popular in mar'et. +o we can say that in spite of so many competitors in the irtel is having a good position just because every time( it tries its best to understand the need of its important customers. Brom the comparison and deep analysis of every aspect of business of both the companies we can conclude that bharti irtel has to more wor' in every field of communication business. %t is the time not only to survive but to sustain in the mar'et for a long time. Bor this irtel has to wor' on its all mar'eting strategies( mar'eting( promotion( brand image.etc. irtel has to ta'e *odafone. *ery seriously and update its own strategies from time to time and when the need arises. 7ith aggressive mar'eting strategies lives in these areas. The other segment may be costumers of all age groups. irtel has to target rural %ndia as >;9 of population of %ndia

<>

&E,IMME.) T%I.+

% have made following recommendation to the company after doing the summer training there= The company should modify its credit policy as they only target the cash paying customers who are not easy to trace. The company should emphasis more on the Auality of @harmaceuticals @roducts it was mostly claimed by the exporters that their receipts from company doesnMt matches with the sampleMs Auality shown before giving orders. The company should ma'e its mar'eting strategy flexible enough in order to face competition. The company should 'eep an eye on the proper delivery of the goods to exporter on time( as it has been recommended by exporters to ma'e the delivery on time. The company rate policy must be flexible enough to catch new customers because if company offers lower price to a new customer then he may continue buy the goods and can be a permanent customer for the company. The company should offers such rate in the mar'et so that it may able to catch a bigger mar'et share and it should be able to compete with the local traders and commission agents while having a brand name. The company should ta'e the opinion of exporters from time to time to 'now what problems they are facing from the companyMs side. conditionN nd if any change they reAuire in present supplying

<<

%I%(IOGRAP')

%n this project report( while finali6ing and for analy6ing Auality problem in details the following Boo's( Maga6inesQ/ournals and 7eb +ites have been referred. ll the material detailed below provides effective help and a guiding layout while designing this text report. Boo's = @rinciples of Mar'eting D@hilip 0otler # 0evin 'eller edi. 12 Mar'et &esearch D ).). +harma &esearch Methodology D ,.&. 0othari 7ebsites= www. irtelworld.com www.google.com www.india.com www.*odafone.in http=QQwww.blonnet.comQ2;;3Q;8Q28QstoriesQ2;;3;828;21<;>;;.htm( Mumbai( /une 24( 2;;3. comQcompaniesQcompanies]rQ*odafone]infocomQ2;;$11;3]stop5roaming.htm( 3 .ovember 2;;$ )omain( Missed ,all( at http=QQwww.domainb

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Maga6ines= irtel !2 /uly to 1; /uly 2;;3" irtel %ndia page of ET paper !Thursday 1)ecember 2;;3" ,owards %ndia !28 )ecember to 3 /an. 2;;3"

?;

J1E+T%I.. %&E
)ear +irQMadam( % ranjit 'umar gautam( student of MB @lease give your precious time for filling these details. J.1 .ame those companies which provide telecom services now a daysN

of abss institute of Technology Meerut. % irtelG.

am doing my project on F,omparative analysis of mar'eting strategy of *odafone and

irtel *odafone &eliance T T %dea J.2 which mobile company services you are using now a daysN

irtel *odafone &eliance T T %dea J. $ mong them( which Brand you( prefer mostN irtel *odafone &eliance T T %dea

J.2 Eow long you have been using this @roductN ;52 Kears 254 Kears

?1

451; Kears More than 1; years J.$ re you using other product instead of irtelN Kes .o

J.4 how would you rate the experience with BrandN Excellent 2ood verage Below verage

irtel *odafone &eliance

?2

J.8 )o you collect any information search before ma'ing purchaseN Kes .o

J.> %f yes( which sources are usedN Maga6ines )ealers +ales Executives Iperators reference @amphlets and catalogue &eference from friends and relatives ny other

J.<

7hat are the features you loo' for in a product before ma'ing purchase decisionN 2ive

preferences !15Eighest( 85 least" Brand credibility @rice and )iscount fter sales services and parts( networ' *alue for money *ehicle performance dd on features or ergonomics of design

J.?.

7hich of these mar'eting Q sales schemes attracts you while purchasing any connectionN

?$

2ood .etwor' )iscount scheme +ervice pac'age ny other

J.1;

%f you have to purchase a new connection or product in near future( which Brand will you go for and whyN ]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]] ]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]] ]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]

J.11

re you aware of various promotional activities being run by irtel(

if yes then howN

re you satisfied with these promotional activitiesN *ery +atisfied +atisfied +omewhat .ot +atisfied satisfied

,ustomer ,are By d Bilms By ,amp 23 hrs call center services

?3

J.12 Eow would you rate EighestN"

irtel performance as your expectation on 4 points scale !4

3 4

fter +ale service Maintenance @roduct as per expectation 7hat are you suggestions for improving the product Auality( service availability and parts availabilityN ]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]] ]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]] ]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]]

J.1$

?4