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Comparative Analysis of Marketing Strategies of VODAFONE & AIRTEL 2

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Marketing Strategy of Bharti Airtel Limited

A Comparative Study on Vodafone & Airtel Marketing Research 2012

Vodafone and Airtel

airtel-vodafone

48814782-Marketing-Strategies-of-Vodafone

“MARKETING STRATEGIES OF BHARTI AIRTEL AND COMPARISON WITH

RELIANCE INFOCOMM.

Marketing Strategy of Bharti Airtel Limited(3)

 

Shakun Project on Airtel and Vodafone Marketing Analysis[1]

Comparative Study of Airtel

project report on-Marketing Strategies of Vodafone

Comparative Analysis Between the Marketing Strategies of Airtel and Idea

7 Airtel and Vodafone

airtel and vodafone marketing analysis


Project Report on Jio vs Airtel

Comparative Study of Customer Satisfaction Between Airtel & Vodafone Mobile Users in
Delhi

A MARKETING PROJECT REPORT ON BHARTI AIRTEL LTD. BY GAURAV SWAMI

COMPARATIVE STUDY OF CUSTOMER SATISFACTION BETWEEN AIRTEL &

VODAFONE MOBILE USERS IN DELHI [Link]

Project report on Airtel

PROJECT REPORT ON BSNL VS VODAFONE

Questionnaire gsm

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Jump to Page
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A
PROJECT REPORTON
Comparative analysis of Marketing Strategies of Vodafone & Airtel
UNDER GUIDANCE
Prof. Bharat Bhushan
(Submitted in fulfillment of the requirement for the degree)
MASTER OF BUSINESS ADMINISTRATION(Marketing)2008-2010
SUBMITTED BY
Raman Kumar MBA- 4
th
[Link] No.-80907317092
DR. IT BUSINESS SCHOOLBANUR
1

ACKNOWLEDGEMENT
I Raman Kumar sincerely thankful to all those people who have been giving
me any kind of assistance in the making of this projectreport.I express my gratitude
to Mr . Bhart Bhushan, w ho has through his
vastexperience and knowledge has been able to guide me, both ablyand successfully towards the
completion of the project..I would hereby, make most of the opportunity by expressing my
sincerestthanks to all my faculties w hose teachings gave me conceptualunderstanding
and clarity of comprehension, which ultimately madem y j o b m o r e
easy. Cr edit also goes to all my
f r i e n d s w h o s e encouragement kept me in good stead. Their continuous support hasgiven
me the strength and confidence to complete the project without anydifficulty
.Las t of all but not the least I would like to acknowledge mygratitude to the respondents without
whom this survey would have beenincomplete.I am also thankful to authority of Airtel &
Vodafone for providing me theinformation. (Raman kumar)
2

DECLARATION
I Raman Kumar, student of Dr. [Link] school Banur herebys
o l e m n l y a n d a f f i r m l y d e c l a r e t h a t t h e p r o j e c t o f c o m p a r a t i v e s t u d y between
Airtel and Vodafone has been prepared by me. The findings andanalysis made in the project
is exclusively the extensive study made in the form of data collected and its systematic
analysis to make the projecta comprehensive one. The data is not copied and will only
be used for academic purpose.
3

PREFACE
Education becomes more meaningful when its
theoreticala s p e c t s a r e c o m b i n e d w i t h p r a c t i c a l e x p e r i e n c e . T h e s e p r
o v i d e a n opportunity to the students to improve their understanding of the studies.M.B.A.
(Marketing) is a course, which combines both its theorya n d a p p l i c a t i o n a s i t s
c o n t e n t o f s t u d y i n t h e f i e l d o f M a r k e t i n g a n d commerce as a part of this
courseT h i s p r o j e c t i s t h e r e s u l t o f m y m a j o r p r o j e c t b a s e d o n s t r a t e g i
e s u s e d b y t w o c o m p a n y. M a j o r p r o j e c t i s a n i n t e g r a l p a r t o f Master of
Business Administrator (MBA) course & it aims at providing
af i r s t h a n d e x p e r i e n c e o f t h e i n d u s t r y t o t h e s t u d e n t s . T h i s p r a c t i c
a l experience helps the students to view the real business world
c l o s e l y which in turn widely influences their conceptions & perceptions.
4

CERTIFICATE
This is to certify that this project report titled
”Comparison Between Airtel & Vodafone Based on their StrategicPerforms.”
being submitted by Raman Kumar to Dr. IT Business School in partial fulfillment of the degree
of Master of Business Administrator (MBA) is a bonafide piece of work on major project report
by him under my guidance & supervision. This report has not been submitted to anyother unit or
institution for a degree and diploma. The assistant & helpreceived by the candidate during the
course of investigation have [Link]. Bhart BhushanLecturer Dr. IT Business
SchoolBanur Dated………………
5

CONTENTPAGE
[Link] OF STUDY……………………………………………………72. OBJECTIVE
OF STUDY ……………………………………….......83. A BRIEF HISTORY OF TELE SECTOR IN
INDIA ………………. 94. INTRODUCTION
OF TOPIC ………………………………………195. SWOT ANALIYSIS ………………………………
………………..346 . C O M P A R I S O N O F M A R K E T I N G S T R A T E G I E S
B E T W E E N AIRTEL & VODAFONE…..................................................................... 387. REASEARCH
METHODOLOGY
………………………………......438. LIMITATION …………………………………………………........
469. DATA ANALYSIS AND INTERPERTATION ……………………4810. CUSTEMOR RESPONSE
TOWARDS
QUESTIONNAIRE…........5511. CONCLUSION ……………………………………………………6012.
SUGGESTION ………………………………………………… …6113. BIBLOGRAPHY ……………
…………………………………….6214. QUESTIONNAIRE ……………………………………………
….63
6

NEED OF THE STUDY

[Link] identify the difference between market performance of Airtel
industry and Vodafone.2. To study the market of Airtel Industry and Vodafone
on big scale telecommunication sector
3.
To compare various parameters of marketing
strategies,manufacturing process, technologyadopted production policy, advertising
collaboration, export scenario,future prospect for the two companies and government
[Link] study the level of customer satisfaction in Airtel & Vodafone.5 . T o s t u d y c u s t o m e r
b u yi n g b e h a v i o r a n d f a c t o r s w h i c h i n f l u e n c e t h e purchase decision process.6. To
study consumer preferences7. To study the consumer trend in telecommunication sector 8 . T o
s t u d y c o m p e t i t i v e m a r k e t i n g s t r a t e g i e s a d o p t e d b y A i r t e l a n d Vodafone
7

OBJECTIVE OF THE STUDY

Every organization has to achieve its organization goals. For thisit is very essential
for an organization to know about the view of consumers and their competitive products.
This survey research may
bealso aimed as to estimate potential buyer for the product. The objectiveof the study is as under
:-
1. To identify the difference between market performance of Airtelindustry and Vodafone.2 . T o s t u d y
the market of Airtel Industry and Vodafone on big
s c a l e telecommunication sector.3. To compare various parameters of marketing strategies,manu
facturing process technology adopted production
policy,advertising, collaboration, export scenario, future prospect f or the tw ocompanies and
government
policies.4. To study customer buying behavior and factors whichinfluence the purchase
decision process.5. To know how the company has been successful in encountering theaggressiv
e marketing strategies of competitors.
8

A brief history of Tele sector in India

In the early 1990s, the Indian government adopted a new economic policyaimed at improving
India’s competitiveness in the global markets and therapid growth of exports. Key to achieving
these goals was a world-classtelecom infrastructure.I n I n d i a , t h e t e l e c o m s e r v i c e a r e a s
are divided into four metros
(NewDelhi, Mumbai, Chennai and Kolkata) and 20 circles, which roughlyc
orrespond to the states in India. The circles are further classified under "A," "B" and "C,"
with the "A" circle being the most attractive and
"C" b e i n g t h e l e a s t a t t r a c t i v e . T h e r e g u l a t o r y b o d y a t t h a t t i m e —
t h e Department of Telecommunications (DOT) — allocated
two cellular licenses for each metro and circle. Thirty-four licenses for GSM900cellular
services were auctioned to 22 firms in 1995. The first cellular service was provided by,
Modi Telstra in Kolkata in August 1995. For theauction, it was stipulated that no firm can
win in more than one
metro,three circles or both. The circles of Jammu and Kashmir and Andamanand Nicobar had
no bidders, while West Bengal and Assam had only one bidder [Link] 1996, the Telecom
Regulatory Authority of India (TRAI) bill wasintroduced in the Lok Sabha and the
president officially announced theTRAI ordinance on 25 January 1997. The
government decided to set upTRAI to separate regulatory functions from policy formulation,
licensingand telecom operations. Prior to the creation of TRAI, these functionswere the
sole responsibility of the DOT.H i g h l i c e n s e f e e s a n d e x c e s s i v e b i d s f o r t h e
c e l l u l a r l i c e n s e s p u t tremendous financial burden on the operators, diverting funds away
fromn e t w o r k d e v e l o p m e n t a n d e n h a n c e m e n t s . A s a r e s u l t , b y1 9 9 9 m a n y oper
ators failed to pay their license fees and were in danger of havingtheir licenses
withdrawn. In March 1999, a new telecom policy was put in place (New Telecom Policy [NTP]
1999). Under this new policy, the oldfixed- licensing regime was to be replaced by a revenue-
sharing schemewhereby between 8-12 percent of cellular revenue were to be paid to the
government.
INDIAN CELLULAR MARKET - EARLIER ROADBLOCKS AND THEIR RESOLUTION
9

Indian Cellular market immediately after the first round of licensingin 1994-
96 was beset by several problems for 3 - 4 years till the NewTelecom Policy1999
was announced. Some of these roadblocks / current position is tabulated below:
ROADBLOCKSCURRENT POSITION
High license fees
Migration to revenue sharing mode in 1999 mitigates high initial fund requirements for
payment of license [Link] funded businesses / weak and fragmented
[Link] that have since been adequately funded growing
ato v e r 6 0 % p e r a n n u m , w h i l e b u s i n e s s e s w i t h w e a k p r o m o t e r s continuing to
languish - spate of acquisitions / mergers, with 4/5 major groups emerging in the last
one/two years.
Regulatory authority not in place
Telecom Regulatory Authority of India (TRAI) firmly in place, and
itsr o l e b e i n g a c c e p t e d b y a l l o p e r a t o r s ;
D e p t t o f T e l e c o m m u n i c a t i o n s (DOT) restructured, with operations and
policy making roles vested indifferent [Link] relating to unfavorable interconnect
terms for private operators, pass through income, intra circle long distance, spectrum
availability andallocation and the like remained unresolved for long [Link]
terms since rationalized, risks on pass
throughincome to DOT / BHARTI Mahanagar Telecom Nigam Ltd.)r e s o l v e d
to the satisfaction of all parties
with changes inm e t h o d o l o g y / r e v e n u e s h a r i n g , i n t r a c i r c l e l o n g d i s
t a n c e a l l o w e d , spectrum availability cleared with vacation of frequencies for
usage byGSM operators.
10

Problems in Financial closures due to:

Licensing tenure of 10 yearsLarge upfront cash requirements from promoters due to heavy
license fee burden in initial stages of deployment Asset based financing approach byIndian
Financial [Link] tenure increased from 10 to 20 yearsLarge upfront
cash requirements for license fee payments mitigatedwith migration to
sharing mode allowing promoters to deploy morecapital for capital expenditure;
project financing being considered bymost financial institutions.
Foreign ownership / change of partner limitations
ownership norms clarified, and change of partners allowed as a matter of r o u t i n e a l l o w i n
e a s e o f e n t r y / e x i t - p a v e s t h e w a y f o r f u l l c o n t r o l o f businesses by foreign
[Link] growth of market /
subscribersRoadblocks spelt out earlier resulted in low market / subscriber growth, but with corre
ctive measures taken, market / subscriber baseexpected to zoom.
2.2 DEVELOPMENTS IN THE CELLULAR INDUSTRY
The interconnection regime between cellular operators and fixed-
lineoperators is still biased against the former. Despite the recent gains of the cellular industry,
not everything is rosy. The cellular penetration rateis still very low at 0.8 percent in a nation of
over one billion [Link] recent years, many foreign companies had pulled out from their
cellular j o i n t v e n t u r e s i n I n d i a d u e t o t h e d i f f i c u l t o p e r a t i n g e n v i r o n m e n t
a n d bureaucracy. In 1999 alone, Swisscom pulled out from Sterling Cellular,Telstra from Modi
Telstra and both the Telecom Organization of
Thailandand Jasmine International from JT Mobile. In 2000, Telecom Malaysiasold its stake in
Usha Martin Telecom, and both Shinawatra of Thailand
11

and Bezeq exited from Fascel. In June 2001 British Telecom exitedfrom Bharti Cellula
r. Bell South International has also indicatedits intention to pull out from Skycell
Communications, and Hong Kong-
b a s e d D i s t a c o m i s s e e k i n g t o s e l l i t s s t a k e i n S p i c e Communicat
ions. First Pacific's (based in Hong Kong) continuedcommitment to Escotel is uncertain, and the
former is reviewing [Link] string of sell-
outs notwithstanding, there has been a merger andacquisition wave sweeping across the I
ndian cellular industry in recenty e a r s . H o n g K o n g -
b a s e d H u t c h i s o n W h a m p o a , v i a H u t c h i s o n Telecommunications
(HK), acquired major stakes in
SterlingCellular (December1999), Usha Martin Telecom (mid-
2000) andFascel (September 2000). Through a partnership
with local company,K o t a k M a h i n d r a F i n a n c e , H u t c h i s o n W h a m p o a p r a c t i c a l l
y c o n t r o l s Fascel and Usha Martin Telecom, thus circumventing the 49 percent
limiton foreign ownership in Indian cellular operators. Hutchison Whampoais also the controllin
g shareholder of Hutchison Max Telecom. Not to be outdone, Bharti Enterprises —
another major cellular player — acquired Telecom. Not to be outdone, Bharti Enterprises —
another major cellular player —
[Link] renamed Bharti Mobinet (August 2000). Bharti alsoacquired
the Punjab license of Essar and started operations, givingcompetition to the lone operator there,
Spice [Link] forward, Bharti is likely to merge all its cellular companiesinto one
[Link] companies together bid Rs16.3 billion to bag the licenses for the fourth
operator slots in four metros and 13 circles. Bharti emerged as the No. 1 bidder with eight
new licenses, followed by Escotel with four,Hutchison with three, and Vodafone
and Idea cellular with one [Link] and Hutchison
have already commenced operations in all
thecircles while Idea is set to launch in Delhi. Escotel and Vodafone havenot made any
headwayB H A R T I , t h e t h i r d c e l l u l a r o p e r a t o r f o r D e l h i a n d M u m b a i ,
s t a r t e d services in March 2001. BSNL as the third nationwide cellular
operator,l a u n c h e d s e r v i c e s i n K o l k a t t a a n d B i h a r i n J a n u a r y 2 0 0 2 . T h
is wasf o l l o w e d b y T a m i l N a d u i n J u l y 2 0 0 2 . A n a t i o n w i d e l a
u n c h w a s scheduled for 2 October2002. However, this has been postponed
untilafter mid October. Once BSNL rolls out its service,
most telecom circleswill have four cellular operators. There will be tremendouscompetit
ive pressure, which will result in lower tariffs. Future rate cuts are
12

expected, which will drive demand together with falling handset prices and the
introduction of prepaid [Link] the midst of declining interest in technology stocks,
Bharti came outwith its long-awaited initial public offering (IPO) in January [Link]
on the success of its cellular service, the company got avery good response from the
primary market. The total size of the
IPOw a s 1 8 5 m i l l i o n s h a r e s a t a f l o o r p r i c e o f R s 1 0 . T h e i s s u e w a s oversubsc
ribed by more than 2.5 timesnetting Rs8.3 billion. This will beused to fuel its investment in long-
distance, basic and cellular
[Link] of October 2002, only BPL Mobile has launched commercialgeneral pack
et radio service(GPRS) in Mumbai. However, large-
scaleuptake remains elusive. While both Bharti and Idea have GPRS-enablednetworks, there is
caution on their part to launch the service. With hardlyany applications, the success of GPRS
remains a [Link] 2005 Hutchison Essar an Indian and hongkong
telecommunicationalliance was taken over by the United Kingdom based
telecommunicationcompany name Vodafone telecomm services and comes with the name
of Vodafone
essar.V i r g i n m o b i l e c o m e s i n I n d i a n T e r r i t o r y w i t h t h e a l l i a n c e o f T A T A tele
communication Maharashtra in [Link] a Japanese telecomm services (MTS) company
comes in Indiain 2009 and take over
Building visibility and awareness
Deviating from competing on the price platform, cellular operators
areactively promoting their brand and service portfolio through high-
visibility advertising and promotional campaigns. Cellular operatorsl i k e B h a r t i , O r a n g e
a n d B P L M o b i l e h a v e b e e n a d v e r t i s i n g aggressively on hoardings and
kiosks. Public transport like the city rail system and cabs are used widely to carry
the message of [Link]-focused activities are gaining traction among cellular
operatorswith the establishment of longstanding consumer benefit [Link] i
n Mumbai offers "Orange Holidays" and"Orange MonsoonO f f e r s " a t v e r y a t t r a c t i
v e r a t e s a n d a d d e d b e n e f i t s l i k e d i s c o u n t s o n airfare, food and beverages, among
others. Others offer special privilegesin retail outlets, cinemas and music shops.
13

Enterprise mobile applications — promising revenue stream

All along, customer acquisition and the top line have been thefocus. Few operators have con
centrated on offering differentiatedservices for businesses. However, as operators realize
that offering
basicvoice and Short Message Service (SMS) will get them the numbers butnot the margins, s
ome are now seriously looking at the enterprisesegment for provisioning
superior [Link]-centered solutions like closed user group (CUG), value-
addslike unified messaging and instant alerts are being offered.A variety of mobile applications are
finding takers among the
enterprises e g m e n t . B h a r t i i s i n t h e p r o c e s s o f i n t r o d u c i n g a f a c i l i t y t o f l e e t
management companies so that they can improve the efficiency of trucks or buses
by tracking movement and ensuring higher-
use,accurate route planning. Premium automakers are also installing aglobal system fo
r mobile communications inside a vehicle to help tracelost vehicles and track down stolen
[Link] can choose enhanced services like user-defined call
routingto prevent misuse. Calls can be barred, limiting access to selectnumbers and div
erting calls to one single number. Broadcastingservices are also quite popular, especially
among fast food centers thathave a central number. Group SMS is quite popular,
especially amongenterprises both in the service as well as number. Group SMS is
quite p o p u l a r , e s p e c i a l l y a m o n g e n t e r p r i s e s b o t h i n t h e s e r v i c e a s w e l l a s n
umber. Group SMS is quite popular, especially among enterprises
bothin the service as well as the fast-
moving consumer goods (FMCG)segment that have a large field force and need to p
rovide regular updates on inventory status, discount schemes and movement of goods from wa
rehouse to the retail
outlet. Banks too find bulk SMS service very useful to forward transactional alerts to th
eir customers.
2.3 FUTURE TRENDS AND DEVELOPMENT
•
There will be more competition, forcing operators toconstantly focus on
differentiations to maintain their lead.
•
The implementation of enhanced networks like 2.5G will enableo p e r a t o r s t o
offer data services. This is an opportunity to
14

customize and differentiate better.

•
The entry of state-run operators like BSNL and BHARTI meansthat prices will no
longer be controlled, thus there is less chance of a cartel being formed.
•
Network coverage in terms of geographic spread andquality of coverage is crucial e
specially for the businesssubscriberThe bigger the service provider's national presence,
the better it is for businesses. On the roaming front, signing up with anational operator is
advantageou
•
Limited mobility wireless in local-loop services (by fixed network service providers) will be a
disadvantage for cellular operators inthe short term. Consequently, operators need to
streamline their c u s t o m e r r e l a t i o n a c t i v i t i e s a n d a d o p t a g g r e s s i v e
s u b s c r i b e r acquisition and retention strategies
2.4 REGULATORY ISSUES
The operations of this sector are determined as under the IndianTelegraph Act of 1885. A docum
ent buried in the sands of time. Thenext major policy document, which was produced, was
National TelecomPolicy of 1994, a consequence of the on going process of liberalization.
Year Event
1851 First telephones in India1943 Nationalization of telephone companies1985 DOT was
created1986 Creation of BHARTI and VSNL1991 Telecom equipment liberalized1994 Licenses
for paging
15

1994 Telecom policy announcedSeptember 1994 Guidelines for private sector participation in
basicservices November 1994 Cellular licenses issued for metrosD e c e m b e r 1 9 9 4 T e n d e r s
for cellular licenses in 19 cities apart from
4 metrosJanuary 1995 Tenders for 2nd operator in basic services apart fromDOT on
circle basisAugust 1995 VSNL launches Internet servicesJanuary 1996 TRAI formed November
1998 Internet policy announcedThe National Telecom Policy of 1994 document, which
laid out broad policy guidelines rather than a series of action points. Like other policies,it
sought to achieve the impossible in finite time like improve quality of service and its availability,
wide coverage (a phone in every village), atreasonable rates, etc. The targets in quantifiable
terms were installation of 9.5mn additional lines, telephone on demand by 1997, and a PCO pop
of 500. The Eighth Plan had also allowed private operators in value
addeds e r v i c e s . T o f a c i l i t a t e l i c e n s i n g , t h e n a t i o n w a s d i v i d e d
i n t o 2 0 circles(akin to a state) for basic and 21 circles for cellular
t e l e p h o n y. Mumbai falls in Maharashtra circle and Delhi in itself a [Link] basic premise
on which competition has been introduced is that everycircle will have one private operator apart
from DoT/ BHARTI for basicand two operators for cellular. DoT/ BHARTI have the option to
becomethe third cellular operator in [Link] did not achieve most of its stated
targets. The basic theme,which was broadening the reach of telephony in India, has not been
met.E v e n l i b e r a l i z a t i o n p o l i c i e s w e r e n o t i m p l e m e n t e d p r o p e r l y . T h
e regulator TRAI was set up after delays and confusion and even after itscreation DoT
continued to fight with it in courts. It was also affected bythe res ource crunch, and
financing options like BOT, BOOT and BOLTwas 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,
16

though noble failed to achieve its goals because

o f i m p r o p e r implementation, the economic costs are still borne by the end user.T h e
telecom sector has witnessed some fundamental structural
a n d i n s t i t u t i o n a l r e f o r m s i n t h e p a s t d e c a d e . T e l e c o m e q u i p m e n t man
ufacturing was completely deregulated in 1991. Value-
addedservices (including cellular services) were thrown open to private sector p a r t i c i p a t i o n
i n 1 9 9 2 . B a s i c s e r v i c e s w e r e o p e n e d t o p r i v a t e participation in 1994
by dividing the country into 21 telecomCircles and allowing one private operator
per Circle tocompete with DOT. An independent telecom regulatory Authority of I n d i a w a s
s e t u p i n 1 9 9 7 . A n e w P o l i c y f o r I n t e r n e t S e r v i c e P o l i c y Providers
(ISPs) was announced in 1998 allowing independent
service providers to enter the sector
ending the earlier monopoly of VSNL. Reorganization of DOT, separating policymaking fu
nction andservice provision and corporatization of DOT's operational network are two
major institutional reforms, which need to be implemented.
Scope of the study
•
To conduct this research the target population was the
mobileusers, Who are using GSM technology.
•
Targeted geographic area of Delhi/ NCR. Sample size of 50 personswas taken.
•
To these 50 people a questionnaire was given, the questionnaire was a combination of
both open ended and closed ended questions.
•
The date during which questionnaires were filled.
•
Some dealers were also interviewed to know their [Link] with the
managers of GSM service providers were alsoconducted.
•
F i n a l l y t h e c o l l e c t e d d a t a a n d i n f o r m a t i o n w a s a n a l y z e d a n d compiled
to arrive at the conclusion and recommendations given.
Sources of secondary data
# Internet# Magazines# Journals# Bharti Circulars Store
17
# Vodafone Store# Vodafone Ministore
SYNOPSIS
Telecom Sector In India
Than 125 million telephones network is one of the largestcommuni
c a t i o n n e t w o r k s i n w o r l d , w h i c h c o n t i n u e s t o g r o w a t a blistering
[Link] rapid growth in the telecom sector can be attributed to the various pro-
active and positive policy measures taken by the governmentas well as the dynamic and entrepre
neurial spirit of the varioustelecom service providers both in private and public sector. The
telecomsector has shown impressive growth during the past
[Link] striking features of this growth viz. increasing preference for mobile
phones and higher contribution of private sector
in theincremental growth have predominated the etlecom sector. The shareof mobile phones (
including WLL mobile) has overtaken the share of landlines with 62% in the total
number of phones. The private sector's contribution isalso increasing rapidly.
Currently more than 30 lakh phones are beinga d d e d e a c h m o n t h a n d i t
i s t a r g e t e d t h a t b y t h e e n d o f 2 0 0 8 t h e t o t a l number of phones may reach a level
of350 million taking the tele-densityto more than 30% which is currently at 24.63%.
Network Expansion:-
The total number of telephone subscribers hasreached 281.62 million at the end of January 2008
as compared to 232.87million in July 2007. The overall Teledensity has increased to
23.63% inJanuary 2008 as compared to 21.20% in August2007.
Wireless Service:-
T h e w i r e l e s s s e g m e n t s a w a s u r g e o f 8 . 7 7 m i l l i o n subscribers last month compared
to 8.17 million in December2007. This pushed the total wireless subscribers base to
242.40 million by Jan 312008
Wire line Subscribers:-
The wire line segment subscriber base stood at39.73 million with a decrease of 0.16 million at
the end of January 2008.
18

Teledensity:-
The gross subscriber base reached 206.83 million at the endof March 2007. The Teledensity is
24.63%at the end of January 2008 ascompared to 18.31% at the end of March 2007, registering
an increase of 6%.
Increasing Role of Private Sector:-
The private sector has played as i g n i f i c a n t r o l e i n t h e g r o w t h
o f t e l e c o m s e c t o r . T h e s h a r e o f p r i v a t e sector has risen to 85 per cent in
December2007 from 64.14 per cent in November 2006
Tariff Rebalancing Measures:-
There has been a dramatic fall inthe tariffs due to increased competition. The minimum effective
charges for local calls have fallen considerably in recent monthse s p e c i a l l y f o r c e l l u l a r s e
r v i c e . T h e l o n g d i s t a n c e d o m e s t i c a s w e l l a s international charges have also fallen
considerably.
Telecom Regulatory Authority of India (TRAI):
TR AI wasestablished under the Telecom Regulatory Authority of India Act, 1997enacted on
March 28,1997. The goals and objectives of TRAI arefocused towards providing a regula
tory framework that facilitatesachievement of the objectives of New Technology Policy (NTP) 1
[Link] has endeavored to encourage greater corporation in the
telecomsector together with better quality and affordable prices.
IntroductionOftheTopic
The project is an extensive report on how the Airtel Company
marketsits strategies and how the company has been able in tackling the presenttough
competition and how it is scooping up by the
allegations of thequality of its products. The report begins with the history of the pr oducts an
d the introduction of the Airtel Company. This reportalso contains the basic marketing strategies
that are used by theAirtel Company of manufacturing process, technology, production
policy, advertising, collaboration, export sce nario, future
prospect andgovernment policies. The report includes some of the key salientfeatures
of marketer end [Link] today’ s world of cutthroat fierce competition, it is very essential to
not
19

only exist but also to excel in the market. Today’s market

is enormouslymore complex. Hence forth to s ur vive in the market, the company notonly
needs to maximize its profit but also needs to satisfy itscustomers and should try to
build upon from there
AIRTEL
Company profileAIRTEL
is a brand of telecommunication services in India operated byB h a r t i A i r t e l . A i r t e l
is the largest cellular service provider in India interms of number
subscribers. Bharti Airtel owns the Airtel brand
and provides the following sevices under the brand name Airtel: MobileSe
r v i c e s ( u s i n g G S M T e c h n o l o g y) , B r o a d b a n d & T e l e p h o n e S e r v i c e s (Fixed line,
Internet Connectivity(DSL) and Leased Line), Long DistanceS e r v i c e s a n d Enterprise
Services (Telecommunications Consulting for corporates). It has presence in all
23 circles of the country and covers 71% of the
current p o p u l a t i o n ( a s o f F Y 0 7 . L e a d i n g i n t e r n a t i o n a l t e l e c o m m u n i c a
t i o n companies such as Vodafone and SingTel held partial stakes in Bharti Airte.
Vision
"As we spread wings to expand our capabilities and explore new
horizons,the fundamental focus remains unchanged: seek out the best technologyin the world
and put it at the service of our ultimate user: our customer."These are the premise on which
Bharti Enterprises has based its entire plan of [Link] Enterprises has been at the
forefront of technology andhas revolutionized telecommunications with its world-class
products [Link] 1985, Bharti has been a pioneering force in the telecom sector.
Withmany firsts and innovations to its credit, ranging from being the firstmobile
service in Delhi, first private basic telephone service provider in Emphasize on human
resource development to achieve [Link] strengths of its strategic
and financial partners; andFocus on satisfying and retaining customers by ensuring
highlevel of customer satisfaction;
20

t h e c o u n t r y, f i r s t I n d i a n c o m p a n y t o p r o v i d e c o m p r e h e n s i v e t e l e c o m service
s outside India in Seychelles and first private sector service provider to launch National
Long Distance Services in India. Bharti hadapproximately 3.21 million total customers –
nearly2.88 million
mobileand 334,000 fixed line customers. Its services sector businessesinclude mobil
e operations in Andhra Pradesh, Chennai, Delhi,Gujarat, Haryana, Himachal Pradesh,
Karnataka, Kerala,
Kolkata,Madhya Pradesh circle Maharashtra circle, Mumbai, Punjab, Tamil Nadu and
Uttar Pradesh (West) circle. In addition, it also has fixed-lineoperations in the
states of Madhya Pradesh and Chhattisgarh, Haryana, D e l h i K a r n a t a k a a n d T a m i l
N a d u a n d n a t i o n w i d e b r o a d b a n d a n d l o n g distance [Link] has recently
launched national long distance services by
offeringdata transmission services and voice transmission services for callsoriginatin
g and terminating on most of India's mobile [Link] Company is also implementing a
submarine cable project connectingChennai- Singapore for providing international
[Link] Enterprises also manufactures and exports telephone terminals andcordless
phones. Apart from being the largest manufacturer of telephoneinstruments, it is also the first
telecom company to export its products tothe [Link] Tele-
Ventures' strategic objective is “to capitalize on thegrowth opportunities that the Compa
ny believes are available in theIndian telecommunications market and consolidate its position to
bet h e
l e a d i n g i n t e g r a t e d t e l e c o m m u n i c a t i o n s s e r v i c e s p r o v i d e r i n k e y markets in
India with a focus on providing mobile services”.
•
The Company has developed the following strategies to achieve itsstrategic objective
•
Focus on maximizing revenues and margins;
•
Capture maximum telecommunications revenue potential withminimum geographical coverage;
•
Offer multiple telecommunications services to provide customerswith a "one- stop shop"
solution;
21

•
Position itself to tap data transmission opportunities andoffer advanced mobile data services;
•
Focus on satisfying and retaining customers by ensuringhigh level of customer; satisfaction;
•
L e v e r a g e s t r e n g t h s o f i t s s t r a t e g i c a n d f i n a n c i a l p a r t n e r s ; an
d … . E m p h a s i z e o n h u m a n r e s o u r c e d e v e l o p m e n t t o a c h i e v e operational efficienci
es.
Businesses
•
Bharti Tele-Ventures current businesses include
•
Mobile services
•
Fixed-line
•
National and international long distance services
•
VSAT, Internet services and network solutions
•
Broadband services with DSL and Wi-Fi network
Competitive Strengths
Bharti Tele-Ventures believes that the following elements will contributeto the Company's
success as an integrated telecommunication services provider in India and will provide
the Company with a solid foundation toexecute its business strategy a solid foundation to
execute its businessstrategy
•
Nationwide Footprint - approximately 92% of India's total
mobilesubscribers resided in the Company's fifteen mobile [Link] 15 circles collectively a
ccounted for approximately56% of India's land mass.
•
Focus on telecommunications to enable the Company to better a n t i c i p a t e i n d
u s t r y t r e n d s a n d c a p i t a l i z e o n n e w
22

telecommunications- related business opportunities.

•
The strong brand name recognition and a reputation for offeringhigh quality service to its
customers;
•
Q u a l i t y m a n a g e m e n t t e a m w i t h v i s i o n a n d p r o v e n e x e c u t i o n skills; and
•
The Company's strong relationships with international
strategica n d f i n a n c i a l i n v e s t o r s s u c h a s S i n g T e l , W a r b u r g P i n c
u s , I n t e r n a t i o n a l F i n a n c e C o r p o r a t i o n , A s i a n I n f r a s t r u c t u r e F u n d Group and
New York Life Insurance.
Brand Architecture:
Bharti is working on a complex
to three-layered branding architecture
BHARTI AIRTEL TOUCHTEL INDIA ONE(Cellular (Basic Service (National Long
Operations)

Operations)Distance)
Airtel -
The flagship brand for cellular operations all across theIndian country.
Touchtel-
The brand earmarked for basic service operations.
India One-
The brand for national long distance (NLD) telephonyThough the costs of creating new brands
are heavy but the group wants tocreate
“distinct independent brands to address different customersand profiles”. Brand Strategy
23

To understand the brand strategy, let’s first look at the brand building e x e r c i s e
associated with Airtel — a brand that had to be
repositionedr e c e n t l y t o a d d r e s s n e w n e e d s i n t h e m a r k e t . W h e n t h e
b r a n d w a s launched seven years ago, cellular telephony wasn’t a mass market bya n y
means. For the average consumer, owning a cellular phone
w a s expensive as tariff rates (at Rs 8 a minute) as well as instrument priceswere steep —
sometimes as much as buying a second-hand [Link] could have addressed the customer by
rationally explaining to himthe economic advantage of using a mobile phone. But Sachdev
says thatsuch a strategy would not have worked for the simple reason that the valuefrom using
the phone at the time was not commensurate with the cost.“ I n s t e a d o f t h e v a l u e -
p r o p o s i t i o n m o d e l , w e d e c i d e d t o a d d r e s s t h e sensory benefit it gave to the
customer as the main selling tack. The ideaw a s t o b e c o m e a b a d g e v a l u e b r a n d , ”
he explains.
S o t h e A i r t e l “leadership series” campaign was launched showing successful menwith their
laptops and in their deluxe cars using the mobile phone. Insimple terms,
it meant Airtel was positioned as an inspirational brandthat was meant for leaders, for
customers who stood out in a [Link] it work? Repeated surveys following the launch
showed that therewere three core benefits that were clearly associated with the
brand — leadership, dynamism and [Link] were valuable qualities, but they
only took Airtel far enough toestablish its presence in the market. As tariffs started
dropping, it becamenecessary for Airtel to appeal to a wider audience. And the various brand-
tracking exercises showed that despite all these good things, there was noemotional dimension to
the brand — it was perceived as cold, distant
andefficient.S a c h d e v a n d h i s t e a m r e a l i z e d t h a t i n a b u s i n e s s i n w h i c h
c u s t o m e r relationships were the core this could be a major weakness. The
reasonwith tariffs identical to competitor Vodafone telecomm and
roughly thesame level of service and schemes, it had now become importantfor Bharti to“hum
anize” Airtel and use that relationship as a major [Link] brand had become
something like Lufthansa — cold and [Link] they needed was to become
Singapore Airlines, efficient but alsohuman. A change in tack was important because this
was a time when the
24

cellular market was changingThe leadership series was okay when you were wooing the
crème de lacrème of society. Once you reached them you had to expand the market sot h e r e
w a s n e e d t o a d d r e s s t o n e w c u s t o m e r s B y t h a t t i m e , B h a r t i w a s already the
leading cellular subscriber in Delhi with a base of 3.77
lakh (itn o w h a s 1 . 8 m i l l i o n c u s t o m e r s ) . A n d w i t h t a r i f f s b e c o m i n g m
o r e affordable — as cell companies tasrted cutting pric es — it was time toexpand the
[Link] could Bharti leverage this leadership position down the value chain?Surveys
showed that the concept of leadership in the customer’s mindswas also changing. Leadership did
not mean directing subordinatesto execute orders but to work along with a team to
achievecommon objectives — it was, again, a relationship game that needed to bereflected in
the Airtel [Link], a survey showed that 50 per cent of the new customers choose
amobile phone brand mostly word-of-mouth endorsements from
friends,family or colleagues. Thus, existing customers were an important toolfor market
expansion and Bharti now focused on buildingcloser relationships with
them.T h a t i s p r e c i s e l y w h a t t h e b r a n d t r i e d t o a c h i e v e t h r o u g h i t s n e w positi
oning under the Airtel
“Touch Tomorrow”
brand campaign. Thisset of campaigns portrayed mobile users surrounded by
caring familymembers. Says Sachdev: “The new campaign and positioning wasdesigned to
highlight the relationship angle and make the brand softer andmore sensitive.”A s i t l o o k s t o
e x p a n d i t s c e l l u l a r s e r v i c e s n a t i o n w i d e — t o e i g h t n e w circles apart from the
seven in which it already operates — Bharti is nowrealizing that there are new compulsions
to rework
the Airtel brand, anda n e w e x e r c i s e i s b e i n g l a u n c h e d t o t h i s e f f e c t . R i g h t n o w ,
thec o m p a n y i s u n w i l l i n g t o d i s c u s s t h e n e w p o s i t i o n i n g i n d e t a i l .
But broadly, the focus is on positioning Airtel as a power brand w
i t h numerous regional sub-brands reflecting customer needs in various partsof the [Link]
Airtel is becoming more humane and more sensitive as a brand, Bhartihas also understood
that one common brand for all cellular operations
25

might not always work in urban markets that are now getting increasinglysaturated.T o
bring in new customers, the company decided that
it needed tos e g m e n t t h e m a r k e t . O n e s u c h e x p e r i m e n t , l a u n c h
e d l a s t y e a r , i s Youtopia, a brand aimed at the youth in the 14 to 19 age
bracket and
for those who are “young at heart”. With its earlier positioning, Airtel was p e r c e i v e d a s a
b r a n d f o r t h e w e l l - h e e l e d o l d e r c u s t o m e r ; t h e r e w a s nothing for younger people.
With Youtopia Airtel hoped to reverse that Inorder to deliver the concept, Airtel offered
rock bottom tariff rates (25 paise for 30 seconds) at night to Youtopia customers — a time
when
theym a k e t h e m a x i m u m n u m b e r o f c a l l s . I t a l s o s e t u p m e r c h a
n d i s i n g exercises around the scheme — like a special portal for young people to buy things
or bid for
goods.T h e c o m p a n y i s n o w l o o k i n g a t o f f e r i n g o t h e r s e r v i c e s a t afforda
ble prices to this segment which include music downloads on themobile and bundling SMS rates
with normal calls to make it cheaper for young people to use. The other experiment that Bharti
has worked onis to go in for product segmentation through the Tango brand name. The brand
was created to offer mobile users Internet-interface services or whatis known as WAP (Wireless
Application Protocol).The idea was to bring Internet and mobile in perfect harmony.
“Thename was chosen from the popular movie title
It Takes
basically, youn e e d t h e t w o s e r v i c e s t o t a n g o t o o f f e r c u s t o m e r s a n e w
choice”,
s a ys Sachdev.T h i s , h o w e v e r , h a d l e s s t o d o w i t h t h e b r a n d i n g e x
e r c i s e a s w i t h inefficiency of service (accusingly slow download speeds) and
the limitedutility of WAP [Link], the ads were withdrawn, but the company re-
iteratedthat the branding exercise could be revived because Tango will be the brand to
offer GPRS services — or permanent Internet.
26

The Magic
P e r h a p s t h e m o r e a m b i t i o u s e x p e r i m e n t h a s b e e n w i t h — t h e p r e - p a i d card.
The idea was to make the brand affordable, accessible and, most importantly, feasible
as a means of expanding the market even faster.
PHASE I –
Magic was aimed at bringing in infrequent users of a mobile phone into the market
and assure him that he would have to pay only if he made acall. Such a customer used the phone
sparingly- mostly for emergencies — and was not willing to pick up a normal mobile
connection with itsrelatively high rentals (pre-paid cards do not include rental charges).To
achieve its objectives Bharti did three things.
•
One, the product was made available at prices ranging from Rs 300to Rs 3,000 with no strings
attached and was simple to operate.
•
Two, the product was made accessible and distributed throughsmall stores, telephone booths
and even kirana shops so that theoffering was well within arms reach.
•
Third, to make the product more “approachable” to the customer, the company came
with vernacular ad campaignsLike
“Magic Daalo Say Hello”
This apart, the company roped in Karisma Kapoor and Shah Rukh Khanfor a major ad campaign
all across Delhi, a ruse that saw the number of subscribers go up from 5.47 lakh to 1.2 million
today, overtaking Essar’s branded pre-paid card
Speed
, which was launched much ahead of Magic,w h i c h w a s l a u n c h e d m u c h a h e a d o f
M a g i c . T h e c o m p a n y i s n o w r e - working its Magic strategy even
[Link], the branding strategy was aimed at roping in only
27

interested customers - that is, customers who were

already inclinedto opt for mobile services. But now, with basic service providershavin
g been allowed limited mobility at far cheaper rates, mobile service providers could find
themselves under threat [Link] is why the new exercise is aimed at co-opting non-
adopters. Whilethe exact strategy is under wraps, insiders say the new branding
strategyw o u l d b e a i m e d a t o f f e r i n g t h e m v a l u e w h i c h t h e y h a d n o t
p e r c e i v e d would be available from using a pre-paid card.
PHASE II –
Bharti used Airtel Magic to build a strong value proposition andaccelerate market expa
nsion through India’s first national pre-paid cardTV brand campaign
•
First time ever in India - any pre-paid card brand goes on TV
•
A combination of the film genre exposed through the TV mediumdesigned to connect with the
masses of Indi
•
Youth based - romance driven strategy platform makes the value proposition of Airtel
Magic‘Mumkin Hai’ come alive
•
All elements - user imagery, context, tone & language created to connect the category
to the lives of the SEC B & SEC C segment – the middle class non-mobile user.
•
Airtel Magic positions itself on the platform of being
excellentfor emergency situations increasing productivity as a part of everyday life.
•
Sharukh Khan makes ‘everything in life possible’ whileromancing
p r e t t y K a r e e n a K a p o o r w i t h A i r t e l M a g i c , I n d i a ’ s leading pre- paid mobile
card.
•
Airtel today unveiled its strategy for market expansion with thelaunch
of its new Airtel Magic pre-paid card brand campaign – ‘Magic hai to Mumkin hai’. The
strategy is targeted at the non user segment defined as young adults, 15-
30 years of age; in the Sec B &C segment is aimed at acceler ating market expansion. T
he value proposition is centered around a person’s desire to make all his /
her dreams, ambitions & aspirations instantly possible. The new campaignfor Airtel Magic is all
about empowering millions of Indians to be on top
28
of their [Link] brand is positioned to be relevant to the mass-market who want
tomake all their dreams hopes & desires come alive… instantly. (At justRs.300/-
per month Airtel Magic is so easy to.) Improving productivity,letting you befriend the world and
opening up new [Link] gives you the freedom to control your life in a way
never possible before. Indeed, anything that think is possible is possible with AirtelMagic. The
new brand slogan ‘Magic hai to Mumkin [Link] strategy is designed to help us talk to this
segment directly in thet o n e , m a n n e r & l a n g u a g e o f
t h e m a s s e s . T h e “ M u m k i n h a i ” v a l u e proposition will help us expand the
market and gain a higher percentageof market shares in the [Link] ambassadors
Shahrukh Khan and Kareena Kapoor embody this‘ c a n d o ’ o r “ M u m k i n H a i ”
s p i r i t ( i n f a c t t h a t i s t h e r e a s o n t h e y w e r e selected as brand
ambassadors). Sharukh rose from a TV actor to becomeIndia’s top film star and national
heartthrob. Kareena’s success is due toher attitude’, talent, hard work and the sheer
ability to make a mark insuch a short time. Both these stars have said ‘Mumkin hai’
and made ithappen for themselvesThe genre of this new strategy & campaign is Hindi
cinema led. Thisgenre connects millions across India. The spirit of
romance,dancing… the Indian cinema, well known to most as Bollywood,holds millions of
Indians together as [Link] new TV campaign of Airtel Magic crafted in the Hindi film
idiom,magnifies the empowering optimism of “Mumkin Hai”, in the
endearingsituation of a boy-
girl romance. Where Sharukh Khan, sets his eyeson Kareena Kapoor and wins her love with the
help of AirtelMagic(Poignantly conveying that special feeling we all get when a dreamis made
possible and a victory of the heart is won).The strategy & new brand campaign
is targeted at the large
untapped base of intending mobile customers from Sec A, B & C. The estimatedaddressable
market of such customers in the next two years is around25 million in Airtel’s 16 states.
The new strategy aims at correctingthe perception that the mobile category is useful mainly for
‘business’ or ‘work’ related [Link] new strategy, brand positioning & brand slogan is an
outcome of anextensive nationwide research and is an integral part of Airtel Magic’s
29

new multi-media campaign. The campaign has been created by Percept Advertising
PHASE III -
Bharti used Airtel Magic to build a strong value proposition andaccelerate market expa
nsion through India’s first national pre-paid cardTV brand [Link] time ever in India -
any pre-paid card brand gives such freedom torecharge any
valueA c o m b i n a t i o n o f t h e f i l m g e n r e e x p o s e d t h r o u g h t h e T V m e d i
u m designed to connect with the masses of India.Y o u t h b a s e d -
r o m a n c e d r i v e n s t r a t e g y p l a t f o r m m a k e s t h e v a l u e proposition of
Airtel Magic - Aisi azaadi aur kahan?” come aliveSharukh Khan Makes ‘everything in life
possible’ Airtel today unveiledits strategy for market expansion with the launch of its new
Airtel Magic pre-paid card brand campaign – ‘Magic Hai to Mumkin Hai’. . The
value proposition is centered on a person’s desire to make all his / her dreams,ambitions &
aspirations instantly possible. The new campaign for AirtelMagic is all about empowering
millions of Indians to be on top of their [Link] brand is positioned to be relevant
to the mass-market who want tom a k e a l l t h e i r d r e a m s , h o p e s
& d e s i r e s c o m e a l i v e … i n s t a n t l y . A t a a m o u n t o f yo u r c h o i c e yo u c a n
r e c h a r g e yo u r a c c o u n t w i t h a v a i l a b l e validity time .Improving productivity, letting
you befriend the world andopening up new horizons. It gives you the freedom to control your life
ina way never possible before. Indeed, anything that you think is possible is possible with Airtel
Magic. The new brand slogan‘Aisi azadi aur kahan’has been specially created to capture this effectively.
Other Brand Building Initiatives
•
The main idea is to stay ahead of competition for at least
s i x m o n t h s . W o r k i n g o n t h e a b o v e g a m e p l a n B h a r t i i s c o n s t a n t l y coming up
with newer product offerings for the customers.
•
The focus, of course, is to offer better quality of service.
30

•
To make the service simpler for customers using roamingf a c i l i t i e s ,
A i r t e l h a s d e v i s e d c o m m o n n u m b e r s f o r s u b s c r i b e r s across the country for
services like customer care, food servicesand cinema amongst others.
•
I t w i l l a l s o l a u n c h a u n i f i e d b i l l i n g s y s t e m a c r o s s c i r c l e s s o , customers
moving from one place to another do not have to closeand then again open new accounts
at another place.
•
To assist customer care personnel to deal with
subscriber queries,a s t o r e h o u s e o f 4 0 , 0 0 0 f r e q u e n t l y a s k e d q u e s t i o n s a n
d t h e i r answers have been stored on the computers.
•
Bharti expects that most of its new customers (one estimate is thati t w o u l d b e 6 0 t o
70 per cent of the total new subscriber base)would come from the pre -paid
c a r d s e g m e n t . S o , t h e y m u s t b e given value-added products and services which
competitors don’t provide.
•
Bharti, for the first time for a cellular operator, has decided to offer roaming services even to
its pre-paid customers, but the facilityw o u l d b e l i m i t e d t o t h e r e g i o n i n w h i c h
t h e y b u y t h e c a r d . T o ensure that customers don’t migrate to other competing
services(which is known as churn and ranges from 10 to 15 per cent of thec u s t o m e r b a s e
e v e r y m o n t h ) , t h e c o m p a n y i s a l s o w o r k i n g o n a loyalty program. This
will offer subscribers tangible cash benefitsdepending upon their usage of the phone.
•
The loyalty program will not be only for a ‘badge value’, it will provide real
benefits to customers. The idea is to create an Airtel community.
•
Another key area which Bharti is concentrating its attention upon isa new roaming service
launched in Delhi under which calls of aroaming subscriber who is visiting the city will be
routed directlyto his mobile instead of traveling via his home network.
•
The company also offers multi-media messaging systems under which customers
having a specialized phone with a in-built cameracan take pictures and e-mail it to friends
or store it in the [Link] cost per picture is between Rs 5 to Rs 7.
31

service on priority basis, and value-

added services without anyadditional paper work. Bharti Cellular is offering a range
of services without going through an interactive voice recorder ensuring that they s
ave time. Dedicated ‘CareTouch’ executives areexpected to assist customers with
any service on priority basis. Besides the regular proactive reminder calls for bill payment
customers can alsocall CareTouch for bill payments at free of [Link] presented
MTV Inbox
the first ‘on-
air’ SMS based interactivem u s i c d e d i c a t i o n s h o w e x c l u s i v e l y f o r A i r t e l a n d A i r t
e l M a g i c customers. Highly interactive VJ based show with real-time
feedback mechanism. Both brands joined hands to target the high growth
youthsegment.
Bharti’s View on its Branding strategy:-
First, brand building efforts in today’s context have to be seenin a more holistic manner. Del
ivering value on a sustained basis is p e r h a p s t h e m o s t p o t e n t k e y
t o b u i l d a b r a n d t h a t l a s t s . U n f l i n c h i n g orientation to customer needs is the second
key success factor. Customers(be it for industrial products or consumer goods and
services) across
thew o r l d a r e m o r e i n f o r m e d a n d , a t t h e s a m e t i m e , b e c o m i n g
m o r e individualistic in their needs and far more demanding with the passage of [Link]-
active tracking of shifts in consumer behavior, anticipating redefinedor emerging customer
needs, and then reacting in “real-time” are essentialto attract and retain customer loyalty — a key
element of creating brandequity in the present [Link] the product
(and communication of its benefit) to meet thespecific needs of various consumer/customer sub-
segments is the thirdelement in creating brand [Link] far as allocation of time and
financial resources are concerned,
toomany companies mistakenly allocate a disproportionate amount on mereadvertising and pr
omotion. This is not to say that advertising and p r o m o t i o n a r e l e s s r e l e v a n t . O n
t h e c o n t r a r y, w i t h m o r e c h o i c e s a n d higher media clutter, businesses need to budget
for an increasingly
higher spend on their brand promotion but this has to be undertaken intandem with
enterprise-wide “reengineering” of the business philosophy and core design,
production, and delivery operations for the product itself.
33

T h e p o s i t i v e s p i n t o t h i s a r g u m e n t i s t h a t b y f i r s t a d d r e s s i n g t h e fu
ndamentals, the enterprise itself becomes more competitive. This can be the beginning of a
virtuous cycle wherein brand equity continues toincrease as the enterprise sustains
delivery of an appropriate product or service at an ever increasing [Link] is, however,
crucial to note that in the years to come, not only will thecost of building a regional or a
national (or an international) brand willcontinue to rise but also the time taken to do
so will be longer and willneed sustained and focused efforts.
SWOT ANALYSIS
Strengths
•
Being one of the largest companies in India the company hasachieved a degree of focus
in its core business of its products
•
It has a strong brand name, super ior quality products and anenviable distribution network.
•
It has a clear and well-defined organization structure andlimits of financial authority.
•
Increase in advertisement spends affect the company’ s margins .
•
The company‘s bottom line f alls victim to the bloated
andhighly paid workforce, which affects its mar gins.
Weakness
•
Little efforts over the Advertising of products.
•
Distribution channel is not accurately categorized.
•
P r e m i u m p r i c e d p r o d u c t s , h e n c e c a n ’ t c o m p e t e i n l o w p r i c e segment.
•
No separate strategy for rural market.
Opportunities
34

•
The company's financial performance can receive a
major b o o s t f r o m T h e r e i s a l o t o f s c o p e o f p r o d u c t a n d m a r k e t diversifi
cation.
•
Exports of products will also have huge chances in the comingyears
•
Airtel’s business has ample scope for gaining market
sharefrom the unorganized sector . Rural penetration too holds vas t potential to bring
about growth.
Threats
The slowdown in the economy has restricted top line growth of
mostFMCG major s and for Airtel also it will be difficult to maintainhistorical growth
rates in such a depressed scenario.
•
Company’s major raw materials are influenced by government p o l i c i e s / c o n t r o l s a s
w e l l a s v a g a r i e s o f t h e m o n s o o n s . Fluctuations in the prices of raw
materials would have significantimpact on costs and mar gins of the company.
•
M o r e o v e r , i n o r d i n a t e h i k e i n B r o a d B a n d I n t e r n e t products would also incre
ases company’s production anddistribution cost.

35

VODAFONE ESSAR
Vodafone Essar
, previously is a Hutchhison Essar in cellular operator India that covers 16 telecom
circles in [Link] the official name being Vodafone Essar, its products are simply branded
Vodafone.
It offers both prepaid and postpaid GSM cellular phone coverage throughout India and is
especially strong in the major metros.2G services
based on 900 MHz and 1800 MHz digital GSMt e c h n o l o g y, o f f e r i n g v o i c e a n d
d a t a s e r v i c e s i n 1 6 o f t h e c o u n t r y ' s 2 3 licens
Vodafone Essar
, previously is a Hutchhison Essar in cellular operator India that covers 16 telecom
circles in IndiaDespite the official name being Vodafone Essar, its products are simply branded
Vodafone.
It offers both prepaid and postpaid GSM cellular phone coverage throughout India and is
especially strong in the major metros.
36

Comparison of marketingstrategiesBetweenBharti Airtel and

37

Vodafone
Purpose of comparison
The sub main purpose of this report is
t o c o m p a r e t h e m a r k e t i n g Strategies adopted by Bharti Airtel and its rival
VodafoneThe comparison shows how both of the companies have been challengingeach other to
gain market shares.
Why comparison with vodafone
Bharti Airtel is the leader in telecommunication sector Bharti Airtel holds the lion share of market of
communication [Link], Vodafone has been giving tough competition to Bharti
[Link] is the second largest player and share holder
in Communicationsector.S i n c e i t s l a u n c h V o d a f o n e h a s b e e n a d o p t i n g a g g
r e s s i v e m a r k e t i n g [Link] comparison shows how Hutchison Essar
Telecom. Captured 22%market share in one month of its first launch of postpaid
subscription [Link] a different technology Vodafone creates its own marketVodafone
today deals in every business of communication sector.V o d a f o n e m a k i n g a n d c h a n g i n g t h e
s t r a t e g i e s t o c a p t u r e t h e m a r k e t shares
38

Brand positioning by Bharti Airtel

Market segmentation
Geographical segment (metropolitans & cities India)Demographic segment - middle income
groupsPeople age group of 20 to 28 year
Target marketing
People who living in cities and [Link] or middle income group [Link] in big
[Link]
Positioning
Creating brands (Sharukh khan & Sachin Tendulker)Ads and [Link] for study of
poor childrens.
Marketing mix
Price: low price strategy
39

Place: maximum outlets and service centersProduct: verities available for various groupsPromoti
on: various schemes for pre-paid and post-paid
Marketing strategies

of VODAFONE
Vodafone

target the rural India

T h e m a i n t a r g e t e d c u s t o m e r s o f V o d a f o n e a r e f r o m r u r a l [Link] offering
cheap and light mobile sets Vodafone attracts most of thecustomers of small villages
and towns.
Offering cheap handsets
Vodafone offers cheap and free connections to all [Link] cost for these sets was Rs-799-
849-1099\set and onward
Free support and services
In every district and big towns Vodafone opens its service
centers to provide better support and services.
Strong logistics and supply chain
Vodafone has a strong logistic and supply all over
India.I n e v e r y s m a l l t o w n t h e p o t e n t i a l c u s t o m e r s c a n e a s i l y
p u r c h a s e t h e Vodafone SIM & Sets.
Targeting youngsters in metropolitans
Vodafone attracts youngsters by offering colorful handset at very low prices.
Brand positioning by VODAFONE
40
 Market segmentation
Geographical segment (rural India)Demographic segment - middle income groups
Target marketing
People living in small towns and [Link] and middle income [Link] in big
[Link]
Positioning
Creating brandsAds and promotions
Marketing mix
Price : low price strategyPlace : maximum outlets and service centersProduct : verities available
for various groupsPromotion: various schemes for pre-paid and post-paid
Services provided by Bharti AirteI
•
Mobile services with GSM technology
•
Fixed-line connections
•
National and international long distance services
41

•
VSAT, Internet services and network solutions
•
Broadband services
Services provided by Vodafone
mobile services with GSM technologyfixed- line telephone
servicesUniversal InternetworkingVoIP (Voice over Internet Protocol)Interactive
TelevisionVisual CommunicationBroadband Portal

42

RESEARCH METHODOLOGY
Achieving accuracy in any research requires a deep study
regardingthe subject. The prime objective of the project is to compare Airtel withthe existing
competitor (Vodafone) in the market and the impact of WLLo n A i r t e l . T h e
r e s e a r c h m e t h o d o l o g y a d o p t e d i s b a s i c a l l y b a s e d o n primary data via which
the most recent and accurate piece of first handinformation could be collected. Secondary
data has been used to support primary data wherever needed.
Primary data was collected using the following techniques
Questionnaire MethodDirect Interview Method andObservation
MethodT h e m a i n t o o l u s e d w a s , t h e q u e s t i o n n a i r e m e t h o d . F u r t h e r d i
r e c t interview method, where a face to-
face formal interview was [Link] observation method has been continuous with the qu
estionnairemethod, as one continuously observes the surrounding environment
heworks in.
DATA COLLECTION METHOD
There two type of method of data collection
•
PRIMARY DATA
43

•
SECONDARY DATA
PRIMARY DATA
Data used for the research work was primary in [Link] data is that which is the
collected for the first time and thushappen to be originated in character.
QUESTIONNAIRE SURVEY
In the studies a questionnaire is prepared. the questionnaireconsists of 15 questions.
SECONDARY DATA
Secondary data refer to the data that has beenalready collected .the secondary data, which has
been used to carry outthis study, are as follow
•
BOOKS, JOURNALS, MAGAZINES, NEWSPAPERS
•
INDUSTRY REPORTS
•
COMPANY’S INTERNET SITE
•
S O M E O T H E R R E L E V A N T S T U D Y M A T E R I A L A N D WEB
SITES
SAMPLE UNIT
The research process was done by interacting withnumber of customers during the
activities performed, which
included,markets cold calling, canopies, etc. sample design consists of random sampling.
44

SAMPLE SIZE:
200 PEOPLE
METHOD OF COLLECTION
Field procedure for gathering primary data included observationand interview schedule in which
theq u e s t i o n n a i r e s w e r e f i l e d b y t h e p e r s o n a l i n t e r v i e w s t h r o u g h s e l f adminis
tered survey was
done to collect the data, market researchwas undertaken, that was accomplished by perfor
ming variousactivities designed.
RESEARCH INSTRUMENT
Questionnaire
The questionnaire was formulated by keep in mind the followingpoints
.
•
Giving the respondents clear comprehension of the question.
•
Identifying the needs to be known.
45

LIMITATIONS
No project is without limitations and it becomes essential to figure out
thevarious constraints that we underwent during the study. The following points in this direction
would add to our total deliberations:-1. During the study, on many occasions the respondent
groups gave us acold
shoulder.2. The respondents from whom primary data was gathered anytimes displayed
completeignorance about the complete branded range, which was being studied.3. Lack of time is the
basic limitation in the project.4. Some retailers/whole sellers refuse to cooperate with
the queries.5 . S o m e r e t a i l e r s / w h o l e s a l e r s g a v e b i a s e d o r i n c o m p l e t e i n f o r m a t
i o n regarding the study.6. Money played a vital factor in the whole project duration.7. Lack of proper
information and experience due to short period of [Link] retailers did not give answer all
the question or do not have timeto answers.
46

Data analysisAndInterpretation
47

MARKET PLAYERS IN TELE

COMMUNICATIONOperator Market share Market shareAug''05 Aug''09
Bharti Airtel 19.06 22.49Vodafone 21.81 16.96R e l i a n c e
i n f o 1 7 . 0 3 1 6 . 0 1 Idea Cellu
lar 10.45 8.49
Market share Aug''05 Market share Aug''09

0510152025M g05M
u
A
h
etS
ark u
cIC
R
fn
od
lV
iA
09B
etsh
ark
From above the graph it show that in 2005 Vodafone has highest marketshare but in 2009 Airtel
gets highest share market comperesion to other company.
FINDINGS AND ANALYSISAge Group Graph
48

As we can see from the above graph, the people who are in the age groupof 21-
28 years are the ones who are the maximum users of mobile phones. This segment is the one
which gives maximum business tothe mobile operators. This segment constitutes
the young executives andother office going people. They are 65% of the total
people who wereinterviewed. The next age group are the people who are 28-35 years [Link]
are 20% of the total. They are those who are at home or have small business units etc. And the
next age group is the youngest generation whoare 15-21 years old. They are school and college
going students and carrymobile phones to flaunt. They are15% of the total interviewed people.
Occupation GraphOCCUPATION
15%55%15%10%S tudenE
xcivsH
ouehldO
ther
STUDENTS EXECUTIVES HOUSEHOLDS OTHER
As the above graph shows that 55% of the total people interviewed
areworking. So, these people are the ones who are the maximum usersof mobile phones. The
y are the young executives managers, Tele -
49

c a l l e r s e t c . w h o r e q u i r e m o b i l e f o r t h e i r o f f i c i a l p u r p o s e s . T h e n e x t category
is the households, who are either housewife, small units whicho p e r a t e f r o m t h e i r
homes etc. They are 20% of the whole. The nextsegment is the
s t u d e n t s . T h e y a r e 1 5 % o f t h e w h o l e . A n d 1 0 % o f t h e whole is categories who
are the professionals.
Service Provider Graph
These are the total market share of mobile user or peoplecaptured by the mobile provide
r company. There two major companyin mobile phone service sector Vodafone and Airtel who r
espectivelyhold the market share with other company as 17% and 20% of totalmarket
user segment of mobile customer.
Customer Service At Airtel GraphCUSTOMER SATISFACTION LEVEL
50

60%20%10%10%FulySatisfyPartialyDissatisfyFulyDissatisfy
As the above graph clearly shows that customer services at Airtel seemsg o o d . 6 0 % o f t h e
p e o p l e a r e s a t i s f i e d w i t h t h e c u s t o m e r s e r v i c e s provided by Airtel. They
are the ones who have the maximum share in themarket but they are lagging behind in the
customer services. 10% of the people were fully dissatisfied with the customer services
of Airtel. Thiscould leave an impact on the mind of the consumer. He can even
switchover his brand. 20% of the people seemed partially satisfied with thecustomer
services and only 60% seem to be fully satisfied with Airtel’scustomer services, which
is a very large amount.
Type Of Card Graph
15%85%T y p e s o f c a r d s s i m c a r d s c a s h c a r d s
Cash cards seemed quite popular among the people interviewed. 85% of the total mobile
users were having cash card connections . This meanst h a t t h e c a s h c a r d s s h o u l d
b e e a s i l y a n d r e a d i l y a v a i l a b l e i n t h e l o c a l markets. Airtel should make sure that
Magic is available in each
and everynook and corner of the market. 15% of the people were having simconnections which
is the regular bil.
51

Monthly expense graphMonthly Expense

12%64%24%R s60R
452
People on an average spend RS 500 per month as their mobile
p h o n e expense. 64% people spend this amount. 24% people spend RS 300 per month as their m
onthly mobile expense. And the remaining 12% hada n e x p e n s e m o r e t h a n R S
1 0 0 0 , t h e y c o u l d t h e o n e s h a v i n g s i m connections or having cash
cards and having a lot of business cal ls ontheir mobile.
Awareness About WLL Graph
65%35%A w
arensO
fW
LYesNo
WLL seemed to be a new word for many of the people. 45% of the peoplewere not at all aware
of such a technology. So, in order to get the
answer for this question they were first explained the concept .Only 65% peopleknew WLL is all
about.
Awareness of WLL Players Graph
52

Airtel,80%
odafne,20%%10%20%30%40%50%60%70%80% A i r t e l
V V o d a f o n e A V
odafneirtl
Vodafone was the brand which was popular amongst the interviewed people. As
Vodafone had done so much advertising and has it banners andhoarding spread all over
Delhi. So, this could be one the reasons of its popularity. Tata was hardly a known brand
in this new field. Possibly because of less promotions done by them as compared to
Vodafone Onthe basis of analysis of the questionnaire I have found that the maximumno. of
people who use mobile phones is in the age group of 20 to 28. Whoare the young executives and
other office goers?They spend a maximum of RS 500 as their mobile [Link] 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. Now when I compared Airtel with
its competitor from the point of viewo f t h e c o n s u m e r I f o u n d t h a t o n t h e b a s i s o f
Tariff plan, value
a d d e d services and billing accuracy Airtel is at par or ahead of its competitor but in the case of
customer care and availability they lag behind there competitors. As, Airtel has a hold in
the market because ithas the maximum no. of connections, so it must improve upon
it customer services. As far as WLL is concerned people are aware about it but
notm a n y p e o p l e a r e a w a r e a b o u t T a t a . T h e y o n l y k n o w m o r e
a b o u t Vodafone.
53

Customer ResponseTowardsQuestionnaire
54

Q.1 Name those companies which provide telecom services now a

days?AirtelVodafoneRelianceTata DocomoIdeaQ.2 which mobile company services you are using
now a days?AirtelVodafoneOthers
55

A
irtel,50%
odafne,30%
V
O
thers,20%
A
irtelV
odafnO
hs
The graph clearly show that there is 50% people who are using Airtel andVodafone has only
30% customer in the market other is remaining 20%which include all other company. The graph
suggest that Airtel providing better service in present time. Q.3 Which Brand you, prefer
most?AirtelVodafoneRelianceTata DocomoIdeaCustomer preference using telecom service
56

42%28%14%10%06%[Link].[Link].40.45 A i r t e l V o d a f o n e R e l i a n c e T a t a I d
ea
Most of the customer like to use Airtel because it provide better serviceand networking. In this
graph Airtel customer is about 40% andVodafone has 28% and other are not in large no. so
Airtel has maximumcustomer compare to other.Q.4 How long you have been using this
Product?0-2 Years2-5 Years5-10 YearsMore than 10 years
0%20%40%60%80%
oylt
L
d
ran
B
eris16
S 5 % 2 0 % 1 0 % 5 %
0 - 2 2 - 5 5 - 1 0 M
orethan10y
T h i s g r a p h s h o w t h a t c u s t o m e r c h a n g e t h e i r b r a n d a c c o r d i n g t o n e w scheme
s launch by the different company. In this grap h there are 65%customers which are
loyal for only 0-2 years. And 20% people they usedthe product at least 2-5 .There are some
people who used the product atleast 5-10 years due to their satisfaction of the brand and 5%
people whoused the product for long time. Most of time businessmen don’t changetheir product
due to their business .Q.5 Are you using other product with Airtel?
57

Yes No
6 ESNO
O
N
,40%
S
E
irtelY
A
Here are the customer responses about the use of the Airtel product andother product rather than
Airtelin this segment of survey 60 % of customer are aspire with Airtel and 40% shown interest
in other telecom products in urban
areas.Q.6 Do you collect any information search before decision making purchase?
,8N
S
E
Y
15%
OESNO
In this graph it represent that every customers before purchase they gather the information
.85% people search information before purchasing and15%people they do not want
to search any information . They purchasewhich they like to want. The graph show
that people are more aware to purchase any product.
58

Q.7 how would you rate the experience with

Brand?Excellent Good Average BelowAverageAirtelVodafoneRelianceTata
50%25%15%10%A irtelE
xcnV
R
odafG
A
w
B
vgT
er
The above graph show that Airtel is more excellent brand compare toVodafone, Reliance Tata
Indicom. Vodafone is also good but not enoughto Airtel. Reliance is quiet average by the rate of
experience by thecustomer according to brand [Link] is below average due lowmarkets and
less awareness of the people. So Airtel is a strong brand inthe market due to their better services.
59

CONCLUSION
After analyzing the findings of the research, I can conclude thatAirtel lagged behind its com
petitors as far as customer service andavailability is [Link] maximum no. of people
who use the mobile isi n t h e a g e g r o u p o f 2 0 t o 2 8 . C a s h c a r d s a r e t h e m o s t
p o p u l a r t yp e o f m o b i l e c o n n e c t i o n s , a s t h e y a r e c o n s u m e r f r i e n d l y a n d
r e c h a r g i n g t h e connection is not a problem. Maximum no. of p eople spends RS 500
ontheir connections. As Airtel is the only company having the maximum noof mobile
connections so it must seriously look into the loop holes of theexisting customer
service [Link] we know that now Airtel has already launched its product with logo
“’Aisi azaadi aur kahan” has already became popular in market. So we cansay that in spite of so
many competitors in the market Airtel is having agood position just because every time, it
tries its best to understand theneed of its important customers. From the comparison and
deep analysisof every aspect of business of both the companies we can conclude
that bharti Airtel has to more work in every field of communication [Link] is the time not
only to survive but to sustain in the market for a longtime.F o r t h i s A i r t e l h a s t o w o r k o n
i t s a l l m a r k e t i n g s t r a t e g i e s , m a r k e t i n g , promotion, brand image [Link] has to take
Vodafone. Very seriously and update its own strategiesfrom time to time and when the need
[Link] aggressive marketing strategies Airtel has to target rural India as 70% of
population of India lives in these areas.
60

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