Airtel Mobile Services: A Project Study Report On Training Undertaken at

A
Project Study Report

On
Training Undertaken at
Airtel Mobile Services
Titled
PERFORMANCE APPRAISAL
Submitted in partial fulfillment for the

Award of degree of
Master of Business Administration
Submitted By:-
Submitted To:-
Mukesh Urmaliya
Dr. Sonal Jain
MBA III Sem.
(HOD)
2007-2009
Deepshikha College Of Technical Education, Jaipur

(Affiliated to University of Raj. & Raj. Technical University,
Approved by AICTE, Ministry of HRD, Govt. of India)
Preface
Quite frequently these days people talk of practical knowledge, both in academic
institutions and outside. At each and every aspect in life we require some sort of theoretical
and practical knowledge too.
It means only classroom lecture may not be enough to get the proper knowledge either in
the business field or social life.
Keeping all this in view, the present report has been written for the promotion the brand
position of Bharti Airtel in the highly competitive environment and to study the consumer
behavior by working as a promoter at Modern Trade Centers.
I am grateful to all those who have helped me in the successful completion of this report.
I hope I have tried my level best in making this Report.
If there is any error, in this Report I want to apologies for that.
Acknowledgement
I express my sincere thanks to my project guide, Mr.Rohit Mogra, Designation Assistant
manager, Deptt. Human Resource, for guiding me right from the inception till the successful
completion of the project. I sincerely acknowledge him for extending their valuable
guidance, support for literature, critical reviews of project and the report and above all the
moral support he had provided to me with all stages of this project.
I would also like to thank the supporting staff Mr. Rajiv Goyal H.R deptt., for their help and
cooperation throughout our project.
Mukesh Urmaliya
EXECUTIVE SUMMARY
This project report presented contains detail my summer training assignment. This is a part
of my curriculum of M.B.A. program (2007 2009) Rajasthan Technical University. The
training was conducted in Airtel Mobile services at Jaipur.
The project assigned for the period of 45 days was MARKET SURVEY in Airtel Mobile
Services and also to find the Market share of Airtel Mobile Services in comparison to other
communication companies. The aim of this project was Evaluating and Managing the
Market position of Airtel Mobile Services
among customers on different parameters,
creating awareness about the various plans of the company, brand image and generating
leads for future business prospects.
Bright highlight of the methodology used for the survey project:1) Filling the questionnaires by various individuals which are given by my project guide.
2) Sampling on cluster random basis.
3) Coding
4) Analysis
5) Final report construction
In the current business scenario, to know about the competitors marketing policies and
schemes is equally important as emphasizing on companys own policies.
CONTENTS
1. Indian Telecom Industry
2. Cellular Operator
3. Brief history of Organization
4. Organizational Structure
11
5. Market Share
12
6. Product
13
7. Channel Marketing
21
8. Brand Promotion
34
9. Services
40
10. Performance Appraisal
41
11. Dynamic Representation
42
12. Research Objective
62
13. Research Methodology
63
14. Title of the Study
63
15. Duration of the Project
63
16. Objective of the study
63
17. Scope of the Study
64
18. Interpretation
66
19. SWOT Analysis
67
20. conclusion
69
21. Suggestion
70
22. Questionnaires
71
23. Bibliography
73
Indian Telecom Industry
Path to Growth
The cellular phone industry is one of Indias rapidly growing industries. Its average per
annum growth rate has been a phenomenal 85%. By the end of 2006the Indian cellular
phone industry had over 10 million subscribers. The industry has under gone a number of
changes over the years. The national telecom policy 1999 was an important landmark in the
development of the cellular telecom industry in India: the tariff rationalization and policy
regulation introduced in the policy helped the industry go at the place it did.
The years 2005and 2006saw an increase in level of competition in the industry with more
operators being given license and fixed line providers also entering the mobile market. In
2007 Telecom Regulatory Authority of India (TRAI) announced regulation of interconnects
user charges to resolve conflicts between cellular operators and fixed line operators.
Economic theory suggests that there is a positive correlation between infrastructure and
economic development. Telecommunication is one of the most important types of
infrastructure. Communication is said to be the life-blood of economic activity. Systems of
communication assume critical importance when globalization and contraction of
geographical distance have become the order of the day. International studies indicate that
for every one percent increase in the tele density (penetration rate of telecommunication) of
a country, there is a corresponding increase of three percent in the gross domestic product
of the country.
The Genesis of the Industry

The govt. of India recognizes the importance of the telecommunications (telecom) sector
and has given it due importance. The telecom sector is broadly divided into two types of
service providers- basic telephony and cellular telephony.
Basic Services: the major players providing basic services are BSNL, the Tata Tele services
and reliance, which use the code division multiple accesses (CDMA) standard, which
provides limited mobility. Using CDMA, calls can be made to and received from certain fixed
areas.
Cellular Services: Operators providing cellular services use the global system for mobile
communication (GSM) standard: using this, call can be made to and received from any
place. The major players in this segment are Bharti, Hutchison BPL and Idea.
The telecom sector requires very heavy investment (The National Telecom policy-1994
estimated a resource gap of Rs. 230billion for the telecom targets of the eight five year
plan, 1992-1997 to be met). To meet the resource requirement and achieve the nations
telecom targets, the government decided to invite the participation of private players, and
the telecom sector was opened up in 1992. (The early 1990s was a period of economic
liberalization in India. Liberalization was initiated on a large scale through the industrial
6
policy Statement of 1991). The policy abolished the regime of public sector supremacy and
paved the way for private participation in the economy).
Cellular mobile services were one of the first areas to be opened up for private participation.
Initially to easy operations, the country was divided
into four metropolitan cities and 19 circles, which were roughly analogous with the
geographic boundaries of the states of India. Cellular licenses were given to the private
players, first in the four metropolitan cities in 1994 and then for the 19 other telecom circles
in 1995. The first metro cellular network started operating in Kolkata in August 1995.
The Usefulness of Telecom

India has a huge disparity of income among its people. One reason for this is the lack of
education. In the days when telecom was a state monopoly, the government introduced
education classes through the state run TV channel. Even now, these classes are watched
by huge numbers of students who cannot afford to go to regular schools/colleges. An
estimated 3.5 million students are enrolled in various distance education universities
throughout the country. Some foreign universities have seen this potential market and set
up programs.
Computer education is a route to generating more employment and prosperity. Due to the
lack of proper telecom infrastructure in the interiors of the country, there is general lack of
awareness of global developments. The spread of telecommunications will help tap this
potential market and the sheer magnitude of the market will continue to beckon global
players for years to come.
Entrance of private telecom operators various reports examines the emergency of
innovation and value creation for enhancing customers experience, as a result of
increasing competition in the Indian telecom industry during the late 1990s and early 2000s.
The report provides a detailed account of the evolution of the Indian telecom industry. It
traces various developments in the industry before, during and after the liberalization of the
Indian telecom sector.
It also provides information about the increasing popularity of cellular services, which led to
the emergence of several private telecom operators like BhartiTeli Ventures, Hutchison
Essar Telecom India, Idea Cellular Ltd., Reliance Communication and Tata Teleservices,
etc. Due to the huge market potential even public sector undertakings like BSNL and MTNL
have also begun offering cellular services apart from basic wire line services in February
2004. Bharti Airtel Telecom India Limited (Airtel)Indias leading GSM service provider
entered the Pre paid and Post paid mobile services segment by offering subscription
schemes that allowed customers to make use of a digital mobile phone service at an
affordable price.
CELLULAR OPERATORS
Bharti
BPL
Tata Teleservices
Idea Cellular
Reliance Communication
BSNL
MTNL
Vodafone
Vergin
MTNL (Mahanagar Telephone Nigam Limited):

MTNL, which was the first to launch limited mobility services in 1999, has less than
1.5 lakh customers. While the decline in fixed-line subscribers can be attributed to the
entry of private operators and MTNLs lack of aggression.
The GSM network of MTNL expanded to 2.25 lakh lines in both the metros and WLL
capacity was expanded to 1.8 lakh line in Delhi and 1.48 lakh lines in Mumbai. The
CDMA network was upgraded to 2000-1X.
Corporate office:
9, Door Sanchar Sadan,
CGO Complex, Lodhi Road,
New Delhi-110003
INDIA
CMD: R.S.P. Sinha
Service Area: Delhi & Mumbai
Brand Name: Dolphin
Technology Used: GSM and CDMA
Customer Base:
In delhi-145422
In Mumbai-165495
No. of operating circles: 2
Reliance Infocomm:
Reliance Telecom limited has been promoted by India's largest private sector
company, Reliance Industries limited with minority equity participation by Bell Atlantic
- NynexInc. Reliance Telecom's major coverage lies in the eastern region of the
country, where there is an opportunity to supplement the existing fixed line network
which has remained underdeveloped due to historical reasons. Reliance Telecom
9
has been successful in a short span of time in setting up network and providing
cellular services across seven Circles with networks covering six contiguous circles
in Central and Eastern India.
Corporate office:
Reliance Infocomm Ltd.,
Dhirubhai Ambani Knowledge City,Thane, Belapur Road,
Navi Mumbai 406 709
INDIA
CMD: Mukesh D.Ambani
Service Area: Assam, Bihar, HP, MP, NE, Orissa, and West Bengal
Brand Name: Reliance Mobile
Technology Used: CDMA
Customer Base:
Hp- 11139
Bihar: 216270
Orissa: 77556
Assam: 42636
N.E.- 9390
M.P.- 177295
W.B. & A&N- 79132
IDEA Cellular
IDEA Cellular Limited, formerly known as Birla, Tata AT&T Communication Limited,
was launched in the Gujarat circle in January 1997 and in the Maharashtra Circle
(excluding Mumbai, including Goa) in March 1997.
Corporate office:
11/1, Sharda Centre, Eranwadane,
Off. Karve Road, Pune 411 004
INDIA
10
CEO: Vikram Mehmi

Service Area: Gujarat, Maharashtra, AP, MP and Delhi (Metro)
Brand Name: Idea
Technology Used: GSM
Customer Base:
Delhi- 339594
Maharashtra 700766
Gujarat 308027
A.P 333220
M.P. 216899
Vodafone
Vodafone Telecom is a part of Hutchison Whampoa Limited (HWL), a Hong Kong based
Fortune 500 company operating in 41 countries spread across the Asia Pacific region,
Europe and America. It is one of the largest companies listed on the Hong Kong Stock
Exchange. Hutchison Telecom is also recognised as one of the first cellular operators in
the world, having started its services way back in 1985.
Corporate office:
Vodafone Telecom Limited
Hutch House
Peninsula Corporate Park,
Ganpatrao Kadam Marg,
Lower Parel, Mumbai - 400013
11
CMD: Asim Ghosh

Service Area: Mumbai (Metro)
Brand Name: Orange
Customer Base:
In Mumbai- 873592
No. of operating circles:1
Service area AP, Karnataka, Chennai, Delhi (Metro), Kolkata (Metro)
Cutomer base:
Delhi- 875826
Chennai 88278
Kolkata- 399695
Karnataka 154278
No. of operating circle - 5
Bharti Cellular Service:
Bharti became a billion dollar company with the revenue of Rs. 5003 crores. The
company background has been discussed in Detail Below:
CMD: Sunil Bharti Mittal
Service Area: Delhi, Chennai, kolkatta, Maharashtra, Gujarat, A.P., Karnataka, Tamil
Nadu, Kerala, Punjab, Haryana, U.P.(W), M.P., H.P., Bihar, Orissa.
Brand Name: Airtel
12
BRIEF HISTORY OF ORGANIZATION
Bharti Airtel established its presence in India in 1994 by acquiring the cellular license for
Mumbai. It now has operations in 16 circles accounting for 70% of India's mobile customer
base. With over 27.7 million customers, it is one of India's most reputed telecom
companies.
Bharti Airtel, under the Airtelbrand, over the years, has been named the 'Most Respected
Telecom Company', the 'Best Mobile Service in the country', and the 'Most Creative and
Most Effective Advertiser of the Year'.
Bharti Airtel is now part of Airtel - the world's leading international mobile communications
company. Airtel now has operations in 26 countries across 5 continents and 36 partner
networks with about 225 million proportionate customers worldwide. Airtel has tied up with
Essar as its principal joint venture partner for the Indian operation.
The Airtel Group is one of India's largest corporate houses with interests spanning the
manufacturing and service sectors like Steel, Oil & Gas, Power, Telecom & BPO, Shipping
& Logistics and Engineering & Constructions. The Group has an asset base of over Rs.20
billion (US$ 4.4.billion) and employs over 4000 people.
Company logo
13
MOBILE FOOTPRINTS
The key demographics of Bharti Tele-Ventures' mobile circles are set forth
below:
All
Bharti
Bharti as % of All
India
Circles
India
22
16
73%
Area of the circles (in '000 sq km) 3,278
1,848
56%
Market Mobile subscribers in the 29.21

licensed areas (in Mn)
26.77
92%
Number of circles
14
The map below depicts the location of, and provides certain information for, Bharti TeleVentures' existing mobile circles in India:
15
Demographics of Maharashtra and Tamil Nadu do not include demographics of state

capitals (metros) Mumbai and Chennai respectively.
Demographics of Haryana does not include Faridabad & Gurgaon as they are included in
Delhi & NCR. Similarly demographics of Uttar Pradesh (West) & Uttaranchal does not
include Noida & Ghaziabad as they are included in Delhi NCR.
COMPANYS QUALITY POLICY
QUALITY AND CUSTOMER SATISFACTION IS OUR BASIC BUSINESS PRINCIPLE.

Bharti Airtel is committed to strive for the leadership in its product market by way of
continuous improvement in the quality of its products and services and meeting the
customer needs in time and every time at competitive price.
This shall be achieved through continuous up gradation of technology and process
improvement by involving all the employees, vendor, dealer and customers.
16
ORGANISATIONAL STRUCTURE
Jitendra Rahi (CEO)

Chief Manager
Additional
Chief Security
Officer
Chief Manager
establishment
Senior Manager
Administration
& Welfare
Senior Manager
establishment
Senior Manager Manager of

Time Officer
Recruitment
Senior Manager
Medical
Industrial
Training
Senior Manager
(CP & HRD)
Hindi Cell
17
Paper
Library
Engineer
Manager
Provident
Fund &
Pension
Clipping
And
Printing
The market share:

COMPANY
REVENUE
SUBSCRIBER
VALUATION
(Rs.Crore)
BASE(million)
(Approx.)
Bharti Airtel
18,250
60
$40 bn
Reliance Comm.
4,874
44
$30 bn
Vodafone Essar
NA
44
$28-30 bn
39,750
33
$55 bn
NA
24
$16 bn
Idea Cellular
5,694
21
$18 bn
Spice Comm.
28,522
3.5
$1.5 bn
MTNL
1,220
$3 bn
Shyam Telelink
160
2.5
$116 mn
HFCL Infotel
NA
0.4
$90 mn
BSNL
Tata Tele Services
*source: Businessworld
18
PRODUCTS
Airtel Prepaid Plans

Features: Total Cost Control
Pre activated STD/ISD without deposits or rentals
Strong Network Coverage
Instant Balance and Validity Enquiry
Recharge your Airtel Prepaid
Prepaid Roaming
More with Airtel Prepaid
Reach us Anytime Anywhere
Total Cost Control

Total Cost Control with Airtel Prepaid like never before. No more rentals or deposits
19
simply recharge as much as according to need to from as low as Rs. 10, to as high as Rs.
10,000/-.
Pre activated STD/ISD without deposits or rentals
Pre activated STD/ISD without deposits or rentals on Airtel Prepaid. No more paying
deposits or having a minimum balance in users account to make an STD/ISD call. Hasslefree calls are here to stay!
Enjoy complete clarity when calling with Airtels world-class technology and unbreakable
network coverage that spans over 23 circles across the country
Instant Balance and Validity Enquiry

Users account balance is updated on the screen of his handset at the end of each
chargeable call. User can also call 123 from his mobile phone and listen to the voice
announcement or simply dial *123#, press 'OK' or 'YES' button and his account balance will
be displayed on the screen of his handset.
Recharge your Airtel Prepaid
Recharging is Easy. The calling value on Users card keeps reducing as he make calls or
use any other chargeable service. Choose the Airtel Prepaid Recharge Coupon thats right
for you, from a variety of tailor made recharge coupons with different denominations,
which are available at a number of outlets across your city. Simply follow the procedure
mentioned below, to recharge your phone.
Gently scratch the silver panel on the reverse of the recharge card for a 16-digit
number.
Call '123' and choose your preferred language.
Follow the voice announcement and enter the 16-digit recharge number, when
requested.
More Recharge options:
20
Flexible recharge voucher

This unique recharge voucher gives you the option to choose between validity or talktime,
as per your need.
Easy Recharge
Recharge your Airtel Prepaid Card electronically with value that suits your needs, starting
from Rs. 10 till Rs. 10,000. You can also recharge your Airtel Prepaid while roaming
anywhere in the country.
24-hour Recharge via ATM
Recharge your Airtel Prepaid round-the-clock at your nearest ATM. Just walk up to your
nearest ATM, insert the ATM card and enter your ATM PIN number. Select 'Mobile
Recharge / Bill Pay' from the main menu and follow the prompts to recharge your prepaid.
This recharge option is available with all leading banks.
SMS Recharge
You may also register your mobile number at any of the member bank's ATM to avail the
SMS recharge facility. Upon registration you will receive a registration PIN number. To
recharge your prepaid, type, RC <Recharge Amount> <Registration PIN> and SMS it to the
3 digit SMS code of your bank. All future transaction will require this PIN.
The code to which this SMS needs to be sent for various banks is as follows: Bank of
Punjab: 550, Centurion Bank: 565, Citibank: 530, Corporation Bank: 545, DCB: 585, HDFC
Bank: 540, ICICI Bank: 575, IDBI Bank: 520, ING Vysya Bank: 552, SBI: 535, UTI Bank:
525.
Internet Recharge
User may log on to the Internet banking website of his bank and select the prepaid
recharge option to recharge his Airtel prepaid. Many leading banks provide Internet based
recharging.
Validity Extension service
Trade your talk time to extend the validity of your prepaid. Dial *141*001# and then, press
the call button. Your validity would be extended by 1 day for a charge of Rs.15. You can
similarly extend your validity for 5, 10, 15 or 30 days.
21
Transfer Talk time

Transfer talk time to another prepaid, just dial *143* number# and then press the calling
button. You can transfer Rs.50 per request for which Rs.55 would be deducted from your
balance.
For details call 121.
Prepaid Roaming
Airtel Prepaid comes preactivated with 'National Roaming', so you stay connected no
matter wherever you are. You can also send or receive MMS, check your email and access
other GPRS services while roaming in India as you would in your own city. While traveling
abroad you can receive calls & send or receive SMS.
In case you are not able to login to any network while roaming,
please follow these instructions:
Go to "menu option of your mobile.
Select Network option (Can be a sub option in setting, depending on the handset you
use).
Select "Manual" network.
Select desired network
More with Airtel Prepaid
Airtel brings you, a wide range of Services that will change the way you communicate. Try
them and discover a whole new world of fun and excitement.
Call management Services
Call waiting, call hold, call divert and Caller Line Identification Presentation all with your
Airtel prepaid connection.
Voice Mail
When your handset is switched off, or youre too busy to answer the phone, Airtel Voicemail
will answer your calls and record a message. The best part is that there's no extra monthly
cost for setting up Voicemail - you just pay for the phone call when you use the service.
22
SMS (Short Messaging Service)

Send messages quickly and easily using text, if it's too noisy to talk or you don't have much
time. It's the way to share those interesting one-liners, important reminders and rib-tickling
jokes, with anyone, anytime, anywhere in the world.
Subscription Alerts
Get regular alerts on news, jokes, business, health and films on your Airtel mobile phone
with Subscription Services. SMS to 53333 for News, for
Jokes, for Business News, for Sports Alerts & for
Vaastu tips.
MMS (Multi-media Messaging Service):
Jazz up your messages with pictures, images and video clippings, with MMS from Airtel! To
activate MMS on your phone, SMS 'MMS' to 56465 and save service settings.
Airtel Live
Make your mobile the most happening entertainment destination with Airtel Live Airtel
brings you the latest in entertainment and information services, right on your phone!
Airtel Live WAP Services: Download the latest ring tones, games, wallpapers, videos and
much more. You can also get news clips, watch live TV and download full songs on you
phone. To get Airtel Live settings on your phone, SMS 'Live' to 56465 and save the settings
that you receive as your preferred connection. Airtel Live Portal can be accessed from you
GPRS enabled phone, by sending a SMS 'FUN' to 56465.
Airtel Live Voice Services: Just Dial 56465, and name the service. For e.g. say ring tones to
download your favorite ring tones. You can also choose a variety of content options like Live
Cricket Commentary, latest National / International News, Movie Reviews or Stock Market
Updates.
Airtel Live SIM Services: Access loads of fun content and exciting services like cricket,
stocks, on your phone at the touch of a few buttons with Airtel Live SIM based Services on
your SIM card menu. To download new services on your Airtel SIM, choose the "What's
new" option under the "Airtel services" menu.
23
Airtel Live SMS Services: You can enjoy a host of services by sending a keyword as an
SMS to 56465! Choose Astrology / Horoscope, Cricket, Bollywood / Hollywood / Indi Pop
Ring tones. In case you need assistance SMS, Help to 56465.
Hello Tunes
Tired of that boring old tring tring on your phone? Well now when a friend calls, you can
make them groove to the hottest new tracks burning up the music charts with Hello Tunes
from Airtel! You get a wide choice of songs in the Popular & New Arrivals categories that are
updated regularly. What's more you can directly call the number for your kind of music, e.g.
call 678005 for English New and 678001 for Hindi New. This would directly take you to your
favorite artist's Hello Tunes listing.
Copy a Hello Tune
Get the tune you want, all you have to do is call 55055 and follow the simple voice
instructions to copy your favorite Hello Tunes. Once inside the copy feature, just key in the
10-digit Airtel mobile number you want to copy the Hello Tune from and you get the same
Hello Tune assigned to your number.
Gift a Hello Tune
Forget gifting chocolates, flowers and greeting cards. Say it with a song instead! Gift a Hello
Tune to that special someone. Just call 55055 and choose the song that you want to gift.
Follow the simple voice instructions and key in the 10-digit Airtel mobile number that you
want to gift the Hello Tune to. You will get an SMS notification upon successful receipt of
that gift.
Buy Music - Airtel Music Shops
Buying your favorite Hello Tune or Ring tone is as simple as recharging your phone with
talk time. Simply walk into your nearest Airtel Shop and walk out with your favorite song.
Choose from Bollywood Hits to Indipop Remixes, Hard Rock to Gujrati Garba, Bhajans to
Jazz, Bhangra Beats to foot tapping Tamil Hits from a list of more than 18000 songs.
It's as simple as:
Choose your favourite song from the music catalogue available with the retailer.
24
Retailer will just press a few keys on his phone and download a song (Hello Tune or
Ring tone) to your mobile phone. In the case of Hello Tunes you will be required to
dial 674 (toll free) to confirm acceptance of the song.
You will also get an SMS confirming the successful download of your song.
Finally you can pay the retailer for the song and walk out...as simple as that.
In case you need assistance, dial '121' - our toll-free number, accessible from anywhere in
the country, even while roaming. You can also send us an SMS to 121 or mail us at
121@airtelindia.com.
*In case of email, mention your mobile no. like, 9810012345, in the subject of the mail for a
quicker response.
Postpaid Plans
Features: Easy Billing
Easy Payment Options. Anytime Anywhere
Credit Limit
Long Distance Calling Facility
Widest Roaming National and International
GPRS Roaming
25
Reach us Anytime Anywhre

Easy Billing
Enjoy a host of rich features only with Airtel e-bill. Register free on My Airtel section
and view your monthly bill with call details for last three months. Sort your calls between
personal and official or analyze your usage, at the click of a button. To change tariff plan call
IVR at 121 and leave a request, User can also send in their requests through email
121@airtelindia.com, log their request on My Airtel section of the website or SMS the
change to 121.
Easy Payment Options. Anytime Anywhre
User can choose from a host of convenient payment options only with Airtel. Walk
into any Airtel relationship centre and make their payments by cash or credit card. Drop a
cheque at any of the drop boxes for making payments or simply log on to My Airtel section
and pay instantly through their credit card.
User can also opt for easy payment options like:-
Standing Instructions
User can give us standing instructions to debit your credit card account for their
monthly Airtel bills. All they have to do is fill the Standing Instruction Form and mail, fax it to
us or drop it any of our relationship centres.
Electronic Clearing System
Fill an ECS form and mail, fax it or drop it any of Airtel relationship centres to directly
debit User bank account for his monthly Airtel bill.
Pay while roaming
26
Airtel has introduced 'Anywhere payment' that offers the convenience of making
payments while User roam. Walk in to any Airtel Relationship Centre in the country, make
payments by cash or credit card and enjoy uninterrupted Airtel Services.
Credit Limit
Users pre-set credit limit mentioned on his monthly bill helps him keep his mobile
charges in control, keeps track of his usage and ensures that his mobile phone is not
misused. Should User exceed his credit limit, he is informed via a voice or a non-voice
message to make an interim payment and reduce his account balance below his credit limit.
User may also choose to pay an additional refundable deposit to enhance his credit limit or
opt for our convenient payment method of Credit Card Standing instruction .He can also
make use of ECS facility.
Enjoy complete clarity when calling with Airtel .It offers the User world class technology and
unbreakable network coverage that spans over 23 circles across the country.
Long Distance Calling Facility
Call long distance calls in India and Overseas with STD / ISD facility on your Airtel phone.
Widest Roaming National and International
Airtel's roaming service allows User to stay connected and use his mobile phone to make or
receive calls from almost anywhere in India and also over 160 countries, abroad.
GPRS Roaming
Use Airtel Postpaid's GPRS services, while roaming, to access the internet and office mails
(eg. BlackBerry services), from almost anywhere in India and abroad.
27

In case User need assistance, dial '121' - our toll-free number, accessible from anywhere in
the country, even while roaming. He can also send us an SMS to 121 or mail us at
121@airtelindia.com.
*In case of email, mention your mobile no. like, 9810012345, in the subject of the mail for a
quicker response.
Channel marketing of Airtel
Bharti-Airtel Selects envIOWorks Platform to Add Social Marketing to its Hello Tune
Service
ANDOVER, Mass., Sept. 29 /PRNewswire/ -- envoi networks today announced commercial
deployment of its envIOWorks platform with Bharti-Airtel, India's leading mobile services
provider. The envIOWorks platform is powering Airtel's Hello Tunes Manager(TM), available
via a free download to Airtel's 75-plus million mobile customers.
28
Hello Tunes Manager builds a social marketplace around Airtel's Hello Tunes ring back tone
service. Users can instantly find out what tune they just heard or review a history of
recently-heard tunes, and send ratings, comments and requests to their friends. With Hello
Tunes Manager, users can search the Hello Tunes catalog to find the latest choices, receive
recommendations from their friends or new tune promotions from the envIOWorks platform.
Our Hello Tunes service lets our subscribers create and experience a personalized calling
experience for their friends -- their social community" said Sanjay Gupta, Chief Marketing
Officer - Mobile Services Bharti Airtel. "Music in its various forms, genres strikes a universal
chord with mobile users and envois Hello Tunes Manager(TM) fits in with the vision of
recognizing and leveraging the power of innovative mobile content as the right catalyst for
social marketing. The service will enrich user experience of Hello Tunes, giving a whole
new dimension to the way they engage with near and dear ones. We're seeing this increase
both service usage and content consumption."
Envoi and Airtel released the Hello Tunes Manager in a "soft launch" in the second quarter
of 2008 and have seen exponential growth in service usage, propelled entirely by the viral
effect of social marketing.
"We believe our success at Airtel is an excellent validation of our vision" said Prakash Iyer,
Founder and CEO of envIO networks. "Mobile content is inherently social, and mobile users
want a social experience around this content. Our platform delivers this -- and unleashes
the power of social marketing to accelerate discovery and consumption of all types of
mobile content."
About Bharti Airtel Limited:

Bharti Airtel Limited, a group company of Bharti Enterprises, is India's leading integrated
telecom services provider with an aggregate of 75 million customers. Bharti Airtel has been
rated among the best performing companies in the world in the Business Week IT 100 list
2007.
Bharti Airtel is structured into three strategic business units -- Mobile services, Telemedia
services and Enterprise services. The mobile business provides mobile & fixed wireless
services using GSM technology across 23 telecom circles. The Telemedia business
provides broadband & telephone services in 94 cities and is foraying into the IPTV and DTH
29
segments. The Enterprise business provides end-to-end telecom solutions to corporate

customers and national & international long distance services to carriers. All these services
are provided under the Airtel brand. Airtel's high-speed optic fibre network currently spans
over 78,540 kms covering all the major cities in the country. The company has two
international landing stations in Chennai that connects two submarine cable systems -- i2i
to
Singapore
and
SEA-ME-WE-4
to
Europe.
For
more
information,
visit
http://www.bhartiairtel.in/.
About envIO networks
envIO networks, inc. uses its envIOWorks(TM) platform to enable social marketing of any
type of mobile content through mobile and social networks.
Funded by premier venture capital players, Matrix Partners and North Bridge Venture
Partners, envIO is working with top wireless operators and other industry leaders around
the world.
Bharti Airtel Launches Airtel's Direct-to-Home Digital Television Service Based on NDS Endto-End Solution
NEW DELHI, India, Nov 04, 2008 (BUSINESS WIRE) ------An end-to-end solution from
NDS including Video Guard conditional access, Media High middleware and customized
electronic programmed guide protects and enhances Bharti Airtel's new digital satellite
service
--Airtel digital TV launches NDS interactive TV (iTV) and games providing innovative new
services to viewers
NDS, the leading provider of technology solutions for digital pay-TV, today announced that
Bharti Airtel, India's leading integrated telecom services provider, has launched Airtel digital
TV based on a complete end-to-end system from technology partner NDS to secure, enable
and enhance its Direct-to-Home service.
Bharti Airtel, in collaboration with NDS, has launched its DTH service with Video Guard
conditional access Media Highway middleware and customized multi-lingual Electronic
Programmed Guide. NDS' market-leading CA and DRM technology protects over 95.4
30
million digital devices around the world and secures service revenues of over $40 billion
worldwide. Middleware from NDS has been deployed in over 98.7 million devices.
NDS solutions enable Bharti Airtel to offer its subscribers advanced services to maximize
viewer choice. Additionally they provide the flexibility to allow Bharti Airtel to introduce future
enhancements such as further interactive applications and NDS' world leading digital video
recorder DVR technology. NDS continues its commitment to deliver and support state-ofthe-art technology and innovative solutions for Bharti Airtel that will enable it to secure
content and raise the standards of service available to pay-TV subscribers in India.
Recently voted India's most innovative company and ranked amongst the best performing
companies in the world, Bharti Airtel is a pioneering force in the telecom sector. With an
aggregated 80 million customers, India's largest mobile operator is recognised for creating
unique world-class products for the Indian market.
Announcing this latest development in the company's DTH strategy, Mr. N. Arjun, Executive
Director, Bharti Telemedia said, "Over the years we have delighted millions of customers
with our telecom services and now with Airtel digital TV, we plan to deliver a magical inhome entertainment experience to TV viewers. DTH is the future of television in India and
with Airtel digital TV we bring the best combination of latest technology and exciting
content. With the support of our technology partner NDS, we look forward to providing
superior, state-of-the-art services to our DTH service customers."
Sue Taylor, Senior VP and General Manager of NDS Asia Pacific, said: "Bharti Airtel's
decision to launch their DTH service with a suite of NDS solutions is a validation of the
technology leadership of NDS and recognition of the significant investment in NDS'
capabilities in India over the past eight years. We are honoured to be part of this new
frontier in Indian pay-TV and to assist Bharti Airtel in delivering the latest leading edge
digital and interactive entertainment services to their subscribers."
NDS has a global presence, with local sales and support offices in key markets all over the
world including Mumbai and New Delhi. In addition, NDS' R&D facility in Bangalore has
been operational for eight years, employs over 1,000 people, and has played a key role in
the development of Bharti Airtel's state-of-the-art NDS digital broadcast solution.
About Bharti Airtel
31
telecom services provider with an aggregate of around 80 million customers as of end of
September 2008, consisting of 77.47 million mobile customers. Bharti Airtel Limited has
been voted India's most innovative company in a survey conducted by The Wall Street
Journal.
Bharti Airtel is structured into three strategic business units - Mobile services, Telemedia
provides broadband & telephone services in 95 cities, DTH services and is foraying into the
IPTV segment. The Enterprise business provides end-to-end telecom solutions to corporate
are provided under the Airtel brand. Airtel's high-speed optical fibre network currently spans
over 83,389km covering all the major cities in the country. The company has two
international landing stations in Chennai that connect two submarine cable systems - i2i to
Singapore and SEA-ME-WE-4 to Europe. For more information, visit www.bhartiairtel.in
About NDS
NDS Group plc (NASDAQ:NNDS), a majority owned subsidiary of News Corporation,
supplies open end-to-end digital technology and services to digital pay-TV platform
operators and content providers. See www.nds.com for more information about NDS.
Read about the latest developments at NDS and in the pay-TV industry in World Vision
Cautionary Statement Concerning Forward-looking Statements
This document may contain certain "forward-looking statements" within the meaning of the
Private Securities Litigation Reform Act of 1995. These statements are based on
management's views and assumptions regarding future events and business performance
as of the time the statements are made. Actual results may differ materially from these
expectations due to changes in global economic, business, competitive market, regulatory
and other factors. More detailed information about these and other factors that could affect
future results is contained in our filings with the US Securities and Exchange Commission.
Any "forward-looking statements" included in this document are made only as of the date of
this document and we do not have any obligation, nor do we undertake, to publicly update
32
any "forward-looking statements" to reflect subsequent events or circumstances, except as

required by law.
Bharti-Airtel Selects envIOWorks Platform to Add Social Marketing to its Hello Tune
Service.
New Application Built on the envIOWorks Platform Drives Ringback Tone Sales for India's
Largest Mobile Operator
ANDOVER, Mass., Sept. 29 /PRNewswire/ -- envIO networks today announced commercial
deployment of its envIOWorks platform with Bharti-Airtel, India's leading mobile services
provider. The envIOWorks platform is powering Airtel's Hello Tunes Manager(TM), available
via a free download to Airtel's 75-plus million mobile customers.
Hello Tunes Manager builds a social marketplace around Airtel's Hello Tunes ringback tone
service. Users can instantly find out what tune they just heard or review a history of
recently-heard tunes, and send ratings, comments and requests to their friends. With Hello
Tunes Manager, users can search the Hello Tunes catalog to find the latest choices, receive
recommendations from their friends or new tune promotions from the envIOWorks platform.
Our Hello Tunes service lets our subscribers create and experience a personalized calling
experience for their friends -- their social community" said Sanjay Gupta, Chief Marketing
Officer - Mobile Services Bharti Airtel. "Music in its various forms, genres strikes a universal
chord with mobile users and envIO's Hello Tunes Manager(TM) fits in with the vision of
recognizing and leveraging the power of innovative mobile content as the right catalyst for
social marketing. The service will enrich user experience of Hello Tunes, giving a whole
new dimension to the way they engage with near and dear ones. We're seeing this increase
both service usage and content consumption."
envIO and Airtel released the Hello Tunes Manager in a "soft launch" in the second quarter
of 2008 and have seen exponential growth in service usage, propelled entirely by the viral
effect of social marketing.
"We believe our success at Airtel is an excellent validation of our vision" said Prakash Iyer,
Founder and CEO of envIO networks. "Mobile content is inherently social, and mobile users
want a social experience around this content. Our platform delivers this -- and unleashes
33
the power of social marketing to accelerate discovery and consumption of all types of
mobile content."
About Bharti Airtel Limited:
telecom services provider with an aggregate of 75 million customers. Bharti Airtel has been
rated among the best performing companies in the world in the BusinessWeek IT 100 list
2007.
Bharti Airtel is structured into three strategic business units -- Mobile services, Telemedia
provides broadband & telephone services in 94 cities and is foraying into the IPTV and DTH
segments. The Enterprise business provides end-to-end telecom solutions to corporate
international landing stations in Chennai that connects two submarine cable systems -- i2i
to Singapore and SEA-ME-WE-4 to Europe.
About envoi networks
envoi networks, inc. uses its envIOWorks(TM) platform to enable social marketing of any
type of mobile content through mobile and social networks.
Funded by premier venture capital players, Matrix Partners and North Bridge Venture
Partners, envoi is working with top wireless operators and other industry leaders around
world.
Bharti Airtel Enhances Managed Services Agreement With Nortel
Bharti Airtel,(2) India's leading integrated telecom services provider, and Nortel(1) (TSX:
NT)(NYSE: NT) today announced an enhanced managed services agreement under which
Nortel will continue to provide its contact centre technology (CCT) solution.
34
This is a two-year extension to the initial contract announced in March 2006. Bharti Airtel
plans to extend the efficiencies achieved through this enhanced agreement to its
customers, who will benefit from this service option by getting more power in their hands.
Nortel's CCT solution for Bharti Airtel features interactive voice and video response
capabilities, providing a 24x7 'virtual storefront' where customers can complete routine
transactions and subscribe to new services through an auto attendant that interacts
naturally in English, Hindi and four other regional languages. More than 70 percent of Bharti
Airtel customer requests are handled through this virtual storefront, resulting in greater
availability, flexibility and responsiveness to subscribers.
"We are highly focused on our customers and continue to innovate and invest in enhancing
their experience," said Dr. Jai Menon, director, Technology and Customer Service, Bharti
Airtel. "Our keen focus coupled with Nortel's ability to provide cutting-edge technological
solutions and expertise in this domain will surely help us to further enhance the experience
of our customers."
"We are continually redefining the way we leverage our partnerships to bring delight to our
customers," Dr. Menon said. "These partnerships have been designed with a single-minded
focus to bring world class service experience for our customers."
Bharti Airtel benefits from unique 'per call' pricing that ties CCT costs to customer growth
and the level of service Nortel delivers - in effect, pay for performance. The more calls
Nortel's CCT service handles quickly and professionally, the more satisfied Bharti Airtel
subscribers become and the more new subscribers are attracted.
Bharti Airtel and Nortel were recognized for this unique and mutually beneficial relationship
with a 2007 Forbes Outsourcing Excellence Award for "Best First Steps" in outsourcing
practices.
Nortel also provides Bharti Airtel with network design, planning, implementation, integration,
support and maintenance from the Nortel Global Services portfolio, delivered from Nortel's
Network Operations Center in Gurgaon, India.
"The fact that Bharti Airtel is strengthening its relationship with Nortel is testament to the
ongoing success of our next-generation solutions and services," said Hitesh Lokhandwala,
managing director, Nortel India. "With Nortel's technology and Bharti Airtel's innovative
35
approach, we are helping to deliver the enhanced levels of care Bharti Airtel customers
deserve."
Nortel has deployed more than 60,000 contact centres and 8,000 self-service solutions
worldwide. Nortel contact centre solutions support an estimated four million agents handling
70 million calls per day. For its top 10 self-service customers alone, Nortel solutions
process more than 14 million calls per day and six billion calls per year. Nortel can help
businesses reduce call-handling costs from more than US$6 per agent-handled call to less
than 35 cents, in most cases providing a very short return on investment.
telecom services provider with an aggregate of around 82.6 million customers as of end of
October 2008, consisting of 80.19 million mobile customers. Bharti Airtel Limited has been
voted as India's most innovative company, in a survey conducted by The Wall Street
Journal.
Bharti Airtel is structured into three strategic business units - Mobile services, Tele media
services using GSM technology across 23 telecom circles. The Tele media business
provides broadband & telephone services in 95 cities, DTH services and is foraying into the
IPTV segment. The Enterprise business provides end-to-end telecom solutions to corporate
international landing stations in Chennai that connects two submarine cable systems - i2i to
Singapore and SEA-ME-WE-4 to Europe.
Files transmitted with it are for the sole use of the intended recipient(s) and may contain
confidential and privileged information. If you are not the intended recipient, please contact
the sender by reply e-mail and destroy all copies and the original message. Any
unauthorized review, use, disclosure, dissemination, forwarding, printing or copying of this
email or any action taken in reliance on this e-mail is strictly prohibited and may be
unlawful. The recipient acknowledges that Bharti Airtel Limited or its subsidiaries and
associated companies(collectively "Bharti Airtel Limited"), are unable to exercise control or
ensure or guarantee the integrity of/over the contents of the information contained in e-mail
transmissions and further acknowledges that any views expressed in this message are
36
those of the individual sender and no binding nature of the message shall be implied or
assumed unless the sender does so expressly with due authority of Bharti Airtel Limited.
Before opening any attachments please check them for viruses and defects.
About Nortel
Nortel is a recognized leader in delivering communications capabilities that make the
promise of Business Made Simple a reality for our customers. Our next-generation
technologies, for both service provider and enterprise networks, support multimedia and
business-critical applications. Nortel's technologies are designed to help eliminate today's
barriers to efficiency, speed and performance by simplifying networks and connecting
people to the information they need, when they need it. Nortel does business in more than
150 countries around the world
Certain statements in this press release may contain words such as "could", "expects",
"may", "anticipates", "believes", "intends", "estimates", "targets", "envisions", "seeks" and
other similar language and are considered forward-looking statements or information under
applicable securities legislation. These statements are based on Nortel's current
expectations, estimates, forecasts and projections about the operating environment,
economies and markets in which Nortel operates. These statements are subject to
important assumptions, risks and uncertainties, which are difficult to predict and the actual
outcome may be materially different from those contemplated in forward-looking
statements. For additional information with respect to certain of these and other factors, see
Nortel's Annual Report on Form10-K, Quarterly Reports on Form 10-Q and other securities
filings with the SEC. Unless otherwise required by applicable securities laws, Nortel
disclaims any intention or obligation to update or revise any forward-looking statements,
whether as a result of new information, future events or otherwise.
(1)Nortel, the Nortel logo and the Globe mark are trademarks of Nortel Networks.
(2)This is a 3rd party link as described in our Web linking practices.
37
Bharti Wal-Mart, Punjab negotiate training tie-up

New Delhi: Retailer Bharti Wal-Mart Pvt. Ltd, a joint venture (JV) between Bharti
Enterprises and Wal-Mart Stores Inc., the worlds biggest retail chain, is in talks with the
Punjab government to set up institutes to train people for jobs at cash-and-carry wholesale
outlets it plans to open across India over the next few years.
If the talks succeed, the state government may offer free land and Bharti Wal-Mart will
develop the training infrastructure. The 50:50 JV, formed in August 2007, is expected to
start its first cash-and-carry outlet near Chandigarh in the first quarter of 2009.
38
People trained in the institutes would be employed in stores elsewhere as well. Bharti WalMart plans to open 10-15 outlets in the next seven years and expects to employ some
5,000 people.
A large trained force will be required to man its (Bharti Wal-Marts) joint venture operations
and outlets, R.I. Singh, chief secretary of Punjab, told Mint. We are in talks with them for
helping them set up institutes for providing training...the land will be provided by the state
government. It needs to be worked out whether the land will be given free, he said. The
number of institutes and number of people to be trained are also being worked out. We are
working out the plans and things will be finalized within a year.
The state government can justify giving free land for such a project given the employment it
would help generate, said Jayant Kochar, managing director of New Delhi-based retail
consultancy Go Fish Retail Solutions. I cant see why anyone would object even if they did
(give free land), Kochar added.
A Bharti Wal-Mart spokesperson said in an email the JV is looking at a public-private
partnership with the state government to address the shortage of trained personnel in retail.
We are in the process of working with the Punjab government to set up a training centre,
the spokesperson said.
In addition to creating jobs, we hope to create a pool of talent in Punjab by offering an
opportunity for students to enrol and gain world-class knowledge and learn best practices in
retail and cash-and-carry operations as a career, the spokesperson added. But it is still
early days and details are yet to be finalized.
To be sure, organized retail is still trying to strike roots in the country. After complaining
about high rentals and other costs, a space crunch and lack of skilled employees, retailers
facing mounting losses are slowing expansion, paring the number of outlets and cutting
headcount, Mint reported on 22 September.
Still, the sector is expected to create hundreds of thousands of new jobs in the coming
years after it rides out those problems. A report by McKinsey and Co. released this month
said organized retail will create at least 1.6 million jobs in the next five years.
Bhartis separate retail venture, Bharti Retail Ltd, plans to invest up to $2.5 billion
(Rs12,325 crore) by 2015 and hopes to create 60,000 retail jobs during the period. Bharti
39
Retail, which has already set up the Bharti Academy of Retail in Ludhiana and Jalandhar
and has trained at least 1,800 people, started its operations with three convenience stores
in Punjab in April and now owns a dozen outlets.
The company is looking at opening larger supermarkets ranging up to 40,000 sq. ft in
Punjab by the year-end.
Bharti Airtel, Wal-Mart sign retail deal

India's Bharti Airtel has signed a tie-up deal with Wal-Mart to open a chain of retail stores
across the country, Sunil B. Mittal, Bharti Airtel's CEO said.
Mittal declined to divulge the financial details of the deal, but said it would be a huge
investment involving hundreds of stores in India.
"It is going to be a large investment. There will be stores across the country. We are going
to be a big player in this market and Wal-Mart will be a joint venture partner," Mittal told
journalists.
Mittal said it would take several months before the first of the stores opened their doors, but
added, "We are talking here about several hundred stores eventually."
He said the retail chain "will probably carry both brand names."
40
India's booming retail market, estimated at about $200 billion, is currently dominated by
more than 12 million mom-and-pop shops. Large air-conditioned stores remain a rarity.
Bharti Airtel is already a popular brand in India since it provides mobile phone services to
more than 24 million users.
India does not allow overseas retail companies to open stores in the country. However,
foreign companies can buy products from India to support their global supply chains, and
Wal-Mart Stores operates a procurement center in the southern Indian city of Bangalore.
Mittal said that the deal complies with existing government rules.
Nokia and Bharti Airtel Sign USD 400 Million Network Expansion, Managed Services
Contract
Bharti Airtel Limited has awarded Nokia an estimated USD 400 million contract to expand
its managed GSM/GPRS/EDGE networks in eight Airtel circles and deploy a pan-Indian
WAP solution across its networks.
As per the three-year contract, Nokia will provide managed services and expand Airtel
networks to cover all towns and cities in the eight telecom circles of Mumbai, Maharashtra
& Goa, Gujarat, Bihar (including Jharkhand), Orissa, Kolkata, West Bengal and Madhya
Pradesh (including Chattisgarh). The network monitoring operations will be carried out from
Nokia's state-of-the-art Global Network Services Center in Chennai.
41
Nokia will also deploy its WAP solution across Airtel's national network to enhance the
operator's mobile packet core network capabilities. The WAP gateway will enable easy
usage of data services, thereby increasing the consumption of content on the Airtel
network. Nokia will provide consulting services and integrate the WAP gateway into a multivendor environment.
Nokia will deploy the latest radio and core network equipment including Nokia MSC Server
System (MSS) mobile softswitch, Nokia Flexi WCDMA and Ultrasite base stations, and
provide services based on Bharti's capacity requirements, delivering a cost-efficient rollout
of on-demand capacity. The contract also has stringent service level agreements and
performance metrics for both parties, which are designed to provide consistently highquality services to subscribers and continuously enhance the user experience.
Mr Manoj Kohli, President, Bharti Airtel said: "Our network leadership across India is a
critical driver in the Bharti Airtel success story. Our partnership with Nokia reinforces our
commitment to this cause and Nokia will provide us the latest technology and expertise to
drive growth in the latent market in Eastern India and rapidly expand our coverage in
Western parts of India."
"Nokia is proud to collaborate with Bharti on its initiative to take mobile services to
millions of unconnected Indians and enhance the mobile data experience of its existing
customers," said Mr. Ashish Chowdhary, Country Director, Networks, Nokia India. "Our
extensive managed services capability, powered with a comprehensive and high-quality
product portfolio makes Nokia a catalyst for providing affordable mobile services to rural
consumers."
In the past two years, Nokia has signed two contracts collectively worth USD 400 million
with Bharti for the supply of equipment and managed services.
With its proven track record in managing networks on behalf of operators around the world,
Nokia is able to support operators to enhance their service offerings and reduce costs.
Nokia is a major player in the Managed Services business with close to 60 managed
services contracts globally. Nokia provides managed services in 27 telecom circles in India.
Nokia's operations in India include networks and terminals sales divisions, three Research
and Development facilities, Global Networks Solutions Center and a manufacturing facility
in Chennai that produces both terminals and GSM infrastructure equipment.
42
Bharti Airtel Limited is one of India's leading private sector providers of telecommunications
services with an aggregate of 25.89 million customers as of end of July'06, consisting of
24.34 million mobile customers. Bharti Airtel has been being ranked among the top 10 best
performing companies in the world in the BusinessWeek IT 100 list. The company was the
first private operator to provide mobile services in all the 23 circles in India.
The company also provides telephone services and Internet access over DSL in 92 cities.
The company complements its mobile, broadband & telephone services with national and
international long distance services. The company also has a submarine cable landing
station at Chennai, which connects the submarine cable (owned by an associate company)
connecting Chennai and Singapore. The company is a part of the consortium, which jointly
owns and has developed the next generation undersea cable system SEA-ME-WE-4. The
company provides reliable end-to-end data and enterprise services to the corporate
customers by leveraging its nationwide fiber optic backbone, last mile connectivity in fixedline and mobile circles, VSATs, ISP and international bandwidth access through the
gateways and landing station
About Nokia
Nokia is a world leader in mobile communications, driving the growth and sustainability of
the broader mobility industry. Nokia connects people to each other and the information that
matters to them with easy-to-use and innovative products like mobile phones, devices and
solutions for imaging, games, media and businesses. Nokia provides equipment, solutions
and services for network operators and corporations.
A market leader in the mobile industry in Asia Pacific, Nokia provides innovative, industryleading and market-relevant technology and products to around 20 diverse markets in the
region.
Implementing seven KM enablers at Bharti

Following his feature in the last issue of KM Review, Arun Hariharan explains how the
critical success factors he discussed were implemented at Bharti Tele-Ventures.
43
At Bharti Tele-Ventures, KM is what KM does for business results and for creating an
organizational culture of uninhibited sharing and replication of knowledge. KM is a tool to
achieve business objectives faster and better - through an integrated set of initiatives,
systems and behavioral interventions - to promote smooth flow and sharing of knowledge
relevant to the business and to eliminate reinvention.
KM is not an end in itself. We believe KM effectively deployed can be a powerful enabler of:
* Consistent customer experience by reducing variation in performance across business
units or across time.
* Speed in business results by eliminating reinvention.
* Converting individual knowledge into reusable organizational knowledge.
* Empowering each employee to leverage the collective knowledge of the entire
organization to service customers.
Bharti has seven categories of eoablers for KM. Our initiatives under each of these
categories are described below.
Following his feature in the last issue of KM Review, Arun Hariharan explains how the
critical success factors he discussed were implemented at Bharti Tele-Ventures.
At Bharti Tele-Ventures, KM is what KM does for business results and for creating an
organizational culture of uninhibited sharing and replication of knowledge. KM is a tool to
achieve business objectives faster and better - through an integrated set of initiatives,
systems and behavioral interventions - to promote smooth flow and sharing of knowledge
relevant to the business and to eliminate reinvention.
KM is not an end in itself. We believe KM effectively deployed can be a powerful enabler of:
* Consistent customer experience by reducing variation in performance across business
units or across time.
* Speed in business results by eliminating reinvention.
* Converting individual knowledge into reusable organizational knowledge.
44
* Empowering each employee to leverage the collective knowledge of the entire

organization to service customers.
Bharti has seven categories of eoablers for KM. Our initiatives under each of these
categories are described below.
We also have communities of experts led by knowledge champions. These are functional
experts in each of our critical business processes who collaborate and promote knowledge
sharing, replication and performance improvement in their own area of specialization, with
support and facilitation from the KM coordinators.
Standard KM processes
We have defined standardized, close-looped processes for knowledge sharing, replication
and measurement. Knowledge sharing and replication that could help improve performance
on critical business measures will no longer be a matter of chance or choice, but a
mandatory activity like any other business process. Our business leaders are extremely
supportive of institutionalizing these KM processes. In fact, the demand for such processes
came from some of these leaders.
Culture and people engagement
For creating an organization-wide culture of knowledge sharing and replication, and to
institutionalize KM, it's critical for all employees to engage in KM activities, not just a fraction
of them. To help us keep track, we're putting in place a measurement of "employee
engagement in KM." Each mouth, the percentage of employees in every business unit and
critical business process who have been part of at least one knowledge submission,
knowledge replication initiative or knowledge-sharing session to the company knowledge
base will be measured and reported. This will be included in regular business reviews.
Our target is to have 40 percent employee engagement in all direcdy customer-impacting
processes within a year and 80 percent within two years. Employee posters,
communications, weeldy "did you know...?" emails and other media help bolster curiosity,
excitement and awareness about KM among all employees.
We also have a knowledge-dollar (KS) scheme under which employees earn K$ every time
they share new knowledge in the company knowledge base or every time they replicate or
apply knowledge shared by others. This and similar reward and recognition schemes have
been institutionalized at the level of individual employees, functional heads and business
45
units. The objective of these schemes is to create interest, excitement and motivation
among people, and ensure that early adopters get high visibility so they serve as role
models for others.
Existing and new employees are also exposed to KM orientation training. All employees are
encouraged and given rights to submit content to company knowledge repositories. Initially,
we were deliberately not over-stringent about quality of content, and would publish most
submitted content. This is important to encourage employees to make more submissions
and create a culture of free knowledge sharing in the organization. We believe the initial
phase of culture-building and encouraging free knowledge flow has largely been achieved.
This phase lasted about 18 mouths. The "quality screws" are now being gradually
tightened.
Content under scrutiny
Quality of content is ensured in two steps. First, all content submitted is scanned by a
member of the KM team to ensure relevance to the business, quality of documentation and
adherence to standard formats. It then goes to the knowledge champion and community of
experts who "own" the concerned knowledge repository. They review and approve, edit or
reject content as required. Having standard formats helps us maintain quality and objectivity
of content. These standards are also part of the KM orientation training, which a majority of
our employees have gone through.
models for others.
46
tightened.
models for others.
tightened.
Content under scrutiny

Quality of content is ensured in two steps. First, all content submitted is scanned by a
member of the KM team to ensure relevance to the business, quality of documentation and
adherence to standard formats. It then goes to the knowledge champion and community of
experts who "own" the concerned knowledge repository. They review and approve, edit or
reject content as required. Having standard formats helps us maintain quality and objectivity
of content. These standards are also part of the KM orientation training, which a majority of
our employees have gone through.
SIDEBAR
47
Bharti Tele-Ventures is India's first and largest private telecommunications

company. It's a fully integrated telecom service provider with mobile, fixed line,
long-distance and enterprise services
Bharti Airtel Grows as Indian Mobile Market Booms

Indian operator Bharti Airtel reported strong revenue growth for the quarter ended
September 30, boosted by 8.2 million new subscribers during the period.
The company, which offers both mobile and fixed-line services, posted revenue of Indian
rupees 90.2 billion (US$1.9 billion on the last day of the quarter), up by 42 percent from the
same quarter last year.
Falling average revenue per user (ARPU) and investments required to expand the
company's networks cut into Bharti Airtel's profits, which rose 27 percent to rupees 20.5
billion.
48
Bharti Airtel had 80 million subscribers at the end of the quarter, up by 57 percent from the
same quarter last year. About 77.5 million of these subscribers are mobile phone
subscribers.
There has been concern that consumer spending in India may have been affected by a
slowdown in the country's stock markets, and the impact of a global economic crisis on the
country's outsourcing industry and other export industries.
Figures released earlier this month by the Telecom Regulatory Authority of India (TRAI)
suggest that the mobile services market has not been affected yet, and continues to grow.
India added 10.07 million mobile subscribers in September, taking the total number of
mobile subscribers to 315.3 million.
The Indian market is getting very competitive with urban markets getting saturated and
aggressive pricing by service providers driving down ARPU. Looking ahead, ARPU is
expected to drop further as large mobile companies like Bharti Airtel address opportunities
in India's rural markets.
A number of foreign players including Vodafone Group have invested in the growing Indian
mobile services market. Telenor said this week that it is set to acquire a 60 percent stake
and operational control of a local start-up, Unitech Wireless, which holds mobile services
licenses and spectrum in 13 services circles in the country.
Brand Promotion
AIRTEL TIE UP WITH VISHAL MEGA MART

Brand Promotion was done at Modern Trade Centres and I worked as a Promoter in one of
them i.e Vishal Mega Mart and in it the Techno Mart Department.
There were several sections such as Mobiles, Laptops,Personal Computers. I worked
under the Mobile Section as a promoter for Airtel.
Before elaborating more, lets know more about Vishal Mega Mart.
49
VISHAL MEGA MART
The Founders
Mr. Ramchandra Agarwal

Agarwal
Mrs. Uma Agarwal
Mr. Surendra
What started as a humble one store enterprise in 1986 in Kolkata (erstwhile, Calcutta) is
today a conglomerate encompassing 130 showrooms in 86 cities / 20 states. Indias first
hyper-market has also been opened for the Indian consumer by Vishal. Situated in the
national capital Delhi this store boasts of the singe largest collection of goods and
commodities sold under one roof in India.
The group had a turnover of Rs. 1463.12 million for fiscal 2005, under the dynamic
leadership of Mr.Ram Chandra Aggarwal . The group had of turnover Rs 2884.43 million for
fiscal 2006 and Rs. 6026.53 million for fiscal 2007
The groups prime focus is on retailing. The Vishal stores offer affordable family fashion at
prices to suit every pocket.
The groups philosophy is integration and towards this end has initiated backward
integration in the field of high fashion by setting up a state of the art manufacturing facility to
support its retail endeavors.
Vishal is one of fastest growing retailing groups in India. Its outlets cater to almost all price
ranges. The showrooms have over 70,000 products range which fulfills all your household
needs, and can be catered to under one roof. It is covering about 2437042 sq. ft. in 20
states across India. Each store gives you international quality goods and prices hard to
match. The cost benefits that is derived from the large central purchase of goods and
services is passed on to the consumer.
In India Vishal Mega Mart has its stores in Delhi, West Bengal, Bihar,
Haryana, Punjab, Rajasthan, Uttarakhand, Jammu and
50
Uttar Pradesh,
Himachal Pradesh In Rajasthan, Vishal Mega Mart has its stores in Bhilwara, Jaipur,
Udaipur Beawar, Bikaner and Jodhpur.
In Jaipur, there are four stores:-
Jaipur 1 Near Government Hostel.

Jaipur 2 Crystal Court, Malviya Nagar.
Jaipur 3 Vidhyadhar Nagar, Main Sikar Road.
Jaipur 4 Vaishali Nagar.
I worked at Jaipur 1 Government Hostel. There was Techno Mart Department in which I had
worked and under it there was Mobile Section.
Techno Mart
Weighing scale
Mobile charger
51
Camera
Mouse
Mobile phone
Mobile phone
Mobile phone
Mobile phone
Z-line H757
Z-line M73
Mobile phone
Fax Machine
Z-line M93F
52
In Techno Mart Division, under Mobile Section I worked as a Promoter for Airtel and pitch
customers for Airtel and under it I elaborate them about the Prepaid and Postpaid plans.
Handset offers
Touch screen phones
HTC Touch Diamond

Only Rs. 27,500\The HTC Touch Diamond will be available for Airtel Users in 17 cities - Delhi/ NCR,
Mumbai, Chennai, Kolkata, Bangalore,Hyderabad, Pune, Ahmedabad, Surat, Nagpur,
Indore, Chandigarh, Jaipur, Lucknow, Ludhiana, Guwahati and Cochin.
Palm Treo 750

Only Rs. 22,990/The
locations
Palm
Treo
750
namely
53
is
available
in
10
Delhi-Mumbai-
Chennai-Kolkatta-Bangalore-HyderabadPune-Ahmedabad-Chandigarh-Jaipur
Now choose from a wide range of mobile handsets available exclusively with special offers
from Airtel
Nokia 1200
Dust and splash proof with rubberized keypad
Bright flashlight for convenience and emergency.
and
anti-slippery
back
cover.
Nokia 1209
Not just another good-looking phone, its premium designer body is made of a durable
material and anti-slip backing. The ultimate choice of many first time users, simplicity does
not mean lacking functions.
Nokia 1208
Experience
enhanced
visual
with
the
65,536
color
Dust and splash proof with rubberized keypad and anti-slippery back cover.
54
display.
Nokia 1650
Practicality,functionality with style.Get instant entertainment, vivid colour and large screen
display. Nokia 1650 meets our need while you are on the go.
Sony Ericsson J120i

Slim, compact and hassle free - J120i makes calling and texting as easy as ABC, with
added feature of FM radio.
Huawei T128
Slim, Light weight, Easy to use menu in multi language. The Huawei T128 comes with
Aminated effects, backlight features & many more.
Offer Details:Only Rs 1199/Huawei T128 handset + Airtel prepaid connection with Life Time Validity + Free Hello Tunes
worth Rs 45/-
Services
News & Updates
Astrology
Entertainment
55
Sports
Finance
Travel
Tunes & Downloads
Mail, Messaging & more
Call Management Services
Dial in Services
Bill info
Misc. Services
Devotional
Phone Backup
BharatMatrimony launches matrimony service on Airtel

Bharatmatrimony.com has joined hands with Airtel to provide matrimony services on mobile.
The website has customised its services for Airtel Live keeping in mind the unique needs of
the mobile users. Access to the service is absolutely free.
BHARATMATRIMONY.COM, Indias most trusted matrimony portal with
over 12 million registered members, recently, announced the launch of matrimony services
56
on Airtel, Indias leading mobile telecommunications service provider, with over 77 million
subscribers. BharatMatrimony services are now available on Airtel Live, Indias largest WAP
Portal. Airtel subscribers can access the matrimony services with GPRS enabled handsets
across the country.
The website has customised its services for Airtel Live keeping in mind the unique needs of
the mobile users. Access to the service is absolutely free; there are no charges for
activating the service or browsing the portal. Subscription is priced at Rs 20 per week,
whereby subscribers will get to view unlimited profiles and can access two contacts free of
cost.
"At CONSIM, we are constantly looking to create innovative platforms beyond the Internet
for delivering our services to a wider range of consumers. Airtel, with its huge market share
and largest WAP portal, is a perfect platform for us to serve the rapidly growing mobile
users in India, said Murugavel Janakiraman, founder and chief executive officer, Consim
Info Pvt Ltd.
We have been working with the Airtel team for almost six months to understand their
customers needs and deliver a product that would have appeal and hence drive adoption.
Another interesting feature is that we have integrated this with our web offering, thus
allowing both sets of customers to seamlessly interact across mediums, added
Janakiraman.
"BharatMatrimony on Airtel is a step in the new direction to add value to our customers. We
believe that Airtel is the mobile partner of choice to reach customers that are hitherto
unavailable to Bharatmatrimony.com on Internet. We are confident that the service will help
many prospective brides and grooms across the country find suitable life partner," said
Sanjay Gupta, chief marketing officer, Airtel. A pioneer and market leader of matrimonial
services in both online and offline space, BharatMatrimony is constantly striving to better its
services with changing times and technology. Bharatmatrimony.com was the first to launch
matrimony services through a SMS portal in 2004
About Airtel Live

Airtel Live is Indias largest WAP portal, accessible to all Airtel customers with data enabled
handsets. Access to Airtel Live is absolutely free, and there are no charges for activating
57
the service or browsing the portal. Charges are applicable for content downloads from the
Airtel Live portal, depending on the content downloaded.
Airtel Live is updated daily with fresh content, services and customer offers, from partners
like Walt Disney, Yahoo, Indiagames, Indiatimes, Rediff, Phoneytunes, IMI Mobile, Cartoon
Network and many, many more.
Bharti to launch Airtel DTH service

Bharti Group, which runs Indias biggest mobile phone services firm by customers, plans to
launch a direct-to-home or DTH television service within eight weeks and aims to boost its
distribution reach for the new service by leveraging the nearly one million retail outlets
where it sells prepaid phone recharge cards, a group executive said.
58
The DTH service to be branded Airtel, which is also the mobile phone service brand
will be started by Bharti Telemedia Services Ltd, a group company, and run by Bharti Airtel
Ltd, the mobile phone firm.
All set: Atul Bindal, president of Bharti Airtel, says the rates would be similar to those of
existing operators and higher than cable TV rates. Photograph: Ramesh Pathania / Mint.
We are in a high state of preparedness to launch our DTH services. A trial launch has been
done among the employees and the feedback is very good. We are putting in the last
minute changes to reach the last town, and to have a footprint like the (Airtel) prepaid
recharge value chain, said Atul Bindal, president of Bharti Airtel. We want to leverage on
every bit of that (Airtel brand).
Bharti Airtel has 923,472 outlets across India as in end-June through which it sells prepaid,
postpaid, and value-added service offerings.
On pricing, Bindal said the rates would be similar to those of existing DTH operators and
higher than cable TV rates. DTH firms such as Tata Sky Ltd, an 80:20 joint venture between
the Tata Group and Star Group; Dish TV Ltd, an Essel Group company; and Sun Direct TV
Pvt Ltd, a joint venture between Chennai-headquartered Sun TV Network Ltd and
Malaysias South Asia Entertainment Holdings Ltd, charge between Rs30 and Rs300
(exclusive of taxes) a month for the service.
DTH services, introduced in India in July 2006, currently serve 13 million customers,
according to industry estimates. Of this, an estimated seven million are customers of DD
Direct, a free DTH service of public broadcaster Prasar Bharati, or Broadcasting Corp. of
India, with the remaining six million split between Dish TV, Tata Sky and Sun Direct.
Though the segment currently serves only a fraction of the 75 million households served in
India by cable and satellite based television services, it is poised for strong growth.
According to a report by industry body Ficci, short for Federation of Indian Chambers of
Commerce and Industry, and consultant PricewaterhouseCoopers, the segment will expand
at a 44% compound annual growth rate between 2008 and 2012. In comparison, cable TV
households are expected to register a 2% growth. The DTH business will see three new
players before the year-end. Besides Bharti Tele media, Reliance Communications Ltd and
59
Bharat Business Channel Ltd, the media arm of the Videocon group, plan to enter the
market.
As players in a relatively infant segment, characterized by high customer acquisition cost
and marketing costs, the existing operators have been saddled with losses so far. Dish TV
has made losses of Rs665 crore between 2006 and now. Bharti Airtels Bindal said his firm
expected to benefit from serving customers who might also be among the 70 million
serviced by Airtels mobile phone service.
We entered the consumers home with voice, then it was data and broadband, now we
want to give them a one knock at the door experience with one bill and one service
provider, he said. Airtel will be the only Telco that can do and make a difference as we
have the underlying technology in terms of billing and convergence. This will not be
possible for a standalone DTH player.
Eventually the game plan for Bharti is to get into all the potential telecom real estate and
be a full scale telecom service provider. And DTH service launch by the company is one
step in that direction. Arpus (average revenue per user) in DTH is much higher than the
telecom, said Alok Shende, principal consultant, Acceindia Consulting. Bharti is readying
to offer multiple services (to the consumers) after the DTH launch. It just allows a lot of
creative bundling strategy to happen.
The Airtel DTH service will use the so-called MPEG4 format for the first time in India with
advanced security encryption systems, Bindal added. MPEG4, a media format used for
compression of audio and video data in digital form, was introduced by the Moving Picture
Experts Group in 1998.
PERFORMANCE APPRAISAL
A Performance Appraisal is a formal structured system of measuring and evaluating an
employees job, related behaviors and outcomes to discover how and why the employee is
presently performing on the job and how the employee can perform more effectively in the
future so that the employee, organization and society all benefits.
In Jk tyre the Performance Management System (PMS) is commonly known as
Performance Excellence System (PES). PES reduces the issues regarding measure of
60
Good performance
Definition of targets
Evaluation criteria
Individual goals
It aims to:
Recognize and differentiate between high and low performance
Bring about a feeling of transparency and fairness in the evaluation process
Increase the objectivity and accuracy of measurement of performance
Increase alignment between individual and organizational goals
The Framework of PES is as follows-
61
PES
Process
Phase 1: Performance Planning & Target Setting

March- Performance measures and targets set jointly by employee and Manager. These
are cascaded from the organizational goals to ensure alignment.
62
Phase 2: Interim Review of Performance

July and January- Quarterly reviews. Interactive feedback session only October- Mid-year
reviews. Provision for revision of the performance plan if required, due to business
exigencies (course correction mechanism)
Phase 3: Year End Performance Evaluation
April- Assessment of achievement levels against targets by manager followed by the
process of normalization. Final rating communicated to the employee. In case of any
disagreements, case submitted to the Reviewer.
Phase1: PES Performance Planning

Performance Excellence System in Jk tyre is important because of the following reasons
Creates awareness about 'the bigger picture' i.e. Organization's vision, mission and
goals
Communicates expectations clearly and hence provide role clarity
Aligns individual goals to organizational goals
Ensures individual commitment towards goals.
63
The process of the Performance Planning is as follows-
About KRAs, ICAs and CRs

Key Result Areas (KRAs)
Identified areas of performance that support the organization's goals which are to be
accomplished during the performance year
Cascaded from the business/Function scorecard
Aligned to function or Business
Core Responsibilities (CRs)
On- going tasks or outcomes based on day to day work of an individual
Do not have any pre-determined targets at the beginning of a performance period
Qualitative or Quantitative- may be subjective at times
Provides opportunity to measure how well the job/ responsibility assigned is

performed
64
Individual Contribution Areas (ICAs)
Measures contribution that goes beyond the expected realms of performance
Outcome based and measurable
Not cascaded from the strategy of the business
Could be special projects, developmental activities/lead indicators or other job

responsibilities
Outcomes of Performance Planning

Performance plan created for every employee. This includes:
Setting SMART (Specific, Measurable, Attainable, Relevant & Timebound) goals in

consultation with your staff
Assigning weightages to KRAs, CRs and ICAs as per the role and structure
Defining targets for each KRA that quantifies or verifies the extent of achievement in
a given time frame
Checking that the targets defined are aligned vertically and horizontally to the goals
of the department division & organization.
Phase2: Interim Review

Interim Review in Jk tyre Ltd. is important because
Allows provision of performance plan, if required
Highlights areas of inputs, guidance, support required by appraisee
Allows appraiser to give feedback & create coaching plan, if required
Allows documenting feedback for final year end discussion & evaluation
65
Interim Review Process
Outcomes of Interim Review
Quarterly reviews in July & January results in documented feedback between

manager and employee which is then discussed at the year-end evaluation
Mid year review in October has proviso for mid course revision in performance plan
in case of extraneous circumstances
Phase 3: Annual Evaluation

Annual (Year-end) Evaluation is necessary in Jk tyre Ltd. because of following reasons
Reinforce Performance Excellence within the organization
Reward and recognize high performance
Reinforce organization's priorities and goals
66
Annual Performance Evaluation Process in Jk tyre
67
Performance Ratings System
Rating1
Unsatisfactory
The incumbent is not expected to continue in

current role placement is expected
Rating 2
Rating 3
Needs
Incumbent should have an adequate development
Improvement
plan to ensure higher levels of performance
Competent
Satisfactory in most respects but development

plan should focus on improving performance to
higher levels
Rating 4
Commendable
Applicable to above average employees who

meet most or all objectives at budgeted levels
Rating 5
Exceptional
Exceeded most or all set objectives by a

reasonable margin. This rating is to be used when
a majority of set objectives are exceeded and
attributable to individual effort
Rating 5+: The PES also provides for extraordinary performance with significant impact.
Outcomes of Annual Performance Evaluation
A development plan is created for each employee based on:
Inputs from Performance & Potential Evaluation process
Development Plan focuses on 3-4 key areas for the coming performance period
Each Key area has an Action Plan which includes:
Classroom based training initiatives
On the Job Training
Cross Functional exposure
Special development assignments
Some of the important key points which are used during PES are as follows68
1.
Normalization
Alignment of Individual performance to relevant Business Unit performance
Alignment of Business Unit performance to Circle or Business Performance
Results in a Final Performance Rating
2. Balanced Scorecard
A new approach to strategic management was developed in the early 1990s by
Drs. Robert Kaplan and David Norton. They named this system the Balanced Scorecard.
Recognizing some of the weaknesses and vagueness of previous management
approaches.
The Balanced Score Card is a management system that enables organizations to clarify
their vision and strategy and translate them into action. It provides feedback around both
the internal business processes and external outcomes in order to continuously improve
strategic performance and results. When fully deployed, the balanced scorecard transforms
strategic planning from an academic exercise into the nerve center of an enterprise.
Process of Balanced Score Card

The process consists of seven steps over three phases:
PHASE1: The Strategic Foundation

Step1: Communicate and align the organization around a clear and concise strategy. This is
the fundamental starting point behind everything else. Your strategy is what feeds the
Balanced Score Card.
Step2: Determine the major strategic areas or scope for getting the organization focused on
those things the organization can actually do.
Step3: Build a strategic grid for each major strategic areas of the business.
PHASE2: Three Critical Components

69
Step4: For each strategic objective on each strategic grid, there needs to be at least one
measurement. Measurement provides the feedback on whether or not we are meeting our
strategic objectives.
Step5: Set targets for each measurement. For each measurement in the Scorecard,
establish a corresponding target.
Step6: Launch programs. Things will not happen unless the organization undertakes formal
programs, initiates or projects.
PHASE 3: Deployment
Step7: Once the Balanced Scorecard has been built, we need to push the entire process
into other parts of the organization until we construct a single coherent management
system.
The Balanced Score Card suggests that we view the organization from four perspectives
and to analyze it relative to each of these perspectives:
Learning & Growth Perspective
Business Process Perspective
Customer Perspective
Financial Perspective
70
Flow Chart of Balanced Scorecard

BALANCED SCORECARD
Vision & Mission
Strategy
Strategic Objectives
Financial
Customer
Internal Process
Learning &
Growth
Performance Measures
Drivers
Outcomes
Performance Targets
Initiatives of Actions
Linkages
71
Performance Management and Appraisals

Find the next available Performance Management and Appraisals Open Course When
working with Appraisals - The Best Surprise is No Surprise
If you're looking for tips on how to fill in all those boxes on appraisal forms you're in the
wrong place. What we are interested in is what the appraisal process is designed to
achieve, not how to do it. Like so many other processes in business, appraisals can be a
terrific forum for review, development and communication, or they can be a waste of time
for all concerned.
Here's why they can be useful: they're two-way, they're thoughtful, they offer
acknowledgement, support and motivation. People can feel taken care of, they're being
given 'quality time' and attention and it's a chance to take a step back and gain some
perspective.
Here's why they are often meaningless: they're rushed, they're one-way, they refer to things
that are no longer relevant, people lie, the real issues don't get dealt with. Fear, uncertainty,
collusion, duplicity, embarrassment, laziness, guilt and sheer incompetence are among the
reasons why appraisals are often not worth the paper they are written on.
Appraisals are almost always a one or two-times a year process rather than something that
is a daily part of a manager's job. They can often be 'tick the box' exercises that cause a
great deal of anxiety on both 'sides', and once they're completed they aren't looked at again
till the next time.
Difficult feedback is avoided, postponed, sugar-coated or lied about during the appraisal. A
lot may ride on someone's appraisal (their pay review, for one), and yet insufficient time and
effort usually goes into them. Often, a lot of managers don't want to put down in black and
white that someone's performance has been under par and therefore they (the manager)
will be responsible for that person not getting a pay increase or promotion.
One of our clients told us that rather than completely redoing their appraisal process they
decided to 'mark down' their performance related pay levels: in other words, if someone had
been scored a 4 (out of 5 levels) they were lowered to a 3. This was because they
discovered that most managers scored people higher than their performance merited. It
72
was an exercise in trying to get rid of the 'invisible incompetence' that the process colluded
in.
In addition, if everything is focused on the appraisal process then you run the risk of
creating anxiety during the build-up and a lack of motivation and productivity as people
anticipate the results. Supposedly only 5% of organisations say they have satisfactory
appraisal processes, but we got that information off the Internet, so I'd take it with a pinch of
salt!
It's easy to shoot yourself in the foot if you place too much emphasis on the actual process
and not on the on-going performance management. People will focus on the process rather
than the objective, which is to help people develop in to more effective, better managed
members of staff.
A truly good Appraisal is actually an agreed summary of what has been happening on an
on-going basis between appraisals. If it is left to review twice a year, or even quarterly, all
the opportunities to support and guide the employee to improve get missed. People need to
be engaged in the idea that managing people and being managed is constant.Which, of
course, is why we say, The Best Surprise Is No Surprise.And you get to that place through
day-to-day performance management.
"How'm I doin?" Ex-New York City Mayor Ed Koch used to ask that question all the time
during his term in office. To us, that sums up the purpose of Performance Management: to
let people know how they're doing, give them useful feedback and ensure they are working
as effectively as possible.
With good performance management, a person's day-to-day effectiveness is what's being
looked at. Specific goals are agreed, workload determined and expectations set. That way,
people can feel supported and looked after by their line manager and any apparent or
potential difficulties can be dealt with as they occur.
When people are well managed they feel aligned, committed, on board and motivated.
Their needs and wants are being considered; their quirks and individual ways of working
are being accommodated; their contributions are being acknowledged.
73
That's the way it's supposed to work, at any rate.

What tends to happen, more often than not, that undermines day to day performance
management, is one or both of two things.
The first is that thanks, praise and acknowledgement simply aren't given for the routine stuff
that people do day in and day out. Just about everyone we've encountered (ourselves
included) thrives on even a little bit of appreciation. When it's withheld people feel
undervalued and demotivated.
Indeed, we recently worked with one manager who said that the day-to-day stuff was what
people got paid for and they didn't need to be acknowledged for anything that wasn't above
and beyond - we didn't agree!
In some organizations managers believe (sometimes rightly, sometimes not), that
performance management is for the underachievers or for the people 'management' want to
get rid of.
However, if you take the attitude that everyone you come in contact with in your job
(including those above you in the hierarchy) needs some form of performance
management, you can't really go wrong.
Every day find something positive to say to everyone who works with and around you. This
can be as simple as thanking someone for making a cracking cup of tea, to celebrating
meeting an important deadline. It doesn't have to big, but it does have to be regular. It
shows you've noticed what someone has done and then taken time to acknowledge it.
We're surprised how few people give acknowledgement upwards. It's as though there's a
belief that either they don't need it, or that it will be viewed as currying favour. Poor
excuses.
The second thing that undermines performance management is that difficulties, even small
ones, are ignored far too long. There seems to be this fantasy that things will right
themselves, magically, without ever having to deal straight on with them. It's a bit like a child
covering its eyes and saying, "You can't see me!"
We know most people don't particularly like confrontation, but if something isn't working
well, the earlier it's addressed, the sooner it can be righted. To use some psychotherapy
74
jargon here, avoidance and denial seem to be rife in some organizations. It really does
help if people know when there's a problem or difficulty. It can be dealt with quickly and the
appropriate support can be given. Otherwise, amazingly, they grow (the problems, not the
people). They do not go away of their own accord.
What goes along with this is that once you do go to someone with your complaint (five
months down the road), they have every right to come back at you with: "How am I
supposed to know there's a problem if you haven't told me?" You see, a lot of us really do
believe that if we see there's a difficulty everyone else must see it as well, particularly the
person who's 'fault' it is. Well, they don't.
We heard of one manager who felt that one of his staff was making too many personal
calls. Did he say anything to her? No. What he did do was to keep a log of how many calls
she was making and then went to HR three months later. Talk about escalating a problem
way out of proportion!
Why is dealing with things in the moment so difficult? So difficult in fact, that it's routinely
avoided rather than dealt with?
Another collection of poor, but understandable, excuses.
What makes those excuses so understandable is that any or all of them do indeed happen
when people's performance is up for discussion.
Here are a couple of tips that might help:
Take a good look at what your own fears and concerns are. There is no reason why you
shouldn't mention them when you speak to someone who you notice has gone off track:
"Elaine, I'm concerned you might get angry with what I'm going to say, yet I'm aware that
you're making too many personal calls during working hours and you need to stop."
"Elaine, this is really uncomfortable for me to say, but you are making far too many personal
calls and you need to stop."
We also have a very simple model that takes the sting out of giving difficult messages:
75
noticed
that
you've
not
met
your
deadlines
the
past
few
weeks.
Would it be a good idea if we reviewed your work schedule on a weekly basis,

So that we can identify any additional support you might need.
Tell the truth whenever possible. If you treat people like children by withholding information
that affects them or their job, then chances are they will react like children. If people are
going to get upset with the truth, better they hear it earlier rather than later.
Another poor excuse we've heard is: "I don't have the time."
We know just how pressured most people's day-to-day jobs are; but we also know that
enormous amounts of time and energy go into hamster-on-a-wheel-type thinking:
Inordinate amounts of time and energy also go into telling other people (everyone except
the person it's about) what's wrong and what needs fixing. Logically, we all know this is
nuts! I complain about Elaine to George, but never to Elaine. I'm looking for an ally in
agreeing just how bad Elaine is, rather than really looking for good advice on how to deal
with her.
So look at it this way. If you deal with things in the moment (or relatively soon after the
'moment') then you won't be spending all that time on your hamster wheel. You also won't
be spending huge amounts of time worrying about how the other person is going to react
when you do get around to telling them. You
won't involve other people, who quite simply, don't need to know.Here's a final challenging
exercise:Think of the person you like best on your team. Make a list of all the praise and
acknowledgement you could give them. Notice how easy it is to do this.Next, think of the
person you find most difficult to manage. Now make a list of all the praise and
acknowledgement you could give them. Notice how your mind immediately goes to what's
wrong with them, where they could improve, what they didn't do that they should.
If you can crack this one and give even the difficult ones lots of praise, telling them where
they need to improve and develop becomes much easier.
Appraisals can't work without effective performance management. Our rule of thumb is: if
you aren't doing day-to-day performance management, you can't really give someone a
worthwhile appraisal.
76
Give praise, deal with difficulties as they arise, let people know if the goal posts have
changed (they inevitably do in any working environment) and don't complain about your
people to others behind their backs.
That's good performance management. Mostly it's straightforward common sense. It will
take some effort but if followed it really can make work a far better place to be.
Performance Management Training

In our experience Performance Management and Appraisals tends to be one of those
essentials in a company that's often handled badly or not at all. The very forum that could
help people understand their roles within the company, be assessed on the quality of their
work, gain support and encouragement is often ignored or endured simply because the
people doing the appraising/performance managing find it deeply uncomfortable and hard
to
do.
The idea of appraisals is a good one: a chance to review, assess, debrief and generally,
develop the skills and confidence of the person being appraised. Sadly it often doesn't work
that way. That's because most of the time it's all about procedures and not about people.
Let's face it, the best procedures in the world won't really be effective if the person holding
the appraisal isn't handling it efficiently, professionally and with long-term care involved.
Indeed, most appraisals end up as 'tick the box' exercises that cause a great deal of anxiety
on both 'sides', and once they're completed they aren't looked at again till the next time - in
six months or a year hence. Difficult feedback is postponed or sugarcoated or presented in
such a way that the appraisee ends up a puddle on the floor. Therefore, in order to avoid all
that, our work on appraisals focuses on helping people develop their day-to-day
performance management skills. Just teaching people how to run an appraisal session isn't
really going to address the fact that it's what happens every day that gives the true picture
of a person's overall accomplishments and capabilities. Indeed, our belief is that if you
aren't doing day-to-day performance management, you can't really give someone a
worthwhile appraisal. If you have an appraisal process in place that isnt giving
you the
results you need..If you have people who avoid the day to day performance management
that will ensure no one has a 'shock' when they come to their appraisal.If you have people
who need to sharpen up their performance management and appraisal skills.If you want
77
your people to feel well-supported and encouraged through their day to day management.If
you'd even like help devising an appraisal process that's right for your company.then having
us create a Performance Management/Appraisal programme might be the very thing you
need to help people feel valued but also to know what else they need to do to be of value to
your organization. In our work on performance appraisals and performance management,
we give people real and practical skills to help them become more effective managers so
that by the time they have to carry out a formal appraisal it's far more a summary of an ongoing process rather than a process driven exercise. Which is why we call our work on
appraisals: The Best Surprise Is No Surprise.
78
ROLE OF DEPARTMENT HEAD IN FILLING UP APPRAISAL FORM
1.
The role of head division / project is to ensure that the employees has been
assessed impartially accurately and in all fairness to the appraise, his colleagues as well as
the organization to do so, he should carefully go through the assessment of the reporting
officer in respect of any factor, he should discuss the same with the latter and record it, if no
mutually agreed assessment is possible.
2.
The head of division / project should also ensure that this reporting officer is
neither unduly strict not unduly lenient.
3.
All the report must go through and carry the signature of the head of division /
project signifying his assent / dissent of the rating given by the reporting officer.
It is emphasized once again that as his assessment will become an important part of the
employee service record, the reporting officer should give it as much come and attention as
he expected when he himself is assessed.
FORMS USED FOR PERFORMANCE APPRAISAL IN BHARTI AIRTEL
Shown in Annexure:
Forms used for executive
Forms used for non technical staff
Forms used for officers/ executives/ Agents
79
Dynamic Representation
TABLE 1
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR AWARENESS OF THE
PRESENT PERFORMANCE APPRAISAL SYSTEM OF THE ORGANIZATION
Response
category
Percentage
Yes
88
Yes, to certain extent
12
No
Total
100
Are you aware of the prevailing system of performance appraisal in your organization?
80
81
TABLE 2
CLASSIFICATION ON RESPONDENTS ON THE BASIS OF
REGARDING THE NEED OF PERFORMANCE MANAGEMENT
ORGANIZATION
Responses
Percentage
Very high
40
Quite high
42
Rather high
12
Rather low
Quite low
Very low
Total
100
Need for Performance Management System in the Organization
82
THEIR OPINION
SYSTEM IN THE
83
TABLE - 3
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR SATISFACTION
WITH APPRAISAL SYSTEM
Response
Category
Percentage
40
24
22
Total
100
Satisfaction with the Appraisal System of the Organization
84
85
TABLE - 4
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR VIEWS REGARDING
THE EXTENT OF CLARITY IN COMMUNICATION OF KEY PERFORMANCE AREAS
Response
Category
6
Percentage
10
32
30
20
Total
100
Clarity in communication of key performance Areas
86
87
TABLE 5
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR VIEWS
REGARDING THE EXTENT OF FEEDBACK PERFORMANCE BEFORE
THE ANNUAL APPRAISAL
Responses
Percentage
Very high
12
Quite high
30
Rather high
28
Rather low
18
Quite low
Very low
10
Total
100
Extent of feedback and guidance provided to Employee before the annual appraisal
about their performance
88
89
TABLE 6
CLASSIFICATION OF RESPONDANTS ON THE BASIS OF THEIR VIEWS REGARDING
THE EXTENT OF FAIRNESS IN THE CURRENT SYSTEM OF
PERFORMANCE
APPRAISAL
Responses
Percentage
Very high
Quite high
30
Rather high
42
Rather low
16
Quite low
Very low
Total
100
Extent of fairness in the current system of Performance Appraisal
90
91
TABLE 7
THE EXTENT OF CAPABILITY OF CURRENT APPRAISAL SYSTEM IN FINDING THE
AREAS OF IMPROVEMENT IN THEIR PERFORMANCE
Responses
Very high
Percentage
10
Quite high
34
Rather high
34
Rather low
12
Quite low
Very low
Total
100
Capability of current appraisal system in finding the areas of improvement in their

performance
92
93
TABLE - 8

THE EXTENT OF CAPABILITY OF CURRENT APPRAISAL SYSTEM TO DISCOVER
THEIR POTENTIAL FOR SOULDERING HIGHER RESPONSIBILITIES
Responses
Very high
Quite high
Rather high
Rather low
Quite low
Very low
Total
Percentage
12
28
28
28
4
0
100
Capability of current appraisal system to discover their potential for shouldering

higher Responsibilities
35
30
25
20
15
Percentage
10
5
0
Very
high
Rather
high
Quite
low
TABLE 9
94
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR VIEWS

REGARDING THE EXTENT OF DISCUSSION AND GUIDANCE FOR THE FUTURE
PERFORMANCE ON THE BASIS OF PAST YEARS PERFORMANC APPRAISAL
Responses
Very high
Quite high
Rather high
Rather low
Quite low
Very low
Total
Percentage
12
28
28
28
4
0
100
Extent of detailed discussion and guidance for future performance on the basis of
past year Performance appraisal
TABLE - 10
95
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF EXTENT OF

SATISFACTION DERIVED BY EMPLOYER THROUGH PARTICIPATING IN
APPROVAL DISCUSSION WITH THEIR SUPERIORS
Responses
Very high
Quite high
Rather high
Rather low
Quite low
Very low
Total
Percentage
6
26
32
22
8
6
100
Extent of satisfaction derived by employee through participating in the appraisal

discussion with superiors
SUGGESTED FORMATS
96
PERFORMANCE COUNSELLING PLAN :The performance counseling plan as the name suggests is a counseling guide to the
employees with the help of which the employee chart his / her course in the organization .
A look at the PCP form revels that it is a performance appraisal system. However the
difference is in the fact that it is not just an evaluation report card. It is instead a plan that
sets into motion. A continuous process of planning and evaluation. It openly makes the
employee aware of his / her performance and growth areas then assess him / her after the
completion of the review period.
OBJECTIVE OF PCP
To counsel the employee in improving his / her performance in the

organization.
To create a development path for the employee such that he / she is aware of
his / her goals throughout his / her stay in the organization.
To encourage the process of counseling in the organization.

The main purpose of counseling in the industry is to help employees in
overcoming their neurotic or emotionally based illness.
GENERAL GUIDELINES FOR THE COUNSELLOR:

97
1.
Do not let recent behavior or any other bias effect your assessment.
2.
Be positive in acknowledging the efforts of the employee.
3.
Always adopt a constructive approach and provide as many suggestions to

improve the employees performance as you can.
4.
Be consistent in your rating and careful of any contradictory assessment.
5.
The definition does not limit counseling to professional staff only.
6.
Successful counseling depends on communication skills.
RESEARCH PROBLEM UNDERTAKEN: APRAISAL

98
The major Research Problems undertaken at the time of Performance Appraisal of the
employees of Jk tyre are the following:
To find out the Performance of Employees.
To find out which employees are performing well and why?
To find out the areas where they were lacking in Performance.
To design a proper reward system in Organization.
To find out the techniques to improve the performance of Employees.
RESEARCH OBJECTIVE
Now a day every course is associated with some sort of practical approaches such as case
study, seminar, industrial visits, summer trainings etc. Since I am pursuing MBA (Master of
Business Administration), it is very essential to have an application of what we are studying
in the lecture rooms. The course itself consists of different management subjects. I am
getting the theoretical aspects of management discipline i.e. HRM (Human Resource
Management) but it is enough for management students science since in the future they
have to work in the fields or in the organization.
In the same context our course curriculum has organized summer training, so that we could
know in Bharti Airtel in CP & HRD as a trainee. So to fulfill my academic objective and my
esteem need, I did summer training in Bharti Airtel
Following are some important objective that I wanted to accomplish in Bharti Airtel
To understand the performance appraisal adopted by Bharti Airtel.
To understand the type of human resource practices in Bharti Airtel

99
To locate the main factor which can affect the performance appraisal policies and
can reduce the goodwill / reputation of organization?
To study the measures adopted for judging the effectiveness of performance

appraisal policies.
To study what measures are undertaken to remove the limitation of performance

appraisal policies of Bharti Airtel.
RESEARCH METHODOLOGY
Title of the study: Performance Appraisal

Performance appraisal is the process of evaluating an employees performance of a job in
terms of its requirement. Its communicating to an employee how he is performing the job.
According to Dalke s. Beach it is the process of estimating or judging the value,
excellence, qualities or status of some object, person or thing. Thus , appraisal the
performance of individual and organizations and organization is an inherent aspect of
managing.
Duration of the Project:

I have done successfully 45 days training in airtel mobile services in h.r field. This training
period was very beneficial to learn lot of knowledge.
100
Objective of the Study:

A project cum training is an essential part of M.B.A. curriculum. This study was conducted
on Performance Appraisal how to motivating the employee by providing feedback on
performance.
Definition of Research
Research Methodology is a way to systematically solve the research problem. It may

understand as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research to know
not only the research methods / techniques but also the methodology.
Methodology adopted for conducting the survey: The Opinion Survey, Scheduling Method,
Interviews Structured and Unstructured Interviews, Questionnaire has been used to
analyze and assess the recruitment and selection policies of Bharti Airtel, Jaipur after
consulting different books, literature and report on this topic. The scheduling has been done
among the employee of all levels executive and non- executive both.
An exploratory research has been carried out to study the performance of employees. To
meet the researches format, to collect information from the respondents was made and the
information were collected through secondary data.
Prescribed Reading
To get the performance of the employees, the research was involved in important
discussion with the relevant people.
Data collection techniques
Primary Data &

Secondary Data.
DATA COLLECTION
While deciding about the method of data collection to be used for the study the researcher
should keep in mind two techniques of Data Collection:
101
Primary Data
Secondary Data
PRIMARY DATA:
Primary data may be described as those data that have been observed and recorded by
the researchers for the first time to their knowledge.
There are several methods of collecting primary data. Important ones are:
Observation method
Interview method
Questionnaires
Schedules and
Other methods etc.
SECONDARY DATA:
Secondary data are statistics not gathered for the immediate study at hand but for some
other purposes.
The secondary data can be collected by internal and external secondary data like data
gathered from the files and documents of the company and business periodicals published
for monthly, quarterly or annually.
SCOPE OF THE STUDY

This study shows the performance of the employee.
This study tries to focus on employees.
This study also tries to focus on motivating the employee.
This project study also focus on importance of growth of organization.
In this project study, I try to develop employees enthusiasm .
Limitations Regarding Performance Appraisal Of Jktyre

102
The manual is very old and qualification system has changed.
It is time consuming process.
The opportunity of flexibility in performance appraisal is very less.
Employees do not know where he/she lack in his/her performance and what
modification they need in their performance.
INTERPRETATION
There are some guidelines for filling Confidential Report Form:
Your appraisal should be based on how well the employee has achieved the result
expected for this period under assessment, please note, you are appraising the employees
performance (result achieved or not achieved and not the person).
For indicating your rating on each factor, please tick the appropriate.
Guard against any tendency to over - rate and under rate this is unfair both to the
employee reported upon as well as to his colleagues.
It will be filled in by an officer to whom the employee directly report (officer here means
executive).
An efforts should be made to rate all the factors if a particular factor is not applicable in
case any employee; it should be mentioned as Not Applicable.
103
Before recording their assessment, the appraiser must read carefully the factor
definition and grade description given their under.
In case, evaluation of an employee and particular factor is considered to be either

extreme, i.e. exceptional / outstanding or poor it should be justified by giving
appropriate date for each factor separately.
Each factor should be rated independently a higher or low grading in some factor should
not influence the assessment of the other factor. One useful method to avoid this is to
assess all employee at a time in respect of all the assessing officer while evaluating a
factor picks on one employee at a time in respect off all the assessing officer while
evaluating a factor picks on one employee with in the group whose performance in that
factor is taken to be average.
SWOT ANALYSIS
STRENGTHS
Jk tyre is a rapidly growing communication company
In just over few years, there are so many customers across the country & the number
keeps on increasing.
The good quality and brand image of Jk tyre is playing a important part in competition
with other communication company like Appolo tyre,Mrf tyre and others also.
Customer satisfaction level is very high. Company is always trying to satisfied their
customer very most.
Company is having a very good work all over the country. So any kind of work busy
problem has decrease.
104
To enhance the service quality of products is having a full fledge R&D department. This
department is consistently involved in providing better quality of services
The sales force of company is very effective.
WEAKNESS
The price of some plan is very high in comparison with other companies.
For some product advertisements on Television and in Print media can be used.
If we talk about rural area work its clarity is not good in comparison to other competitor.
The rural area work courage is also not fine.
OPPORTUNITIES
As the customer perceives that the company is good so company should expand its area
of operations.
Company can offer products plans at lower price.
Company has believed in Quality service. This policy will attract more customers to
prescribe its product.
The communication market growing opportunities is very high rate.
THREATS
The biggest threat in this highly competitive market is from competitors.
The pricing strategies of the competitors.
Higher price of Stv plans and other plans in comparison to competitors.
Changing preferences of the customer using services. Competitor provide good scheme in
comparison to our company.
As the various alternatives are available in the market so the customers can go for other
service providing company also.
105
Rising cost and competition.
CONCLUSION
The appraisal program is an important function of the entire organization. It should not be
taken as the especially of the personnel department. Nevertheless the personnel manager
has a particular role to play during the adoption of such program. He can make the
execution of the programmed more effective by:
a.
Studying personnel data regarding turn over, demotion, promotion etc.
b.
Comparing operating results.
c.
Studying needs for the executive development and training activities.
d.
Communicating the result of performance against rating to the top

management and to the subordinates to help them solve their problem.
106
Performance appraisal is unavoidable because of its manifold uses. It is another thing

whether it is formalized or not. But it is advisable for only big organization to develop a
formal system of performance appraisal and communicate it to the people. It overcomes
the communication barriers. The supervisor must also be trained to use the system
effectively and to rate the subordinate objectively.
RECOMENDATION AND SUGGESTIONS

These are some suggestion for conducting appraisal interviews:
Give the employee a few days notice of the discussion and its purpose.
Prepare notes and use the completed performance appraisal form as a

discussion guide so that each important topic will be covered.
Be ready the suggest specific developmental activities suitable to each

employees need.
Establish a friendly, helpful and purposeful tone at that outset of the

discussion.
Make sure that the session is truly a discussion.
When your appraisal is differs from employees discuss these differences.
107
These discussions should contain both constructive compliments and

constrictive criticism.
Occasionally the appraisal interview will uncover strong emotions.
Make certain that your employees fully understand your appraisal of their
performance.
Discuss the future as well as the past.
End the discussion on a positive, future oriented note.
Suggestions Regarding Performance Appraisal Of Bharti Airtel:
Performance Appraisal form should be made compulsory.
Performance appraisal should be done twice in a year.
The form should be such, that it should be clear to all.
Performance appraisal not only depends on the performance appraisal form but also
on the allotted time period and overall performance.
After every performance appraisal proper feedback should be taken in the form of
questionnaire.
QUESTIONNAIRE
Executives:
Name: (optional)
Department: (optional)
Designation:
1) Are you aware of the Prevailing system of performance appraisal in your organization?
Yes
Yes, to certain extent
No
2) In my opinion, the need for performance management system in the organization.
108
Very high
Quite high
Quite low
Very low
Rather high
3) My satisfaction with the appraisal system is:

Very high
Quite high
Quite low
Very low
Rather high
4) Extent of clarity in communication of the key performance areas.

Very high
Quite high
Quite low
Very low
Rather high
5) Extent of feedback & guidance provided to me before the annual appraisal about
performance is:
Very high
Quite high
Quite low
Very low
Rather high
6) The extent of unbiased assessment of my performance under the present system is:
Very high
Quite high
Quite low
Very low
Rather high
7) Extent to which the current appraisal system is successful in finding the areas
improvement in my performance:
Very high
Quite high
Quite low
Very low
Rather high
8) The extent of effort in discovering my potential for shouldering higher responsibilities

through the existing system of appraisal:
Very high
Quite high
Quite low
Very low
Rather high
109
9) The extent of detailed discussion and guidance for future performance on the basis of
past years performance appraisal:
Very high
Quite high
Quite low
Very low
Rather high
10) Do the appraisal system helps appraise to gain more insights into their strengths and
weakness:
Very high
Quite high
Quite low
Very low
Rather high
Do you have any suggestion to improve the current appraisal system of your
organization?If yes, please quote:
BIBLIOGRAPHY
These following books, manuals are concerned in making report:
Agarwal, R.D., Dynamics in India, Tata McGraw Hill Publishing Company,

New Delhi, 1977.
Ahmed, Abad, Management and Organization Development, Rachna

Prakashan, New Delhi, 1972.
Bass, Barnard, M., and Vaughan, J.A.

Training in Industries: The Management of
Learning, Tavistock Publication, London, 1969.
Blake, Robert R., and Jane Mouton, Building a Dynamic

Corporation
through Grid Organization Development, Addison Wesley, Readings, 1969.
Sites Visited:
110
www.Google.com
www.yahoo.com
www.mouthshut.com
111

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A

Project Study Report

Submitted in partial fulfillment for the

Dr. Sonal Jain

MBA III Sem.

Deepshikha College Of Technical Education, Jaipur

among customers on different parameters,

3. Brief history of Organization

10. Performance Appraisal

11. Dynamic Representation

12. Research Objective

13. Research Methodology

14. Title of the Study

15. Duration of the Project

16. Objective of the study

17. Scope of the Study

19. SWOT Analysis

Indian Telecom Industry

The Genesis of the Industry

The Usefulness of Telecom

MTNL (Mahanagar Telephone Nigam Limited):

CEO: Vikram Mehmi

CMD: Asim Ghosh

BRIEF HISTORY OF ORGANIZATION

Area of the circles (in '000 sq km) 3,278

Market Mobile subscribers in the 29.21

Demographics of Maharashtra and Tamil Nadu do not include demographics of state

COMPANYS QUALITY POLICY

QUALITY AND CUSTOMER SATISFACTION IS OUR BASIC BUSINESS PRINCIPLE.

Jitendra Rahi (CEO)

Senior Manager Manager of

The market share:

Airtel Prepaid Plans

Total Cost Control

Instant Balance and Validity Enquiry

Flexible recharge voucher

Transfer Talk time

SMS (Short Messaging Service)

Reach us Anytime Anywhre

Pay while roaming

Reach us Anytime Anywhere

Channel marketing of Airtel

About Bharti Airtel Limited:

segments. The Enterprise business provides end-to-end telecom solutions to corporate

any "forward-looking statements" to reflect subsequent events or circumstances, except as

Bharti Wal-Mart, Punjab negotiate training tie-up

Bharti Airtel, Wal-Mart sign retail deal

Implementing seven KM enablers at Bharti

* Empowering each employee to leverage the collective knowledge of the entire

Content under scrutiny

Bharti Tele-Ventures is India's first and largest private telecommunications

Bharti Airtel Grows as Indian Mobile Market Booms

AIRTEL TIE UP WITH VISHAL MEGA MART

VISHAL MEGA MART

Mr. Ramchandra Agarwal

Mrs. Uma Agarwal

Jaipur 1 Near Government Hostel.

Touch screen phones

HTC Touch Diamond

Palm Treo 750

Sony Ericsson J120i

News & Updates

Tunes & Downloads