INDEX

PAGE NO:
CHAPTERS CONTENTS

 EXECUTIVE SUMMARY 2-14

CHAPTER 1 INTRODUCTION 15-18

2(A): INDUSTRY PROFILE

19-31

CHAPTER 2
2(B): COMPANY PROFILE 32-45

CHAPTER 3 MARKETING STRATEGIES OF AIRTEL 46-54

CHAPTER 4 RESEARCH METHODOLOGY 55-60

DATA ANALYSIS AND

CHAPTER 5 61-80
INTERPRETATION

RESULTS

 FINDINGS,SUGGESTIONS,
81-83
RECOMMENDATIONS AND
CONCLUSION.

CHAPTER 6  BIBLIOGRAPHY 84-85

 QUESTIONNAIRE 86-89

EAST POINT COLLEGE Page 1

 EXECUTIVE SUMMARY

The project aims at understanding the Marketing strategies at Airtel and its impact on the perception of
Airtel Cellular Services. Research has demonstrated conclusively that it is far more costly to win a new
customer than it is to maintain an existing one. And there is no better way to retain a customer than to
exceed his expectations. For this purpose it is essential to know the level of customer satisfaction.

The focus of my research was the measurement of customer satisfaction level for the services provided by
Bharti Airtel. The research was done for the corporate clients of Bharti Airtel. My job was not only to
represent the Corporate Sales Dept. and collect the feedback from the clients but also to get the major
complaints resolved through internal counselling.

There can be no better opportunity to interact with the external as well as the internal customers of an
organization. Finally the results of the research verify the fact that keeping the customer satisfied is the
best strategy to not only retain the existing customers but also to expand the business to new horizons.

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EAST POINT COLLEGE Page 2

 INDUSTRY PROFILE:

The Indian telecommunication industry, with about 600.69 million mobile phone connections as of
February 2010, is the third largest telecommunication network in the world and the second largest in terms
of number of wireless connections of 563.73 million. The Indian telecom industry is one of the fastest
growing in the world and is projected that India will have billion plus mobile users by 2015. Projection by
several leading global consultancies is that India’s telecom network will overtake China’s in the next 10
years. For the past decade or so, telecommunication activities have gained momentum in India. Efforts
have been made from both governmental and non-governmental platforms to enhance the infrastructure.

It also offers fixed line services and broadband services. It offers its TELECOM services under the Airtel
brand and is headed by Sunil Bharti Mittal. The company also provides telephone services and broadband
Internet access (DSL) in top 95 cities in India. It also acts as a carrier for national and international long
distance communication services. The company has a submarine cable landing station at Chennai, which
connects the submarine cable connecting Chennai and Singapore.

It is known for being the first mobile phone company in the world to outsource everything except
marketing and sales. Its network operations are provided by Ericsson, business support by IBM and
transmission towers by another company. Ericsson agreed for the first time, to be paid by the minute for
installation and maintenance of their equipment rather than being paid up front.

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 COMPANY PROFILE:

Airtel India is the second largest provider of mobile telephony and also second largest provider of fixed
telephony in India, and is also a provider of broadband and subscription television services. The brand is
operated by several subsidiaries of Bharti Airtel with Bharti Hexacom and Bharti Telemedia providing
broadband fixed line services and Bharti Infratel providing telecom passive infrastructure service such as
telecom equipment and telecom towers. Bharti Airtel Limited is part of Bharti Enterprises and is headed by
Sunil Bharti Mittal.

Airtel is the first Indian telecom service provider to achieve Cisco Gold Certification. It also acts as a carrier
for national and international long distance communication services. The company has a submarine cable
landing station at Chennai, with a connection to Singapore. Airtel was named India's second most valuable
brand in the first ever Brandz ranking by Millward Brown and WPP plc in 2014.

Bharti Airtel Ltd. is one of the world's leading providers of telecommunication services with presence in 19
countries including India & South Asia and Africa. The company is the largest wireless service provider in
India, based on the number of customers. The company offers an integrated suite of telecom solutions to its
enterprise customers, in addition to providing long distance connectivity both nationally and internationally.

The Company also offers Digital TV and IPTV Services. All these services are rendered under a unified
brand 'airtel' either directly or through subsidiary companies. The company operates in four strategic
business units, namely Mobile, Tele media, Enterprise and Digital TV.

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 MARKETING STRATEGIES OF AIRTEL

Marketing strategy is a process that can allow an organization to concentrate its limited resources on the
greatest opportunities to increase sales and achieve a sustainable competitive advantage.

Strategic planning involves an analysis of the company's strategic initial situation prior to the formulation,
evaluation and selection of market-oriented competitive position that contributes to the company's goals and
marketing objectives.

Strategic marketing, as a distinct field of study emerged in the 1970s and 80s, and built on strategic
management, that focuses on strategies, that preceded it. Marketing strategy highlights the role of marketing
as a link between the organization and its customers.

Marketing strategy involves mapping out the company's direction for the forthcoming planning period,
whether that be three, five or ten years. It involves undertaking a 360° review of the firm and its operating
environment with a view to identifying new business opportunities that the firm could potentially leverage
for competitive advantage.

Strategic planning may also reveal market threats that the firm may need to consider for long-term
sustainability. Strategic planning makes no assumptions about the firm continuing to offer the same products
to the same customers into the future. Instead, it is concerned with identifying the business opportunities that
are likely to be successful and evaluates the firm's capacity to leverage such opportunities. It seeks to identify
the strategic gap; that is the difference between where a firm is currently situated (the strategic reality or
inadvertent strategy) and where it should be situated for sustainable, long-term growth (the strategic intent or
deliberate strategy).

Strategic planning seeks to address three deceptively simple questions, specifically:

* Where are we now? (Situation analysis)

* What business should we be in? (Vision and mission)

* How should we get there? (Strategies, plans, goals, and objectives)

A fourth question may be added to the list, namely 'How do we know when we got there?' Due to the
increasing need for accountability, many marketing organizations use a variety of marketing metrics to track
strategic performance, allowing for corrective action to be taken as required. On the surface, strategic
planning seeks to address three simple questions, Strategic planning typically begins with a scan of the
business environment, both internal and external, this includes understanding strategic constraints. An
understanding of the external operating environment, including political, economic, social and technological
which includes demographic and cultural aspects, is necessary for the identification of business opportunities
and threats.

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[however, the research and analysis involved in strategic planning is very sophisticated and requires a great
deal of skill and judgement.

A SWOT analysis identifies:

· Strengths: distinctive capabilities, competencies, skills or assets that provide a business or project with an
advantage over potential rivals; internal factors that are favourable to achieving company objectives

· Weaknesses: internal deficiencies that place the business or project at a disadvantage relative to rivals; or
deficiencies that prevent an entity from moving in a new direction or acting on opportunities. internal factors
that are unfavourable to achieving company objectives

· Opportunities: elements in the environment that the business or project could exploit to its advantage;
external factors of the organization including: new products, new markets, new demand, foreign market
barriers, competitors' mistakes, etc.

· Threats: elements in the environment that could erode the firm's market position; external factors that
prevent or hinder an entity from moving in a desired direction or achieving its goals.

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 4P’S OF MARKETING

The term "marketing mix" is a foundation model for businesses, historically centred around product, price,
place, and promotion] (also known as the "4 Ps").

The marketing mix has been defined as the "set of marketing tools that the firm uses to pursue its marketing
objectives in the target market".

Marketing theory emerged in the early twenty-first century. The contemporary marketing mix which has
become the dominant framework for marketing management decisions was first published in 1984.

PRODUCT refers to what the business offers for sale and may include products or services. Product
decisions include the "quality, features, benefits, style, design, branding, packaging, services, warranties,
guarantees, life cycles, investments and returns".

PRICE refers to decisions surrounding "list pricing, discount pricing, special offer pricing, credit payment or
credit terms". Price refers to the total cost to customer to acquire the product, and may involve both
monetary and psychological costs such as the time and effort spent in acquisition. Distribution channels are
taken into consideration that includes retailer, wholesaler, Business to Business OR Business to Customer.

PLACE is defined as the "direct or indirect channels to market, geographical distribution, territorial
coverage, retail outlet, market location, catalogues, inventory, logistics, and order fulfilment". Place refers
either to the physical location where a business carries out business or the distribution channels used to reach
markets. Place may refer to a retail outlet, but increasingly refers to virtual stores such as "a mail order
catalogue, a telephone call centre or a website.

Example, firms that produce luxury goods like Louis Vuitton employ an intensive placement strategy by
making their products available at only a few exclusive retailers. In contrast, lower priced consumer goods
like toothpaste and shampoo, typically employ an extensive placement strategy by making their products
available to as many different retailers as possible.

PROMOTION refers to "the marketing communication used to make the offer known to potential
customers and persuade them to investigate it further". Promotion elements include "advertising, public
relations, direct selling and sales promotions."

The original marketing mix, or 4 Ps, as originally proposed by marketer and academic Philip Kotler & E.
Jerome McCarthy, provides a framework for marketing decision-making. McCarthy's marketing mix has
since become one of the most enduring and widely accepted frameworks in marketing.

RESEARCH METHODOLOGY
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Marketing research is often concerned with the behaviours of the consumer in the respect marketing research
have drawn heavily on the behaviour. Sciences such a psychology and sociology in the fact the contribution
of these sciences to marketing research have been very significant especially with regards to two aspects.

1. The research technique used by psychology and they have amply used sociologists being of considerable
relevance to marketing researchers

2. The concept and the theories of these behavioural sciences are also proved to be relevant to market
researcher.

Types of information to be collected:

a. Phrasing of the questionnaire.

b. Order or sequence of the question.

c. Number of questions to be asked.

d. Lay out the questionnaire.

Collection of data includes both primary and secondary data. The research has collected both of the above
data. The data collected constitutes both primary data.

PRIMARY DATA:

Primary data are collected through observation, direct communication with respondent and finally by
distributing questionnaire.

SECONDARY DATA:

Secondary data is collected from the official record to obtain information regarding the rate of absenteeism
and the various reasons for absenteeism.

STATISTICAL TOOL USED:

The main statistical tools used for collection and analyses of data in this project are;

· Questionnaire

· Bar diagrams

OBJECTIVE OF THE STUDY:

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This study will try to analyse how airtel keep hold of its market because of its great marketing strategies with
the following objectives:

· To identify the factors considered by the Airtel in making the marketing strategies for their business.

· To identify how effectively Airtel is currently using his marketing strategies to attract new customer

· To identify the current marketing strategies of Airtel

· To suggest them effective marketing strategies to get success in the current competitive environment in the
telecommunication industry.

LIMITATIONS:

· In this project, I have tried to present facts with figures penetrating to my survey skill it has some
limitation, which are there in this project need identification.

· The time of two months is very less for covering all the aspects of the project.

· The feedback received from the individuals is according to his perception, limited exposure and personal
knowledge level.

· Very less time was there for interaction with corporate clients.

· Problem in meeting with the concern person without appointment.

FINDINGS:

· According to this study India mobile service provider are of belief that India is potentially one of the most
exciting mobile service providers in the world, whereas some of them do not agree to this view

· As according to the survey Indian mobile service provider find that the government telecom policy has had
the most radical impact on the development of mobile service providers, whereas some of them deny this.

· As according to most of interviewed people in the mobile service provider are of belief that one of the
challenges facing mobile operation in India is the diversify of the coverage regions, whereas interestingly
another small group of them deny this

· Most respondents are of the belief that mobile service providers come close to fulfilling the requirement for
a personal communication system. whereas minor group of them are in no way to this belief

· Majority of respondents find that mobile service provider as the most exciting and satisfying mobile

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· A major group of respondents are of the belief that their service provider has a genuine commitment to
creating a modern and efficient communication whereas the remaining respondents deny this.

RECOMMENDATION:

On the basis of the primary research and secondary research, the following

recommendations can be concluded.

· Lowering the tariff plans of service provider will increase more competition

· Bringing more up gradation in VAS for the betterment of the users

· Improvement of network infrastructure in both urban and rural areas

· Companies can provide new and different schemes to their customer

· After talking to customer care executives of telecom sector, the following recommendation can be
concluded as a part of their strategies for acquiring or retaining new customer

· The telecom operation should take less time for the solving customer’s queries

· Majority of the operators focus on the special occasions to launch new schemes but they can also launch
schemes on weekly or monthly basis to attract customers

· They should also focus on new technologies like 4G

· They should also focus on pilot project before launching a product, especially in case of rural areas.

CONCLUSION:

Indian has one of the world's largest telecommunication networks. The telecom story continues to be the best
evidence of the efficacy of the reform process. In

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just six years, the number of mobile subscribers has gone up from just about one million to 100 million, a
subscriber base that only four other countries China, us,

Japan. none can doubt the correlation between this explosive growth in number and the steep decline in the
cost of the mobile phone and of its usage.

After analysing the finding of the research, it can conclude that airtel is the leader in customer service and
availability. The maximum no. of people who use the mobile is in the age group of 20 to 28. Prepaid is
popular type of mobile connections as they are consumer friendly and recharging the connection is not a
problem.

People do not prefer post-paid because of billing problem Maximum no. of people spends more than Rs 500
on their connections. As Airtelis the only company having the maximum no if mobile connections so it must
seriously look into loop holes of the existing customer service department We can say that in spite of so
many competitors in the market Airtel is having a good position just because every time, it tries its best to
understand the need of it's important customers.

BIBLOGRAPHY:

· Websites

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 1. www.airtel.in

2. www.dot.gov.in

3. www.wikipedia.org

· Newspapers

· Articles

1. The economic times

2. Bernhard Goldberger-19th bled e-conference values

QUESTIONNAIRE:

1. What is your opinion on signalling at your area?

o good signal

o Bad signal

2. What is your opinion on customer care service?

o Satisfied

o Not satisfied

o Never used

3. What is the opinion on customer care employee’s response to

customers questions?

o good response

o Bad response

4. Which type of connections do you use?

o Prepaid o Postpaid

5. Whose service are you rendering now?

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o Airtel

o Others

9. What kind of expectations do you have from your service provider?

o Cheap SMS

o Cheap roaming charges

o Improved services

o good network

o Cheap call rate

10.Rate your satisfaction level with your service provider?

o Very good

o Good

o Satisfied

o Bad

o Very bad

11.How much do you spend per month on your mobile connection?

o 100

o 200

o 500

o 500& above

17.Are you aware of 4G technology?

o Yes

o No

12.Given a choice with some number, which service provider will you select?
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o Tata Docomo

o BSNL

o Jio

o Vodafone

13.How do you find STD rate of your service provider?

o Costly

o Affordable

o Economical

o Unaffordable

14.Do you find availability of network of your service provider at

following area?

o Remote area

o Hill station

o Outskirt

15.What are the different schemes provided by your service provider?

o SMS

o Talk time

o Festival schemes

16.How long do you have to wait in customer care?

o Up to 1 minute

o 3-5 minutes

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 CHAPTER-1

INTRODUCTION

Marketing strategy is a long-term, forward-looking approach to planning with the fundamental goal of
achieving a sustainable competitive advantage. Strategic planning involves an analysis of the company's
strategic initial situation prior to the formulation, evaluation and selection of market-oriented competitive
position that contributes to the company's goals and marketing objectives. Strategic marketing, as a distinct
EAST POINT COLLEGE Page 15
field of study emerged in the 1970s, and built on strategic management that preceded it. Marketing strategy
highlights the role of marketing as a link between the organization and its customers.

Definition of Marketing Strategy

Scholars continue to debate the precise meaning of marketing strategy. Consequently, the literature offers
many different definitions. On close examination, however, these definitions appear to centre around the
notion that strategy refers to a broad statement of what is to be achieved.

Marketing Strategy is:

"The marketing strategy lays out target markets and the value proposition that will be offered based on an
analysis of the best market opportunities." (Philip Kotler & Kevin Keller, Marketing Management,
Pearson)“An over-riding directional concept that sets out the planned path.” (David Aaker and Michael K.
Mills, Strategic Market Management,2001) "Essentially a formula for how a business is going to compete,
what its goals should be and what policies will be needed to carry out these goals." (Michael Porter,
Competitive Strategy: Techniques for Analyzing Industries and Competitors , NY, Free Press, 1980) "The
pattern of major objectives, purposes and goals and essential policies and plans For achieving those goals,
stated in such a way as to define what business the company is in or is to be in. (S. Jain, Marketing Planning
and Strategy, 1993)"An explicit guide to future behaviour.” (Henry Mintzberg, “Crafting Strategy,” Harvard
Business Review, July–August, 1987 ) Strategy is "reserved for actions aimed directly at altering the
strengths of the enterprise relative to that of its competitors... Perfect strategies are not called for. What
counts is... performance relative to competitors.” (Kenichi Ohmae, The Mind of the Strategist, 1982)
Strategy formulation is built on "the match between organisational resources and skills and environmental
opportunities and risks it faces and the purpose it wishes to accomplish." (Dan Schendel and Charles W.
Hofer, Strategy Formulation: Analytical Concepts, South-Western, 1978)

Marketing management versus marketing strategy

The distinction between “strategic” and “managerial” marketing is used to distinguish "two phases having
different goals and based on different conceptual tools. Strategic marketing concerns the choice of policies
aiming at improving the competitive position of the firm, taking account of challenges and opportunities
proposed by the competitive environment. On the other hand, managerial marketing is focused on the
implementation of specific targets.

Overview
Marketing strategy involves mapping out the company's direction for the forthcoming planning
period, whether that be three, five or ten years. It involves undertaking a 360° review of the
Firm and its operating environment with a view to identifying new business opportunities that
the firm could potentially leverage for competitive advantage. Strategic planning may also

EAST POINT COLLEGE Page 16

reveal market threats that the firm may need to consider for long-term sustainability. Strategic
planning makes no assumptions about the firm continuing to offer the same products to the
same customers into the future. Instead, it is concerned with identifying the business
opportunities that are likely to be successful and evaluates the firm's capacity to leverage such
opportunities. It seeks to identify the strategic gap; that is the difference between where a firm
is currently situated (the strategic reality or inadvertent strategy) and where it should be situated
for sustainable, long-term growth (the strategic intent or deliberate strategy).
Strategic planning seeks to address three deceptively simple questions, specifically:
* Where are we now? (Situation analysis)
* What business should we be in? (Vision and mission)
* How should we get there? (Strategies, plans, goals and objectives)
A fourth question may be added to the list, namely 'How do we know when we got there?' Due
to increasing need for accountability, many marketing organisations use a variety of marketing
metrics to track strategic performance, allowing for corrective action to be taken as required.
On the surface, strategic planning seeks to address three simple questions, however, the
research and analysis involved in strategic planning is very sophisticated and requires a great
deal of skill and judgement.

STRATAGIC TOOLS
Strategic analysis is designed to address the first strategic question, "Where are we
now?" Traditional market research is less useful for strategic marketing because the analyst is
not seeking insights about customer attitudes and preferences. Instead strategic analysts are
seeking insights about the firm's operating environment with a view to identifying possible
future scenarios, opportunities and threats.
Strategic planning focuses on the three 3C's, namely: Customer, Corporation and
Competitors. A detailed analysis of each factor is key to the success of strategy formulation.
The 'competitors' element refers to an analysis of the strengths of the business relative to close
rivals, and a consideration of competitive threats that might impinge on the business' ability to
move in certain directions. The 'customer' element refers to an analysis of any possible changes
in customer preferences that potentially give rise to new business opportunities. The
'corporation' element refers to a detailed analysis of the company's internal capabilities and its
readiness to leverage market-based opportunities or its vulnerability to external threats.
Mintzberg suggests that the top planners spend most of their time engaged in analysis and are
concerned with industry or competitive analyses as well as internal studies, including the use
of computer models to analyse trends in the organization. Strategic planners use a variety of
research tools and analytical techniques, depending on the environment complexity and the
Firm's goals. Fleischer and Bensoussan, for instance, have identified some 200 qualitative and
quantitative analytical techniques regularly used by strategic analysts while a recent publication
suggests that 72 techniques are essential.

No optimal technique can be identified as useful across all situations or problems. Determining which
technique to use in any given situation rests with the skill of the analyst. The choice of tool depends on a
variety of factors including: data availability; the nature of the marketing problem; the objective or purpose,
theanalyst's skill level as well as other constraints such as time or motivation.

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4P’S OF MARKETING

 Product – The first of the Four Ps of marketing is product. A product can be either a tangible good or an
intangible service that fulfils a need or want of consumers. Whether you sell custom pallets and wood
products or provide luxury accommodations, it’s imperative that you have a clear grasp of exactly what
your product is and what makes it unique before you can successfully market it.

 Price – Once a concrete understanding of the product offering is established we can start making
somepricing decisions. Price determinations will impact profit margins, supply, demand and marketing
strategy.Similar (in concept) products and brands may need to be positioned differently based on varying
pricepoints, while price elasticity considerations may influence our next two..

 Promotion – We’ve got a product and a price now it’s time to promote it. Promotion looks at the many
ways marketing agencies disseminate relevant product information to consumers and differentiate a
particular product or service. Promotion includes elements like: advertising, public relations, social media
marketing, email marketing, search engine marketing, video marketing and more. Each touch point must be
supported by a well positioned brand to truly maximize return on investment.

 Place – Often you will hear marketers saying that marketing is about putting the right product, at the
right price, at the right place, at the right time. It’s critical then, to evaluate what the ideal locations are to
convert potential clients into actual clients. Today, even in situations where the actual transaction doesn’t
happen on the web, the initial place potential clients are engaged and converted is online

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 CHAPTER-2(A)

INDUSTRY PROFILE

Telecommunications in India

Bharti Airtel Ltd (Bharti Airtel) is a provider of telecommunication services. The company provide
telemedia services, digital TV services, mobile services. It offers 2G, 3G and 4G wireless services,
fixed line, high speed broadband through DTH, enterprise services comprising national and
international long distance services to carriers. The company provides communication and ICT services
comprising voice, data, data center and managed services, network integration, enterprise mobile

EAST POINT COLLEGE Page 19

 applications and digital media to large enterprise, small and medium businesses and government. The
company Bharti Airtel along with its subsidiaries and branch offices operates in India, Sri Lanka,
Bangladesh, and Africa. Bharti Airtel is headquartered in New Delhi, India.

The Indian telecommunication industry, with about 600.69 million mobile phoneconnections as of February
2010, is the third largest telecommunication network in the worldand the second largest in terms of number
of wireless connections of 563.73 million. TheIndian telecom industry is one of the fastest growing in the
world and is projected that Indiawill have 'billion plus' mobile users by 2015.

Projection by several leading globalconsultancies is that India’s telecom network will overtake China’s in the
next 10 years. Forthe past decade or so, telecommunication activities have gained momentum in India.
Effortshave been made from both governmental and non-governmental platforms to enhance
theinfrastructure.…show more content.

It also offers fixed line services and broadbandservices. It offers its TELECOM services under the Airtel
brand and is headed by SunilBharti Mittal. The company also provides telephone services and broadband
Internet access(DSL) in top 95 cities in India. It also acts as a carrier for national and international
longdistance communication services. The company has a submarine cable landing station atChennai, which
connects the submarine cable connecting Chennai and Singapore.

Indian telecom industry underwent a high pace of market liberalisation and growth since the 1990s and now
has become the world's most competitive and one of the fastest growing telecom markets.

Telecommunication has supported the socioeconomic development of India and has played a significant role
to narrow down the rural-urban digital divide to some extent. It also has helped to increase the transparency
of governance with the introduction of e-governance in India. The government has pragmatically used
modern telecommunication facilities to deliver mass education programmes for the rural folk of India.

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According to London-based telecom trade body GSMA, the telecom sector accounted for 6.5% of India's
GDP in 2015, or about ₹9 lakh crore (US$120 billion), and supported direct employment for 2.2 million
people in the country. GSMA estimates that the Indian telecom sector will contribute ₹14.5 lakh
crore (US$190 billion) to the economy and support 3 million direct jobs and 2 million indirect jobs by 2020.

In today's period of progress and wealth, technological modernization is increasingly seen as a foreseen
necessity for every country. With better technology and more rivalry from established businesses,
telecommunications has entered a new era of development. The continuous rise of the mobile industry is
linked to technological advancements in the telecommunications sector. The service providers' primary goal
is to build a loyal customer base by measuring their performance and maintaining existing consumers in
order to profit from their loyalty. The purpose of the paper is to address these concerns

Telecommunications in India began with the introduction of the telegraph. The Indian postal and telecom
sectors are one of the world's oldest. In 1850, the first experimental electric telegraph line was started
between Calcutta and Diamond Harbour.[11] In 1851, it was opened for the use of the British East India
Company. The Posts and Telegraphs department occupied a small corner of the Public Works Department at
that time.

The construction of 4,000 miles (6,400 km) of telegraph lines was started in November 1853. These
connected Kolkata (then Calcutta) and Peshawar in the north; Agra, Mumbai (then Bombay) through Sindwa
Ghats, and Chennai (then Madras) in the south; Ootacamund and Bangalore. William O'Shaughnessy, who
pioneered the telegraph and telephone in India, belonged to the Public Works Department, and worked
towards the development of telecom throughout this period. A separate department was opened in 1854
when telegraph facilities were opened to the public.

Development of Broadcasting: Radio broadcasting was initiated in 1927 but became state responsibility only
in 1930. In 1937 it was given the name All India Radio and since 1957 it has been called Akashvani.
[19] Limited duration of television programming began in 1959, and complete broadcasting followed in
1965.

Internet
Public, commercial Internet access in India was launched by Videsh Sanchar Nigam Limited (VSNL) on 15
August 1995,[59] though access was available via the Educational Research Network (ERNET) to
educational institutions as early as 1986.[60] VSNL was able to add about 10,000 Internet users within 6
months.[61] However, for the next 10 years the Internet experience in the country remained less attractive,
with narrow-band connections having speeds less than 56 kbit/s (dial-up). In 2004, the government
formulated its broadband policy which defined broadband as "an always-on Internet connection with a
download speed of 256 kbit/s or above."[62] From 2005 onward the growth of the broadband sector in the
country accelerated but remained below the growth estimates of the government and related agencies due to
resource issues in last-mile access which were predominantly wired-line technologies. This bottleneck was
removed in 2010 when the government auctioned 3G spectrum followed by an equally high-profile auction

EAST POINT COLLEGE Page 21

of 4G spectrum that set the scene for a competitive and invigorated wireless broadband market. Now Internet
access in India is provided by both public and private companies using a variety of technologies and media
including dial-up (PSTN), xDSL, coaxial cable, Ethernet, FTTH, ISDN, HSDPA (3G), 4G, WiFi, WiMAX,
etc. at a wide range of speeds and costs.

According to the Internet And Mobile Association of India (IAMAI), the Internet user base in the country
stood at 190 million at the end of June 2013, rosing to 378.10 million in January 2018. Cumulative Annual
Growth rate (CAGR) of broadband during the five-year period between 2005 and 2010 was about 117 per
cent.

There were 204 Internet Service Providers (ISPs) offering broadband services in India as of 31 December
2017.[65] As of January 2018, the top five ISPs in terms subscriber base were Reliance Jio (168.39 million),
Bharti Airtel (75.01 million), Vodafone (54.83 million), Idea Cellular (37.33 million) and BSNL (21.81
million).[66] In 2009, about 37 per cent of the users access the Internet from cyber cafes, 30 per cent from an
office, and 23 per cent from home. However, the number of mobile Internet users increased rapidly from
2009 on and there were about 359.80 million mobile users at the end of January 2018, with a majority using
4G mobile networks

One of the major issues facing the Internet segment in India is the lower average bandwidth of broadband
connections compared to that of developed countries. According to 2007 statistics, the average download
speed in India hovered at about 40 KB per second (256 kbit/s), the minimum speed set by TRAI, whereas the
international average was 5.6 Mbit/s during the same period. In order to attend this infrastructure issue the
government declared 2007 as "the year of broadband". To compete with international standards of defining
broadband speed the Indian Government has taken the aggressive step of proposing a $13 billion national
broadband network to connect all cities, towns and villages with a population of more than 500 in two phases
targeted for completion by 2012 and 2013. The network was supposed to provide speeds up to 10 Mbit/s in
63 metropolitan areas and 4 Mbit/s in an additional 352 cities. In February 2018, the average broadband
speed of fixed-line connection in India was 20.72 Mbit/s, which is less than the global average download
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 speed of 42.71 Mbit/s. In terms of mobile internet speed, India performed quite poorly, with average speed
of 9.01 Mbit/s when compared with global average mobile broadband speed was 22.16 Mbit/s.

As of December 2017, according to Internet and Mobile Association of India, the Internet penetration rate in
India is one of the lowest in the world and only accounts for 35% of the population compared to the global
average internet penetration is over 54.4%. Another issue is the digital divide where growth is biased in
favour of urban areas; according to December 2017 statistics, internet penetration in urban India was
64.84%, whereas internet penetration in rural India is only 20.26%. Regulators have tried to boost the growth
of broadband in rural areas by promoting higher investment in rural infrastructure and establishing
subsidised tariffs for rural subscribers under the Universal service obligation scheme of the Indian
government.

As of May 2014, the Internet was delivered to India mainly by 9 different undersea fibres, including SEA-
ME-WE 3, Bay of Bengal Gateway and Europe India Gateway, arriving at 5 different landing.

In March 2015, the TRAI released a formal consultation paper on Regulatory Framework for Over-the-top
(OTT) services, seeking comments from the public. The consultation paper was criticised for being one sided
and having confusing statements. It was condemned by various politicians and internet users. By 18 April
2015, over 800,000 emails had been sent to TRAI demanding net neutrality.

GSM - Overview

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If you are in Europe or Asia and using a mobile phone, then most probably you are using GSM technology in
your mobile phone. It is widely used mobile technology across the world.

What is GSM?
GSM stands for Global System for Mobile Communication. It is a digital cellular technology used for
transmitting mobile voice and data services. Important facts about the GSM are given below −

The concept of GSM emerged from a cell-based mobile radio system at Bell Laboratories in the early 1970s.

GSM is the name of a standardization group established in 1982 to create a common European mobile
telephone standard.

GSM is the most widely accepted standard in telecommunications and it is implemented globally.

GSM is a circuit-switched system that divides each 200 kHz channel into eight 25 kHz time-slots. GSM
operates on the mobile communication bands 900 MHz and 1800 MHz in most parts of the world. In the US,
GSM operates in the bands 850 MHz and 1900 MHz.

GSM owns a market share of more than 70 percent of the world's digital cellular subscribers.
EAST POINT COLLEGE Page 24
 GSM makes use of narrowband Time Division Multiple Access (TDMA) technique for transmitting signals.

GSM was developed using digital technology. It has an ability to carry 64 kbps to 120 Mbps of data rates.

Presently GSM supports more than one billion mobile subscribers in more than 210 countries throughout
the world.

GSM provides basic to advanced voice and data services including roaming service. Roaming is the ability
to use your GSM phone number in another GSM network.

GSM digitizes and compresses data, then sends it down through a channel with two other streams of user
data, each in its own time slot.

Why GSM?

 Listed below are the features of GSM that account for its popularity and wide acceptance.
 Improved spectrum efficiency
 International roaming
 Low-cost mobile sets and base stations (BSs)

GSM - Specification

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The requirements for different Personal Communication Services (PCS) systems differ for each PCS
network. Vital characteristics of the GSM specification are listed below

GSM treats the users and the equipment in different ways. Phone numbers, subscribers, and equipment
identifiers are some of the known ones. There are many other identifiers that have been well-defined, which
are required for the subscriber’s mobility management and for addressing the remaining network elements.
Vital addresses and identifiers that are used in GSM are addressed below.

Modulation
Modulation is the process of transforming the input data into a suitable format for the transmission medium.
The transmitted data is demodulated back to its original form at the receiving end. The GSM uses Gaussian
Minimum Shift Keying (GMSK) modulation method.

Access Methods

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 Radio spectrum being a limited resource that is consumed and divided among all the users, GSM devised a
combination of TDMA/FDMA as the method to divide the bandwidth among the users. In this process, the
FDMA part divides the frequency of the total 25 MHz bandwidth into 124 carrier frequencies of 200 kHz
bandwidth.
Each BS is assigned with one or multiple frequencies, and each of this frequency is divided into eight
timeslots using a TDMA scheme. Each of these slots are used for both transmission as well as reception of
data. These slots are separated by time so that a mobile unit doesn’t transmit and receive data at the same
time.
Transmission Rate
The total symbol rate for GSM at 1 bit per symbol in GMSK produces 270.833 K symbols/second. The gross
transmission rate of a timeslot is 22.8 Kbps.
GSM is a digital system with an over-the-air bit rate of 270 kbps.
Frequency Band
The uplink frequency range specified for GSM is 933 - 960 MHz (basic 900 MHz band only). The downlink
frequency band 890 - 915 MHz (basic 900 MHz band only).

Channel Spacing
Channel spacing indicates the spacing between adjacent carrier frequencies. For GSM, it is 200 kHz.
Speech Coding

For speech coding or processing, GSM uses Linear Predictive Coding (LPC). This tool compresses the bit rate
and gives an estimate of the speech parameters. When the audio signal passes through a filter, it mimics the
vocal tract. Here, the speech is encoded at 13 kbps.

Duplex Distance

Duplex distance is the space between the uplink and downlink frequencies. The duplex distance for GSM is
80 MHz, where each channel has two frequencies that are 80 MHz apart.

Next-generation networks (NGN)

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Historically, the role of telecommunication has evolved from that of plain information exchange to a multi-
service field, with Value Added Services (VAS) integrated with various discrete networks like PSTN,
PLMN, Internet Backbone etc. However, with decreasing average revenue per user and increasing demand
for VAS has become a compelling reason for the service providers to think of the convergence of these
parallel networks into a single core network with service layers separated from network layer.[85] Next-
generation networking is such a convergence concept which according to ITT.

A next-generation network (NGN) is a packet-based network which can provide services including
Telecommunication Services and able to make use of multiple broadband, quality of service-enabled
transport technologies and in which service-related functions are independent from underlying transport-
related technologies. It offers unrestricted access by users to different service providers. It supports
generalised mobility which will allow the consistent and ubiquitous provision of services to users.

Access network: The user can connect to the IP-core of NGN in various ways, most of which use the
standard Internet Protocol (IP). User terminals such as mobile phones, personal digital assistants (PDAs) and
computers can register directly on NGN-core, even when they are roaming in another network or country.
The only requirement is that they can use IP and Session Initiation Protocol (SIP). Fixed access (e.g., digital
subscriber line (DSL), cable modems, Ethernet), mobile access (e.g. W-CDMA, CDMA2000, GSM, GPRS)
and wireless access (e.g.WLAN, WiMAX) are all supported. Other phone systems like plain old telephone
service and non-compatible VoIP systems, are supported through gateways. With the deployment of the
NGN, users may subscribe to many simultaneous access-providers providing telephony, internet or
entertainment services. This may provide end-users with virtually unlimited options to choose between
service providers for these services in NGN environment.

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The hyper-competition in the telecom market, which was effectively caused by the introduction of Universal
Access Service (UAS) licence in 2003 became much tougher after 3G and 4G competitive auction. About
670,000 route-kilometres (420,000 mi) of optical fibres has been laid in India by the major operators,
including in the financially nonviable rural areas and the process continues.[citation needed] Keeping in
mind the viability of providing services in rural areas, the government of India also took a proactive role to
promote the NGN implementation in the country; an expert committee called NGN eCO was constituted in
order to deliberate on the licensing, interconnection and quality of service (QoS) issues related to NGN and it
submitted its report on 24 August 2007. Telecom operators found the NGN model advantageous, but huge
investment requirements have prompted them to adopt a multi-phase migration and they have already started
the migration process to NGN with the implementation of IP-based core-network.

Regulatory environment

LIRN Easia's Telecommunications Regulatory Environment (TRE) index, which summarises stakeholders'
perception on certain TRE dimensions, provides insight into how conducive the environment is for further
development and progress. The most recent survey was conducted in July 2008 in eight Asian countries,
including Bangladesh, India, Indonesia, Sri Lanka, Maldives, Pakistan, Thailand, and the Philippines. The
tool measured seven dimensions: i) market entry; ii) access to scarce resources; iii) interconnection; iv) tariff
regulation; v) anti-competitive practices; and vi) universal services; vii) quality of service, for the fixed,
mobile and broadband sectors.

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The results for India, point out to the fact that the stakeholders perceive the TRE to be most conducive for
the mobile sector followed by fixed and then broadband. Other than for Access to ScarceResources the fixed
sector lags behind the mobile sector. The fixed and mobile sectors have the highest scores for Tariff
Regulation. Market entry also scores well for the mobile sector as competition is well entrenched with most
of the circles with 4–5 mobile service providers. The broadband sector has the lowest score in the aggregate.
The low penetration of broadband of mere 3.87 against the policy objective of 9 million at the end of 2007
clearly indicates that the regulatory environment is not very conducive.

In 2013 the home ministry stated that legislation must ensure that law enforcement agencies are empowered
to intercept communications.

S-band spectrum scam

In India, electromagnetic spectrum, being a scarce resource for wireless communication, is auctioned by the
Government of India to telecom companies for use. As an example of its value, in 2010, 20 MHz of 3G
spectrum was auctioned for ₹677 billion (US$8.9 billion). This part of the spectrum is allocated for
terrestrial communication (cell phones). However, in January 2005, Antrix Corporation (commercial arm of
ISRO) signed an agreement with Devas Multimedia (a private company formed by former ISRO employees
and venture capitalists from USA) for lease of S band transponders (amounting to 70 MHz of spectrum) on
two ISRO satellites (GSAT 6 and GSAT 6A) for a price of ₹14 billion (US$180 million), to be paid over a
period of 12 years. The spectrum used in these satellites (2500 MHz and above) is allocated by the
International Telecommunication Union specifically for satellite-based communication in India.
Hypothetically, if the spectrum allocation is changed for utilisation for terrestrial transmission and if this 70
MHz of spectrum were sold at the 2010 auction price of the 3G spectrum, its value would have been over
₹2,000 billion (US$26 billion). This was a hypothetical situation. However, the Comptroller and Auditor
General of India considered this hypothetical situation and estimated the difference between the prices as a
loss to the Indian Government.

There were lapses on implementing Government of India procedures. Antrix/ISRO had allocated the
capacity of the above two satellites to Devas Multimedia on an exclusive basis, while rules said it should
always be non-exclusive. The Cabinet was misinformed in November 2005 that several service providers
were interested in using satellite capacity, while the Devas deal was already signed. Also, the Space
Commission was kept in the dark while taking approval for the second satellite (its cost was diluted so that
Cabinet approval was not needed). ISRO committed to spending ₹7.66 billion (US$100 million) of public
money on building, launching, and operating two satellites that were leased out for Devas.[citation needed]

In late 2009, some ISRO insiders exposed information about the Devas-Antrix deal,[90][91] and the ensuing
investigations resulted in the deal being annulled. G. Madhavan Nair (ISRO Chairperson when the
agreement was signed) was barred from holding any post under the Department of Space. Some former
scientists were found guilty of "acts of commission" or "acts of omission". Devas and Deutsche Telekom
demanded US$2 billion and US$1 billion, respectively, in damages.

The Central Bureau of Investigation concluded investigations into the Antrix-Devas scam and registered a
case against the accused in the Antrix-Devas deal under Section 120-B, besides Section 420 of IPC and

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Section 13(2) read with 13(1)(d) of PC Act, 1988 on 18 March 2015 against the then Executive Director of
Antrix Corporation, two officials of USA-based company, Bangalore based private multimedia company,
and other unknown officials of Antrix Corporation or Department of Space.

Devas Multimedia started arbitration proceedings against Antrix in June 2011. In September 2015, the
International Court of Arbitration of the International Chamber of Commerce ruled in favour of Devas, and
directed Antrix to pay US$672 million (Rs 44.35 billion) in damages to Devas. Antrix opposed the Devas
plea for tribunal award in the Delhi High Court.

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 CHAPTER-2(B)
COMPANY PROFILE

The mobile telephony services providers Airtel, Vodafone (Formerly Hutch), have been competing
aggressively for their market share with MTNL, Tata Indicom, Reliance and Idea Cellular entering

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 into the foray, this tussle has only become tougher. With major market share in the hands of the likes
of Reliance, Airtel, Vodafone (Formerly Hutch), Idea Cellular the others have been finding it difficult
to compete in the market.
The Telecom Regulatory Authority Of India (TRAI) has been playing an important role in keeping a
watch on these existing players and bringing new environment as well as policies and reforms for
these Mobile Telephony Service Providers and permitting them to provide mobile telephony services
including permission to carry its own long distance traffic within their service area without seeking an
additional license. TRAI’s mission is to create and nurture conditions for the growth of
telecommunications including broadcasting and cable services in the country in a manner and
at a pace which will enable India to play a leading role in the emerging global information
society. The service providers are free to provide, in its service area of operation, all types of mobile
services including voice and non-voice messages, data services and PCO’s. The Operators would be
required to pay a one-time entry fee. The basis for determining the entry fee and the basis for
selection of additional operators would be recommended by the TRAI. Apart from the one time entry
fee, operators would also be required to pay license fee based on a revenue share. It is proposed that
the appropriate level of entry fee and percentage of revenue share arrangement for different service
areas would be recommended by TRAI in a2
Although the cellular services market in India grew during the late 1990s (as the number of players
increased and tariffs and handset prices came down significantly) the growth was rather marginal.
This was because the cellular service providers offered only post-paid cellular services, which were
still perceived to be very costly as compared to landline communications. Following this realization,
the major cellular service providers in India, launched pre-paid cellular services in the late 1990s. The
main purpose of these services was to target customers from all sections of society (unlike post-paid
services, which were targeted only at the premium segment)
.

Airtel provider of fixed telephony in India, and is also a provider of broadband and subscription
TV services. The brand is operated by several accessories of Bharti Airtel, with Bharti

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 Hexacom and Bharti Telemedia furnishing broadband fixed line services and Bharti Infratel
Furnishing telecom unresistant structure service similar as telecom outfit and telecom
halls. Bharti Airtel Limited is part of Bharti Enterprises and is headed by Sunil Bharti
Mittal.

Airtel is the first Indian telecom service provider to achieve Cisco Gold Certification. It also

acts as a carrier for public and transnational long distance communication services. The
company has a submarine string wharf station at Chennai, with a connection to Singapore.
As of 31 January 2019, Airtel has340.36 million subscribers with a request share of28.80
in India. Airtel was named India's alternate most precious brand in the first ever Brands
ranking by Millward Brown and WPPplc.

Mobile services
Airtel operates in all telecom circles of India. Airtel is the largest driver in pastoral India, with
million subscribers as of 31 January 2018.

3G

Several telecommunications companies market wireless mobile Internet services as 3G, indicating that
the advertised service is provided over a 3G wireless network. Services advertised as 3G are required to
meet IMT-2000 technical standards, including standards for reliability and speed (data transfer rates).
To meet the IMT-2000 standards, a system must provide peak data rates of at least 144 kbit/s. 18 May
2010, the 3G diapason transaction was completed and Airtel paid the Government of

India ₹122.95 billion(US$1.7 billion) for diapason in 13 circles, the most quantum spent by

an driver in that transaction. Airtel won 3G licences in 13 telecom circles of India Delhi, Mumbai,
Andhra Pradesh, Karnataka, Tamil Nadu, Uttar Pradesh( West), Rajasthan, West Bengal, Himachal
Pradesh, Bihar, Assam, North East, and Jammu &Kashmir.( 9) Airtel also operates 3G services in
Maharashtra & Goa and Kolkata circlesthrough an agreement with Vodafone and in Gujarat and Punjab
through an agreementwith Idea. This gives Airtel a 3G presence in all 22 out of 22 circles in India.
Airtel is fined by DoT 3.50 billion for not stopping offering 3G Services through Roaming Pacts outside
its Licensed Zones in Seven Circles. On 20 September 2010, Bharti Airtel said that it had given
contracts to Ericsson India, Nokia Siemens Networks (NSN) and Huawei Technologies to set up
infrastructure for providing 3G services in the country.

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 3G telecommunication networks support services that provide an information transfer rate of at least
144 kbit/s.[2][3][4] Later 3G releases, often denoted 3.5G and 3.75G, also provide mobile
broadband access of several Mbit/s to smartphones and mobile modems in laptop computers. This
ensures it can be applied to wireless voice calls, mobile Internet access, fixed wireless Internet access,
video calls and mobile TV technologies.

These vendors would plan, design, deploy and maintain 3G–HSPA (third-generation, high-speed
packet access) networks in 13 telecom circles where the company had won 3G licences. While Airtel
awarded network contracts for seven 3G circles to Ericsson India, NSN would manage networks in
three circles.

Chinese telecom equipment vendor Huawei Technologies was introduced as the third partner for three
circles. Airtel launched 3G services in Bangalore on 24 January 2011. On 27 January 2011, Airtel
launched 3G in Chennai and Coimbatore in Tamil Nadu. On 27 July 2011, 3G services were launched
in Kerala's 3 largest cities – Kochi, Kozhikode and Thiruvananthapuram. Airtel 3G services are
available in 200 cities through its network and in 500 cities through intra-circle roaming arrangements
with other operators. Airtel had about 5.4 million 3G customers of which 4 million are 3G data
customers as of September 2012.

A new generation of cellular standards has appeared approximately every tenth year since 1G systems
were introduced in 1979 and the early to mid-1980s. Each generation is characterized by new frequency
bands, higher data rates and non–backward-compatible transmission technology. The first commercial
3G networks were introduced in mid-2001.

4G
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 4G is the fourth generation of broadband cellular network technology, succeeding 3G, and preceding 5G.
A 4G system must provide capabilities defined by ITU in IMT Advanced. Potential and current
applications include amended mobile web access, IP telephony, gaming services, high-definition mobile
TV, video conferencing, and 3D television.

The first-release LTE standard was commercially deployed in Oslo, Norway, and Stockholm, Sweden in
2009, and has since been deployed throughout most parts of the world. It has, however, been debated
whether first-release versions should be considered 4G LTE. The 4G wireless cellular standard was
defined by the International Telecommunication Union (ITU) and specifies the key characteristics of the
standard, including transmission technology and data speeds.

Each generation of wireless cellular technology has introduced increased bandwidth speeds and network
capacity. 4G users get speeds of up to 100 Mbit/s, while 3G only promised a peak speed of 14 Mbit/s.

The broadband wireless access (BWA) or 4G spectrum auction in India ended. Airtel paid ₹33.1436
billion (US$460 million) for spectrum in 4 circles: Maharashtra and Goa, Karnataka, Punjab and Kolkata.
The company was allocated 20 MHz of BWA spectrum in 2.3 GHz frequency band. Airtel's TD-LTE
network is built and operated by ZTE in Kolkata and Punjab, Huawei in Karnataka, and Nokia Siemens
Networks in Maharashtra and Goa. On 10 April 2012, Airtel launched 4G services through dongles and
modems using TD-LTEtechnology in Kolkata, becoming the first company in India to offer 4G services. The
Kolkata launch was followed by launches in Bangalore(7 May 2012), Pune (18 October 2012),[18] and
Chandigarh, Mohali and Panchkula (25 March 2013). Airtel obtained 4G licences and spectrum in the
telecom circles of Delhi, Haryana, Kerala and Mumbai after acquiring Wireless Business Services
PrivateLimited, a joint venture founded by Qualcomm, which had won BWA spectrum in those circles in the
4G spectrum auction.

Airtel India owns spectrum in 850 MHz, 900 MHz, 1800 MHz, 2100 MHz and 2300 MHz
bands across the country.

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Airtel Digital TV from SES 7 satellite, this transponder list is very useful to install your Airtel Digital
TV set-top box manually. This list is also useful for those who are dealers and distributors of Airtel Digital
TV, They can feed these ADTV frequencies in their sat finder / Satellite dB meters.

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 Airtel Broadband will also benefit from Project Leap. The ISP's maximum offered speed will
rise from 16 Mbit/s in 2016 to 50 Mbit/s when after the programme is implemented.
On 14 June 2016, Airtel launched the Open Network initiative under Project Leap. The Open
Network service allows users to view Airtel's mobile network coverage and signal strength
across India, in addition to network site deployment status. This was first launched on a trial
basis in December 2015, before its official launch in June 2016.
In February 2016, Airtel deployed LTE Advanced carrier aggregation technology in Kerala.
Carrier aggregation combines the capacities of TD-LTE (2300 MHz spectrum band) and FD
LTE (1800) enabling better spectrum utilization and efficiency. The network achieved data
speeds of up to 135 Mbit/s.

On 30 November 2015, Airtel announced the launch of a network transformation programme

called Project Leap. Under the programme, the company will invest ₹60,000 crores over the
next 3 years to upgrade its network across India. Airtel will deploy over 160,000 base stations
nationwide, and also expand its mobile broadband coverage to over 500,000 villages. Under
Project Leap, Airtel will introduce several technologies such as small cells, carrier aggregation
solutions, Wi-Fi hotspots, and several different spectrum bands to improve network coverage
in indoor areas. The company will also deploy more than 5,50,000 km of domestic and
international fibre, and upgrade its legacy networks and base stations over the three-year
Period.

Once you receive signal quality above 50%, then exits the menu and check your TV channels. If you still
have the same issue then you contact Airtel Digital TV customer care.

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 BHARTI AIRTEL HISTORY

Bharti Airtel Limited is a leading global telecommunications company with operations in 18 countries
across Asia and Africa. Headquartered in New Delhi India Bharti Airtel ranks amongst the top 3 mobile
service providers globally in terms of subscribers. The company offers an integrated suite of telecom
solutions to its enterprise customers in addition to providing long distance connectivity both nationally and
internationally. The Company also offers Digital TV and IPTV Services. All these services are rendered
under a unified brand 'airtel' either directly or through subsidiary companies.The company operates in four
strategic business units namely Mobile Telemedia Enterprise and Digital TV.

The mobile business offers services in India Sri Lanka and Bangladesh. The Telemedia business provides
broadband IPTV and telephone services in 95 Indian cities. The Digital TV business provides Direct-to-
Home TV services across India. The Enterprise business provides end-to-end telecom solutions to corporate
customers and national and international long distance services to telcos. The company also deploys owns
and manages passive infrastructure pertaining to telecom operations under their subsidiary Bharti Infratel
Ltd. Bharti Infratel Ltd own 42% of Indus Towers Ltd. Bharti Infratel Ltd and Indus Towers Ltd are the
largest passive infrastructure service providers for telecom services in India. Bharti Airtel Ltd was
incorporated in the year 1995 with the name Bharti Tele-Ventures Ltd. The company was promoted by
Bharti Telecom Ltd a company incorporated under the laws of India.

The name of the company was changed from Bharti Tele-Ventures to Bharti Airtel Ltd with effect from
April 24 2006 in order to reflect their brand essence objective and the nature of their business
activities.During the year 1995-96 the company launched mobile services under the brand name 'Airtel' for
the first time in Delhi and Himachal Pradesh. During the year 1997-98 the company became the first private
telecom operator to obtain a license to provide basic telephone services in the state of Madhya Pradesh. They
incorporated Bharti BT VSAT Ltd and Bharti BT Internet Ltd during the year. During the year 1999-2000

EAST POINT COLLEGE Page 39

the company acquired JT Mobiles for providing cellular services operator in Punjab Karnataka and Andhra
Pradesh.
Also they acquired Skycell Chennai and thus they expanded their South Indian footprint. During the year
2001-02 they launched IndiaOne India's first private sector national and international long distance service.
They acquired licenses for eight new circles across India. In July 2001 the company acquired 100% equity
interest in Bharti Mobitel Ltd (erstwhile Spice Cell Ltd) which provided mobile services in the Kolkata
circle.During the year 2002-03 the company launched cellular mobile services in the circle of Mumbai
Maharashtra Tamil Nadu Kerala Madhya Pradesh Uttar Pradesh (West) Haryana and Gujarat fixed line
services in the circles of Tamil Nadu and Karnataka and International Long Distance Services. They also
commenced commercial operations for their submarine cable landing station.

During the year 2003-04 the company obtained the new licenses for providing the Unified
Access Services which include telecom circles of West Bengal (including Andaman & Nicobar and
Sikkim) Bihar (including) (Jharkhand) Orissa Jammu & Kashmir and UP (East).

They also acquired interest in the telecom circles of Rajasthan and North Eastern States through the
acquisition of 67.5% equity stake in Bharti Hexacom Ltd.During the year 2004-05 Bharti Cellular Ltd and
Bharti Infotel Ltd subsidiaries of the company merged with the company with effect from April 1 2004.

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 Airtel Money

Airtel Payments Bank is an Indian first payments bank with its headquarters in New Delhi.The company is a
subsidiary of Bharti Airtel.[3] On 5 January, 2022, it was granted the scheduled bank status by Reserve Bank of
India under second schedule of RBI Act, 1934.
In 2015, eleven companies received In-principle approval from the Reserve Bank of India to set up Payments
Bank under the guidelines for Licensing of Payments Bank.
On 11 April 2016, Airtel Payments Bank became the first company to receive the Payments Bank license
from the Reserve Bank of India under Section 22 (1) of the Banking Regulation Act, 1949.Airtel Payments
Bank started with an 80:20 partnership between Bharti Airtel and Kotak Mahindra Bank. In August 2021,
Kotak Mahindra sold its stake to Bharti Enterprises Ltd. As on 31 December 2021, 99.9% equity capital of
the Bank is owned by the Bharti Group of Companies. It turned profitable in the quarter ended 30 September
2021, with an annual revenue run rate of Rs 1,000 crore.

Digital payments

In September 2017, Airtel Payments Bank launched UPI enabled digital payments to facilitate secure digital
payments. Customers need to link their bank accounts on BHIM before they can make UPI payments. For
UPI-based payments and transfers, customers are not required to furnish their bank details to enable
transactions.

Airtel Broadband

Airtel launched its V-Fiber service in October 2016. Airtel V-Fiber is available in 103 cities in India with
speeds up to 1 Gbit/s.[47] This service was later renamed as Xstream Fibr.

Airtel provides broadband internet access through DSL, internet leased lines and MPLS (multiprotocol label
switching) solutions[buzzword], as well as IPTV and fixed line telephone services. Until 18 September 2004,
Bharti provided fixed line telephony and broadband services under the Touchtel brand. Bharti now provides
all telecom services including fixed line services under the common brand Airtel. As of June 2019, Airtel
provides Telemedia services; in 99 cities.[74] As on 30 June 2019, Airtel had 2.342 million broadband
subscribers.

Airtel Broadband provides broadband and IPTV services. Airtel provides both capped as well as unlimited
download plans. However, Airtel's unlimited plans are subject to free usage policy (FUP), which reduces
speed after the customer crosses a certain data usage limit. In most of the plans, Airtel provides only
64KByte/second beyond FUP which is equal to other competitors' tariffs. The maximum speed available for
home users under the new V-Fiber program is up to 300Mbit/s and with DSL is 16Mbit/s.

Network
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 Airtel India owns spectrum in 850 MHz, 900 MHz, 1800 MHz, 2100 MHz and 2300 MHz bands across
the country.

On 30 November 2015, Airtel announced the launch of a network transformation programme called Project
Leap. Under the programme, the company will invest ₹60,000 crores over the next 3 years to upgrade its
network across India.

Overview

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 But first, the EDGE! Bharti Cellular is close to commercially launching its EDGE service in Delhi and
Mumbai by end May or early June, sources said. The company was the first to conduct field trials in
November with its equipment supplier Ericsson. Idea too held EDGE field trials in February this year with
its vendor Nokia. Vodafone and BPL are yet to hold the trials.

The two companies would eventually migrate to EDGE, but perhaps after seeing the response to Bharti’s
service. EDGE holds the promise of delivering data speeds of around 170- 180 kbps (as against the
theoretical speed of around 380 kbps) which, if achieved, promises the launch of many data applications.

The scalable cost of migrating from GPRS to EDGE is not too high and mainly comprises software
upgrades in case of a modern network such as Bharti and Hutch, claimed chairman of GSA India chapter
Rakesh Malik. Will GSM maintain its headstart? At the GSM Evolution Forum held in New Delhi, GSA
president Alan Hadden predicted that GSM growth will far outstrip CDMA as was happening globally. He
felt India could have as many as 200 million GSM subscribers by 2007-2008, up from nine million in
December 2004. According to GSA, there are over 1.1 billion GSM subscribers worldwide as against 250
million CDMA customers. The revenue of top 25 global operators from data averages 18 per cent and 22 of
these operators run GSM networks. Overall, there are 76 operators in 50 countries that have committed to
deploy EDGE.

Almost every country has a GSM-based network and even those US operators, which operated on now
defunct TDMA technology, were migrating gradually to GSM, not CDMA, pointed out Hadden at the GSM
Evolution Forum. The Forum is a global GSA program to assist the operators for evolution to third
generation (3G) technologies.

“People are using their phones for much more than voice. Fifteen networks have commercially launched
EDGE as it can run 3G like services in the existing spectrum for the operators without needing a 3G license.
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Even the migration to a full-fledged3G level of Wideband CDMA (WCDMA) will be smooth with EDGE,”
said Hadden. “Besides, the automatic roaming provided by GSM networks in almost 200 countries is a
power that CDMA doesn’t give you. We know for sure that almost 20-25 per cent of the revenue for some
GSM operators comes from roaming customers,” he added. But CDMA is no pushover with Korea and
Philippines as the shining jewels in its crown.

The first CDMA 2000 1X was commercially deployed in October 2000. Already, 81 operators have
launched 77 CDMA 2000 1X networks whereas nine have launched services based on 1xEV-DO platform
across Asia, the Americas and Europe. At least, 16 new 1X and six 1xEV-DO networks are scheduled to be
deployed in 2004, according to CDMA Development Group. EV-DO and EV-DV are the next level of
evolution on the CDMA 2000 1X platform, capable of delivering services comparable to 3G WCDMA.
Where are the models?What will matter a lot in this war will be the availability of EDGE compliant handsets
at affordable rates.

While the two CDMA operators have been giving out handsets that can give hi-speed data transfer, same has
not been the case with GSM. Even now, GPRS handsets have not become commonplace and GPRS feature
is found only in mid and high-end segment handsets.

End sum game When the networks deploy EDGE, subscribers can expect the delivery of advanced mobile
services such as easy downloading of video and music clips, full multimedia messaging, besides highspeed
Internet and e-mail access, provided their handset supports all this. But the real cruncher will be the
migration at a later stage to 3G technologies such as WCDMA, EV-DO or EV-DA as and when the
government decides what to do with the 3G licences.

WCDMA for example promises delivery of a phenomenal 2 megabytes per second (mbps), equivalent to
what a leased line in many middle level corporates gives. More importantly, WCDMA will spawn a whole
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 new range of full motion audio-video applications, including video telephony. GSM lobby may continue to
remain gung ho over the future of their technologies over that boosted by the American firms Qualcomm and
Motorola, but Indian market could well throw an interesting scenario that industry experts will do well to
watch. In the coming months, Reliance plans to offer its CDMA subscribers much more than what GSM
players intend to deliver through their EDGE for their subscribers.

Who succeeds in this battle for mobile customer’s eyeballs is most difficult to predict. A Korea and Japan
may not be waiting to happen in India, but India will probably be more like the Chinese
market with both standards co-existing. For now, GSM rules!

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 CHAPTER-2
MARKETING STRATEGIES OF AIRTEL

Airtel is an Indian telecommunication company based in Delhi, India. It was founded in 1995 by Sunil
Bharti Mittal, who is a billionaire today. The company provides various kinds of mobile services in different
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 networks like 2g, 3g, 4g, and LTE. They also have broadband and voice services available in some countries.
It has become a global company now providing its services in around 20 countries including Africa, South
Africa and China.

Airtel has several subsidiaries like Airtel India, Airtel digital TV and Airtel Sri Lanka. It has a subscriber
base of around 275 million people across the globe. The company is expanding its services with time and
shifting to the latest technology with time to remain relevant and sustain its position as a market leader as it
has a lot of competition in the industry. It has a subscriber base of around 275 million people across the
globe.Now that we have a brief about the company, let us descend into the marketing mix of Airtel.
 
Marketing Mix of Airtel
A Marketing mix is an analytical tool under the marketing strategies of any company. It refers to tactics that
help a company in branding its products and services. It includes 7P’s which are product, price, place and
promotion. These are different attributes that help in determining the advertising tools of the company.
Let us understand it better by looking at the marketing mix of the Airtel company.
 
1. Product Strategy of Airtel

Airtel is one of the world’s largest mobile operators in terms of subscriber base and has a commercial
presence in 20 countries and the Channel Islands.
Following are products of Bharti Airtel:
1. Airtel Prepaid
2. Airtel Postpaid
3. Blackberry Wireless Handheld
4. Value-Added Services (VAS)
5. Fixed-line and telephony
6. Broadband and fixed-line internet services

7. Digital television and IPTV

8. DTH operator

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They also provide several services which are as follows-
 
Instant Balance Enquiry
24Hr Recharge Facility
Call divert, Call wait & Call Hold
Multimedia messaging service (MMS)
Airtel Live Portal
SMS based Information Service
Call line identification

  We can see that Airtel has a very diverse and vast product portfolio which has helped it in gaining a huge
customer base and become a major player in the industry.
 
2. Price Strategy of Airtel
Airtel has a competitive-based pricing strategy, which is due to the strong competition in the telecom
industry. The prices are controlled by regulatory authorities so that fair charges are provided to people. The
company provides various packs with different offers in it to have something for every customer. The main
aim of the company is customer retention, due to tough competition Airtel focuses on making available some
kind of pack with suitable pricing for every customer so that it doesn’t lose customers. The company also
uses bundle pricing, having lower prices for combo packs, which makes the customer buy more. 
Airtel has very low prices for its broadband section as well by which it has attracted a huge customer base to
avail different offers. The company frequently changes its prices because there is almost zero customer
retention in the industry.
 
3. Place and Distribution Strategy of Airtel

Airtel provides its services via distributors and retailers, which are the baseline of the system. It has its
service available at local stores, general stores, airtel stores and roadside stalls. The company also has an app
and website from which customers can easily avail the services without any hassle as it is very user-friendly. 
They have a very intense network in which they try to cover the remotest area and make available their
network and services. Airtel is present in 20 different countries with its wide distribution network and it is

planning to expand further in coming years.

 
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 4. Promotion and Advertising Strategy of Airtel
Airtel is a well-established and recognized brand in the telecom sector. Airtel organizes strong promotional
campaigns for its services including all media channels from TV, print, events, social media. The advertising
strategy of Airtel is very comprehensive and extensive. It has used all the big celebrities to endorse their
services like Shahrukh Khan, Sachin Tendulkar, Vidya Balan and several other stars. They have also
organized some unique and interesting marketing campaigns to target the youth audience and connect with
the audience like ‘Har Ek friend Zaroori hota he’ and ‘Jo Tera Hai Wo Mera Hai’, these campaigns have
stayed with us till today which proves the effectiveness of the company’s promotional mix.
Airtel has also got a good presence on social media platforms like Facebook, Twitter and has a significant
following on them, which the company uses for its service promotion and increasing its reach as a major
audience is present on these platforms. Airtel also engages in social topics and does Corporate Social
Responsibility activities like Education campaigns, girl child awareness campaigns.
 
5. People Strategy of Airtel
Airtel focuses on the teamwork approach for effective business strategies. It has got a huge employee base of
around 18k employees and they invest significantly in the training and development of the skills of its
employees. One of the major aims of the company is also to have a productive and healthy work
environment. 
Airtel has various departments of people like customer service teams, network operators, and local
distributors. The company also has talent programs for finding efficient individuals and turning them into
successful entrepreneurs, they believe and promote the idea of gender diversity and implement it in the
organization. They also provide many opportunities to employees to outgrow themself and they also reward
and recognize their employees’ talent.
 
6. Process Strategy of Airtel
Airtel has a very straight and streamlined process. The company provides different plans with various kinds
of offers in it, to help the customer find their relevant option. Any consumer who wants a new connection
can directly reach out to airtel stores or even local distributors, the company has a customer service
department through which any problem can be resolved within 24 hours. Recently, Airtel has also opened an
“Open Network program” through which a customer can check network strength and register any kind of
complaint easily to the company.
The company is continuously working towards transparency and customer satisfaction.
 
7. Physical Evidence Strategy of Airtel
Airtel retail stores and local stores act as the physical evidence for the company. The proper company-
oriented stores have trained employees to help customers with any problem they are facing and by
recommending correct plans for them accordingly. Airtel products like sim cards and set up boxes are
properly designed and are appealing to the customers. The company also has an app that helps customers
avail any kind of service and resolve the issues they are facing.

Airtel has done several such campaigns with taglines like “Sab Kuch Karo, Fir Sahi Chuno”

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The Smartphone that works, Indian’s first 4G network and #expressyourself; has proved their obsession to
win customers through an exceptional experience.
Famous personalities like Sachin Tendulkar, A R Rahman, Vidya Balan have also endorsed the brands
earlier which have built a positive image among the people.

Airtel follows a “matchbox strategy” with which it expands regularly in rural India.
The campaigns achieve their goals smartly by their dynamism, warm, friendly appeal; all the more it helps
them gain the trust of their customers. With their priority service as a part of platinum care, they have also
attracted hustlers who like hassle-free service.

Bharti Airtel’s new campaign named “Öpen to Question” highlights its aim to resolve queries of every single
customer, learn quickly from failures and ensure they don’t get repeated. With this Airtel has secured top
position on the ad diagnostics index.

Airtel has also introduced its banking in 2017 Airtel Payments Bank, India’s first payments bank aims to
take digital banking services to the unbanked over their mobile phones quickly and efficiently which
contributes to the Government’s vision of Digital India and Financial Inclusion. However, this is constrained
to only airtel users.

Airtel Company Analysis

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After learning so much about Airtel, it’s time to analyse what we learned. The survey shows that Airtel is the
brand that cellular phone users have on top-of-their-mind recall and all these campaigns help airtel hold the
leadership positions in most markets.

Marketing strategy of Airtel Airtel Company Analysis

With its logo change and mega campaign of Rs.300 crore in 2010 it has repositioned itself as a young,
energetic and international brand. It has then taken on to become the torch-bearer of the telecom industry in
India. Airtel added over 3.67 million mobile subscribers in October which was a lot more when compared to
its competitors.

Airtel has been undertaking transformative initiatives that have the potential to make a positive impact on
society and contribute to development. Airtel has always focused on its social media marketing and it is
evident from its famous campaigns which got attention. The red colour indicates Airtel’s strong content and
quick response to the actions of its competitors on social media handles is something that makes it unique.
Let’s have a look at one of them –

Marketing-strategy-of-Airtel and Jio

This was in response to Jio’s announcement Interconnect Usage Charges (IUC) being levied when a Jio
customer makes a call to a non-Jio customer. Through its famous campaign “Sab Kuch Try Karo, Phir Sahi
Chuno” it tells people to first review the performance of every telecom operator and then choose one. It
never directly said to use Airtel. But it focussed on gaining the trust of its people by telling them to try first,
then decide. It also tried to establish a strong connection with the customers through the campaign
#NetworkOfCare for Airtel Delhi Half Marathon 2019.

A recently published report by Open Signal states that Airtel topped in gaming experience which was
prominently seen in the covid-19 lockdown. Airtel had a score of 55.6 of a total of 100 points. The higher the
score of the company the lower the connectivity issues. The company was ahead of its rivals in video
experience too.

Airtel Pain Points

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 As we saw before, Airtel suffers from a couple of issues from competitors to reducing market share. To
encapsulate what the company suffers from, we have done a pain point analysis.

In the year 2020, Airtel’s debt increased by about 1 trillion Indian rupees when compared with 2019 which is
again a threat to the company.
With strategic investments being made by Google and Facebook in Jio and telecom is one of the focus, there
is a threat that soon there will be a monopoly of Jio in the telecom sector.
Annual net profit declined for the last 2 years, however increasing revenue every quarter.
Airtel needs to work on its engagement rate on Facebook and YouTube.It is falling short with its
competitors.
Although the company has worked immensely on Twitter, it has been in controversies due to several factors
including political, religious, and rivalry-clash.

Airtel Promotion & Advertising Strategy:

The promotional and advertising strategy in the Airtel marketing strategy is as follows:
Airtel is an established and well known brand in telecom sector. Airtel organizes a strong promotional
campaigns for its services utilizing all media channels from TV, print, events, social media etc. Hence the
promotion strategy in the marketing mix of Airtel is extremely comprehensive i.e. they do a 360 branding.
Airtel has used all the big celebrities to endorse their services like Shahrukh Khan, AR Rehman, Sachin
Tendulkar, Vidya Balan etc. Airtel has also organized some famous marketing campaigns to target youth
audience and build its brand like ‘Har Ek friend Zaroori hota he’ and ‘Jo Tera Hain Wo Mera Hain’. Airtel
also sponsors various events like Cricket matches, Grand Prix etc and organized events like Airtel Delhi Half
Marathon etc under their community development programme and brand promotion. Airtel has also got a
good presence on social media like Facebook, Twitter etc. Which it uses for its service promotion and solve
queries of customers. Airtel also engages in public relations like Education campaigns, girls child awareness
campaigns etc.

Since this is a service marketing brand, here are the other three Ps to make it the 7Ps marketing mix of
Airtel.
People:
Airtel focuses on ‘Win with people’ approach for its effective business strategy. Airtel has got an employee
base of 18179 with a commendable employee engagement score of 79%. Airtel invests heavily in the
training and development of the skills of its employees. In 2016, Airtel invested 168 million to nurture talent
within its organization and build high performance culture. Airtel also focuses on developing a healthy work
culture and efficient functioning of its cross functional teams. Airtel’s Talent First Strategy focuses on
building entrepreneurship and leadership skills in employees. The people strategy in the marketing mix of
Airtel focuses on hiring the right talent, training them and rewarding them. Airtel also promotes gender
diversity in its organization by promoting women friendly working policies. Airtel promotes itself as a
learning organization where all employees follow a learning development plan based on their career
aspiration. Airtel also gives rewards and recognition to indentify and retain talent within organization.

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Process:
Airtel process for providing service to its customer is very easy and streamlined. Airtel process focuses on
providing a reliable and responsive service to its customers. To get a plan or new connection the customers
can directly go to any Airtel’s service centres or contact the support service to activate/deactivate a plan.
Airtel’s customer can get their queries resolved 24*7 by contacting the customer support number from
anywhere across India. Airtel also opened India’s first Open network initiative under Project Leap that
displays network strength across India. This transparent policy allows customer to check network strength
and coverage and report any issue easily. Airtel also allow its customer easily to identify various plans and
pick the most suitable plan. Airtel customers are free to evaluate the services and then can carry on or switch
to a different brand using number portability. Airtel focuses on delivering optimal services without loss of
quality through their commitment towards its customers.

Physical Evidence:
Airtel retail outlet and relationship centres serves as a service point to its customers. The Company-Owned-
Company-Operated Airtel stores try to serve its customer in the best possible way by providing a one stop
solution for all customer needs like instant connection, dongle and broadband connection etc. These stores
provide a superior customer experience with excellent look and feel of all the outlets and convenient location
within any city. Airtel products like sim card cover and recharge vouchers are beautifully designed to appeal
to the customer. Airtel provides its digital TV services through its set top boxes which are easy to configure
and use. All these products acts as a differentiating factor for Airtel service marketing. Hence, all these help
in summarizing the marketing mix of Airtel.

About Bharti Airtel:

Airtel is an Indian based global telecom service company with headquarter at New Delhi, India. Bharti Airtel
was founded by Sunil Bharti Mittal in the year 1995. Initially Bharti Cellular Limited started providing
services from Delhi when under the brand name ‘Airtel’ and gradually this brand has grown to be the largest
mobile network provider in India and fourth largest network provider globally in terms of subscriber base.
Currently Airtel has its global presence operating in 20 countries covering Asia and Africa.
Airtel is known for its innovative business process of outsourcing all non-core operations like network
planning and IT services to third parties and focusing only on its core operation of finance ,sales and
marketing.

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 Airtel Price/Pricing Strategy

Below is the pricing strategy in Airtel marketing strategy:

Airtel follows a competitive pricing strategy because of the huge competition in telecom segment in India
from competitors like Reliance Jio, Vodafone etc.

The pricing strategies of all telecom companies are monitored by Telecom Regulation Authority of India to
ensure fair prices are being charged to all customers. Hence, despite regulation, the most important aspect in
the pricing strategy in the marketing mix of Airtel is based on competitive pricing strategy. Airtel provides
flexibility to its customer to choose and customize their plan according to their preference and pay tariff
according to chosen pack (eg. MyPlan service to customer to choose their plan and pay price accordingly).
The aim of Airtel’s pricing strategy is customer retention by providing them with combo offers to boost
revenue. Airtel pricing strategies in broadband segment is also of very low cost and attracts huge customer
base to avail affordable plans. Airtel faces tough competition in terms of price war with other telecom
companies like Reliance Jio and the customer loyalty for any telecom company is nearly zero and entirely
dependent on price of services, so Airtel offers its basic product like call, data, SMS and other value added
services at a cheap rate.

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 CHAPTER-4
RESEARCH METHODOLOGY

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 RESEARCH METHODOLOGY

With over 9 million tests each day, Speedtest has the most comprehensive view of worldwide internet
performance. We have worked diligently to devise the most accurate method for determining the fastest ISPs
and mobile networks around the world. The purpose of this document is to outline the methodology used for
our Speedtest Intelligence product.

We believe we have constructed an unbiased and equitable approach that ensures stable results, controls for
extraneous variables, and ensures every internet user gets a fair number of “votes”. 2. Methodology
Overview In general, our methodology across platforms (web, mobile, etc.) flows as follows : A. Raw Test
Data These are raw test results taken by Speedtest users from individual platforms. Two platforms are
currently represented in our raw test results: Broadband and Mobile. Broadband Broadband results from ISPs
include any result taken on Speedtest.net, from any supported browsing technology and/or operating system.
Each broadband result comes parceled with data covering several categories of interest for constructing
samples for the Awards rankings and Speedtest Intelligence metrics, such as IP addresses, GeoIP
Information, download speed, upload speed, and latency, among others. We combine Google Maps,
Maxmind, and an internal GeoIP system to select the most accurate location based on the IP address a test
was taken from. GeoIP systems have wide use specifically for this purpose.

Our use of three parallel systems ensures as accurate of a location fix as is currently possible. Mobile
Mobile results include Android and iOS results taken on their respective Speedtest application. Each mobile
result comes parceled with data covering several categories of interest for constructing samples for the
Awards rankings and Speedtest Intelligence metrics, such as 1 MNC/MCC codes, GPS location, IP
addresses, connection types, download speed, upload speed, and latency, among others. We rely mostly on
GPS coordinates to get a latitude and longitude coordinate for a device at the time a test was taken. However,
when required, we fall back on GeoIP systems. An example of this would be when a user disables location
services. To match with a location identifier (city, region, etc.), we do a reverse-lookup using great-circle
distance as our measure of distance.

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B. Sample Construction “Sample Construction” enables us to create standardized data points that can be
used for further statistical analysis. In general, the goal in creating samples is to reduce the effect of
extraneous variables, and ensure every user gets fair representation in the final analysis, as well as to prevent
gaming of our ranking systems. Without a sample process, for example, a power user that takes 100 times as
many tests as a casual user would have their correlated speeds weighted higher in many of our final
aggregates.

There are many ways to create samples given our data, however we employ a method we believe is the most
representative of what speeds each user would experience on a day-to-day basis. We apply several filters to
ensure the raw data is clean, including filtering out “spoofed” web results or removing mobile results with
different pre- and post-test connection types. Then we remove unwanted data dependencies, which limits the
effect of extraneous variables, and ensures each user gets fair and relatively equal representation in the data.
A single “user-sample” is constructed straight from a database table containing raw test results by using a
query language. Each sample is considered one group. In practice we are producing user-samples defined as
“mean speed for User X per day using provider Y in location Z.” The location could be a city, region, or
country. That means we combine our data by several key identifiers and produce a few metrics that are
aggregate values, such as the mean download speed, or mean upload speed for those key identifiers. The
main difference between a mobile user-sample, and a broadband user-sample is in how we determine the
user identifier on each platform. Additionally, mobile platforms report their connection technology whereas
this must be inferred or surveyed on for broadband results. All other sample fields are the same or very
similar (e.g. mobile provider ID vs. broadband provider ID).

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 A mobile user’s test would have the user identifier determined by the unique device identifier. A broadband
user’s test would utilize a combination of the IP-address and the session identifier. Session identifiers for
users who log in to Speedtest.net are always the same. 2 C. Aggregation The aggregation step occurs after
the user-samples are constructed, and involves creating data subsets and computing various statistics on
these subsets that can be used for tracking progress or comparing providers and/or locations to one another.
The thresholding and statistics used are designed to capture some attribute or information that can be used
for comparing these data subsets to one another in a user-friendly fashion.

A “host distance” filter is applied to the user-samples before computing most of our statistics. This is used in
order to prevent sabotage of competing provider rankings, as well as to control for lower speeds achieved by
users that tend to test frequently over longer distances. From our mobile samples, we compute the 95th
percentile “Average Distance to the Host” from our user-sample data, for each country, for the time period
being analyzed. This is then used as a “host distance” threshold for user-samples from that country before
aggregation can commence. In practice this removes ~5% of samples from the data set while giving an
equitable boost to metrics for each provider.

For broadband user-samples, the same methodology is followed with the exception that the 90th percentile
“host distance” is used in the calculation. Note that this threshold is applied to the samples using the
“average distance to the host” field, rather than on individual tests. By design, it’s possible for users to test
to far away hosts and still have their user-samples pass through the threshold so long as they don’t test to far
away hosts too often in a single day. The host-distance threshold is never less than 100 km, and the
maximum allowable host-distance threshold is 2000 km. Otherwise, the 95th and 90th percentiles are used
respectively so long as they fall between those bounds for the country and time period of interest.

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We aggregate the samples by time frame, provider and location into statistics that best allow us to evaluate
markets and providers. Provider and Location Provider information is available on a city, region and country
level and allows the providers to compare their performance with their competitors in each location subset.
Additionally, we are able to analyze the performance information of a given city, region, and/or country,
without consideration to individual provider performance. For these aggregates, we use location information
without showing a specific provider and compute the aggregates based on that location. This is useful for
comparing the speeds an average user achieves location-to-location.

3 Modern Devices For mobile results, outside of technology types used to identify the mobile connection, we
have created a special mobile market type called “Modern Devices” to aid in analysis of mobile user’s
typical speeds--those achieved most commonly throughout a country. This market type includes all cellular
tests, regardless of connection technology used, as long as they were taken on devices that are identified as
being capable of achieving the fastest speeds commonly-available in the country in question. The definition
of “Modern-Market type” changes country to country.

What is considered modern in some countries may not be available in less developed countries. We have an
automated mechanism to determine modern-device classification requirements on a country by country
basis. For highly-developed countries a “Modern-Device” is likely to be synonymous with “LTE-capable”,
however in less developed countries it’s possible that 3G or even 2G are the most modern technology
categories available to their consumers. In practice, this market type is a subset of all mobile technology
types. However, we do not include samples from device-versions that are considered out-of-date, or
incapable of connecting to the fastest commonly-available networks within a country.

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D. Awards For awards, we review and categorize every ISP and carrier that appears in the Speedtest
Intelligence data to ensure that they are still active in the marketplace, and offer residential services with
access to internet for end users. We require that a provider remain an individual entity during the entire
award period. If two providers merge, or one is acquired, we will combine the test results of these providers
moving forward from the merger/acquisition date. Our requirement here may disqualify any absorbed
providers from receiving an award, however the parent provider would not have any such restrictions and in
fact a merger/acquisition could push the parent provider upwards in ranking. In addition, we require
providers receiving awards to have “Top Provider” status, meaning they have a significant share of users (at
least 3% of total samples) in their respective market. Finally, we also determine whether there are any ties
between providers in a market to ensure that we are determining clear winners based on what would be a
material difference in service to the end user.

Fastest ISP It is common for ISPs to offer multiple subscription plans to consumers at different price points,
each resulting in a different level of performance. The goal of the Speedtest Award is to determine the fastest
ISP regardless of actual consumer subscription tier.

To achieve that top-level view, the Speedtest Award determination is made by analyzing the fastest
generally-available speeds by each provider. We use the 90th percentile download performance 4 for each
ISP’s Speedtest results to represent the experience of consumers who are subscribed to the fastest service
tiers available from a given provider. Fastest Mobile Network Performance on mobile networks is generally
not tied to a specific subscription plan as compared to fixed ISPs. Mobile networks are impacted by the
devices that individual consumers use, with many older devices only being able to connect to older, slower
technologies such as 2G and 3G. To determine the Speedtest Award for mobile networks, we use only results
taken from “modern devices” capable of connecting to the market’s fastest, generally available technology.
As a result, Speedtest Awards for a mobile network are calculated using average download speeds achieved
on modern devices. The results include all tests taken from modern devices, regardless of the actual
connection technology used during a test. This methodology also provides a view of overall network
performance across an entire award geography, not simply the performance in highly-developed areas.

EAST POINT COLLEGE Page 60

 CHAPTER-5
DATA ANALYSIS AND INTERPRETATION

Data Analysis and Interpretation

EAST POINT COLLEGE Page 61
A) AVAILLIBILITY & VISIBILITY SURVEY-VODAFONE
(MAHARASHTRA-GOA CIRCLE)

1) Glow Sign board on the front face of shop?

Operator No Of shops Percentage

Vodafone 240 20%
Airtel 240 27%
Idea 240 28%
Uninor 240 15%
Others 240 10%

Glow Sign Board

Vodafone Airtel Idea Uninor Others

20%
10%
15%

27%
28%

2) Which operator has best visibility from outside the shop?

Operator No Of shops Percentage

Vodafone 240 65
Airtel 240 62
Idea 240 68
Uninor 240 40
Others 240 2

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 Best Outside Visibility
Vodafone Airtel Idea Uninor Others

17% 2%
27%

28%

26%

3) Which operator has best visibility from inside the shop?

Marks Vodafone Airtel Idea Uninor Others

5 65 70 63 40 2
4 75 50 53 57 5
3 52 58 55 70 5
2 30 48 39 40 83
1 18 14 30 33 145

EAST POINT COLLEGE Page 63

 Best Inside Visibility
160

140

120

100 Vodafone
Airtel
Shops

80 Idea
Uninor
60
Others
40

20

0
5 4 3 2 1
Marks

Growth:
2) Please provide the below details for the operators mentioned. Answer is Yes/No

Parameter Vodafone Airtel Idea Uninor

Yes No Yes No Yes No Yes No
Merchandiser visit
DSE carries enough Stock
Distributor speaks with you secondary
Distributors offers credit
Easy availability of company staff for any
stock support
Sufficient POSM material
DSE informs about new product

EAST POINT COLLEGE Page 64

A. Merchandiser Visit

120%

100%

80%

60% Yes
No

40%

20%

0%
Vodafone Airtel Idea Uninor

B. DSE carries enough Stock:

120%

100%

80%

60% Yes
No

40%

20%

0%
Vodafone Airtel Idea Uninor

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C. Distributor speaks with you secondary:

120.00%

100.00%

80.00%

60.00% Yes
No

40.00%

20.00%

0.00%
Vodafone Airtel Idea Uninor

D. Distributors offers credit:

100%

90%

80%

70%

60%

50% Yes
No
40%

30%

20%

10%

0%
Vodafone Airtel Idea Uninor

EAST POINT COLLEGE Page 66

1) Positive about the below operators regarding their network to customers visiting your shop?

Operator Yes No
Vodafone 232 97% 8 8%
Airtel 180 75% 60 60%
Idea 235 98% 5 5%
Uninor 198 83% 42 42%

120%

100%

80%
Percentage

60%
Yes
No
40%

20%

0%
Vodafone Airtel Idea Uninor
Operators

2) Do you tell anything positive about the below operators regarding their Service to customers visiting your shop?

Operator Yes No
Vodafone 197 82% 43 18%
Airtel 224 93% 16 7%
Idea 230 96% 10 4%
Uninor 218 91% 22 9%

120%

100%

80%
Percentage

60%
Yes
No
40%

20%

0%
Vodafone Airtel Idea Uninor
Operators

EAST POINT COLLEGE Page 67

3) Please rate your feedback about the product offering for each of the operators given below.
Operator 5 4 3 2 1
Vodafone 10 4% 5 2% 90 37% 138 57% 0 0%
Airtel 90 37% 120 50% 29 12% 1 0% 0 0%
Idea 30 13% 35 15% 112 47% 63 26% 0 0%
Uninor 110 46% 80 33% 9 4% 41 17% 0 0%

60%

50%

40%
Percentage

30% Vodafone
Airtel
Idea
20% Uninor

10%

0%
5 4 3 2 1
Rating

4) Please rate your feedback about the commission offering for each of the operators given below.
Operator 5 4 3 2 1
Vodafone 110 46% 108 45% 22 9% 0 0% 0 0%
Airtel 120 50% 115 48% 5 2% 0 0% 0 0%
Idea 112 47% 106 44% 22 9% 0 0% 0 0%
Uninor 130 54% 100 41% 10 4% 0 0% 0 0%

60%

50%

40%
Percentage

30% vodafone
Airtel
Idea
20% Uninor

10%

0%
5 4 3 2 1
Rating

EAST POINT COLLEGE Page 68

5) Please rate your feedback about the service provided by DSE(Direct Sales Executive) for each of the operators
given below.
Operator 5 4 3 2 1
Vodafone 170 71% 30 12% 0 0% 0 0% 40 1%
Airtel 195 81% 35 15% 10 4% 0 0% 0 17%
Idea 182 76% 45 19% 8 3% 5 2% 0 0%
Uninor 198 83% 20 8% 20 8% 2 1% 0 0%

90%

80%

70%

60%
Axis Title

50%
vodafone
40% Airtel
Idea
30% Uninor
20%

10%

0%
5 4 3 2 1
Axis Title

6) Please rate your feedback about the service provided by Company Sales Executive for each of the operators
given below.

Operator 5 4 3 2 1
Vodafone 160 66% 55 23% 18 08% 7 3% 0 0%
Airtel 180 75% 28 12% 25 10% 7 3% 0 0%
Idea 130 54% 57 24% 35 14% 18 8% 0 0%
Uninor 195 81% 26 11% 19 8% 0 0% 0 0%
90%

80%

70%

60%

50% Vodafone
Airtel
40% Idea
Uninor
30%

20%

10%

0%
5 4 3 2 1

EAST POINT COLLEGE Page 69

7) Please rank below operators in view of the priority which you will pitch the products to an incoming customer.
Operator 5 4 3 2 1
Vodafone 42 17% 47 19% 77 32% 66 28% 8 3%
Airtel 78 33% 65 27% 46 19% 53 22% 8 3%
Idea 48 20% 46 19% 83 35% 57 24% 5 3%
Uninor 72 30% 82 34% 34 14% 47 19% 5 2%

40.00%

35.00%

30.00%

25.00%
Axis Title

20.00% vodafone
Airtel
15.00% Idea
Uninor
10.00%

5.00%

0.00%
5 4 3 2 1
Axis Title

8) What is the frequency of servicing of the DSE at your shop for Stocks?
Operator Daily Alternate day Once in 3 days Very irregular
Vodafone 172 72% 40 17% 20 8% 8 3%
Airtel 200 83% 32 13% 8 3% 0 0%
Idea 196 82% 35 15% 9 4% 0 0%
Uninor 187 78% 38 16% 13 5% 0 0%

90%

80%

70%

60%

50% Vodafone
Airtel
40% Idea
Uninor
30%

20%

10%

0%
Daily Alternate Days Once in 3 days Very Irregular

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9) What is the frequency of servicing of the Company employee at your shop for Servicing?
Days Vodafone Airtel Idea Uninor
Twice a Month 130 54% 150 63% 125 52% 160 67%
Once a Month 80 33% 73 30% 60 25% 65 27%
Once in 2 Months 23 10% 14 6% 10 4% 15 6%
Never Visited 7 3% 3 1% 45 19% 0 0%

80%

70%

60%

50%
Shops in %

40% Vodafone
Airtel
30% Idea
Uninor
20%

10%

0%
Twice a Month Once a Month Once in 2 Months Never Visited
Axis Title

10) Which among these operators provides the fastest SIM activation customer>(Please rank accordingly).

Operator Rank

Vodafone

Airtel

Idea

Uninor

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11) How would you grade your satisfaction on the below points on the scale of 1 to 5(5 being the best).
Parameters Vodafone Airtel Idea Uninor
Timeliness of the info being shared
Politeness of the DSE
Service of the company Employee
Easy availability of the company staff for
any support
Frequency of POSM availability
Adequacy of stocks availability
Sensitivity of company employees to your
issues
Knowledge and hence support provided by
company employee
Overall personality of company employee

a) Timeliness Of the Information Being shared:

Operator 5 4 3 2 1
Vodafone 148 62% 68 28% 24 10% 0 0% 0 0%
Airtel 168 70% 59 25% 13 5% 0 0% 0 0%
Idea 153 63% 66 28% 20 8% 1 1% 0 0%
Uninor 179 75% 49 20% 12 5% 0 0% 0 0%

80%

70%

60%

50%
Axis Title

40% vodafone
airtel
30% Idea
Uninor
20%

10%

0%
5 4 3 2 1
Axis Title

EAST POINT COLLEGE Page 72

b) Politeness Of DSE:
Operator 5 4 3 2 1
Vodafone 180 75% 48 20% 12 5% 0 0% 0 0%
Airtel 188 78% 52 22% 0 0% 0 0% 0 0%
Idea 183 76% 57 24% 0 0% 0 0% 0 0%
Uninor 190 79% 45 19% 0 0% 0 0% 0 0%

90%

80%

70%

60%
Axis Title

50%
vodafone
40% airtel
Idea
30% Uninor
20%

10%

0%
5 4 3 2 1
Axis Title

c) Politeness Of Company Employee:

Operator 5 4 3 2 1
Vodafone 208 86% 30 12% 2 1% 0 0% 0 0%
Airtel 192 80% 40 18% 8 3% 0 0% 0 0%
Idea 188 78% 43 17% 9 4% 0 0% 0 0%
Uninor 210 88% 30 13% 0 0% 0 0% 0 0%

100%
90%
80%
70%

60%
Axis Title

50% vodafone
airtel
40% Idea
30% Uninor

20%
10%

0%
5 4 3 2 1
Axis Title

EAST POINT COLLEGE Page 73

d) Service Provided By DSE:
Operator 5 4 3 2 1
Vodafone 150 63% 0 0%
Airtel 183 76% 0 0%
Idea 175 73% 0 0%
Uninor 200 83% 0 0%

90%

80%

70%

60%
Axis Title

50%
vodafone
40% airtel
Idea
30% Uninor
20%

10%

0%
5 4 3 2 1
Axis Title

e) Easy Availability Of Company Staff For any support:

Operator 5 4 3 2 1
Vodafone 0 0% 0 0%
Airtel 0 0% 0 0%
Idea 0 0% 0 0%
Uninor 0 0% 0 0%

100%
90%
80%
70%
60%
Axis Title

50% vodafone
airtel
40% Idea
30% Uninor

20%
10%
0%
5 4 3 2 1
Axis Title

EAST POINT COLLEGE Page 74

f) Frequency Of POSM:
Operator 5 4 3 2 1
Vodafone 0 0% 0 0%
Airtel 0 0% 0 0%
Idea 0 0% 0 0%
Uninor 0 0% 0 0%

100%
90%

80%

70%

60%
Axis Title

50% vodafone
airtel
40% Idea
30% Uninor

20%

10%

0%
5 4 3 2 1
Axis Title

g) Adequacy Of Stock Availability:

Operator 5 4 3 2 1
Vodafone 0 0% 0 0%
Airtel 0 0% 0 0%
Idea 0 0% 0 0%
Uninor 0 0% 0 0%

100%
90%
80%
70%
60%
Axis Title

50% vodafone
airtel
40% Idea
30% Uninor

20%
10%
0%
5 4 3 2 1
Axis Title

EAST POINT COLLEGE Page 75

h) Sensitivity Of company Employee to your issues:
Operator 5 4 3 2 1
Vodafone 0 0%
Airtel 0 0%
Idea 0 0%
Uninor 0 0%

90%

80%

70%

60%

50%
Axis Title

vodafone
40% airtel
Idea
30% Uninor
20%

10%

0%
5 4 3 2 1
Axis Title

EAST POINT COLLEGE Page 76

 Adoption of Indian Accounting Standards (IndAS) 116 ‘Leases’ w.e.f. April 01, 2019 The Ministry of
Corporate Affairs (MCA) issued the Companies (Indian Accounting Standards) Amendment Rules,
2019 on March 30, 2019 notifying the leasing standard IndAS 116 ‘Leases’, which replaces the
existing standard (IndAS 17). IndAS 116 is applicable to Companies from financial year beginning
on or after April 01, 2019. The Company’s financial results presented in this report for the year
ended March 31, 2020 are in accordance with the new leasing standard IndAS 116. This standard is
adopted in full form IFRS 16 without any carve out and will make the financials of Indian
companies comparable with global peers. Under the earlier standard IndAS 17, operating leases
were treated as revenue expenses whereas the finance leases were capitalized and amortized over
the period of the lease with corresponding liabilities recorded as finance lease obligation. The
Company’s consolidated revenues stood at H 875,390 Mn for the year ended March 31, 2020, as
compared to H 807,802 Mn in the previous year, an increase of 8% (an increase of 11% on an
underlying# basis).

The revenues for India and South Asia (H 643,598 Mn for the year ended March 31, 2020)
represented a growth of 7% compared to that of previous year (growth of 10% on an underlying
basis). The revenues across 14 countries of Africa, in constant currency terms, grew by 14%.

The Company incurred operating expenditure (excluding access charges, cost of goods sold, license
fees and CSR costs) of H 314,670 Mn representing a decrease of 16% over the previous year.
Consolidated EBITDA at H 371,053 Mn increased by 41% over the previous year. The company’s
EBITDA margin for the year increased to 42.4% as compared to 32.5% in the previous year.
Depreciation and amortization costs for the year were higher by 29.7% to H 276,893 Mn.
Consequently, EBIT for the year at H 92,447 Mn increased by 94.1% resulting in margin of 10.6%
vis-à-vis 5.9% in the previous year. The cash profits from operations (before derivative and
exchange fluctuations) for year ended March 31, 2020 was H 254,951 Mn vis-à-vis H 167,777 Mn
in the previous year. Net finance costs at H 123,819 Mn were higher by H 27,926 Mn compared to
previous year mainly due to higher interest on lease obligation due to adoption of Ind AS 116 and
higher forex losses during the year.

Consequently, the consolidated loss before taxes and exceptional items at H 26,121 Mn compared to
loss of H 46,606 Mn for the previous year. The consolidated income tax expense (after the impact
on exceptional items) for the full year ending March 31, 2020 was (negative) H 121,823 Mn,
compared to (negative) H 34,193 Mn for the previous year.

EAST POINT COLLEGE Page 77

 120%

100%

80%
Axis Title

60% vodafone
airtel
Idea
40% Uninor

20%

0%
5 4 3 2 1
Axis Title

The underlying effective tax rate in India for the period was at 35.3% vs 34.9% for the full year ended
March 31, 2019. Exceptional items during the year accounted for impact of H 288,123 Mn (net of
tax). Exceptional items hits majorly comprises of charge on account of license fees and SUC
including interest there on (AGR matter), accelerated depreciation on 3G network
equipment/operating costs on network re-farming and up-gradation program, hit pertaining to
customary indemnities to a clutch of investors of Airtel Africa plc, charge on account of re-
assessment of regulatory cost based on a recent judgment on an OTSC related matter. After
accounting for exceptional items, the resultant consolidated net loss for the year ended March 31,
2020 came in at H 321,832 Mn as compared to net income of H 4,095 Mn in the previous year. The
capital expenditure for the full year was H 253,586 Mn (USD 3.6 Bn) as compared to H 287,427
Mn in the previous year (a decrease of 11.8%). Return on Capital Employed (ROCE) has declined
to (negative) 9.8% from 5.2% in the previous year. The following table shows a summary of sector
specific key.

EAST POINT COLLEGE Page 78

 Table 4.1 showing gender classification

GENDER NO. OF RESPONDENTS PERCENTAGE OF RESPONDENTS AIRTEL JIO AIRTEL

JIO Male 11 15 44% 60% Female 14 10 56% 40% Total 25 25 100% 100% (source: survey data)
The above table shows that among 25 Airtel respondents, 44% are male and 56% are female and
among 25 Jio respondents, 60% are male and 40% are female.

The above table shows that among 25 Airtel respondents, 44% are male and 56% are female and
among 25 Jio respondents, 60% are male and 40% are female.

EAST POINT COLLEGE Page 79

The above table shows that among 25 Airtel respondents, 12% are highly satisfied and 52% are satisfied
while 32% feel it is average and 4% are not satisfied with the overall performance. Among 25 respondents of
Jio, 4% are highly satisfied and 64 % are satisfied while 28% feel it is average and 4% are not satisfied with
overall performance

The above table shows that among 25 Airtel respondents, 4% would always, 24% most likely, 48% likely,
12% rarely and 12% would never suggest Airtel to friends. Among 25 Jio respondents, 12% would always,
44% most likely,20% likely, 20% rarely and 4% would never suggest Jio to friends.

EAST POINT COLLEGE Page 80

 CHAPTER-6
FINDINGS, SUGGESTIONS, RECOMMENDATIONS AND CONCLUSION

FINDINGS

EAST POINT COLLEGE Page 81

  According to this study india mobile service provider are of belief that india is
potentially one of the most exciting mobile service provider in the world,
whereas some of them do not agree to this view
 As according to the survey indian mobile service provider find that the
government telecom policy has had the most radical impact on the development
of mobile service providers, whereas some of them deny this.
 As according to most of interviewed people in the mobile service provider are
of belief that one of the challenges facing mobile operation in india is the
diversify of the coverage regions , whereas interestingly another small group of
them deny this.
 Most respondents are of the belief that mobile service providers comes close to
fulfilling the requirement for a personal communication system , whereas minor
group of them are in no way to this belief
 Majority of respondents find that mobile service provider as the most exciting
and satisfying mobile standard, whereas the remaining some respondent deny
this
 A major group of respondents are of the belief that their service provider have
a genuine commitment to creating a modern and efficient communication
whereas the remaining respondents deny this.

RECOMMENDATION

On the basis of the primary research and secondary research, the following
recommendations can be concluded.
 Lowering the tariff plans of service provider will increase more
competition
 Bringing more up gradation in VAS for the betterment of the users
 Improvement of network infrastructure in both urban and rural areas
 Companies can provide new and different schemes to their customer
After talking to customer care executives of telecom sector, the following
recommendation can be concluded as a part of their strategies foe acquiring or
retaining new customer
 The telecom operation should take less time for the solving customer’s
queries
 Majority of the operators focus on the special occasions to launch new
schemes but they can also launch scheme’s on weekly or monthly basis to
attract customers

 They should also focus on new technologies like 4G

EAST POINT COLLEGE Page 82
 They should also focus on pilot project before launching a product,
especially in case of rural areas

CONCLUSION

Indian has one of the worlds largest telecommunication network. The telecom
story continues to be the best evidence of the efficacy of the reform process. In
just six years, the number of mobile subscribers has gone up from just about one
million to 100 million, a subscriber base that only four other countries china, us,
japan . none can doubt the correlation between this explosive growth in number
and the steep decline in the cost of the mobile phone and of its usage.
After analysing the finding of the research, it can conclude that airtel is the leader
in customer service and availability. The maximum no. of people who use the
mobile is in the age group of 20 to 28. Prepaid is popular type of mobile
connections as they are consumer friendly and recharging the connection is not a
problem. People do not prefer post-paid because of billing problem
Maximum no. of people spends more than Rs 500 on their connections.

As Airtel is the only company having the maximum no if mobile connections so it must
seriously look into loop holes of the existing customer service department
We can say that in spite of so many competitors in the market Airtel is having a
good position just because every time, it tries its best to understand the need of
its important customers.

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 BIBLIOGRAPHY

EAST POINT COLLEGE Page 84

 BIBLIOGRAPHY

 Websites
1. www.airtel.in
2. www.dot.gov.in
3. www.wikipedia.org
 Newspapers
 Ariticles

EAST POINT COLLEGE Page 85

 QUESTIONNAIRE

QUESTIONNAIRE

EAST POINT COLLEGE Page 86

1. What is your opinion on signalling at your area?
o Good signal
o Bad signal

2. What is your opinion on customer care service?

o Satisfied
o Not satisfied
o Never used

3. What is the opinion on customer care employee’s response to

customers questions ?
o Good response
o Bad response

4. Which type of connections do you use?

o Prepaid
o Post-paid

5. Whose service are you rendering now?

o Airtel
o Others

6. How long have you been using this connections of your service
provider?
o Less than 3 months
o 6-12 months
o 3-6 months
o 1-2 years
o More than 3 years

7. What are the key factirs for your association with current cellular
service provider?
o Awareness og the service provider
o Friends recommended
o Retailer influenced
o Other reasons

8. How do you find the behaviour of customer care executive of your

EAST POINT COLLEGE Page 87

service provider?
o Professional & prompt
o Not responding
o Warm & helpful
o Lazy & slow

9. What kind of expectations do you have from your service provider?

o Cheap SMS
o Cheap roaming charges
o Improved services
o Good network
o Cheap call rate

10.Rate your satisfaction level with your service provider?

o Very good
o Good
o Satisfied
o Bad
o Very bad

11.How much do you spend per month on your mobile connection?

o 100
o 200
o 500
o 500& above

12.Given a choice with some number, which service provider will you
select?
o Tata docomo
o BSNL
o Jio
o Vodafone

13.How do you find STD rate of your service provider?

o Costly
o Affordable
o Economical

14.Do you find availability of network of your service provider at

EAST POINT COLLEGE Page 88

following area?
o Remore area
o Hill station
o Outskirt

15.What are the different schemes provided by your service provider?

o SMS
o Talk time
o Festival schemes
o Others

16.How long do you have to wait in customer care?

o Up to 1 minute
o 2 minutes
o 3-5 minutes
o 6-10 minutes

17.Are you aware of 4G technology?

o Yes
o No

EAST POINT COLLEGE Page 89

EAST POINT COLLEGE Page 90
Indian retail market:

A spice market

Checkout lanes, organised retail in Malad, Mumbai.

EAST POINT COLLEGE Page 91

Modern retail format:
Modern Retail
Country
(in 2011, % of total)

India 7%

China 20%

Thailand 40%

United States 85%

Indian market has high complexities in terms of a wide geographic spread and distinct consumer
preferences varying by each region necessitating a need for localization even within the geographic
zones. India has highest number of outlets per person (7 per thousand) Indian retail space per capita at
2 sq ft (0.19 m2)/ person is lowest in the world Indian retail density of 6 percent is highest in the world.
[39]
1.8 million households in India have an annual income of over ₹4.5 million (US$63,090.00).

The organised retail market has a share of 8% as per 2012.[41] While India presents a large
market opportunity given the number and increasing purchasing power of consumers, there are
significant challenges as well given that over 90% of trade is conducted through independent local
stores. Challenges include: Geographically dispersed population, small ticket sizes, complex
distribution network, little use of IT systems, limitations of mass media and existence of counterfeit
goods.

A number of merger and acquisitions have begun in Indian retail market. PWC estimates the
multi-brand retail market to grow to $220 billion by 2020.

Indian retailers:

A 2012 PWC report states that modern retailing has a 5% market share in India with about $27

EAST POINT COLLEGE Page 92

billion in sales, and is growing at 15 to 20% per year.

There are many modern retail format and mall companies in India. Some examples are in the
following table.

Indian Retail
Market Reach in 2011 and Notes[43]
Group

Pantaloon Retail 65 stores and 21 factory outlets in 35 cities, 2 million square feet space

Shoppers Stop 51 stores in 23 cities, 3.2 million square feet space

Spencers Retail 200 stores in 45 cities, 1 million square feet space

708 mart and supermarkets, 20 wholesale stores in 15 cities, 508 fashion and
Reliance Retail lifestyle
₹1,206 crore (US$170 million) per month sales in 2013[44]

Bharti Retail 74 Easyday stores, plans to add 10 million square feet by 2017

Birla More 575 stores nationwide

Tata Trent 129 Westside mall stores, 13 hypermarkets

Lifestyle Retail 15 lifestyle stores, 8 home centers

193 stores in 3 cities,[45] one of three largest supermarkets retailer in India by

Future Group sales
₹916 crore (US$130 million) per month sales in 2013

EAST POINT COLLEGE Page 93

 56 stores in 7 states

An organised retail store in Ahmedabad (ca. 2009)

Customers insi

Nysaa Retail Pvt Ltd

Challenges:
A McKinsey study claims retail productivity in India is very low compared to international peer
measures. For example, the labour productivity in Indian retail was just 6% of the labour productivity in
United States in 2010. India's labour productivity in food retailing is about 5% compared to Brazil's
14%; while India's labour productivity in non-food retailing is about 8% compared to Poland's 25%.
Total retail employment in India, both organised and unorganised, account for about 6% of
Indian labour work force currently - most of which is unorganised. This about a third of levels in United
States and Europe; and about half of levels in other emerging economies. A complete expansion of
retail sector to levels and productivity similar to other emerging economies and developed economies
such as the United States would create over 50 million jobs in India. Training and development of

EAST POINT COLLEGE Page 94

labour and management for higher retail productivity is expected to be a challenge.
In November 2011, the Indian government announced relaxation of some rules and the opening
of retail market to competition.

India retail reforms:

Until 2011, Indian central government denied foreign direct investment (FDI) in multi-brand
Indian retail, forbidding foreign groups from any ownership in supermarkets, convenience stores or any
retail outlets, to sell multiple products from different brands directly to Indian consumers..
The government of Manmohan Singh, prime minister, announced on 24 November 2011 the following:
India will allow foreign groups to own up to 51 per cent in "multi-brand retailers", as supermarkets
are known in India, in the most radical pro-liberalisation reform passed by an Indian cabinet in years;

 Single brand retailers, such as Apple and Ikea, can own 100 percent of their Indian stores, up from
the previous cap of 51 percent;
 Both multi-brand and single brand stores in India will have to source nearly a third of their goods
from small and medium-sized Indian suppliers;
 All multi-brand and single brand stores in India must confine their operations to 53-odd cities with a
population over one million, out of some 7935 towns and cities in India. It is expected that these
stores will now have full access to over 200 million urban consumers in India;
 Multi-brand retailers must have a minimum investment of US$100 million with at least half of the
amount invested in back end infrastructure, including cold chains, refrigeration, transportation,
packing, sorting and processing to considerably reduce the post harvest losses and bring
remunerative prices to farmers;
 The opening of retail competition will be within India's federal structure of government. In other
words, the policy is an enabling legal framework for India. The states of India have the prerogative
to accept it and implement it, or they can decide to not implement it if they so choose. Actual
implementation of policy will be within the parameters of state laws and regulations.

The opening of retail industry to global competition is expected to spur a retail rush to India. It has
the potential to transform not only the retailing landscape but also the nation's ailing infrastructure.

A Wall Street Journal article claims that fresh investments in Indian organised retail will generate
10 million new jobs between 2012–2014, and about five to six million of them in logistics alone; even
though the retail market is being opened to just 53 cities out of about 8000 towns and cities in India.

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 CHAPTER-1(B)
COMPANY PROFILE

INTRODUCTION

 The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is

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 India‟s largest private sector enterprise, with business in the energy and materials value chain.
Group‟s annual revenues are in excess of U$$ 66 billion. The flagship company, Reliance
Industries Limited, is a Fortune Global 500 company and is the largest private sector company
in India.

 Backward vertical integration has been comerstone of the evolution and growth of Reliance.
Starting with textiles in the seventies. Reliance pursued a strategy of backward vertical
integration – in polyester, fiber intermediates, plastics, petrochemicals, petroleum refining and
oil and gas exploration and production – to be fully integrated along the materials and energy
value chain.

 The group activities span exploration and production of oil and gas, petroleum refining and
marketing, petrochemicals, textiles, retail, infotel and special economic zones.

 Reliance enjoys global leadership in its business, being the largest polyster yarn and fiber
producer in the world and among the top five to ten producers in the world in major
petrochemical products.

 Major Group Companies are Reliance Industries Limited, including its subsidiaries
and Reliance Industrial Infrastructure Limited.

COMPANY PROFILE

Reliance in Retail:

 Reliance Retail (RRL) is a subsidiary of Reliance industries limited, which is based

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 in Mumbai. RRL was set up in 2006 and marks the foray of the Reliance Group into
organised retail.

 RRL has been conceptualized to include growth for farmers, vendor partners, small
shopkeepers and consumers. It is based on Reliance‟s backward integration strategy, to
build value chain starting from framers to consumers.

Business Division:

Reliance Retail Ltd has a number of company-owned outlets along with a franchisee format that
would be in collaboration with Kirana shop owners. Its various divisions are:

1. Reliance Mart:

It is designed to be an all under one roof supermarket that again caters to household needs.
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 2. Reliance Fresh:

It was the first amongst various format stores to be launched by Reliance Retail Ltd. The
ideology behind the initiative has been to bring “Farm to fork” thereby removing middle
men and benefitting both farmer and consumer. The stores would typically be of an area of
around 3,000-5,000 sq ft. Each store is to provide fresh fruits, vegetables and also products
of Reliance select and other related groceries.

3. Reliance Super:

It will be a smaller version of the hypermarket format. It is to offer over 10,000 products in
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 various categories like grocery, home care, stationery, pharmaceutical products apparels &
accessories. FMCG, Consumer durables & IT, automotive accessories and lifestyle products.
Reliance Super stores are to be large supermarkets with an area of 4,000 to 10,000 sq ft. And
will not sell fruits and vegetables like Reliance Fresh.

4. Reliance Digital:

It is a consumer electronics concept mega store. It is designed to be a one stop shop for
all technology solutions in the field of consumer electronics, home appliances, information
technology and telecommunications.

 The stores are to cover an area of more than 15,000 sq ft and offer a variety of over
4,000 products spread across 150 brands along with solution bundles to meet diverse
customer needs. The staff will counsel and guide customers not only to buy products but
also provide complete solutions to ensure consumers buy the right product at the right
price.

5. Reliance Footprint:

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 • It is a specialty footwear store that would offer over 25,000 pairs of formal, casual,
ethnic, party wear and sportswear in men, women and children footwear. The store is to be
spread over 7,500 square feet and be dedicated to footwear, handbags and accessories.

 The design of footprint was conceptualized by Pavlik of USA which is one of the best
design house in the world keeping in mind the taste and preferences of the Indian
consumer. It shall offer brands from Europe and America like Josef Siebel, Rockport,
Hush puppies, Lee Cooper Clarks, Levis, Nike, Adidas, and more. For kids, Cross and
Disney will be showcased.

6. Reliance Jewels:

It is a stand-alone fine jewellery format. It is to be a one stop shopping destination for

the jewellery. Reliance Retail ventured into gems and jewellery trade the aim of launching
300 stores all over India within a 3 year time frame. With a growing demand for jewellery
and lower competition.
 The gold jewellery range shall include Kolkata filigree, Rajkot minakari jewellery,
Kundan from jaipur, temple jewellery from Kerala, Jaadu from Amritsar and more. In
Diamond jewellery, Reliance Jewels will offer the finest quality of diamonds and the
widest range of daily wear, party wear and wedding designs.

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 7. Reliance Trend:

It is a specially apparel store that will sell men, women and children‟s garments. The store
will carry the best of national and international brands like John players, Peter England,
Indigo Nation, Wrangler, Rebook, and Lee, apart from in-house brands.

• The store layout is to compliment the evolving taste and preference of fashion savvy
consumers, giving them an opportunity to view shop with ease, along with well trained customer
service associates, to compliment the entire shopping process. Reliance Trends is operation with
123 stores across the country, providing employment to so many people and planning to launch
many new stores.

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 Company Profile

Company : Reliance Retail

Subsidiary Company : Reliance Trends

Founded : 2007

Headquarters : Mumbai

Chairman and Managing Director : Shri Mukesh Ambani

• The Appeals Luggage and accessories division of reliance retail has announced the launch of
their first Apparel speciality store „Reliance Trends”.

• All the Reliance Trends stores located at different places across Bangalore offer some of the
best Indian and International brands
with each store‟s area of more than 15,000 sq. Ft. Of shopping area, and has been designed and
furnished by the best of the international design agencies to offer a high style and lavish
experience to the Indian consumer.

• The store layout compliments the evolving tastes and preference of fashion savvy consumers,
giving them an opportunity to view/shop with ease, along with an army of well trained customer
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 service associates to compliment the entire shopping process.

• Riding on the tremendous success of Reliance Mart at variuos locations across India, the
apparel division of Reliance Retail is well on track to democratise and make it attainable to the
masses.

• This is being possible by the extraordinary design pool of Indian and international designers,
integrating the international design trends and preferences of the Indian consumers.

• The company is offering solutions to common maintenance problems through its state of the
art innovative products like Ever White Shirts, Wrinkle free range of garments, aromatic clothes
for infants and quick-dry sportswear that ensures optimum moisture management.

• Product quality has been ingrained into the DNA of Reliance Trend and is integral to the
mission of “Grahak Devo Bhava”. The quality system are designed, implemented and monitored
as per international standards by a highly competent team of professionals.

• To deliver the customer the best value for their money. Only those products that demonstrate
an exemplary safety and quality meeting both implicit and explicit needs of the consumer are
approved for purchase.

• Some of the quality standards that are being followed are American Association of textiles,
chemists and colourists. American Standard, ISO and BIS methods.
• For the first time in organised retail, Reliance Trends introducing Made to Measure tailoring
service offering customised fits to all the customers buying fabric from the store at prices
compatible to neighbourhood tailors.

• Reliance Trends offering a homogenous mix of private label of brands across men‟s,
women‟s, and children‟s category to fulfil every customer‟s requirements.

• The Network range of garments comprises of formal office wear and collection for men and
women, while the Netplay range, showcases a smart casual collection for the evolving
workplace. The DNMX range has been developed with a clear focus on the youth of India,
offering them exclusively crafted fashion garments like Denims, T-shirts etc.

• Sparsh range of Indian wear for women, offers the finest collection of salwar kurtas, churidars
and a fast evolving Mix and Match range of garments. An exclusive label Panda has been
developed for toddlers, while the FRENDZ range of garments would complement the wardrobes
of the growing generation of boys and girls.

• Apart from this private label, the store is also offering some of the most renowned brands in

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 the country like Levis Strauss Signature, Peter England, Indigo Nation, American Tourister,
John Players etc. Some designer labels either directly or through their sub brands most of these
exclusively for Reliance Trends.

• Continuing the tradition of reaching out to the middle class of the country, the current offering
from Reliance Trends is easily affordable to the Indian consumer. The specific private label
called First Class, is designed to cater to the range of garments cutting across men‟s, women‟s,
and children‟s wear to deliver extreme value to the Indian consumers.

• Taking forward the voice of Shri Mukesh Ambani, Chairman & Managing Director, Reliance
Industries Ltd, Reliance Trends deliver unmatched affordability, quality and chain of products
services to the consumer.

• Reliance Retail continues to fine tune its offering and listening to its customers and learning
from them. This as the Chairman envisions, will be the beginning of transformation of Indian
Retail with benefits for the consumer.

PRIVATE LABLES OF RELIANCE TRENDS

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 RELIANCE INDIAN BRAND

Reliance Trends is a leading lifestyle retail chain with over 777 retail stores across India.
Reliance Trends offers stylish, high-quality products across Womenswear, Lingerie, Menswear,
Kidswear and fashion accessories through a diversified portfolio of own brands, national and
international brands.

The uniqueness of the store is the core, which delivers "fashion at great value". Spread over
8,000 – 24,000 square feet of shopping area, each Reliance Trends store is designed to offer a unique
shopping experience for the entire family through wide aisles, coordinated displays and highly trained
fashion professionals offering best in class customer assistance.

Reliance Trends customer through www.reliancetrends.com can access a large collection of

fashionable, high quality products at great value delivered at their door steps.

The own brand portfolio includes:

 Rio - a vibrant range of snazzy trends for young women

 Fig - fashion wear for discerning, independent & working women
 Avaasa - a range of Indian wear for women offering the finest collection of Salwar Kurtas,
Churidars and a fast evolving Mix n Match range of garments
 Fusion – a range of fusion wear for women where east meets west & style meets comfort
 Hushh - the lingerie line for women offers an extensive range of innerwear and sleepwear
 Frendz - range of garments that complements the wardrobes of the growing generation of boys
and girls
 Pureza – a collection of pure Cotton & Linen shirts for men
 Network – offering a range of garments which comprises of formal office wear collection for men
and women
 Netplay - range showcases a smart casual collection for the evolving workplace
 The DNMX - range has been developed with a clear focus on the youth of India, offering
them exclusively crafted fashion garments like Denims, T shirts etc.
 Performax - the specialized sportswear or active wear brand, which supports performance in
sporting activity
 Graviti - the innerwear range for men offering the best of inner and lounge wear
 Point Cove – Kidswear brand that features bold colors bringing the California spirit to India

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 OUR PARTNERSHIPS WITH GLOBAL BRANDS

Reliance Retail has a portfolio of over 45 international brands that spans across the entire spectrum of
luxury, bridge to luxury, high–premium and high–street lifestyle. Reliance Retail operates over 682
stores for these international brands and continues to partner with new and revered international brands.
The strong brand portfolio reinforces Reliance Retail as a partner of choice for best international brands.

Leveraging on to Reliance Retail‟s deep market understanding, unwavering focus and strong operating
capabilities, many International brands from the portfolio have made India a significant market outside
of their home countries and have largest store presence in India then any country. This reflects the trust
and optimism which Reliance Retail and its partner brands share with each other.

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 New Brand Ambassadors for reliance trends

Apparel and accessories specialty chain of Reliance Retail, Trends has announced its association
with actors Vicky Kaushal and Janhvi Kapoor as brand ambassadors.

Trends‟ new national festive TV campaign featuring Vicky & Janhvi is on air in all leading
channels across genres like general entertainment channels, movie channels, news channels & sports
and will go on until Diwali.

The TV campaign featuring Vicky and Janhvi for the East/Durga Puja markets is also on air in
the leading regional satellite channels of East India. Both the TV campaigns will be supported by an
outdoor campaign featuring Vicky & Janhvi in trends festive collection.

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 CHAPTER-2
BRAND AWARENESS

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 A STUDY ON BRAND AWARENESS

INTRODUCTION
Brand awareness refers to the extent to which customers are able to recall or recognize a brand.
Brand Awareness is a key consideration in customer behavior, advertising management, brand
management and strategy development. The consumer‟s ability to recognize or recall a brand is central
to purchasing decision-making. Purchasing cannot proceed unless a consumer is first aware of a product
category and a brand within that category. Awareness does not necessarily mean that the customer must
be able to recall a specific brand name, but he or she must be able to recall sufficient distinguishing
features for purchasing to proceed. For instance, if a customer asks her friend to buy her some gum in a
“blue pack”, the friend would be expected to know which gum to buy, even though neither friend can
recall the precise brand name at the time.

Different types of brand awareness have been identified, namely brand recall and brand recognition.
Key researchers argue that these different types of awareness operate in fundamentally different ways
and that this has important implications for the purchase decision process and for marketing
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communications. Brand awareness is closely related to concepts such as the evoked set and
consideration set which describe specific aspects of the consumer‟s purchase decision. Consumers are
believed to hold between three and seven brands in their consideration set across a broad range of
product categories . Consumers will normally purchase one of the top three brands in their consideration
set.

Brand Awareness is a key indicator of a brand‟s competitive market performance. Given the
importance of brand awareness in consumer purchasing decisions, marketers have developed a number
of metrics designed to measure brand awareness and other measures of brand health. These metrics are
collectively known as Awareness, Attitudes and Usage (AAU) metrics.

To ensure a product of brand‟s market success. Awareness levels must be managed across the entire
product life-cycle from product launch through to market decline. Many marketers regularly monitor
brand awareness levels, and if they fall below a predetermined threshold, the advertising and
promotional effort is intensified until awareness returns to the desired level.

IMPORTANCE OF BRAND AWARENESS

Brand awareness is related to the functions of brand identities in consumers memory and can be
measured by how well the consumers can identify the brand under various conditions. Brand awareness
is also central to understanding the consumer purchase decision process. Strong brand awareness can be
predictor of brand success. It is an important measure of brand strength or brand equity and also
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involved in customer satisfaction, brand loyalty and the customer‟s brand relationships.

Brand awareness is a key indicator of brand‟s market performance. Ever year advertisers invest
substantial sums of money attempting to improve a brand‟s overall awareness levels. Many marketers
regularly monitor brand awareness levels, and if they fall below a predetermined threshold, the
advertising and promotional effort is intensified until awareness returns to desired level. Setting brand
awareness goals/objectives is a key decision in marketing planning and strategy development.

Brand awareness is one of the major brand assets that adds value to the product, service or company.
Investments in building brand awareness can lead to sustainable competitive advantages, thus, leading
to long-term value.

BRAND EQUITY

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 Brand equity is the sum of assets and liabilities relating to a brand, its name and logo, and the sum of
difference is the value that is offered by the product or service or a company or the company‟s
customers. For the assets and liabilities to have effect on brand equity they have to be related to the
name or logo of the brand. If the brand‟s name or logo changes then, it can either have a positive or a
negative impact on the assets and liabilities of the brand with some of them getting transferred the new
name and logo. The brand equity stands on the assets and liabilities and it can offer from factor to factor
such as, brand loyalty, brand name awareness, how a customer perceives the quality of a brand, and
other proprietary assets such as patent and trade mark.

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 TYPES OF BRAND AWARENESS

Marketers typically identify two distinct types of brand awareness; namely brand recall (also known
as unaided recall or occasionally spontaneous recall) and brand recognition (also known as aided brand
recall). These types of awareness operate in entirely different ways with important implications for
marketing strategy and advertising.

TYPES OF BRAND AWARENESS

BRAND
BRAND RECALL
RE COGNITION

Brand recall:
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 Brand recall is also known as unaided recall or spontaneous recall and refers to the ability of the
consumers to correctly elicit a brand name from memory when prompted by a product category. Brand
recall indicates a relatively strong link between a category and a brand while brand recognition indicates
a weaker link. When prompted by a product category, most consumers can only recall a relatively small
set of brands, typically around 3–5 brand names. In consumer tests, few consumers can recall more than
seven brand names within a given category and for low-interest product categories, most consumers can
only recall one or two brand names.
Research suggests that the number of brands that consumers can recall is affected by both individual
and product factors including; brand loyalty, awareness set size, situational, usage factors and education
level. For instance, consumers who are involved with a category, such as heavy users or product
enthusiasts, may be able to recall a slightly larger set of brand names than those who are less involved.

Brand recognition:

Brand recognition is also known as aided recall and refers to the ability of the consumers to correctly
differentiate the brand when they come into contact with it. This does not necessarily require that the

consumers identify the brand name. Instead, it means that consumers can recognize the brand when
presented with it at the point-of-sale or after viewing its visual packaging. In contrast to brand recall,
where few consumers are able to spontaneously recall brand names within a given category, when
prompted with a brand name, a larger number of consumers are typically able to recognize it.

MEASURING BRAND AWARENESS

Just as different types of brand awareness can be identified, there are a variety of methods for
measuring awareness. Typically, researchers use surveys, carried out on a sample of consumers asking
about their knowledge of the focus brand or category.
Two types of recall test are used to measure brand awareness.

 Unaided recall tests: where the respondent is presented with a product category and asked to
nominate as many brands as possible. Thus, the unaided recall test provides the respondent with no
clues or cues. Unaided recall tests are used to test for brand recall.

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 Aided recall test: where the respondent is prompted with a brand name and asked whether they
have seen it or heard about it. In some aided recall tests, the respondent might also be asked to
explain what they know about the brand e.g.

 To describe package, colour, logo or other distinctive features. Aided recall tests are used to test for
brand recognition.

 Other brand-effects tests: In addition, to recall tests, brand research often employs a battery of
tests, such as brand association tests, brand attitude, brand image, brand dominance, brand value,
brand salience and other measures of brand health. Although these tests do not explicitly measure
brand awareness, they provide general measures of brand health and often are used in conjunction
with brand recall tests.

To measure brand salience, for example, researchers place products on a shelf in a supermarket,
giving each brand equal shelf space. Consumers are shown photographs of the shelf display and ask

consumers to name the brands noticed. The speed at which consumers nominate a given brand is an
indicator of brand's visual salience. This type of research can provide valuable insights into the
effectiveness of packaging design and brand logos.

Metrics used to measure brand effects are collectively termed AAU metrics (Awareness, Attitudes
and Usage).

BRAND AWARENESS AND THE HIERARCHYOF EFFECTS

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 Brand awareness is a standard feature of a group of models known as hierarchy of effects models.
Hierarchical models are linear sequential models built on an assumption that consumers move through a
series of cognitive and affective stages, beginning with brand awareness (or category awareness) and
culminating in the purchase decision. In these models, advertising and marketing communications
operate as an external stimulus and the purchase decision is a consumer response.

A number of hierarchical models can be found in the literature including DAGMAR and AIDA. In a
survey of more than 250 papers, Vakratsas and Ambler (1999) found little empirical support for any of
the hierarchies of effects. In spite of that, some authors have argued that hierarchical models continue to
dominate theory, especially in the area of marketing communications and advertising.

The hierarchy of effects developed by Lavidge in the 1960s is one of the original hierarchical
models. It proposes that customers progress through a sequence of six stages from brand awareness
through to the purchase of a product.

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 Hierarchical models have been widely adapted and many variations can be found, however, all follow
the basic sequence which includes Cognition (C)- Affect (A) - Behaviour (B) and for this reason, they
are sometimes known as C-A-B models. Some of the more recent adaptations are designed to
accommodate the consumer's digital media habits and opportunities for social influence.

Stage 1: AWARENESS - The consumer becomes aware of a category, product or brand

(usually through advertising)
↓
Stage 2: KNOWLEDGE - The consumer learns about the brand (e.g. sizes, colours, prices,
availability etc)
↓
Stage 3: LIKING - The consumer develops a favourable/unfavourable disposition towards the
brand
↓
Stage 4: PREFERENCE - The consumer begins to rate one brand above other comparable
brands
↓
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 Stage 5: CONVICTION - The consumer demonstrates a desire to purchase (via inspection,
sampling, trial)
↓
Stage 6: PURCHASE - The consumer acquires the product

MARKETING IMPLICATIONS OF HIERARCHIAL MODELS

It should be evident that brand awareness constitutes just one of six stages that outline the typical
consumer's progress towards a purchase decision. While awareness is a necessary precondition for a
purchase, awareness alone cannot guarantee the ultimate purchase. Consumers may be aware of a brand,
but for different reasons, may not like it or may fail to develop a preference for that brand. Hence, brand
awareness is an indicator of sales performance, but does not account for all sales performance. For these
reasons, marketers use a variety of metrics, including cognitive, affective and behavioral variables, to
monitor a brand's market performance.

As consumers move through the hierarchy of effects (awareness→ knowledge→ liking→

preference→ conviction→ purchase), they rely on different sources of information to learn about
brands. While main media advertising is useful for creating awareness, its capacity to convey long or

complex messages is limited. In order to acquire more detailed knowledge about a brand, consumers
rely on different sources such as product reviews, expert opinion, word-of-mouth referrals and brand/
corporate websites. As consumers move closer to the actual purchase, they begin to rely on more
personal sources of information such as recommendations from friends and relatives or the advice of
sales representatives. For example, the opinion of an influential blogger might be enough to shore up
preference/conviction while a salesperson might be necessary to close the actual purchase.

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The Purchase Funnel indicates that awareness is a necessary precondition for purchase
All hierarchical models indicate that brand awareness is a necessary precondition to brand attitude or
brand liking, which serves to underscore the importance of creating high levels of awareness as early as
possible in a product or brand life-cycle. Hierarchical models provide marketers and advertisers with
basic insights about the nature of the target audience, the optimal message and media strategy indicated
at different junctures throughout a product's life cycle. For new products, the main advertising objective
should be to create awareness with a broad cross-section of the potential market. When the desired
levels of awareness have been attained, the advertising effort should shift to stimulating interest, desire
or conviction. The number of potential purchasers decreases as the product moves through the natural
sales cycle in an effect likened to a funnel. Later in the cycle, and as the number of prospects becomes
smaller, the marketer can employ more tightly targeted promotions such as personal selling, direct mail
and email directed at those individuals or sub-segments likely to exhibit a genuine interest in the
product or brand.

3 STEPS FOR BUILDING A BRAND AWARENESS STRATEGY

Building a strong brand awareness strategy isn't just a great idea - a solid strategy helps you directly
impact your company's bottom line sales figures. A great brand awareness strategy requires a multi-
faceted approach to improving brand engagement with past, current, and future customers. In a world
where 70 percent of buying experiences are based on how the customer feels they are being treated, it is
incredibly important that brands establish a loyal following of active customers. To truly understand if
your brand awareness marketing tactics have actually converted loyal followers into active customers,
marketers need to first undertake three important steps:

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Step 1: Segment Branding Efforts to Target Highly Specific Audiences

In a similar fashion to direct response marketing campaigns, brand awareness strategies should
continue to focus on capturing the attention of current customers. These customers can be identified as
those individuals whom have shown an interest by visiting the company website, reading company
announcements, or otherwise indicated an intent to purchase.

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 To make the most of branding efforts, marketers should focus their attention on the brand's identified
target market. Through increased efforts marketers can increase brand-awareness to a larger, more
qualified audience. Audiences can be found online via the brand website or through direct targeting on
the right social media networks at the right time.

Step 2: Use Search Result Retargeting to Establish Strong Brand Recall

Retargeted ads are a type of digital display ad that "retargets" a user who has visited your website or
interacted with a digital asset. Using digital retargeting, especially in display ads, can stimulate brand
recall and encourage prospects to come back to your site. There are four general ways that you can use
retargeting to establish stronger brand recall amongst current and prospective customers:

 Retarget individuals with a preliminary brand awareness.

 Retarget people who have previously visited your site.
 Focus on people who have opened an email.
 Track users who have searched for your product by name.
In addition to retargeting efforts, be sure to customize your marketing messages. One of the best
methods for customizing marketing messages is to develop an A/B Split Test. This test is one of the
most effective ways to measure improvements to your online brand presence.

During an A/B Split Test, you can run two versions of the same piece of content at the same time to
equally sized audiences. Measure the results to gain powerful insights into the mindset of your
audience. Knowing what your audience prefers can help you to create more impactful marketing
messages. In addition to A/B Split Testing, the following tactics can help you to create more powerful,
customized messages:

 Using available data to improve personalization within your targeted marketing messages.
 Being proactive in your searches for the ideal target audiences.
 Finding customers where they are instead of waiting for them to come to you.

Step 3: Make Social Customer Engagement a Priority

Did you know that in 2014 92 percent of marketers agreed that social media was important for their
business? However, only 72 percent of marketers use social media to develop loyal fans. Instead of
sitting passively by while fans come to your brand's social media accounts, you will need to proactively
search for your targeted (soon to be loyal) audience.

In 2015 and beyond, success on social media networks will require marketers to take a proactive,
rather than reactive, stance. Being proactive can help you to increase brand awareness in your audience
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and the ROI of your social media marketing.

By being proactive you can:

 Build a better brand experience for customers.

 Improve prospective customer engagement levels.
 Help prospective customers become loyal brand followers.
 Engage in a dual conversation between your past, present, and future customers.
 Turn leads into profitable sales.

TECHNIQUES USED IN BUILDING BRAND AWARENESS

1. Get influencers to display your art or other product:

Inviting influencers into your niche is a great way to increase brand awareness and hopefully drive
sales. When influencers have an established audience that knows and trusts them, once they mention
your product(s) and discuss your brand in their content, those mentions will expand your reach and
increase people‟s awareness of your product.

Ikonick is a perfect example of a company that works directly with influencers: It sells canvas art for
your home and office. The way Ikonick uses influencers involves providing them with art and having
those influencers pose with the art, then share the photos on social media.

"Our relationships are an important part of our business," co-founder Mark Mastrandrea told me.
"Our relationships make up our community, and the community is how our brand grows."

Ikonick uses all types of influencers, from Instagram photographers to celebrities. The company's
social strategy has enabled it to scale and grow exponentially because its influencers become part of its
sales team -- even ambassadors. The relationship is mutually rewarding, Mastrandrea said.

Companies can also offer to sponsor influencers at an event (if they do that sort of thing) and even

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use them as spokespersons for their brand and product(s). A lot of CrossFit-related companies do this,
including Rogue Fitness, which sponsors certain athletes with clothing. The athlete then becomes a
walking billboard for the company.

2. Use branded packaging

Have you ever received an order that came in branded packaging? Rather than see it as just
another shipment, perhaps you felt that that that special branding made the package seem like a gift.

Packlane is a company that allows companies to design custom packaging, using their own logo and
branding to enhance the customer experience. The team has created unique boxes for L'Oreal, HP,
Shopify and RedBull, to name a few.

The team knows that the product experience doesn't commence at first use, but rather at the unboxing
stage. How companies present their brand, and the story they tell through their design and graphics, can
create an emotional connection with the customer that may last even longer than the product itself.

Branded packaging offers an additional touchpoint to the value your brand gives to each customer‟s
experience, and helps distinguish you from marketplace competitors. Overlooking your product‟s
packaging is a missed branding opportunity in today‟s ultra-competitive market landscape.

3. Do your SEO research.

Have you heard that the majority of consumers don‟t look past the first page of search results, and
the majority of people in that group don‟t look past the first few results on the page?

Think about how powerful that SEO is for companies pitching to prospects. If competitors are all
citing the same information, though, it loses some of its power because of all those companies trying to
get new clients.

Researching SEO strategies related to your niche, products or services can help you increase brand
awareness. This research will set you apart as an expert and leader in your industry. Jaaxy.com is a
great tool that helps you conduct the right type of research because it provides specific keyword
research.

4. Double-down on social.

Instagram is a social media platform with power. It‟s said that a picture is worth a thousand words,
and Instagram lets you promote that story via the image(s) you post and the text you narrate. It‟s a great
tool for friends and family to keep up with one other, and it's just as good for brands reaching out to

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their consumers.

Azazie sells bridesmaids' and bridal wedding gowns. To do that, it's become hyper-focused on
growing its social communities, especially on Instagram.

The reason is that on that platform, the company can ask new brides to share images of their special
day -- and their experiences with Azazie's dresses. Not surprisingly, Azazie's Instagram page is full of
beautiful photos that inspire other brides-to-be to imagine themselves in one of its gowns.

Best of all, Azazie harnesses the power of social proof by leveraging testimonials (and personal
images) from the customers it's helped make gorgeous brides and bridal party members.

Then there's Facebook: Like Instagram, Facebook has the power to increase brand awareness and
create a community. Gallant Dill is a self-made entrepreneur who's built a community through
his Facebook group. Dill's business is a mentoring program which teaches entrepreneurs how to build
and scale their companies.

Facebook helps him speak directly to this community and share the results of his different mentoring
programs and products. Just 26 years old, he has multiple multi-million dollar businesses, a feat which
testifies to his intelligence but also to the power of social communities.

5. Step up your game on Twitter

Twitter is yet another big social media platform for brand awareness because it helps you publish
news and interact with customers already talking about your business.

Wendy‟s, for instance, has built a reputation on Twitter and increased its brand awareness by
responding to media mentions of its brand, as well as competitors‟ posts with quippy, sassy and
hilarious remarks. One of the best examples occurred when a user called out the company, asking where
the closest McDonald's was.

Wendy's responded with a trash can image.

Then there are Wendy's tweets (here are some examples shared by BoredPanda). Whether you like
Wendy‟s or not, it‟s hard not to appreciate its roasts -- and keep the brand top of mind.

6. Take advantage of Google’s AdSense auto ads

Finally, paid ads are a great way to get your name and website in front of your target audience, but
narrowing down your audience and getting your pitch just right can be tricky.
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 Google recently announced its new AdSense Auto ads, which show publishers the best place to create
and optimize their ads.

Through machine learning technology, Auto Ads can be automatically placed on sites that are best for
your brand. There, they effectively reach your target audience, giving you a greater return on
investment.

CREATING AND MAINTAINING BRAND AWARENESS

Brand advertising can increase the probability that a consumer will include a given brand in his or her
consideration set. Brand-related advertising expenditure has a positive effect on brand awareness levels.
Virtually anything that exposes consumers to a brand increases brand awareness. “Repeat brand
exposure in stores improves consumers' ability to recognize and recall the brand.” Increased exposure to
brand advertising can increase consumer awareness and facilitate consumer processing of the included
information, and by doing this it can heighten consumers brand recall and attitude towards the brand.

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 To increase the probability of a product's acceptance by the market, it is important to create high
levels of brand awareness as early as practical in a product or brand's life-cycle. To achieve top-of-mind
awareness, marketers have traditionally, relied on intensive advertising campaigns, especially at the
time of a product launch. To be successful, an intensive campaign utilises both broad reach (expose
more people to the message) and high frequency (expose people multiple times to the message).
Advertising, especially main media advertising, was seen as the most cost efficient means of reaching
large audiences with the relatively high frequency needed to create high awareness levels. Nevertheless,
intensive advertising campaigns can become very expensive and can rarely be sustained for long
periods. Alhaddad (2015) indicates that advertising awareness plays as a good source of meaning and
identity for a brand by enhance brand awareness and brand image in social media

As new products enter the market growth stage, the number of competitors tends to increase with
implications for market share. Marketers may need to maintain awareness at some predetermined level
to ensure steady sales and stable market share. Marketers often rely on rough and ready 'rules-of-thumb'
to estimate the amount of advertising expenditure required to achieve a given level of awareness. For
instance, it was often held that to increase brand awareness by just one per cent, it was necessary to
double the dollars spent on advertising.

When a brand becomes established and attains the desired awareness levels (typically outlined in the
marketing plan), the brand advertiser will shift from an intensive advertising campaign to a reminder
campaign. The objective of a reminder campaign is simply to keep target audiences aware of the brand's
existence and to introduce new life into the brand offer. A reminder campaign typically maintains broad
reach, but with reduced frequency and as a consequence is a less expensive advertising option.
Reminder advertising is used by established brands, often when they are entering the maturity stage of
the product lifecycle. In the decline stage, marketers often shift to a caretaker or maintenance program
where advertising expenditure is cut back.

The rise of digital media and social networks is changing the way that consumers search for
product information.
While advertising remains important for creating awareness, a number of changes in the media
landscape and to consumer media habits have reduced the reliance on main media advertising. Instead,
marketers are seeking to place their brand messages across a much wider variety of platforms. An
increasing amount of consumer time and attention is devoted to digital communications devices - from

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computers and tablets through to cellphones. It is now possible to engage with consumers in a more cost
efficient manner using platforms such as social media networks that command massive audiences. For
example, Facebook has become an extremely important communications channel. Moreover, social
media channels allow for two-way, interactive communications that are not paralleled by traditional
main media. Interactive communications provide more opportunities for brands to connect with
audience members and to move beyond simple awareness, facilitating brand preference, brand
conviction and ultimately brand loyalty.
The rise of social media networks has increased the opportunities for opinion leaders to play a role in
brand awareness. In theory, anyone can be an opinion leader e.g. celebrities, journalists or public
figures, but the rise of the digital environment has changed our understanding of who is a potentially
useful influencer. Indeed, the digital environment has created more opportunities for bloggers to
become important influencers because they are seen as accessible, authentic and tend to have loyal
followings. Bloggers have become key influencers in important consumer goods and services including
fashion, consumer electronics, food and beverage, cooking, restaurant dining and bars. For example, a
recent survey by Collective Bias, showed that when it comes to product endorsements digital
influencers are more popular than celebrities. Findings showed that only 3% of participants said they
would consider buying a celebrity-endorsed item, in comparison to 60% who said they had been
influenced by a blog review or social media post when shopping. For marketers, the digital landscape
has made it somewhat easier to identify social influencers.

The Effect of Brand Awareness on Consumer Buying Behavior

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 Brand awareness is a key component of marketing efforts, as harried consumers overwhelmed
by the amount of commercial messaging they see or hear use mental shortcuts to make their decision.
Imprinting in their minds what your brand is and what it stands for can increase sales, particularly in
areas where few obvious differences are apparent among competitors.

Studies:
Consumers employ heuristics to make their purchasing decisions, using mental shortcuts to
streamline the process and avoid being paralyzed by the number of available options or the need for
constant comparisons among competitors. Multiple studies have shown that brand awareness is a
prevalent choice tactic for consumers inexperienced in buying a product. A 1990 Hoyer and Brown
study first linked brand awareness to consumer preferences, and the findings have been confirmed in
several subsequent efforts.

Buying Habits:
Studies have shown that customers decide more quickly from among a number of options that
includes one known brand than they decide with a set that includes only unfamiliar ones. Upon
exposure to other brands, the instances of selecting the original based on awareness declined, but most
still chose the same high-awareness brand they picked initially. Consumers in a study conducted under
the auspices of two Australian universities sampled fewer brands in product trials when there was
awareness of one of the brands than in studies in which all were unknown.

Implications:
Building brand awareness can increase your market share in a number of ways. Being the first to
get your brand implanted in customers' minds increases the barrier to entry that other brands may face
later. If your industry is more competitive or already has established players, you‟ll likely have to be
more aggressive in your approach, but you still can become one of the brands consumers consider if

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they become more aware of your name. The Australian study also indicated that the awareness effect is
mediated by cost, so increasing brand awareness cannot necessarily be followed by an increase in the
price of your product or services.

Techniques:
To build brand awareness, you must make sure your target market is exposed to your products
and recognizes them in multiple ways. An identifiable logo and distinct brand message can present the
repetition that can make your name memorable. Getting your brand exposed to the audience can take
place via multiple distribution platforms, from direct marketing to traditional advertising to social media
to public relations. While the strategy for each particular campaign may vary, a consistent depiction of
the brand, and a commitment to following up on the promises made in the initial exposure, help bring
your product to the forefront of consumers‟ minds when it‟s time to make a decision to purchase.

How to test and measure the different brand awareness types

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 A variety of methods are used to measure the different types of brand awareness. The most
common one is surveys. The surveys involve samples of customers whose knowledge of a brand or
product category is tested.

The types of tests used for brand awareness:

1. Unaided recall tests

A consumer is presented with a product category. They are then asked to nominate brands. No
clues or cues are given. These are usually tests for brand recall.

Calculating brand recall

You need to have conducted a survey in order to calculate brand recall. Divide the number of
survey respondents who managed to correctly identify or suggest your brand by the total participants in
the survey. Multiply the results by 100. This should convert it to a percentage.

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Brand Recall helps measure pre-purchase awareness.

More metrics like website traffic growth and net promoter score are required in order to measure
purchase intent which can shed more light into purchases.

2. Aided recall tests

The consumer is prompted with a brand name and then asked whether they have seen or heard it
before. The consumer might be asked to explain what they know about a brand or describe its visual
features like packaging, logos or brand colors. These tests are used for brand recognition.

3. Other brand-effects tests

These are used in conjunction with brand recall tests. They may not be measures of brand
awareness, but are used to indicate brand health. Let‟s delve into a few of these.

Brand association tests

A good example that will help you understand brand associations is what can is referred to as
“PR disasters”. If they get to social media, it could completely destroy a brand‟s reputation. A brand
association test is usually done via surveys and/or focus groups. These tests could be affected by
response bias due to the pressure at the back of their minds to give maybe favorable answers to the
direct questions. They could also be a bit costly, so you may need to have the surveys done online.

When done online, the respondents could be shown a brand logo and are asked to type the first
word that they would use to describe the brand. Sometimes, the respondents may be asked to type up to
5 words. With online surveys, respondents may get brand names mixed. The number of brands that
respondents can identify online are also limited. Here are Coke brand associations.

Brand attitude

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 This is simply what customers feel or think about your brand. Brand attitude can be described
via words like favorable, unfavorable, or neutral. To test for brand attitude, you need to have a set of
statements that respondents agree or disagree with. The choices could range from strongly disagree to
strongly agree. You can also test both general and specific concepts. You may want your brand‟s
favorability ranking well when compared with competition, this is why the test is performed.

Specific concepts that you may want to test include brand and product characteristics, as well as
the experiences associated with the brand or product (these concepts are known as brand pillars, the
attributes that you would like your brand to communicate). Brand pillars have to do with the value your
customers feel that they get from your product/service, whether your customers feel that they trust your
brand, and whether they feel that your product is of good quality.

It helps to find out how respondents arrived at the expressed views. Allow them to give this
feedback using their own words. This will give further insights on what contributes attitudes towards
your brand and the areas of improvement that you need to focus on.

Brand affinity analysis

This is an analysis of the words that are associated with a brand. Usually the set of words is
presented to the respondents. It is classified into positive and negative terms. You then need to calculate
and tabulate the responses. Here is an example:

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Brand Salience

An example of how brand salience is measured would be in supermarkets. Products are placed
on a shelf each with equal shelf space. Customers are then shown photos of that shelf and asked to name
the brands. The speed at which the consumers nominate a brand is what is referred to as visual salience.
This is used as a test of a product‟s visual identity (logos, packaging, and brand colors).

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 Role of Brands in Retail Business

1. Manufacturer Brands:

Generally a retailer‟s major portion of profits come from sale of manufacturer‟s brands such as
Bata, Vimal, Peter England, Cotton County, Koutons, English Channel, Priknit, Nestle, Samsung etc.
These brands are also known as „National‟ or „Global‟ brands. It has been seen that big retailers have
various shops/boutiques within their stores for separate brands, like in case of clothing; a retailer has
separate display for Vimal brand, Raymond, Bhilwara, Siyaram, Bombay Dyeing and Donear. Offering
a category by national brand rather than in a traditional way (all brands at same place) is always
significant and builds the image of a retailer.

Manufacturer brands usually take less promotional efforts as compared to private brands.
Manufacturers utilize considerable efforts in terms of money and R & D to create demand for their
products. Consequently, on the part of a retailer it takes less time to convince the customers and sell
manufacturer goods. Further, customers go to a store and without looking for what is displayed, ask for
particular brand by name because they know what they are buying and how the product will perform.

Having manufacturers‟ brands may build or loose store image, for instance if the manufacturer
brand is available in a limited number of stores, customers loyal to the manufacturer brand will
automatically become loyal to these limited stores.

On the other hand, in case of manufacturer brand is easily available from a number of stores,
customers may go to any store as per their convenience and comfort, resulting in decreasing store
loyalty, and in this case, retailers will find themselves helpless – how to differentiate from their
competitors.

The other problem with offering manufacturer brand is that they can limit a retailer‟s flexibility
towards selling operations such as Koutons and Cantabil (clothes providers) instruct the retailers about
how to display the clothes and how and when their merchandise should be advertised.

Lastly, selling manufacturer brands is less profitable option rather than offering private brands,
as former one provide very less profit percentage. The reason is that manufacturer
would like to meet the promotional expense and retailers‟ situation for having these brands at any cost.
As these brands are easily and widely available, retailers offer significant discount to increase customer
traffic on the cost of their profit margins.

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2. Licensed Brands:

Like manufacturer brands, this category is also becoming popular in newly born organized retail
industry. In this category, a well established brand name (known as licensor) enters in a contract with
outsider for developing, producing and selling the merchandise under defined set of terms and
conditions. This license may be either given to a retailer having large chain stores or to a third party
who then sells to the retailers. In recent years, due to the popularity of outsourcing concept, big and
established manufacturer brands are giving license in and/or outside the country under multi-year
agreements.

3. Private Label Brands:

Private Label Brands (commonly known as private or store‟s own brands) are the brands exclusively
developed by a retailer and are sold from that retail store only. For example, Vishal Mega Mart has
almost all store brands in each category they are into. Private brands usually are affordable and lead to
customers‟ loyalty towards the store as compared to manufacturer brands.

Various reasons for the growth of so called store brands are:

(i) These are cheaper to the tune of 20-40% as compared to similar category of manufacturer brands due
to own production and absence of intermediaries for selling.

(ii) Due to store‟s brands, customers don‟t hesitate to buy as they know there is someone who will
listen to them in case of any defect or nonperformance.

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(iii) As these are stores own creations, replacing the items under warranty or guarantee arrangements,
does not make much time as retailer (store) do not has to send these defective items of merchandise to
third parties.

(iv) With the emergence of new form of store branding, i.e. the premium brand, offers same quality or
in some cases even exceeds that of manufacturer brands while selling it for a low price.

However, retailers need to understand that while creating private brands that it is not always feasible
and profitable option especially in case where demand for products is limited that can disturb the
company‟s budget on development, manufacturing and packaging the goods. Therefore, private brand
programme should have the proper mix of price, quality, features and product differentiation otherwise
retailers‟ gross margin may suffer on account of non-performance of few brands.

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 CHAPTER-3
RESEARCH METHODOLOGY

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 RESEARCH METHODOLOGY

Research Design is the plan, structure and strategy of investigation conceived so as to obtain
answer to research questions and to control variance .Research design is in the fact the conceptual
structure with in which the research is conducted. Bernard Philips has described the research design as
a “blue print for the collection measurement and analysis of data.”

Research Methodology is a scientific and systematic way to solve research problems. A research
has to design its methodology, i.e., in addition to the knowledge of methods or techniques, he has to
apply the methodology is wider than research methods. In a way, research methodology deals with
research methods and into consideration the logic behind the methods, we use.

Research Type
For the present study descriptive research design will be

applied Descriptive research design;

 This study describes the phenomena under study

 The data collected here may relate to the demographic or the behavioral variables of the
respondents understudy.

 The research has got very specific objective, clear cut data requirements and uses a large
sample which is drawn through a profitability sampling design.

 The recommendation or findings in a descriptive research are definite.

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Sources of data:

 For the present study both primary and secondary data will be used.

Primary data:

 Primary data is one which collected by the investigator himself for the purpose of specific
inquiry or study such data is original in character and it is generated by surveys conducted
by individuals or research institutions.

 For the present study the primary data will be collected using survey method with a
structured questionnaire.

Secondary data:

 When an investigator uses the data which has already collected by others, such data is called
secondary data. The secondary data can be obtained from journals, reports, Government

Sampling:

 Sampling refers to the investigations of a part of the whole population or universal. A

sampling procedure is a technique of selecting a sample from a given population. A
statistical sample, according to Calvin, is a miniature picture or cross section of the entire
group or aggregate from which the sample is taken. The entire group from which a sample is
chosen is known as the population”, universe‟‟, of „‟supply‟‟. In short samples represents
the whole population and by observing the samples certain inferences may be made about
population

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Sample size:

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 The sample size for distribution of questionnaire to the customers are 40 only
 The samples for the dealers are limited to 10 dealers only

Tools:

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 For the present study the statistical tools used are correlation, chi-square and other normal
percentage.

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 STATEMENT OF THE PROBLEM

A Study on Brand Awareness on RELIANCE TRENDS pvt..Ltd will help in studying the
ways to create Brand Awareness in customers and it enables to analyze plans of the company in view of
competition. A careful and through study of the factors enables the company to with stand changing
situations that favor to the company.

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 OBJECTIVES OF THE STUDY

 To study Brand Awareness through employee and customers with regard of reliance trends.

 To find out methods to create awareness on brand to customers and employees of the store.

 To analyse consumer awareness level on Reliance trends.

 To find out customer loyalty towards Reliance trends and factors affecting customer loyalty.

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 NEED OF THE STUDY

The reliance industry is basically retail based industry. Through this study we are going to identify
the importance of Brand Awareness in retail industry .How it is benefited in the retail industry
relevance of implementing Brand Awareness and what role does information technology can play in
Brand Awareness.

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 LIMITATIONS

 The study is limited to RELIANCE TRENDS pvt ltd .Madanapalle,, Chittoor dist only.

 The study is confined to the customers who are in Madanapalli region only.

 The sample sizes for distribution of questionnaire to the customers are 40 only.

 Respondents may gave biased answers for the given data.some of the respondents did not like
to respond.

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 CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION

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QUESTION 1: Why people prefer your brands?

PREFER VALUES PERCENTAGES

A. Quality 15 60
B. Price 0 0
C. Image 0 0
D. All of the above 10 40
Total 25 100

60

50

40

30 Series1

20

10

0
A. Quality B. Price C. ImageD. All of the
above

INTERPRETATION:

From the chart, it is observed that the people prefer the brands in Reliance Trends, Madanapalle due to
quality, price and image. 60% of employees agreed that people prefer brands because of quality. And
remaining 40% of employees agreed to all of the above i.e, quality, price, image.

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QUESTION 2: Do customers trust your brand?

TRUST VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100

100
90
80
70
60
50 Series1
40
30
20
10
0

A. YesB. No

INTERPRETATION:

From the chart, it is observed that the customers trust their brand in Reliance Trends, Madanapalle. And
employees agreed that 100% of customers trust their brands.

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QUESTION 3: Which of the following features people prefer the most?

FEATURES VALUES PERCENTAGES

A. Affordable 0 0
B. Stylish 15 60
C. Modern 10 40
E. Popular 0 0
Total 25 100

60

50

40

30 Series1

20

10

0
A. AffordableB. Stylish C. ModernD. Popular

INTERPRETATION:

From the chart, it is observed that the customers prefer stylish and modern features in Reliance Trends,
Madanapalle. And the employees agreed that 60% of customers prefer stylish and 40% customers prefer
modern features of their brands.

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QUESTION 4: How people get to know about your brands?

ABOUT BRANDS VALUES PERCENTAGES

A. Through customers 10 40
B. Advertisements 10 40
C. Social media 5 20
D. Others 0 0
Total 25 100

40
35
30
25
20
15
10
Series1
5
0

INTERPRETATION:

From the chart, it is observed that the customers know about their brands through customers,
advertisements, social media of Reliance Trends, Madanapalle. And the employees agreed that 40% of
customers get to know about their brands through customers, 40% of customers through advertisements
and 20% of customers through social media.

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QUESTION 5: What is the value of your brand in present criteria?

VAIUE OF BRAND VALUES PERCENTAGE

A. Excellent 5 20
B. Good 20 80
C. Average 0 0
D. Not satisfied 0 0
Total 25 100

80
70
60
50
40
30
20 Series1
10

0
A. ExcellentB. Good C. Average D. Not
satisfied

INTERPRETATION:

From the chart, it is observed that in Reliance Trends, Madanapalle. 80% of employees agreed that the
value of their brand is good in present criteria and 20% of employees agreed that the value of their
brand is excellent in present criteria.

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QUESTION 6: Does your brand customize the products according to the needs/wants of the
customers?

NEEDS/WANTS VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100

100
90
80
70
60
50 Series1
40
30
20
10
0

A. YesB. No

INTERPRETATION:

From the chart, it is observed that in Reliance Trends, Madanapalle. The employees agreed that 100%
of customers get their products customize according to the needs and wants.

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QUESTION 7: What is your target group?

TARGET VALUES PERCENTAGES

A. College students 5 20
B. Employees 5 20
C. Families 15 60
D. Others 0 0
Total 25 100

60

50

40

30 Series1

20

10

0
A. College B. EmployeesC. Families D. Others
students

INTERPRETATION:

From the chart, it is observed that in Reliance Trends, Madanapalle. The employees agreed that they
target 20% of college students, 20% of employees and 60% of families.

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QUESTION 8: Does the company‟s leadership live up to the brand‟s value?

COMPANY’S VALUES PERCENTAGES

LEADERSHIP
A. Yes 25 100
B. No 0 0
Total 25 100

100
90
80
70
60
50 Series1
40
30
20
10
0

A. YesB. No

INTERPRETATION:

From the chart, it is observed that in Reliance Trends, Madanapalle. 100% of employees agreed that the
company‟s leadership live up to the brand‟s value.

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QUESTION 9: How much customers care about using your brands?

CARE VALUES PERCENTAGES

A. Slightly 10 40
B. Strongly 15 60
C. Not much 0 0
D. Never 0 0
Total 25 100

60

50

40

30 Series1

20

10

0
A. SlightlyB. StronglyC. Not muchD. Never

INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle. 40% of employees agreed that
customers slightly care about using the brands and 60% of employees agreed that customers strongly
care about using the brands.

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QUESTION 10: Which factor influence customers for branded products?

INFLUENCE VALUES PERCENTAGES

A. Price 0 0
B. Product quality 25 100
C. Advertisements 0 0
D. Style 0 0
Total 25 100

100
90
80
70
60
50
40
Series1
30
20
10
0

INTERPRETATION:

From the chart, it is observed that in Reliance Trends, Madanapalle 100% of employees agreed that the

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product quality influence customers for branded products.

QUESTION 11: Which of the following according to you help build a good brand image?

BRAND IMAGE VALUES PERCENTAGES

A. Communication 5 20
strategies
B. Competitive pricing 0 0
C. Quality 10 40
D. Free trials and 10 40
discounts
Total 25 100

40
35
30
25
20
15
10
5 Series1
0

INTERPRETATION:

From the chart, it is observed that in Reliance Trends, Madanapalle 20% of employees agreed that

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communication strategies helps to build a good brand image, 40% of employees agreed that quality
helps to bulid a good brand image and 40% of employees agreed that free trials and discounts helps to
build a good brand image.

QUESTION 12: Which brand of casuals does your store have or own?

CASUALS VALUES PERCENTAGES

A. Jeans 15 60
B. Cargos 0 0
C. T-Shirts 10 40
D. Others 0 0
Total 25 100

60

50

40

30 Series1

20

10

0
A. Jeans B. Cargos C. T-Shirts D. Others

INTERPRETATION:

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From the graph, it is observed that in Reliance Trends, Madanapalle 60% of employees agreed that
they have more jeans as casuals at their store and 40% of employees agreed that they have more t-shits
as casuals in their store.

QUESTION 13: What does your brand gives to the customers?

BRAND VALUES PERCENTAGES

A. Recognition 0 0
B. Satisfaction 15 60
C. Value for money 5 20
D. Any other 5 20
Total 25 100

60

50

40

30 Series1

20

10

0
A. B. C. Value forD. Any other
RecognitionSatisfaction money

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle 60% of employees agreed that
customers are satisfied with their brand, 20% of employees agreed that customers feel that their brand
gives value for money and 20% of employees agreed that any other factor influences the customers
about their brand.

QUESTION 14: The price of your brand?

PRICE VALUES PERCENTAGES

A. Is as per customer 20 80
expectations
B. Is more than customer 0 0
expectations
C. Is less than customer 0 0
expectations
D. Can‟t say 5 20
Total 25 100

80
70
60
50
40
30
20
Series1
10
0

A. Is as per B. Is more C. Is less than D. Can't say

customer expectations
than customercustomer
expectations
expectations

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle 80% of employees agreed that the
price of their brand is as per customer expectations and remaining 20% of employees agreed that there
are some other factors that they can‟t say.

QUESTION 15: Would you agree that your brands provide high quality service?

QUALITY SERVICE VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100

100
90
80
70
60
50 Series1
40
30
20
10
0

A. YesB. No

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle 100% of employees agreed that
their brand provides high quality service.

QUESTION 16: Compared to your competitors your prices are?

PRICES VALUES PERCENTAGES

A. Low 5 20
B. Equal 20 80
C. High 0 0
Total 25 100

80
70
60
50
40

Series1

30
20
10
0

A. Low B. Equal C. High

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanaplle 20% 0f employees agreed that
compared to their competitors their prices are low and 80% of employees agreed that compared to the
competitors their prices are equal.

QUESTION 17: Does the brand image of the apparel brand affect buying decision?

BUYING DECISION VALUES PERCENTAGES

A. Always 5 20
B. Often 0 0
C. Sometimes 20 80
D. Never 0 0
Total 25 100

80
70
60
50
40
30
20 Series1
10
0

A. AlwaysB. Often C. D. Never

Sometimes

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle 20% of employees agreed that the
brand image of the apparel brand always affect the buying decision and 80% of employees agreed that
the brad image of the apparel brand sometimes affect the buying decision.

QUESTION 18: Do you think customers buy only branded products?

BRANDED PRODUCTS VALUES PERCENTAGES

A. Yes 5 20
B. No 20 80
Total 25 100

80
70
60
50
40
30 Series1
20
10
0

A. YesB. No

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle 20% of employees agreed that the
customers buy only branded products and the remaining 80% of employees disagreed.

QUESTION 19: Does your tagline accurately capture your brand‟s mission?

BRAND’S MISSION VALUE PERCENTAGE

A. Yes 25 100
B. No 0 0
Total 25 100

100
90
80
70
60
50 Series1
40
30
20
10
0

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle 100% of employees agreed that
their tagline accurately capture their brand‟s mission.

QUESTION 20: What is the proportion of branded to unbranded products?

PROPORTION VALUES PERCENTAGES

A. 20:80 0 0
B. 50:50 0 0
C. 60:40 0 0
D. No products/only 25 100
branded
Total 25 100

100
90
80
70
60
50
40
Series1
30
20
10
0

A. 20:80B. 50:50C. 60:40D. No

product/only branded

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INTERPRETATION:

From the graph it is observed that in Reliance Trends, Madanapalle 100% of employees agreed that the
proportion of branded to unbranded products are not maintained at the store.

QUESTION 21: Do you think company sponsorship help to build a stronger brand image?

SPONSORSHIP VALUES PERCENTAGES

A. Yes 25 100
B. No 0 0
Total 25 100

100
90
80
70
60
50 Series1
40
30
20
10
0

A. YesB. No

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INTERPRETATION:

From the graph, it is observed that in Reliance Trends, Madanapalle 100% of employees agreed that
they think company sponsorship help to build a stronger brand image.

CHAPTER-5
RESULTS
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 FINDINGS

POSITIVE FINDINGS:

 I have found that in reliance trends ,customers prefer their brand according to the quality.
 I have found that in reliance trends, customers trust their brand.
 I have found that in reliance trends , customers prefer stylish and modern features of their brands
 I have found that in reliance trends, customers get to know about their brands through
customers, advertisements.
 I have found that in reliance trends, the value of their brand is good in present criteria.
 I have found that in reliance trends, their brand customize the products according to the needs
and wants of the customers.
 I have found that in reliance trends, their target group is mostly families.
 I have found that in reliance trends, the company‟s leadership live up to the brand‟s value.
 I have found that in reliance trends , the customers strongly care about using their brands.
 I have found that in reliance trends, product quality influence customers for branded products.
 I have found that in reliance trends, quality , free trails and discounts helps to build a good brand
image.

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  I have found that in reliance trends, jeans and t-shirts brands of casuals their store have .
 I have found that in reliance trends , the price of their brand is as per customer expectations.
 I have found that in reliance trends, the employees agreed that their brands provide high quality
service.
 I have found that in reliance trends, compared to the competitors their prices are equal.
 I have found that in reliance trends, the brand image of the apparel brand some times affect
buying decision.
 I have found that in reliance trends, the employees agreed that the customers don‟t buy only
branded products.
 I have found that in reliance trends, the tag line accurately capture their brand‟s mission.
 I have found that in reliance trends, no products/only branded products are found in their store.
 I have found that in reliance trends, the employees agreed that the company sponsorship help to
build a stronger brand image.

NEGATIVE FINDINGS:

 I have found that people not only prefer quality , but they also prefer price and image of the
brand.
 I have found that people not only prefer stylish and modern features, but they also prefer
affordable and popular features.
 I have found that the store does not make well use of social media to make people know about
their products
 I have found that they mainly target on families , but not on other groups.
 I have found that the store has mainly concentrated on product quality but not other factors to
influence the customers.
 I have found that the communication strategy in the store is weak in a good brand image.
 I have found that the store have limited brands of casuals.
 I have found that the customers doesn‟t always buy branded products.

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 SUGGESTIONS

 I suggest that people not only prefer the quality, but they also prefer price and image of the
brand. So, the store have to improve their strategy on pricing and brand image.
 I suggest that people not only prefer stylish and modern features, but they also prefer affordable
and popular features. So the store has to concentrate on them as well.
 I suggest the store has to use social media for the marketing of their products.
 I suggest that the store has to target youth and employees apart from families, and should
provide products to attract them.
 I suggest that the store has to influence customers based on the price , advertisements, and style .
 I suggest that the store has to develop communication strategies for building a good brand
image.

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  I suggest the store to improve their brand of casuals to attract customers.
 I suggest store to provide other factors apart from quality because customers always don‟t buy
branded products.

RECOMMENDATIONS

 The store doesn‟t give preference to some features like price, image of the brand, affordable and
popular features. So I recommend the store that to provide features through which the customers
will be satisfied and gain brand awareness on their store.
 The store is weak in using social media for marketing purpose. I recommend them to make use
of social media to a greater purpose because, social media nowadays play‟s a vital role in
communicating the information. So through this they can create brand awareness in the
customers.

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  The store target only families. I recommend that they have to target youth and employees apart
from families because this creates a huge number of customers for their store and makes a way
to gain profit.
 The store doesn‟t have proper communication strategies. I recommend that communication is
the best source to create brand awareness among the customers so the store have to improve
their communication strategies.
 The store doesn‟t have huge collection of brand of casuals to attract customers. I recommend
the store to improve their brand of casuals to gain customers.

CONCLUSION

From the overall analysis of the Reliance Trends we can conclude that, the Brand Awareness among the
employees and customers are not up to the mark. So, most of the customers are not satisfied with the
pricing, brand image, features, communication strategies, brands of casuals of their store. Most of the
employees of the store gave the above reasons to improve Brand Awareness among the customers. By
making proper strategies the store can create Brand Awareness.

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 Bibliography

Textbooks:

 PHILIP KOTLER - MARKETING MANAGEMENT

 GARY ARMSTRONG - PRINCIPLES OF MARKETING
 G.C BERI - MARKETING REASERCH
 PAUL HAGUE - A PRACTICAL GUIDE
TO MARKETING
REASERCH
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Websites:

 WWW.GOOGLE.COM
 WWW.TIRUMAMADAIRY.COM
 [email protected]

ANNEXURE

COVER

LETTER

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Respected Sir/Madam,

SUB : Y. Sai Sireesha conducting project study on Brand Awareness . Requested for co-operation-
Regards

Ms. Sai Sireesha pursuing final BBA in Shri Gnanambica Degree College , Madanapalli ,under the
guidance of Mrs. Afrin Sulthana ,Head Of Department ,BBA. To complete her project work she needs
your co-operation and co-ordination so as to enable her to acquire data for her project work . The area
of project work is regarding Brand Awareness. As a part of Academic curriculum she has to acquire
primary data through structured questionnaire.

Therefore , I request to extend your co-operation and also some of your valuable time in giving
guidance and filling the enclosed questionnaire , help her in producing meaningful study. Hope you
will do the needful.

Thanking you Sir/Madam

Yours faithfully,

(Mrs .Afrin Sulthana)

QUESTIONNAIRE

A STUDY ON BRAND AWARENESS

BRAND AWARENESS AMONG THE EMPLOYEES

OF RELIANCE TRENDS

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NAME :
DESIGNATION :
GENDER :
AGE :
EXPERIENCE :

1. What are the brands that you provide in your store?

2. Which brand is sold most?

3. Why people prefer your brands? [ ]

a. Quality b. Price c. Image d. All of the above

4. Do customers trust your brand? [ ]

a. Yes b. No

5. Which of the following features people prefer the most? [ ]

a. Affordable b. Stylish c. Modern d. Popular

6. How people get to know about your brands? [ ]

a. Through customers b. Advertisements c. Social media d. Others

7. What is the value of your brand in present criteria? [ ]

a. Excellent b. Good c. Average d. Not satisfied

8. Does your brand customize the products according to the needs/wants of

the customers?
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 a. Yes b. No [ ]

9. What is your target group? [ ]

a. College students b. Employees c. Families d. Others

10.Does the company‟s leadership live up to the brand‟s values? [ ]

a. Yes b. No

11.How much customers care about using your brands? [ ]

a. Slightly b. Stronger c. Not much d. Never

12.Which factor influence customers for branded products? [ ]

a. Price b. Product quality c. Advertisements d. Style

14. Which of the following according to you help build a good brand image?
[ ]

a. Communication strategies b. Competitive pricing c. Quality

d. Free trials and discounts

14. Which brands of casuals does your store have (or) own? [ ]
a. Jeans b. Cargos c. T-shirts d. Others
15. What does your brand gives to the customers? [ ]
a. Recognition b. Satisfaction c. Value for money d. Any
other

16. The price of your brand? [ ]

a. Is as per customer expectations
b. Is more than customer expectations

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 c. Is less than customer expectations
d. Can‟t say
17. Would you agree that your brands provide high quality service? [ ]
b. Yes b. No
18. Compared to your competitors your prices are? [ ]
a. Low b. Equal c. High
19. Does the brand image of the apparel brand affect buying [ ]
decision?
a. Always b. Often c. Sometimes d. Never
20. Do you think customers buy only branded products? []
a. Yes b. No
21.Does your tagline accurately capture your brand‟s mission? [ ]

a. Yes b. No

22. What is the proportion of branded to unbranded products? [

] a. 20:80 b. 50:50 c. 60:40
d. No products/ only branded products

23. Do you think company sponsorship help to build a stronger brand image? [ ]
a. Yes b. No

THANK YOU FOR YOUR VALUABLE TIME AND EFFORT

Y. SAI SIREESHA
BBA 3rd YEAR

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 SHRI GNANAMBICA DEGREE COLLEGE
MADANAPALLE

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