EXECUITVE SUMMARY

The project is an extensive report on how the Airtel Company

markets its strategies and how the company has been able in tackling
the present tough competition and how it is cooping up by the
allegations of the quality of its products. The report begins with the
history of the products and the introduction of the Airtel Company.
This report also contains the basic marketing strategies that are used
by the Airtel Company of manufacturing process, technology,
production, policy, advertising, collaboration, export scenario, future
prospect and government policies. The report includes some of the
key salient features of market trend issues.

In today’s world of cutthroat fierce competition, it is very

essential to not only exist but also to excel in the market. Today’s
market is enormously more complex. Hence forth, to survive in the
market, the company not only needs to maximize its profit but also
needs to satisfy its customers and should try to build upon from
there.

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 OBJECTIVES OF THE STUDY

1. To identify the difference in market performance of Airtel

industry.

2. To study the market of Airtel Industry in big scale sector.

3.To compare various parameters of manufacturing, Technology’

advertising, collaboration, future prospect and government policies.

4. To know the sales and distribution of Airtel.

It's a well known fact that no business can exist without

customers. In the business of Website design, it's important to
work closely with your customers to make sure the site or system
you create for them is as close to their requirements as you can
manage. Because it's critical that you form a close working
relationship with your client, customer service is of vital
importance. What follows are a selection of tips that will make your
clients feel valued, wanted and loved

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 RESEARCH METHODOLOGY
The research approach for this study was conclusive research. Conclusive
researches are designed to help executives to choose among various possible
alternatives to make a viable business decision. Further this research was of
descriptive type, which is an offshoot of conclusive research. The problem for
this research was non-operating in nature The data both primary and
secondary data, the source was one hundred respondents for primary data.
For the proper analysis of data simple statistical techniques such as percentage
were use. It helped in making more accurate generalization from the data
available.

SAMPLE SIZE

The method used for sample technique was random sampling method. This
method was used because it was not know previously as to whether a
particular person will be asked to fill the questionnaire.

SIZE OF SAMPLE:

The population of the sample would be 150 respondents.

DATA COLLECTION:
Source of Data for this project primary & secondary only . In reference to the
theoretical concept as well as for information are collected through secondary
sources from paper published material i.e. newspaper, journal and magazine &
from printed electronic media i.e. internet websites. The primary data was
collected through questionnaire filled from the respondents.

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 TOOLS OF ANALYSIS
To know the response. I have used the questionnaire method in sample survey.
If one wishes to find what people think or know, the logical procedure is to ask
them. This has led marketing researchers to use the questionnaire technique
for collecting data more than any other method. In this method questionnaire
were distributed to the respondents and they were asked to answer questions
in the questionnaire. The questionnaires were structured non-disguised
questionnaire because the questions, which the questionnaire contained, were
arranged in a specific order besides every question asked were logical for the
study, no question can be termed as irrelevant. The questionnaire, were non-
disguised because the questionnaire were constructed so that the objective is
clear to the respondent. The respondents were aware of the objective. They
knew why they were asked to fill the questionnaire.

Objective of Research

The purpose of research is to discover answers to questions through the

application of scientific procedures. The main aim of research is to find out the
truth which is hidden and which has not been discovered as yet. The survey
was carried out with the help of a structured questionnaire, which helps in
accomplishing the research objectives. The respondents by means of personal
interview administer this structured ended questionnaire.

Though each research study has its own specific purpose, we may think of
research objective as falling into a number of following broad groupings:

 To gain familiarity with a phenomenon or to achieve new insight into it.

 To test a hypothesis of a causal relationship between variables.

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 MODE OF COLLECTING DATA

Organization Airtel

Project undertaken to survey on customer satisfaction on Airtel services

Collection of Data from

Retailers STUDENTS Employees

Data of Bhopal is compiled with the help of flowcharts and tables.

Report is made after compilation of data

RESEARCH DESIGN 
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Marketing research is often concerned with the behaviors of the consumer in
the respect marketing research have drawn heavily on the behavioral. Sciences
such a psychology and sociology in fact the contribution of these science to
marketing research have been very significant especially with regard to two
aspect. 

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.

SAMPLE DESIGN:

Population: Population for this research is set of customers those who are
using the services of airtel in Hyderabad city.

Sample size: the number of samples collected for the research is 150
customers.

Sampling procedure/Sampling method: the sampling method used for this

study is non –profitability convenience sampling, which is selected according to
the easy and convenience of the researchers.

PROCEDURE OF RESEARCH

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 Achieving accuracy in any research requires in depth study
regarding the subject. As the prime objective of the project is to compare Airtel
with the existing competitors in the market and the impact of WLL on Airtel,
the research methodology adopted is basically based on primary data via
which the most recent and accurate piece of first hand information could be
collected. Secondary data has been used to support primary data wherever
needed.

Primary data was collected using the following techniques

 Questionnaire Method
 Direct Interview Method
 Observation Method

The main tool used was, the questionnaire method. Further direct
interview method, where a face-to-face formal interview was taken. Lastly
observation method has been continuous with the questionnaire method, as
one continuously observes the surrounding environment he works in and the
secondary data is collected through newspapers, internet.

Procedure of research methodology

 To conduct this research the target population was the mobile users,
Who are using GSM technology.

 Target geographic area. Sample size of 100 was taken.

 To these 100 people a questionnaire was given, the questionnaire

Was a combination of both open ended and closed ended questions.

 The date during which questionnaires were filled.

 Some dealers were also interviewed to know their prospective.

 Finally the collected data and information was analyzed and sCompiled
to arrive at the conclusion and recommendations given.

CHAPTER 1
1.1 INTRODUCTION TO INDIAN TELECOM INDUSTRY

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 In the early 1990s, the Indian government adopted a new economic
policy aimed at improving India's competitiveness in the global markets and
the rapid growth of exports. Key to achieving these goals was a world-class
telecom infrastructure.

In India, the telecom service areas are divided into four metros (New
Delhi, Mumbai, Chennai and Kolkata) and 20 circles, which roughly correspond
to the states in India. The circles are further classified under "A," "B" and "C,"
with the "A" circle being the most attractive and "C" being the least attractive.
The regulatory body at that time — the Department of Telecommunications
(DOT) — allocated two cellular licenses for each metro and circle. Thirty-four
licenses for GSM900 cellular services were auctioned to 22 firms in 1995. The
first cellular service was provided by, Modi Telstra in Kolkata in August 1995.
For the auction, it was stipulated that no firm can win in more than one metro,
three circles or both. The circles of Jammu and Kashmir and Andaman and
Nicobar had no bidders, while West Bengal and Assam had only one bidder
each.

In 1996, the Telecom Regulatory Authority of India (TRAI) bill was

introduced in the Lok Sabha, and the president officially announced the TRAI
ordinance on 25 January 1997. The government decided to setup TRAI to
separate regulatory functions from policy formulation, licensing and telecom
operations. Prior to the creation of TRAI, these functions were the sole
responsibility of the DOT.

High license fees and excessive bids for the cellular licenses put
tremendous financial burden on the operators, diverting funds away from
network development and enhancements. As a result, by 1999 many operators
failed to pay their license fees and were in danger of having their licenses
withdrawn. In March 1999, a new telecom policy was put in place (New
Telecom Policy [NTP] 1999). Under this new policy, the old fixed-licensing
regime was to be replaced by a revenue sharing scheme whereby between 8-
12 percent of cellular revenue were to be paid to the government.

1.2 COMPANY PROFILE

 The Company: Bharti Airtel Ltd.
 Formally Known as Bharti Televentures Limited
 The Customers: 3, 90, 12,597
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  GSM: 3,71,41,210
 Broad Band & Telephone: 1,87,1,387
 CMD: Sunil Bharti Mittal
 Market Share: 26%
 Connectivity: Provides best connectivity with submarine cable landing
station at Chennai.
The businesses at Bharti Airtel have been structured into three
individual strategic business units (Sub's) - mobile services, broadband &
telephone services (B&T) & enterprise services. The mobile services group
provides GSM mobile services across India in 23 telecom circles, while the B&T
business group provides broadband & telephone services in 94 cities. The
Enterprise services group has two sub-units - carriers (long distance services)
and services to corporate.

All these services are provided under the Airtel brand. . As the pioneer
and frontrunner, Airtel has been instrumental in leading and ushering in the
mobile revolution in India. Airtel commands nearly 20% share of the market -
making it the number one brand in the country. Airtel's world class service and
innovative products have enabled it to establish this position of leadership.

As part of its continuing expansion, Airtel has invested over Rs. 1,065
billion in creating a new telecom infrastructure. In 2003/04,Bharti
TeleVentures earned a gross profit of Rs. 16 billion on revenues of Rs. 50
billion.

1.3 HISTORY OF BHARTHI AIRTEL

Vision
"As we spread wings to expand our capabilities and explore new horizons,
the fundamental focus remains unchanged: seek out the best technology in
the world and put it at the service of our ultimate user: our customer.”

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 Bharti Enterprises has been at the forefront of technology and has
revolutionized telecommunications with its world-class products and services.

Established in 1985, Bharti has been a pioneering force in the telecom

sector. With many firsts and innovations to its credit, ranging from being the
first mobile service in Delhi, first private basic telephone service provider in the
country, first Indian company to provide comprehensive telecom services
outside India in Seychelles and first private sector service provider to launch
National Long Distance Services in India. Bharti had approximately 3.21 million
total customers– nearly 2.88 million mobile and 334,000 fixed line customers.

Its services sector businesses include mobile operations in

AndhraPradesh,Chennai, Delhi, Gujarat, Haryana, HimachalPradesh, Karnataka,
Kerala, Kolkata, Madhya Pradesh circle, Maharashtra circle, Mumbai, Punjab,
Tamil Nadu and Uttar Pradesh (West) circle. In addition, it also has fixed-line
operations in the states of Madhya Pradesh and Chhattisgarh, Haryana, Delhi,
Karnataka and Tamil Nadu and nationwide broadband and long distance
networks.

Bharti has recently launched national long distance services by offering

data transmission services and voice transmission services for calls originating
and terminating on most of India's mobile networks. The Company is also
implementing a submarine cable project connecting Chennai-Singapore for
providing international bandwidth.

Bharti Enterprises also manufactures and exports telephone terminals

and cordless phones. Apart from being the largest manufacturer of telephone
instruments, it is also the first telecom company to export its products to the
USA.

Bharti Tele-Ventures' strategic objective is “to capitalise on the growth

opportunities that the Company believes are available in the Indian
telecommunications market and consolidate its position to be the leading
integrated telecommunications services provider in key markets in India, with
a focus on providing mobile services”.

The Company has developed the following strategies to achieve its strategic
objective:

 Focus on maximizing revenues and margins;

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  Capture maximum telecommunications revenue potential with
minimum geographical coverage;
 Offer multiple telecommunications services to provide customers with a
"one-stop shop" solution;
 Position itself to tap data transmission opportunities and offer advanced
mobile data services;
 Focus on satisfying and retaining customers by ensuring high level of
customer satisfaction;
 Leverage strengths of its strategic and financial partners; and Emphasize
on human resource development to achieve operational efficiencies.

Businesses
Bharti Tele-Ventures current businesses include -
 Mobile services
 Fixed-line
 National and international long distance services
 VSAT, Internet services and network solutions

Competitive Strengths
Bharti Tele-Ventures believes that the following elements will contribute to the
Company's success as an integrated telecommunication services provider in
India and will provide the Company with a solid foundation to execute its
business strategy:
 Nationwide Footprint - approximately 92% of India's total mobile
subscribers resided in the Company's fifteen mobile circles. These 15
circles collectively accounted for approximately 56% of India's land
mass;

 Focus on telecommunications to enable the Company to better

anticipate industry trends and capitalize on new telecommunications-
related business opportunities;

 The strong brand name recognition and a reputation for offering high
quality service to its customers;

 Quality management team with vision and proven execution skills; and
The Company's strong relationships with international strategic and
financial investors such as SingTel, Warburg Pincus, International

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 Finance Corporation, Asian Infrastructure Fund Group and New York Life
Insurance.

Brand Architecture:
Bharti is working on a complex three-layered branding
Architecture to:
 Create specific brands for each service,
 Build sub-brands within each of these services and Use Bharti as the
mother brand providing the group its corporate identity as well as
defining its goal to become a national builder of telecoms infrastructure.

AirTel - The flagship brand for cellular operations all across the country.

Touchtel - The brand earmarked for basic service operations.

India One - The brand for national long distance (NLD) telephony Though the
costs of creating new brands are heavy but the group wants to create “distinct
independent brands to address different customers and profiles”.

Brand Strategy:
To understand the brand strategy, let’s first look at the brand building exercise
associated with AirTel — a brand that had to be repositioned recently to
address new needs in the market.
When the brand was launched seven years ago, cellular telephony wasn’t a
mass market by any means. For the average consumer, owning a cellular
phone was expensive as tariff rates (at Rs 8 a minute) as well as instrument
prices were steep — sometimes as much as buying a second-hand car.

Bharti could have addressed the customer by rationally explaining to him the
economic advantage of using a mobile phone. But Sachdev says that such a
strategy would not have worked for the simple reason that the value from
using the phone at the time was not commensurate with the cost.

“Instead of the value-proposition model, we decided to address the

sensory benefit it gave to the customer as the main selling tack. The idea was
to become a badge value brand,” he explains. So the AirTel “leadership series”
campaign was launched showing successful men with their laptops and in their
deluxe cars using the mobile phone. In simple terms, it meant AirTel was

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positioned as an asp rational brand that was meant for leaders, for customers
who stood out in a crowd. Did it work? Repeated surveys following the launch
showed that there were three core benefits that were clearly associated with
the brand leadership, dynamism and performance. These were valuable
qualities, but they only took AirTel far enough to establish its presence in the
market.

As tariffs started dropping, it became necessary for AirTel to appeal to

a wider audience. And the various brand-tracking exercises showed that
despite all these good things, there was no emotional dimension to the brand
— it was perceived as cold, distant and efficient. Sachdev and his team realized
that in a business in which customer relationships were the core this could be a
major weakness. The reason With tariffs identical to competitor Essar and
roughly the same level of service and schemes, it had now become important
for Bharti to “humanize” AirTel and use that relationship as a major
Differentiation.

The brand had become something like Lufthansa — cold and

efficient .What they needed was to become Singapore Airlines, efficient but
also human. A change in tack was important because this was a time when the
cellular market was changing .The leadership series was okay when you were
wooing the crème deli crème of society. Once you reached them you had to
expand the market so there was need to address to new customers.

By that time, Bharti was already the leading cellular subscriber in

Delhi with a base of 3.77 lakh (it now has 1.2 million customers). And with
tariffs becoming more affordable — as cell companies started cutting prices —

it was time to expand the market. How could Bharti leverage this leadership
position down the value chain? Surveys showed that the concept of leadership
in the customer’s minds was also changing. Leadership did not mean directing
subordinates to execute orders but to work along with a team to achieve
common objectives — it was, again, a relationship game that needed to be
reflected in the AirTel brand. Also, a survey showed that 50 per cent of the
new customers choose a mobile phone brand mostly through word-of-mouth
endorsements from friends, family or colleagues. Thus, existing customers
were an important tool for market expansion and Bharti now focused on
Building closer relationships with them. That is precisely what the brand tried
to achieve through its new positioning under the AirTel “Touch Tomorrow”

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brand campaign. This set of campaigns portrayed mobile users surrounded by
caring family members. Says Sachdev: “The new campaign and positioning was
designed to highlight the relationship angle and make the brand softer and
more sensitive.”

As it looks to expand its cellular services nationwide —to eight new

circles apart from the seven in which it already operates — Bharti is now
realizing that there are new compulsions to rework the AirTel brand, and a
new exercise is being launched to this effect. Right now, the company is
unwilling to discuss the new positioning in detail. But broadly, the focus is on
positioning AirTel as a power brand with numerous regional sub-brands
reflecting customer needs in various parts of the country. If AirTel is becoming
more humane and more sensitive as a brand, Bharti has also understood that
one common brand for all cellular operations might not always work in urban
markets that are now getting increasingly saturated.

To bring in new customers, the company decided that it needed to

segment the market. One such experiment, launched last year, is Youtopia, a
brand aimed at the youth in the 14 to 19 age bracket and for those who are
“young at heart”. With its earlier positioning, AirTel was perceived as a brand
for the well-heeled older customer; there was nothing for younger people.
With Youtopia, AirTel hoped to reverse that.

In order to deliver the concept, AirTel offered rock bottom tariff rates
(25 paise for 30 seconds) at night to Youtopia customers a time when they
make the maximum number of calls. It also set up merchandising exercises
around the scheme like a special portal for young people to buy Things or bid
for goods. The company is now looking at offering other services at affordable
prices to this segment which include music downloads on the mobile and
bundling SMS rates with normal calls to make it cheaper for young People to
use. The other experiment that Bharti has worked on is to go in for product
segmentation through the Tango brand name. The brand was created to offer
mobile users Internet-interface services or what is known as WAP (Wireless
Application Protocol).

The idea was to bring Internet and mobile in perfect harmony. “The
name was chosen from the popular movie title It Takes Two to Tango:
basically, you need the two services to tango to offer customers a new choice”,
says Sachdev. This, however, had less to do with the branding exercise as with
inefficiency of service (accusingly slow download speeds) and the limited utility

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of WAP services. Subsequently, the ads were withdrawn, but the company re-
iterated that the branding exercise could be revived because Tango will be the
Brand to offer GPRS services or permanent Internet connectivity on the mobile
phone which AirTel is expected to launch soon.

The Magic:
Perhaps the more ambitious experiment has been with Magic the pre-
paid card. The idea was to make the brand affordable, accessible and, most
importantly, feasible as a means of expanding the market even faster.

Other Brand Building Initiatives:-

The main idea is to stay ahead of competition for at least six months.
Working on the above game plan Bharti is constantly coming up with newer
product offerings for the customers. The focus, of course, is to offer better
quality of service.

 To make the service simpler for customers using roaming facilities, Airtel
has devised common numbers for subscribers across the country for
services like customer care, food services and cinema amongst others.

 It will also launch a unified billing system across circles so, customers
moving from one place to another do not have to close and then again
open new accounts at another place.

 To assist customer care personnel to deal with subscriber queries, a

storehouse of 40,000 frequently asked questions and their answers have
been stored on the computers.
 Bharti expects that most of its new customers (one estimate is that it
would be 60 to 70 per cent of the total new subscriber base) would
come from the pre-paid card segment. So, they must be given value-
added products and services which competitors don’t provide.

 Bharti, for the first time for a cellular operator, has decided to offer
roaming services even to its pre-paid customers, but the facility would
be limited to the region in which they buy the card.

 To ensure that customers don’t migrate to other competing services

(which is known as churn and ranges from 10 to 15 percent of the

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 customer base every month), the company is also working on a loyalty
program. This will offer subscribers tangible cash benefits depending
upon their usage of the phone.

 The loyalty program will not be only for a ‘badge value’, it will provide
real benefits to customers. The idea is to create an Airtel community.

 Another key area which Bharti is concentrating its attention upon is a

new roaming service launched in Delhi under which calls of a roaming
subscriber who is visiting the city will be routed directly to his mobile
instead of travelling via his home network.

 The company also offers multi-media messaging systems under which

customers having a specialized phone with a in-built camera can take
pictures and e-mail it to friends or store it in the phone. The cost per
picture is between Rs 5 to Rs 7.

 Bharti is also aware that it has to make owning a ready-to-use cellular

service much easier than it is today. A key area is to increase the number
of activation centres. Earlier Bharti had 250.

 Airtel Connect stores which were exclusive outlets (for its services) and
about 250 Airtel Points which were kiosks in larger shops. Now
activation can be done by all of them, and not only by Connect outlets,
all within 15 to 20 minutes. In comparison, the competition takes two to
four hours.

 Pre- paid cards are really catching up with the mobile phone users and it
is actually helping the market to increase. First, they are easier to obtain
and convenient to use. Unlike post-paid, one Need not pay security
deposits for picking up a pre-paid card. It is often available even with
paanwalas. As befits a fast-moving consumer service, the game is now
moving beyond price to expanding distribution reach and servicing a
well-spread-out clientele with technology and strategic alliances. Bharti
is focusing on two factors to make pre-paid cards more attractive.
Keeping the entry cost low for consumers and making recharging more
convenience.

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  Bharti is in the process of launching a new system in alliance with
Mumbai- based company Venture InfoTech which will enable a pre-paid
card user to renew his subscription by just swiping a card. The system
will not only save users the hassle of going out and buying a card every
time it expires but also enable mobile companies to reduce the cost of
printing and distributing cards.

 Bharti Televentures has tied up with 'Waiter on wheels,' a company

delivering food at home, to reach its Magic pre-paid cards to subscribers'
doorsteps. The company is also joining hands with local grocery shops
which will enable users to recharge their cards by just making a phone
call to the shop.

 Apart from improving the convenience of recharging, mobile operators

are beefing up their distribution channels. The company is constantly
innovating to enhance the value proposition for its pre-paid service.
They are leveraging technology to expand their distribution network and
deliver round-the-clock recharge options to its MOTS (Mobile on the
Spot) subscribers.

 Bharti Cellular has also launched a special service, Care Touch, for high-
value, corporate customers, providing them with instant, single-point
access for any assistance they require. Customers can dial 777 and enjoy
a slew of services, which includes easier payment of bills, service on
priority basis, and value-added services without any additional paper
work.Dedicated ‘Care Touch’ executives are expected to assist
customers with any service on priority basis. Besides the regular
proactive reminder calls for bill payment, customers can also call Care
Touch for bill payments at free of cost.

 AirTel presented MTV Inbox; the first ‘on-air’ SMS based interactive
music dedication show exclusively for AirTel and AirTel Magic customers.

 Highly interactive VJ based show with real-time feedback mechanism.

Both brands joined hands to target the high growth youth segment.

1.4 Bharti’s View on its Branding strategy:-

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 First, brand building efforts in today’s context have to be seen in a more
holistic manner. Delivering value on a sustained basis is perhaps the most
potent key to build a brand that lasts. Unflinching orientation to customer
needs is the second key success factor. Customers (be it for industrial products
or consumer goods and services) across the world are more informed and, at
the same time, becoming more individualistic in their needs and far more
demanding with the passage of time.

Pro-active tracking of shifts in consumer behaviour, anticipating

redefined or emerging customer needs, and then reacting in “real-time “are
essential to attract and retain customer loyalty a key element of creating
brand equity in the present situation. Customizing the product (and
communication of its benefit) to meet the specific needs of various
consumer/customer sub-segments is the third element in creating brand
appreciation.

As far as allocation of time and financial resources are concerned, too

many companies mistakenly allocate a disproportionate amount on mere
advertising and promotion. This is not to say that advertising and promotion
are less relevant. On the contrary, with more choices and higher media clutter,
businesses need to budget for an increasingly higher spend on their brand
promotion but this has to be undertaken in tandem with enterprise-wide
“reengineering” of the business philosophy and core design, production, and
delivery operations for the product itself.

The positive spin to this argument is that by first addressing the

fundamentals, the enterprise itself becomes more competitive. This can be the
beginning of a virtuous cycle wherein brand equity continues to increase as the
enterprise sustains delivery of an appropriate product or service at an ever
increasing value.

It is, however, crucial to note that in the years to come, not only will the
cost of building a regional or a national (or an international) brand will
continue to rise but also the time taken to do so will be longer and will need
sustained and focused efforts.

Becomes the fastest private telecom company in the world to

achieve this milestone
 Enters into the league of the world’s top telecom companies, moves
towards top 5 global mobile companies

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  Adds last 25 Million in just 14 months, accelerates towards the 100
million customer mark
 Rapidly expands network, to roll out across all census towns and over
 5, 00,000 villages – covering over 95% of the population.

Bharti Airtel has achieved the distinction of becoming the fastest private
telecom company in world to achieve this landmark in a single country within
143 months of start of operations. The 50 million customer base covers mobile
as well as broadband & telephone customers. Commenting on this major
global landmark, Mr. Akhil Gupta, Joint Managing Director, Bharti Airtel said,
“We are delighted to have achieved this major landmark, which puts Bharti
Airtel amongst the top telecom companies in the world. It underlines the
strength of our unique business model and our vision to provide affordable
services like lifetime prepaid to customers across the length and breadth of the
country.  I would like to thank our partners for having shared our vision. This
milestone highlights the emergence of India as one of the top telecom markets
in the world and we are proud to have been at the forefront of this growth.
Going forward, we believe this growth momentum will remain intact and we
are gearing towards the 100 million customers mark.” 

Bharti Airtel crossed the 10 million customer mark in November 2004.

In July last year, it crossed the 25 million customer mark. The company added
the next 25 million customers in just 14 months. This is amongst the fastest
rate of customer additions by any telecom company in the world. Mr.
ManojKohli, President & CEO, Bharti Airtel added, “This is a very proud
moment for us and I would like to thank our 50 million customers for believing
in Airtel. It is a tribute to our commitment to provide best-in-class services to
our customers and lead the market with exciting innovations. We are
committed to create a world-class organization and benchmark it with the best

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in the world. As the market gets ready for the next wave of growth, we are
committed to expanding our telecom networks wider and deeper across the
country and partner India’s growth story.”

In the mobile business, Bharti Airtel plans to make considerable

investments in Network expansion to establish presence in all census towns
and over 500,000 villages across India by 2010, thereby covering 95% of the
country’s total population. The company’s strategic focus will be on further
strengthening the Airtel brand through best-in-class customer service, which is
backed by wide national distribution.

In the Enterprise business, Bharti Airtel will invest substantially in the

long distance business to achieve the scale of a global carrier within next
2years. It is also strengthening the corporate business towards becoming a
preferred managed services partner for the top 2000 corporations. In
Broadband & Telephone SBU, Bharti Airtel will initiate large-scale deployments
of broadband network infrastructure in 94 towns, with a sharp focus on the
home and SME segments. It is readying to offer triple play to its customers
with the launch of its IPTV service. The company is operating national DTH
operations in the name of DIGITAL TV. The company has two International
landing stations in Chennai that connects two submarine cables Systems - i2i to
Singapore and SEA-ME-WE-4 to Europe.

CHAPTER 2
2.1 ORGANISATION STRUCTURE

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2.2 SWOT ANALYSIS OF BHARATI AIRTEL

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 STRENGTHS WEAKNEES
Very focused
Price on
Competition
telecom. from BSNL and MTNL
Leadership
Untapped
in fast growing
Rural market
cellular segment.
Pan-India footprint.
The only Indian operator, other than VSNL, that has an international submarine cable.

The fast-expanding IPLC market.Competition from other cellular an

Latest technology and low cost advantage.
Saturation point in Basic telephony
Huge market.

OPPORTUNITIES THREATS

STRENGTH

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 VERY FOCUSED ON TELECOM Bharti Airtel is largely focused on the
telecom, around 93% of the total revenue comes from telecom(Total
telecom revenue Rs 3,326).

 LEADERSHIP IN FAST GROWING CELLULAR SEGMENT Airtel is holding

leadership position in cellular market.. Bharti Airtel is one of India's
leading private sector providers of telecommunications services based
on an aggregate of 27,239,757 customers as on August 31, 2006,
consisting of 25,648,686 GSM mobile and 1,591,071 broadband &
telephone customers.

 PAN INDIA FOOTPRINT Airtel offers the most expansive roaming

network. Letting you roam anywhere in India with its Pan-India
presence, and trot across the globe with International Roaming spread in
over 240 networks. The mobile services group provides GSM mobile
services across India in 23 telecom circles, while the B&T business group
provides broadband & telephone services in 92 cities.

 THE ONLY OPERATOR IN INDIA OTHER THAN VSNL HAVING

INTERNATIONAL SUBMARINE CABLES. Airtel, the monopoly breaker
shattered the Telecom monopoly in the International Long Distance
space with the launch of International Submarine cable Network i2i
jointly with Singapore Telecommunications Ltd. in the year 2002. This
has brought a huge value to the IPLC customers, delivering them an
option besides the incumbent carrier, to connect to the outside world.

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 WEAKNESS
 Price Competition from BSNL and MTNL. Airtel is tough competition
from the operators like BSNL nd MTNL as these two operators are
offering services at a low rate.

 Untapped Rural market. Although Airtel have strong Presence

throughout the country but still they are far away from the Indian rural
part and generally this part is covered by BSNL so indirectly Airtel is
loosing revenue from the rural sector.

OPPORTUNITIES
 THE FAST EXTENDING IPLC MARKET An IPLC (international private le
aced circuit) is a point-to-point private line used by an organization to
communicate between offices that are geographically dispersed
throughout the world. An IPLC can be used for Internet access, business
data exchange, video conferencing, and any other form of
telecommunication. Airtel Enterprise Services and SingTel jointly provide
IPLCs on the Network i2i. The Landing Station in Singapore is managed
by SingTel and by Airtel in Chennai (India). Each Landing Station has
Power Feeding Equipment, Submarine Line Terminating Equipment and
SDH system to power the cable, add wavelengths and convert the STM-
64 output to STM-1 data streams respectively.

 LATEST TECHNOLOGY AND LOW COST ADVANTAGE The costs of

introducing cellular services for Airtel are marginal in nature, as it needs
only to augment its cellular switch/equipment capacity and increase the
number of base stations. The number of cities, towns and villages it has
covered already works to its advantage as putting more base stations for
cellular coverage in these areas comes with negligible marginal cost.
Besides such cost advantages, it has also other cost advantages for the
latest cellular technology. As a late entrant into the cellular market, it
has dual advantage of latest technology with modern features, unlike
other private cellular operators who started their service more than 4-5
years back and low capital cost due to advantages of large scale buying
of cellular switch/equipment.

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 HUGE MARKET The cellular telephony market is presently expanding at
a phenomenal / whopping rate every year and there is still vast scope for
Airtel to enter /expand in this market. Besides there is a vast rural
segment where the cellular services have not made much headway and
many customers are looking towards Airtel for providing the service to
them. With its wide and extensive presence even in the remotest areas,
Airtel poised to gain a big market share in this segment when it expands
cellular services into the rural areas.

THREATS
 COMPETITION FROM OTHER CELLULAR It is time for BSNL to
improve/expand its cellular services. Fierce and cut-throat competition is
already in place with the markets ever abuzz with several tariff
reductions and announcement of attractive packages, trying to grab
most of the ‘mind share’ of the ‘king’ - ‘the consumer’, whose benefits
are increasing with passing of everyday. If BSNL is not innovative and
agile, its cellular service will be a flop. It needs to be proactive with
attractive packaging, pricing and marketing policies lest its presence in
the market be treated with disdain by the private cellular companies.
The launch of WLL services by Reliance Infocomm has aggravated the
situation.

 MARKET MATURITY IN BASIC TELEPHONY SEGMENT Although Airtel

entered in the basic telephony market it’s a biggest there for the
company as the basic telephony market has reached. It needs to be
proactive with attractive packaging, pricing and marketing policies lest
its presence in the market be treated with disdain by the private cellular
companies.

2.3 AIRTEL DISTRIBUTION CHANNEL

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 Airtel Company

Urban Rural area

area

Distributor Rural super

FSE Rural distributor

Retailer FSE

Retailer

Distribution procedure and Margins:

In Urban Areas

 Airtel directly supply its products to the distributors in Urban

Areas through Territory Manager
 Territory Manager distributes the products as per demand for
individual distributors, which is scheduled as per the target for
the territory.
 In urban areas the Margin for the Distributor is 1.3%.
 Distributor distributes the products to the FSEs’. Their job is to
supply those products to the Retailers

The Retailers margin is 2.7% (2.5% margin on RCV Rs.10/- and for
all other RCVs the margin is 2.7%).
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 In Rural Areas

Same procedure is followed in the rural areas but the distribution

system is completely different from Urban Area and the Margin is
also different Company’s supply system to the territory manager is
same procedure as per urban areas. The products at first
distributed to the RS (Rural Super).They have a margin of
0.7%.Products are supplied from the RS to the RD (Rural
Distributors).They have a margin of 1.1%.As per same Urban
system few FSB works under each RD and they supply the
products to the individual retailers. The retailers have a margin
of2.5% and 2.7% ( 2.5% on RCV of Rs. 10/- and 2.7% on other
RCVs) So, from this above analysis and distribution channel
system, the outcomes are.

 The company is spending nearly 4% in Urban Areas.

 In Rural Areas the company is spending a margin nearly
4.5%.(So the company has been taken a great step in sales
maximization in rural areas that they will be able to reduce
the margin and will not have a loss in rural areas.)

Stock system in distribution: The complete stock maintenance

procedure is categorically divided in two parts.

 Stock to be Maintained by Distributor

 Stock to be Maintained by Retailer
 In the case of Distributor: The distributor has to keep the
LAPU balance for minimum 7 days; Here 35% of the value
must be in RCV. In the case of Retailer:

2.4 SALES FORCE:

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Selection of sales force

They recruited separate department for sales and work of those

employee is to get or generate more and more revenue for
organization.

Training of Sales Force

After Recruitment they are trained their employee for effective

working and in this training period they guided employee. How,
when, where, what and to whom we they can sale their product.

Motivating of sales force

If because of some reason any employee is not able to do their best

performance in that case rather than any action they use motivation
as a tool for increasing morale of that employee.

Controlling of sales Force

They also control the sales force because they know the importance
of control system in organization. They are using these entire four
step for decide their sales force and each step they are also Check
they are doing right things or not and if they thing changes are
needed than they revised whole process again. That’s why we can
see the difference between Airtel sales growth and other challenger
and follower.

Sales Force Automation

A sale force automation is a system that automatically records all the
stages in the sales process. this include a contact management system
which tracks all contact that as been made with a given customer, the
purpose of the contact and any follow up that might be required.

2.5 LITERATURE REVIEW

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CUSTOMER SATISFICTION
It's a well known fact that no business can exist without customers. In
the business of Website design, it's important to work closely with your
customers to make sure the site or system you create for them is as close to
their requirements as you can manage. Because it's critical that you form a
close working relationship with your client, customer service is of vital
importance. What follows are a selection of tips that will make your clients
feel valued, wanted and loved.

Customer Satisfaction in 7 Steps:-

1. Encourage Face-to-Face Dealings:
This is the most daunting and downright scary part of interacting
with a customer. It's important to meet your customers face to face at
least once or even twice during the course of a project. My experience
has shown that a client finds it easier to relate to and work with
someone they've actually met in person, rather than a voice on the
phone or someone typing into an email or messenger program. When
you do meet them, be calm, confident and above all, take time to ask
them what they need. I believe that if a potential client spends over half
the meeting doing the talking, you're well on your way to a sale.

2. Respond to Messages Promptly & Keep Your Clients Informed:

This goes without saying really. We all know how annoying it is to
wait days for a response to an email or phone call. It might not always be
practical to deal with all customers' queries within the space of a few
hours, but at least email or call them back and let them know you've
received their message and you'll contact them about it as soon as
possible.

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3. Be Friendly and Approachable:
You can hear a smile through the phone. This is very true. It's very
important to be friendly, courteous and to make your clients feel like
you're their friend and you're there to help them out. There will be times
when you want to beat your clients over the head repeatedly with a
blunt object - it happens to all of us. It's vital that you keep a clear head,
respond to your clients' wishes as best you can, and at all times remain
polite and courteous.

4. Have a Clearly-Defined Customer Service Policy

This may not be too important when you're just starting out, but a
clearly defined customer service policy is going to save you a lot of time
and effort in the long run. If a customer has a problem, what should they
do? If the first option doesn't work, then what? Should they contact
different people for billing and technical enquiries? If they're not
satisfied with any aspect of your customer service, who should they tell?
There's nothing more annoying for a client than being passed from
person to person, or not knowing who to turn to. Making sure they
know exactly what to do at each stage of their enquiry should be of
utmost importance. So make sure your customer service policy is
present on your site -- and anywhere else it may be useful.

5. Attention to Detail (also known as 'The Little Niceties')

Have you ever received a Happy Birthday email or card from a
company you were a client of? Have you ever had a personalized
sign-up confirmation email for a service that you could tell was typed
from scratch? These little niceties can be time Consuming and aren't
always cost effective, but remember to do them. Even if it's as small
as sending a Happy Holidays email to all your customers, it's

30 | P a g e
 something. It shows you care; it shows there are real people on the
other end of that screen or telephone; and most importantly, it
makes the customer feel welcomed, wanted and valued.

6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them
Out:-
Sometimes this is easier said than done! However, achieving
this supreme level of understanding with your clients will do wonders
for your working relationship.

7. Honor Your Promises

It's possible this is the most important point in this article. The
simple message: when you promise something, deliver. The most
common example here is project delivery dates. Clients don't like to be
disappointed. Sometimes, something may not get done, or you might
miss a deadline through no fault of your own. Projects can be late,
technology can fail and sub-contractors don't always deliver on time. In
this case a quick apology and assurance it'll be ready ASAP wouldn't go
amiss

CHAPTER 3

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 DATA ANALYSIS

1. WHICH MOBILE SERVICE YOU ARE CURRENTLY USING?

A) RELIENCE B) AIRETEL C) DOCOMO D) IDEA E) VODAFONE

RELIANCE AIRTEL DOCOMO IDEA VODAFONE

7%
12%

17%

4%

59%

Out of 150 samples 60% of the customers are using airetel next 12%
customers are using reliance,7% of the customers are using
vodafone, 17% are using idea and 4% are using docomo.

RELIANCE 18
AIRTEL 88
DOCOMO 6
IDEA 25
VODAFONE 11

2. How was the network of airtel in your area?

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 a) Excellent b) average c) good d) bad

11%

12%
excellent
average
good
18% 60% bad

60% of the customers said that the network was excellent, 18% customers
opted for average, 12% opted for good, 10% opted for bad.

excellent 85
average 25
good 17
bad 15

3. Comment on the availability of the recharge vouchers?

a) Available b) not available c) rarely available

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 7%
7%

avilable
not avilable
rarely avilable

87%

87% of the customers opted for available, 6% of them opted for not available,
7% of them opted for rarely available.

avilable 130
not avilable 10
rarely avilable 10

4. How often you recharge your mobile?

a) Daily b) once in a week c) once in a month

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 23
daily
once in a week
once in a month

39 88

Out of 150 samples 88 customers recharge their mobiles daily, 39 customers

recharging once in a week, 23 customers opted once in month.

daily 88
once in a week 39
once in a month 23

5. Are you satisfied with the promotional offers providing by airtel?

a) yes b) no

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 28%

yes
no

72%

Out of 150 respondents 72% of the customer opted for yes which says that
they ate satisfied with the promotional offers providing by airtel and 28% of
the respondents are not satisfied with the offers providing by airtel.

yes 108
no 42

6. Comment on the advertisements of airtel?

a) Good b) bad c) cache

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 50

75 good
bad
cache

25

Out of 150 respondents 75 customers said that the advertisements of airtel are
good, 25 respondents opted for bad and 50 respondents said that the
advertisements are cache.

good 75
bad 25
cache 50

7. Are you satisfied with the customer service providing by airtel?

a) yes b) no

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 37

yes
no

113

yes 113
no 37
The customer service is the most important aspect in the telecom industry
which laid a bridge between the company and the customer to solve their
problems and to take their valuable suggestions. Out of 150 respondents in my
survey 113 customers said that they are satisfied with the customer service, 37
customers opted that they are not satisfied.

8. Which offer you like most in the recent times?

a) 1p/sec b) unlimited sms c) full talk time d) STD offer

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 10
25 45

1p/sec
sms
talktime
std offer

70

1p/sec 45
sms 70
talktime 25
std offer 10

This question analysis the offers and the different marketing developments of
airtel in the current market scenario out of 150 respondents 45customers
opted for 1p/sec,70 customers opted for sms offer,25customers opted for
talktime offers,10 customers opted for std offers.

9. Which sector you want to improve in airtel?

a) Offers b) network c) talk time d) customer care

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 9
20
offers
network
78 talktime
customer care

43

offers 78
network 43
talktime 20
customer care 9

This question gives the opinion of the customers in the sectors which they
want to improve out of 150 respondents 78 customers opted for offers, 43
customers opted for network , 20 customers opted for talk time, 9 customers
opted for customer care.

10. Which mobile service you like other then airtel?

a) Reliance b) docomo c) idea d) Vodafone

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 41

59
RELIANCE
DOCOMO
IDEA
VODAFONE

25

25

RELIANCE 59
DOCOMO 25
IDEA 25
VODAFONE 41

This question helps us to find out the opinion of the customers on the other
networks on which they are interested out 150 respondents 59 opted for
reliance, 25 customers opted for docomo,25opted for idea,41 customers opted
for vodafone.

11. Overall satisfaction on the services providing by airtel?

a) Excellent b) good c) satisfied d) Un satisfied

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 6%

15%

excllent
good
satisfied
unsatisied
19% 61%

excllent 91
good 28
satisfied 22
unsatisied 9

This question explains the over all satisfaction of the customers on the
services provided by airtel out of 150 respondents 60% customers opted for
excellent, 19% customers opted for good, 15% opted for satisfied, 6%
customers said that they are not satisfied with the services.

CASE STUDY
REPOSITIONING AIRTEL

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The above realization led to the launch of the ‘Leadership Series'campaign,
which featured successful men and women with their deluxe cars, carrying
laptops and using cell phones. A company source said that the campaign was
aimed at positioning Airtel as an aspiration brand, which was meant for leaders
and celebrities. The surveys conducted after the launch revealed that people
began associating three core benefits with the Airtel brand – Leadership,
Performance and Dynamism. Other supportive values associated with the
countrys efficiency The campaign was reportedly successful and resulted in a
marginal improvement in Airtel's performance. By 1999, Bharti had become
the leading cellular player in Delhi (its major market) with a subscriber base of
over 0.38 million. However, the growth was still much below the company's
expectations. 

Meanwhile, as the competition in the sector intensified, the

government also decided to reduce tariff rates. As a result, the players made
all efforts to extend their horizons to reach customers across all sections. Essar,
the nearest competitor of Airtel, began offering tariff plans, schemes and
services that were identical to that of Airtel. Much to Airtel's chagrin, Essar's
subscriber base began nearing that of Airtel. In early-2000, in its attempt to
understand the customer's psyche, Airtel conducted many brand tracking
exercises. These exercises revealed that though the Leadership campaign had
been effective, it failed to attract more customers, as it had failed to add an
emotional dimension to the brand. Analysts perceived the brand to be distant,
efficient and cold. In words of Preet Bedi, Director, Lowe India, “The brand had
become something like Lufthansa — cold and efficient. What they needed was
to become Singapore Airlines, efficient but also human.” The surveys also
revealed that the concept of leadership was itself undergoing a
transformation. The public increasingly perceived leaders as people who
worked with a team to achieve common objectives rather than those who
dictated terms to their subordinates. The surveys indicated that 50% of the
new subscribers bought a cellular phone service brand on the basis of
suggestions made by their friends, colleagues or family members. On account
of this information, Bharti realized that its existing customer base could be
used to promote the brand and expand its market (as these customers could
endorse the brand) and thus focused on building a close relationship with
them.

According to company sources, these brand-tracking exercises helped it

realize the fact that in a business where customer relationships were of
paramount importance, lacking an emotional or humanized touch was a major

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weakness. Hence, to gain a competitive advantage, Bharti decided to humanize
the Airtel brand. Commenting on the decision, a senior executive of Essar said,
“The leadership series was okay when you were wooing the crème de la crème
of society. Once you reached them you had to expand the market so there was
need to address to new customers.” The new commercials developed for this
campaign reflected humane, aspiration, family-centric and softer brand values
while promising easy reach. Bharti also created a new logo for the Airtel brand,
which had red, black and white colours with ‘Airtel' en wrapped in an eclipse.
The tagline ‘Touch Tomorrow ‘was placed below in lower  
THE NEW AIRTEL LOGO AFTER THE TOUCH TOMORROW CAMPAIGN

The campaign was first rolled out in the states of Karnataka, Madhya Pradesh,
Himachal Pradesh and Chennai. As a part of this campaign, Airtel also shifted
its focus from SEC, audiences to SEC B audiences. The company also increased
its Touch Point network (Airtel's shop-in-shop points at various departmental
stores and lifestyle establishments).In line with its repositioning efforts; Bharti
also revamped the entire Airtel network including Airtel Connect centres. As a
part of this, Bharti focused on giving a contemporary look to Airtel Connect
centres with e-kiosks, facades, collaterals, signage merchandising material. It
also changed the color scheme of these outlets by adopting a coordination of
red, black and white to give the outlets a soothing, soft but classy look. The
dress code at these outlets was also changed. Men wore black trousers and a
white shirt bearing the Airtel logo with and a red tie. While women sported red
tops and black trousers with ivory, Schiff scarves. While the Touch Tomorrow
campaign was still running, Bharti announced a major brand restructuring
exercise at the corporate level. This was done in order to facilitate its entry
into new areas of the telecom sector and establish itself as a global telecom
brand.

In early-2000s, Bharti unveiled a three-tier Airtel brand architecture that was

aimed at defining every service with a special brand name and place them
under a mother brand (Refer Table III). Commenting on the new brand
architecture, Sachdev said, “All convergent technologies in the sphere of
telephony will be a part of the new brand architecture.” Commenting on this
initiative, Sandeep Goyal, President, Reinfusion DY&R (Brand

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Communications), said “An Equity Research undertaken by ORG-MARG and
quarterly Brand Track studies by IMRB have given us insight into the needs of
tomorrow's consumer. The new branding initiative takes into cognizance the
findings that consumers consider Airtel as a brand of the successful people and
a preferred address.” As a part of the restructuring efforts, the basic telephone
services of Bharti were brought under the Touchtel brand and the National
Long Distance (NLD) telephony under the ‘India One' brand. Though the cost of
creating new brands was high, the company was inclined to create
independent brands for its various services. The Bharti brand and Magic (the
prepaid cellular brand) were not included in the Airtel brand architecture, and
they continued to operate as distinct brands.

Moreover, as a more towards product segmentation, the Internet-Interface

services (WAP) offered to cellular users were brought under the brand name
‘Tango'in 2001. Commenting on the launch of Tango, a senior Bharti official
said, “The idea was to bring Internet and mobile in perfect harmony.”
However, Tango was not as successful as Bharti had expected it to be. 
The company sources mainly attributed this to the limited utility and
inefficiency of WAP services. Soon the company discontinued the
advertisements for Tango. However, the brand was retained for the company's
permanent Internet connectivity (GRPS ) services (on its cellular phones).
Bharti also decided to introduce a tariff plan (specifically) to attract the youth.
The service, called Youtopia, planned to cash in on the fact that with reduced
tariffs, cellular phones would become accessible to teenagers. By targeting
youth in the age-group 14-19 years, Bharti planned to expand the customer
base, which was presently limited to the older age groups. Youtopia was a
clear deviation from Airtel's earlier positioning as a brand for older people
symbolizing dignity and power. Youtopia offered lower tariff rates (at Re 0.25
for 30 seconds) at night. Special merchandising exercises were also
undertaken. For instance, a special portal was created, where young people
could buy or bid for goods.  the Airtel and Touch Tomorrow campaign became
very popular. Therefore, Bharti's decision to withdraw this campaign (Touch
Tomorrow) in 2002 came as a surprise to many. The new campaign was
accompanied by a change in the logo as well (Refer Figure II). The idea behind
the new logo was to give Airtel a younger look. The logo (with new design and
colour pattern) symbolized innovation, energy and friendliness.

THE NEW AIRTEL LOGO

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As part of its restructuring and repositioning exercise, Bharti unveiled a new
brand architecture that replaced the three-tier architecture. The proposed
two-tier architecture was categorized under two heads – wired and wireless.
All the wireless products were placed under the Airtel brand, which also
included Tango, Free net and Magic. According to company sources, the
objective of this new architecture was to establish Bharti as a global telecom
company. The company reportedly allocated Rs 1 billion for media coverage
and other brand building activities. Commenting on the new brand identity of
Airtel, a Bharti spokesperson said, “Airtel's brand identity and campaign will
now have a new younger and international look and feel that builds on the
earlier positioning of ‘Touch Tomorrow,' injected with renewed energy and
heightened optimism.”

According to a Cellular Operator's Association of India (COAI) report,

the cellular market in India was one of the fastest growing markets of the
decade. As per the report, there were over 8.17 million cellular subscribers in
India and the number was expected to grow to over 12 million and 120 million
by 2003 and 2008 respectively. With such high potential, almost all the players
were seen focusing on their positioning, advertising and promotional efforts
and on building strategic partnerships. Bharti was also making efforts to retain
its position as the market leader (Refer Exhibit III for a note on Bharti's moves
on the strategic level).However, it still remains to be seen whether the latest
round of repositioning and the strategic partnerships would help Airtel sustain
the competition and retain its leadership in the market. The shift to Live Every
Moment from Touch Tomorrow had nevertheless, proved that Bharti is
consistently on the lookout for best marketing strategies for Airtel .

ARTICLE ON AIRTEL
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Bharti: We pay more for airwaves than others [Telecom]

Times of India, the, Aug 6, 2010

NEW DELHI: Bharti Airtel has hit back at allegations that it was holding
excess airwaves and told the communications ministry that it has
provided best returns to government for the spectrum it held. The Sunil
Mittal-promoted Telco has told telecom minister A Raja that other mobile
phone firms such as Tata’s and Reliance Communications hold same
amount of spectrum but pay 5-6 times lower levies when compared to it.
All telecom companies currently share between 2-6% of their revenues
with the government as spectrum usage charges. Bharti said that in 2009-
10, the company paid 1,265 crore towards spectrum usage charges as
against 192 crore and 217 crore for Reliance Communications (RCOM)
and Tata’s, respectively. During the same period, Bharti, in its
communication to Raja, claimed that it paid 152 crore for every MHz of
spectrum that it had when compared to 20 crore/MHz and 30 crore/MHz
paid by RCOM and Tatas, respectively Besides, Bharti has also added that
based on current revenues and factoring a marginal 8% growth, in the
next 10 years, it would pay about 20,000 crore towards spectrum fee as
compared to 2,864 and 2,627 crore by Reliance Communications and Tata
Teleservices, respectively.

SUGGESTIONS

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Following are the few suggestions to AIRTEL for improving the market share
and image of the products concerned.

1. PRODUCT
*Modification must be brought about in AIRTEL, in terms of quality. Its demand
should be increased.

2. PLACE
* The brands must be made available easily in, PCO &general stores.

3. PROMOTION
*Company must undertake extensive promotional activities like
advertisements must be released in different Medias to create brand
awareness.

*Free samples should be distributed among the prospects. Sales promotion

tools like gifts, contests and coupons must be given to retailers as well as
customers and prospects.

* Catalogues should be distributed among customers.

*To ensure better customer satisfaction & maintain higher level of Customer
relationship management, the billing department has to be more effective &
efficient.

*To retain existing customers means offering the best scheme. This would
automatically attract new customers. Airtel need not spend on advertisement
to attract new customers.

*Airtel should continue to offer the best toppings to stay at the top. There
should be no compromise in quality and the network facility

Recommendations
48 | P a g e
There are following suggestions for marketing strategies for Airtel-

 BhartiAirtel needed to maximize its future flexibility and growth

potential adopting business-driven framework of integration,
allowing it to implement and deliver new services rapidly. With
competition intensifying in the Indian telecom services market,
needed to find a way to focus on developing new services that
could set it apart from the competition and strengthen its
customer relationships.
 Improved cross-selling and targeting and a more seamless,
efficient total customer experience through end-to-end
integration customer-facing processes.
 Optimization of business processes and infrastructure, through
flexible, standardized integration framework, is needed.
 Outsourcing of technology will provide BhartiAirtel to focus
resources on growing the business.
 Flexible pricing model will enable Bharti Airtel to avoid major
increases in capital expenditure

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 CONCLUSION
After analyzing the findings of the research, I can conclude that Airtel
lagged behind its competitors as far as customer service and availability is
concerned. The maximum no. of people who use the mobile is in the age group
of 20 to 30. Cash cards are the most popular type of mobile connections, as
they are consumer friendly and recharging the connection is not a problem.
Maximum no. of people spends RS 500 on their connections. As Airtel is the
only company having the maximum no of mobile connections so it must
seriously look into the loop holes of the existing customer service department.

As we know that now airtel has already launched its product with
logo “’ Aisi azaadi aur kahan”’ has already became popular in market. So we
can say that inspite of so many competitor in the market Airtel is having a good
position just because every time, it tries its best to understand the need of its
important customer.

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 QUESTIONNARE

Measurement of customer satisfaction on Airtel

NAME:

AGE:

OCCUPATION:

1. Which mobile service you are currently using?

a)Reliance b)Airtel c)Docomo d)Idea e)Vodafone

2. How was the network of Airtel in your area?

a) Excellent b) average c) good d) bad

3. Comment on the availability of the recharge vouchers?

a) Available b) not available c) rarely available

4. How often you recharge your mobile?

a) Daily b) once in a week c) once in a month

5. Are you satisfied with the promotional offers providing by airtel?

a) yes b) no

6. Comment on the advertisements of airtel?

a) Good b) bad c) cache

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7. Are you satisfied with the customer service providing by airtel?

a) yes b) no

8. Which offer you like most in the recent times?

a) 1p/sec b) unlimited sms c) full talk time d) STD offer

9. Which sector you want to improve in airtel?

a) Offers b) network c) talk time d) customer care

10. Which mobile service you like other then airtel?

a) Reliance b) docomo c) idea d) Vodafone

11. Overall satisfaction on the services providing by airtel?

a) Excellent b) good c) satisfied d) Un satisfied

12. Would you like to give your suggestions to improve the satisfaction level

Of customer?

a) Yes b) no

If yes specify you are suggestions

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Bibliography

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www.airtelworld.com
www.google.com
www.india.com
www.trai.gov.in

www.hindustantimes.com

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