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Airtel the biggest telecom player in Indian market in terms of subscribers and revenue. It is operating in 20 regions of the country. From the days of initiation Airtel maintained an image of better networking, better consumer service in terms of CRM and a brand of high image which in other words can be said as Airtels USP. In Odissa market Airtel entered in the year of 2004 December and within three years of time it captured a lions share in the market. In some of the major cities Airtel is a market leader. After four years of operation in Odissa market Airtel played a game as it reduces the margin from distributor to retailer because it got the brand loyalty from the subscribers and succeeded with its PULLING strategy in the market also with some highly innovative value added schemes. In particular Cuttack market the Airtel faced a great challenge after the reduction in margin. Lots of strikes were done against company and many retailers refused to sale Airtels products and this made Cuttack the toughest market in the Eastern part of the country. It put a challenge in front of the sales team to maximize the sales. Though Airtel has 32% market share in Cuttack but it still facing tough challenge from its rivals. Airtel Subscribers: 1. Total number of subscribers in India is 9, 89, 08, 993. 2. Airtel has a market share of 31.65% of total 29, 93, 49, 436 GSM customers. 3. Airtel has 23 circles in India, has agreement allover the country except North East provision of the Country. 4. Airtel started its operation in Orissa in the year of 2004, 4th Dec. 5. Up to the latest report Airtel has a total 24, 96,023 subscribers in Orissa. Airtel in Cuttack: Population of Cuttack is nearly 7, 00,000 and 40% of this total population uses mobile phones. From total mobile subscribers Airtel has a market share of 32%, having highest market share in the Cuttack region. Airtelhas setup 55 BTS (towers), showing its quality and reputation of network coverage. Over 1620 Retailers(registered up to 6th May 2009) available in this Urban area and many more retailers sales Airtel vouchers also (these are not registered). (Those retailers sale Airtel sim are considered to be registered) CHAPTER - I INTRODUCTION NEED OF THE STUDY Airtel is an old & fastest growing company & leading in the communication market providing ever best possible service to the customers. New & advance facilities & plans are being introduced day by day & those are only to satisfy customers taking care of customers need. OBJECTIVES OF THE STUDY 1. To understand the awareness of Airtel products among retailers in the market. 2. To create interest as well as find out the potential new retail outlets 3. To analyze the retailers perception towards Airtel 4. To know the satisfaction level of Retailers towards Airtel products and services. 5. To maximize retail outlets through traditional channel that will increase the sales in future. 6. To create more numbers of Airtel subscribers. METHODOLOGY Data collection: Our study used both primary & secondary data. Secondary Data I have collected all the details from the FSEs and the team leader of the PK Agency distributor. Sources of Data 1. PK Agency team leaders personal data. 2. Territory managers personal report behalf of exploration of business. Primary Data Primary data has been collected from the new retail outlets, existing outlets and new Airtel subscribers. Methodology 1. Meeting all the retailers (Those who are interested to sale Airtel products). 2. Explaining about the business and how to incur profit and giving them competitors feedback through one to one interaction. 3. Creating interest to become a new Airtel outlet by showing leaflets of different features. 4. Finding out the retailers through schedule method. 5. Convincing & creating interest through pushing strategy. 6. All the procedures were recorded through proper questionnaires. SCOPE OF THE STUDY By this study satisfaction as well as attitude towards the Airtel has been found out, which can be used in strategy formulation in Cuttack, Orissa. 1. Lacking & factor for dissatisfaction has been studied from Retailer point of view which can be taken care & improved. 2. Getting an opportunity to convince & interact with theRetailers. 3. Creating awareness & finding out potential Retailers for Airtel. LIMITATIONS OF THE STUDY At most attention was taken to eliminate any kind of biasness & mis-interpretation in the study to get optimum result. Even though the following limitations could have certain degree of impact on the findings. 1. The study was confined to Cuttack, PK agency only which may not represent the real picture of the entire Cuttack market. 2. Many retailers were not interested in Airtel because of steep competition in the locality among retailers. Data collected about satisfaction & awareness level may not represent the real picture as the sample size covered only 423 retailers. Type of Research: A descriptive research has been followed for the study Sampling technique: A cluster sampling has been used for the study. Sample Size: 1. Survey for Retail outlets: 423 2. Survey for New Subscribers: 862 3. Airtel special scheme promotion: 11 4. Survey for iBox and PCO: 134 SCHEDULE DESIGN There were different question patterns were designed for individual tasks and informal interviews were also conducted in case of new scheme promotion. Questions those have been filled by us according to the response of the respondents about the different questions & in the mean while their reaction towards the different perceptions towards different communication companies have been observed. There are some general questions to make them comfortable to answer. The parameters that are measured 1. Retailer reliability 2. Customer awareness 3. Customer satisfaction 4. Factor Preference Questions were designed for: 1. Opening up New Retail Outlets 2. New Airtel Subscribers Informal Interviews were followed in case of 1. Special scheme promotion 2. Selling of iBox and PCO. CHAPTER II COMPANY PROFILE COMPANY PROFILE Bharti Airtel Type Public, Listed on BSE Founded 1985 Headquarters New Delhi, India Key people Sunil Mittal (Chairman and CEO) Industry Telecommunication Products Mobile and FixedLine Telecommunication operator Revenue $6 Billion Website Bharti Airtel, formerly known as Bharti Tele Ventures Limited (BTVL) is India's largest and Worlds third largest cellular service provider with more than 83 million subscribers as of April 2009. It also offers fixed line services and broadband services. It offers its TELECOM services under theAirtel brand and is headed by Sunil Mittal. The company also provides telephone services and Internet access over DSL in 14 circles. 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 connecting Chennai and Singapore. The company provides end-to-end data and enterprise services to the corporate customers through its nationwide fiber optic backbone, last mile connectivity in fixed-line and mobile circles, VSATs, ISP and international bandwidth access through the gateways and landing station. SingTel owns over 30% of the Bharti Telecom. Bharti Airtel Indias largest integrated and the first private telecom services provider in all the 23 Telecom circles. With its world class products and services, BhartiAirtel since its inception, has been at the forefront of technology and has steered the course of the telecom sector in the country. The businesses at Bharti Airtel are structured into three strategic business units (SBUs) Mobile Services, Telemedia Services & Enterprise Services. The Mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles, Telemedia Services business offers broadband & telephone services in 94 cities. The Enterprise services provide end-to-end telecom solution to corporate customers and additionally provide national & international long distance services to carriers. We have recently forayed into Media Business by launching our DTH Services in October 2008. All these services are rendered under a unified brand Airtel. Bharti Airtel serves over 82mn customers as of October 31, 2008; of whom 80,199,747 subscribe to GSM services and 2,549,043 use Telemedia Services either for voice and/or broadband access delivered through DSL. They are the largest wireless service provider in the country, based on the number of subscribers as of October 31, 2008. BhartiAirtel has a dominant position in the GSM services with a market share of 34.5 % as of September 2008. The company also deploys, owns and manages passive infrastructure pertaining to telecom operations under its subsidiary Bharti Infratel Limited. Bharti Infratel owns 42% of Indus Towers Limited. This has been incorporated with an objective to provide Shared Telecom Infrastructure to telecom operators across the world on a nondiscriminatory basis. Its commitment towards continuous innovation will enable optimization of future tower rollout and enhance operational efficiencies and result in substantial cost savings for its customers. The strategy of de-coupling infrastructure and backend processes from the core sales and marketing function was a strategy pioneered by Airtel and then implemented by a number of other companies. Bharti is the total telecom provider for Indias large enterprises. It

harnesses the power of alliances to combine with ownership of media and technologies to create business-enabling end-to-end solutions. Bharti work closely with their enterprise customers to uniquely address all their strategic connectivity needs, by using a mix application of technologies. The entire organization is tailored to bring focus to our customers need through a unique multi-dimensional structure; Airtels philosophy is Value Creation for the customers. Therefore it creates solutions that are flexible, scalable, robust Business process management system which helps in monitoring of output performance of processes in the form of Non Financial Parameters which are reviewed at different levels i.e. Location, Regional, Functional, National and crop office level. Continuous process improvement happens within the organization based on Voice of customers using six sigma methodology and knowledge management. The organization has been in six sigma champions, black belt, green belts, and yellow belts. All AES employees are trained in the strategy, statistical tools and techniques of Six Sigma quality. Business Strategy To capitalize on the growth opportunities that the company believes are available in the Indian telecommunication market and consolidate its position to be the leading integrated telecommunication services provider in the key market in the India, with a focus on providing mobile services. Focus on maximizing revenues and margins. Capture maximum telecommunication revenue potential with minimum geographical coverage. Offer multiple telecommunication services to provide customers with a one-stop shop solution. Position itself to tap data transmission opportunities and offer advanced mobile data services. Focus on satisfying and retaining customers by ensuring high level customer satisfaction. Leverage strengths of its strategic and financial partners. Awards and recognition Bharti Airtel has received recognition for its innovative practices across the world, some are as Follows: 3rd Largest Wireless Operator In The World, Largest Private Integrated Telecom Company In India, Largest Wireless Operator In India, Largest Private Fixed Line Operator In India, Largest Telecom Company Listed On Indian Stock Exchanges. Sunil Bharti Mittal, - GSM Association Chairmans Award 2008, Padma Bhushan Awards In 2007. Airtel Was Chosen As The 2nd Most Trusted Service Brand In India In The Most Trusted. Brands 2008 Survey Conducted By The Economic Times - Brand Equity Awarded With Top Honors At The GSM Mobile World Congress Conference 2008 In Barcelona for the Category Best Billing/ Customer Care Solution. Adjudged As the Best Carrier IndiaAt the Telecom Asia Award 2008, Gallup Great Workplace Award For 2008, Ranked 2nd In the Survey of Indias Most Respected Companies by Business world 2007, Adjudged As Company of the Year At the CNBC India Business Leader Awards 2007. Economic Times Company of the Year 2007 Award for Corporate Excellence Gallup Great Workplace Award for 2008 -Airtel is one of the only 20 companies worldwide and the only company from India to receive the prestigious award. After the proposed network expansion, an additional 30,000 towers will result in the company achieving 70% population coverage. Bharti has over 39 million users as on March 31, 2007, It has set a target of 125 million subscribers by 2010. Prepaid customers account for 88.5% of Bhartis total subscriber base, an increase from 82.7% a year ago. ARPU has dropped to Rs 406, Non-voice revenues, (SMS, voice mail, call management, hello tunes and Airtel Live) constituted 10% of total revenues during Q4, lower than 10.7% in the Q4 of the previous year. Blended monthly minutes of usage per customer in Q4 was at 475 minutes. Has completed 100% verification of its subscribers and in the process disconnected three lakh (300,000) subscribers Bharti Airtels enterprise Services, President - David is busy connecting India to Europe.Airtel Vision To provide global telecom services and delight customers By 2010, we want Airtel to be the most admired brand in India. Loved by more customers Targeted by top talent Benchmarked by more business Airtel Mission We will meet the mobile communication needs of our customers through: Error-free service delivery Innovate products and services Cost efficiency Unified messaging solutions 10 CHAPTER III DISTRIBUTION PROCEDURE & SALES FORCE 11 Airtel distribution channel: Airtel (company) Urban Area Rural Area Distributor Rural Super FSE Rural Distributor Retailer FSE Retailer ` Distribution procedure and Margins: In Urban Areas Airtel directly supply its products to the distributors in Urban Areas through Territory Manager. Territory Manager distributes the products as per demand for individual distributors, which is scheduled as per the target for the territory. In urban areas the Margin for the Distributor is 1.3%. Distributor distributes the products to the FSEs. Their job is to supply those products to theRetailers. The Retailers margin is 2.7% (2.5% margin on RCV Rs.10/- and for all other RCVs the margin is 2.7%). In Rural Areas Same procedure is followed in the rural areas but the distribution system is different from Urban Area and the Margin is also different. completely 12 Companys supply system to the territory manager is same procedure as per urban areas. The products at first distributed to the RS (Rural Super).They have a margin of 0.7%. Products are supplied from the RS to the RD (Rural Distributors).They have a margin of 1.1%. As per same Urban system few FSB works under each RD and they supply the products to the individual retailers. The retailers have a margin of 2.5% and 2.7% ( 2.5% on RCV of Rs. 10/- and 2.7% on other RCVs) So, from this above analysis and distribution channel system, the outcomes are. 1. The company is spending nearly 4% in Urban Areas. 2. In Rural Areas the company is spending a margin nearly 4.5%. (So the company has been taken a great step in sales maximization in rural areas that they will be able to reduce the margin and will not have a loss in rural areas.) Stock system in distribution: The complete stock maintenance procedure is categorically divided in two parts. 1. Stock to be Maintained by Distributor 2. Stock to be Maintained by Retailer In the case of Distributor: The distributor has to keep the LAPU balance for minimum 7 days; Here 35% of the value must be in RCV. In the case of Retailer: The retailer has to keep LAPU balance for 3 days (minimum amount Rs.1500) ; Here 33% of the value must be in RCV. (The FSE visits each Outlet in alternative days whether their is any shortage of product or not. The supply system of Airtel is so strong that a Retailer will never go with shortage of product. It is also a compulsory task for each FSE to go and to ask Retailers whether there is any shortage of product, once in every 2 days.) 13 SALES: (The way Airtel sales designed) Selection of Sales Force Controlling of Sales force

Sales Manager Training of Sales Force Motivating Of sales force Selection of sales forceThey recruited separate department for sales and work of those employee is to get or generate more and more revenue for organization. Training of Sales Force After Recruitment they are trained their employee for effective working and in this training period they guided employee. How, when, where, what .and to whom we they can sale their product. Motivating of sales force If because of some reason any employee is not able to do their best performance in that case rather than any action they use motivation as a tool for increasing morale of that employee. Controlling of sales Force They also control the sales force because they know the importance of control system in organization. They are using these entire four step for decide their sales force and each step they are also Check they are doing right things or not and if they thing changes are needed than they revised whole process again. Thats why we can see the difference betweenAirtel sales growth and other challenger and follower. Sales Force AutomationA sale force automation solution (SFA) is a system that automatically records all the stages in a sales process. This includes a contact management system which tracks all contact that has been made with a given customer, the purpose of the contact, and any follow up that might be required. 14 What to getEnsures that your sales effort doesnt get duplicated thereby eliminating the risk of irate customers. Sales lead tracking system creates a list of potential customers or customers of related products, through paid phone lists. Fully integrated in all departments that deal with customer service management. How it benefitsAirtel sales teamFor your business: your sales team can approach the market in an organized and efficient manner. For your managers: now monitor the performance of your work force, solve potential problems and make your people more proactive. For your sales teams: now its easier to close a deal by keeping a track of your orders, proposals and clients. 15 CHAPTER IV Products of Airtel, Outlet categorize & Target setting 16 Products of Airtel SIM (Security Identification Module) LAPU: A SIM is provided to retailers from the company at free of cost for providing easy recharge service. Only regular retailers have this facility. This SIM has a memory of 128kb and specially designed for easy recharge purpose. A retailer has minimum 5 easy recharge customers per month, failuring this target the SIM will be automatically deactivated. This SIM has also Rs 300 talk time free Airtel to Airtel. PRIMARY (The products those are supplied to the distributor from the company is said to be Primary) SECONDARY(The products supplied to the Retailers from the Distributors through FSEs is said to be Secondary) TERTIARY(Here the Retailer sold the products to the customers) The base product of company, required for new subscriber. Now Airtel provides this sim with 64kb memory. The cost of sim to company is Rs 40/- with life time option. The sim is provided to the company at free of cost which the retailer can sale at maximum Rs 100/- . Recharge voucher: In Every 1000 rupees of easy recharge the retailer must have to keep 33% of paper vouchers where the distributor has to keep 35%. Recharge vouchers are available at different costs from Rs 10/- on words and easy recharges are available from Rs 30/- on words. Paper voucher is maximum available up to Rs 120/- where easy recharge is available up to RS 10,000/-. Airtel PCO & iBox: Airtel is also providing the PCO services in Cuttack region. They provide this facility in two ways. 1. iBox (Coin Box) 2. PCO (like BSNL land line facility) Airtel PCO As the PCO of Airtel is divided in two categories and as per the category their is significant price differentiation also available. The cost of the Airtel or Coin box is Rs. 2985/17 The cost of the Airtel PCO is Rs. 1985/These are the cost to the distributor (minimum selling amount). Airtel PCO scheme: Monthly Recharge scheme: Here the retailer has to recharge the PCO monthly wise. The cost of the recharge voucher per month is Rs.400/- and its validity is for 30 days. At this cost of recharge the talk time is Rs.356/-. .Airtel also provides the facility for the one year recharge. The cost of the recharge voucher is Rs.600/-.Though the validity period for this recharge is 1 year but Airtel dose not provide any talk time on this. In this recharge voucher the talk time is 0.Here Airtel provides Top up facility for further recharge .The cost of the recharge is Rs 200/- , here the retailer will get a talk time balance of Rs. 178/- where there will be free offer the retailer will get, that is Airtel to Airtel free talk time of Rs. 500/-. If the retailer will loose its recharge period then he will be unable to call through the PCO.A situation where there will be no connection. At this situation the company provides a special voucher, named Validity extension voucher. Here the cost of the voucher is Rs.51 and it is valid for 10days. Promotional Offer for PCO and iBox (Coin box) during April 2009: When any new retailer will have a new connection. At the installation cost, he will have a talk time of Rs. 500/- as main balance valid for a month. And will have a balance of Rs.1500/- Airtel to Airtel valid for next 6 months. In the month of April Airtel provided a special offer on PCO for their sales maximization in PCO. Here the special offer is that Reduction the in cost of the Annual Recharge Voucher. Before this scheme the cost of the Airtel annual voucher was Rs.600/-, and during this offer the company provided this voucher at the cost of RS. 400/-. PCO Sales Problems: Stiff competition from TATA INDICOM, RIM, BSNL TATA is preferred as it has less investment comparatively to Airtel and RIM (All of us mobile phones so why should I install a coin box. Maintenance problem occurs a lot with Airtel as the service provider is unable to do so.) (The company made a calculation that if any retailer will have minimum 9 customers for PCO/iBox 18 then retailer will reach to the break even point on his investment. The next one will be his profit.) ( HERE DETAILS OF THE PCO & iBox IS PROVIDED.) Table: 1 iBox Pricing and PCO pricing Parameter Customer Price FAT(A2A) FAT(A2All) Total Talk Time total coin collection @ 0.67 paisa effective cost to operator Validity main A/C (months) Validity dedicated (months) Voucher denominations PCO section Maximum Service price Rs 398 598 1398 PCO Phone 1984 1000 500 1500 2239 -240 1 4 iBox 2975 1500 500 2000 2985 315 1 6 19 decrement local Rs talk time Roi % validity days iBox talk time Roi % validity days Operator price 0.67 354 33 30 0.67 532 33 45 0.67 1244 33 60 356 33 30 400 178 33 0 200

Table: 2 Comparison of Airtel iBox with other operators Parameter Security deposit time hrs Y * 7000 to investment 8000 3000 paper rcv Top ups post paid N voucher N Rs 100 for 10 validity next quality of ocb na Local Local Visiontek ccb cases soled through service battery space required ISD in ccb more N M N M N little as all integrated * N 48 Y 48 - 72 Y phone and sms Y N days n Y Paper voucher n easy recharge Y 2222 lowest investment Y 72 Y 72 N 72 BSNL TATA RIM Airtel 20 Features of iBox PCO 1. Call charges are displayed on the screen 2. billing printer support (optional) 3. booth display support (optional) 4. daily ,monthly, yearly call reports 5. last 200 call details (date/time/value of the call) 6. limit/no limit calling mode 7. long beep at the start and end of the call 8. Internal battery with 2-3 hrs and stand by time of rs 6 hrs. 16*1 back light LCD Inbuilt fwt + 4.5 ah battery Automatic coin collection on call maturity Programmable 1,2,3 coin options Network sim and bts locking provision Low power consumption. Battery back up 4 to 5 hrs Incoming call restriction Battery low message on lcd Caller id 9. external adapter cum charger 10. polyphonic ring tones 11. Airtel logo and tune at the time of booting the phones. 12. hands free speaker phone 13. phone book Airtel Retail Outlet Retail Outlet means those shops which sales Airtel products (SIM, vouchers).Airtel maintains a category for its retail outlets. In Cuttack there are total 1620 outlets which registered, 432 iBox and 67 PCO (Up to 10th May 2009) Airtel Navaratna: The AirtelNAVARATNA award is a special way to encourage and appreciate the retailers performance. This award is given to those retailers who are capable of doing a business of Rs.50, 000/and above with 50 or more SSO activation. It is mandatory to achieve both parameters to be awarded. 21 (The company puts a sales target of 10% increment on each current months sales) Competition margin in the Cuttack market for all the Service Providers. The margin has lots of importance because as per this the Company can have more number of Retail Outlets, through which the sale can be pushed. Retailers margin compared with other service providers Table: 3 a. Types of outlets b. Margin a. CATEGORY WISE MOVEMENT(Types of Outlets) Outlet Type as per (Outlet Type as Per Turn over monthly) SSO Outlet Type Cat A Cat B Cat C Cat D Cat E Turn Over in Rs. >1,50.000 60,000 to 1,50,000 30,000 to 60,000 15,000 to 30,000 <15,000 Type S1 S2 S3 S4 S5 S6 Number of Activation 75+ 50 to 74 30 to 49 11 to 29 5 to 10 1 to 4 SSO(sale/activation) 22 b. COMPETION MARGINS( for Urban) OPERATOR DISTRIBUTOR RETAILER DISTRIBUTOR(PCO) RETAILER(PCO) Airtel Vodafone Aircel BSNL TATA RIM RTL Virgin !dea 3 1.3 1.5 2 1.5 1.8 1.5 1 2.7 3 5 4 3 3 3 2 1.3 2.5 (Airtel has 32% market share in Cuttack market) Airtel in Cuttack Market Number of distributor in Cuttack: In Cuttack region there are total 4 distributors. Name of the Distributor (Table: 4) Number of FSE PK Agency JD Distributor Kamala Agency Tirupati Distributor(Choudwar) 8421 23 PK agency has the maximum area coverage in Cuttack region. I have analyzed its FSEs target and achievement. Table: 5 FSE Achievement (April 09) PK AGENCY REPORT(Airtel Distributor ,Cuttack Region) NAME Prasanna Chitta Ranjan Prafulla Ananta Samir Pradip Sing Total Activation 295 333 511 226 182 95 113 361 2116 Revenue LSO 99 108 74 85 78 82 57 92 675 SSO 65 73 41 65 51 44 43 73 455 New O/Lt 0 0 0 0 0 0 0 0 0 PCO 0 0 0 0 0 0 0 0 0 Total revenue earned in the month of April 2009 is Rs 1.023 core. (Exact amount not provided) On 8th April 2009 !dea entered into the Cuttack market and started pushing their products. Though !dea sold at very low price with lots of facilities with a aggressive sales force and with advertisement they started an immediate response from new subscribers and from students this caused a decrease in Airtels sales and creating new subscribers. Airtel miserably failed to achieve their target and they achieved the 17% less than the target of previous month March 2009. Target setup for month of May with some new offers and aggressive selling strategy. As per the sales strategy there is a 10% hike in each individuals target from previous month. 24 Here the target for PK agency is provided bellow: Table: 6 Current Month Target(May 2009) PK AGENCY REPORT(Airtel Distributor ,Cuttack Region) NAME Prasanna Chitta Ranjan Prafulla Ananta Samir Pradip Sing Total Activation 541 547 798 441 391 176 167 557 3618 Revenue 1814990 2037136 1584210 2048090 1259201 920727.1 914150.6 1403274 11981778.7 LSO 119 130 89 102 94 98 68 110 810 SSO 78 88 49 78 61 53 52 90 549 New O/Lt 20 22 15 17 16 16 11 18 135 PCO 3 3 3 3 3 3 3 3 24 Target for the interns during SIP (in Cuttack region): Table: 7 Target & Achievement During SIP NAME College NEW OUTLETS Target Pradeepta IPE, Hyderabad 75 Achieved 52 Target 5 PCO Achieved 0 iBox Target Achieved 15 13 I have worked for 6 weeks SSO locations SIM Sold Through Canopy (7 days) Turning Point (7 days) Mobile & Mobile (5days) Jaidurga Communication (7 days) Nigam International (14 days) Target 60 100 50 Sold 94 163 39 210 480 287 839 25

Total 900 SSO, It was a group task where other targets were individual 1422 (In a weak 15 new outlets, 1 PCOs and 3 iBoxs were the target for the interns) Minimum cost of an iBox was Rs 2975/- and cost of PCO was Rs 1975/-. A new outlet has to take minimum vouchers of cost Rs 1000/-. Sales of SSO were under a special scheme. (This scheme can not be mentioned on the project report but can be discussed with internal/external Guide and at the time of presentation) SIM activation procedure: (During training I had informed and demonstrated this procedure to the new outlets) SIM is provided by the company to the distributor and the distributors supplies the sim as per individual Retailers demand. The sim initially is not activated, after any subscriber bought this sim then the retailer uses a special procedure through its LAPU sim to activate that sim. But during recent scenario maximum retailers are supplying activated sims to the retailersthat the new subscriber can easily use the new sim without any delay in the service. To activate the sim following procedure is followed Step1: The retailer sends a sms through the LAPU. UN (space) Mobile Num to 59109 Step 2: This sms reaches to 59109 (technical section) and then 3 new sms comes in return one to Retailer, next one to FSE and the last one to the Distributor. Step 3: Then the distributor send a new sms. UN (space) Mob Num to 59110 After this the new sim will be activated and will be ready to use. As now a day in the Cuttack market the distributors are providing retailers activated Sims. If any new person will subscribe the to a new connection the retailer provides him the way to activate the sim. The new subscriber can only get this sim after paying the cost of sim, providing necessary and original documents required and after getting the confidence of the retailer that the provided documents are valid. After the new subscriber bought the sim, 1st that person has to insert the sim in the mobile phone and then has to call 123, (Airtel customer service number (toll free)). Then the sim will be automatically activated and will be ready to use. 26 Necessary Documents for New Subscription: 1. The new subscriber must have to be an Indian citizen. 2. He/She has to give one latest his/her photo. 3. Any valid document showing his nativity or residential proofs like Pass Port, DL, Voter ID , home electricity or phone bill(land line, BSNL preferred) etc. Actions on Fake documents: 1. If the documents are known to be fake or doubtful then the connection will be cutoff immediately. 2. Legal action can be taken against the retailer or the distributor for this negligence. How to check the authenticity of the sim and the number at the distributor/retailer level: Sometimes the AEAF contains some error on the sim number or mobile number. The retailer or the distributor can directly check the authenticity of this trough special Airtelservice. They can do a sms to know this. By using this service they can get the conformation on the sim and mobile number at the basic level. Seek (space) Mobile num/sim num to 59300 27 CHAPTER V SWOT ANALYSIS 28 SWOT Analysis Strengths 1. Bharti Airtel has more than 71 million customers. It is the largest cellular provider in India, and also supplies broadband and telephone services - as well as many other telecommunications services to both domestic and corporate customers. 2. Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel, with whom they hold a strategic alliance. This means that the business has access to knowledge and technology from other parts of the telecommunications world. 3. The company has covered the entire Indian nation with its network. This has underpinned its large and rising customer base. Weaknesses 1. An often cited original weakness is that when the business was started by Sunil Bharti Mittal over 15 years ago, the business has little knowledge and experience of how a cellular telephone system actually worked. So the start-up business had to outsource to industry experts in the field. 2. Until recently Airtel did not own its own towers, which was a particular strength of some of its competitors such as Hutchison Essar. Towers are important if your company wishes to provide wide coverage nationally. 3. The fact that the Airtel has not pulled off a deal with South Africa's MTN could signal the lack of any real emerging market investment opportunity for the business once the Indian market has become mature. Opportunities 1. The company possesses a customized version of the Google search engine which will enhance broadband services to customers. The tie-up with Google can only enhance the Airtel brand, and also provides advertising opportunities in Indian for Google. 2. Global telecommunications and new technology brands see Airtel as a key strategic player in the Indian market. The new iPhone will be launched in India via an Airtel distributorship. Another strategic partnership is held with Blackberry Wireless Solutions. 3. Despite being forced to outsource much of its technical operations in the early days, this allowed Airtel to work from its own blank sheet of paper, and to question industry approaches and 29 practices - for example replacing the Revenue-Per-Customer model with a Revenue-Per-Minute model which is better suited to India, as the company moved into small and remote villages and towns. 4. The company is investing in its operation in 120,000 to 160,000 small villages every year. It sees that less well-off consumers may only be able to afford a few tens of Rupees per call, and also so that the business benefits are scalable - using its 'Matchbox' strategy. 5. Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea Cellular to create a new independent tower company called Indus Towers. This new business will control more than 60% of India's network towers. IPTV is another potential new service that could underpin the company's long-term strategy. Threats 1. Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a 5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival Hutchison Essar. Knowledge and technology previously available to Airtel now moves into the hands of one of its competitors. 2. The quickly changing pace of the global telecommunications industry could tempt Airtel to go along the acquisition trail which may make it vulnerable if the world goes into recession. Perhaps this was an impact upon the decision not to proceed with talks about the potential purchase of South Africa's MTN in May 2008. This opened the door for talks between Reliance Communication's Anil Ambani and MTN, allowing a competing Indian industrialist to invest in the new emerging African telecommunications market. 3. Bharti Airtelcould also be the target for the takeover vision of other global telecommunications players that wish to move into the Indian market. Airtel comes to you from Bharti Airtel Limited, India's largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU's) - Mobile Services, Airtel Telemedia Services & Enterprise Services. 30 CHAPTER VI Analysis of the Survey and interpretation 31 As per the requirement the overall strategy was divided in certain categories. 1. Informal interviews were conducted for Airtel special scheme promotion and for sales maximization of iBox and PCO. 2. New subscriber analysis and new outlet opening analysis were done through proper questionnaires. 3. The market analysis was done through informal interviews and also information extracted from the retailers by visiting the outlet as mysterious customers. 1. Market Analysis In the month of April !dea came to the Cuttack market with better offers and with more talk time, free talk time at a lower cost. They have implemented a better strategy and covered up maximum retail out lets. They are providing the margin as per the market term (3% to retailers) ,but the most important thing is that, they are providing Electronic boards to the outlets at instance and spreading information rapidly among demographic dividend about the free offers. This results a ve growth in Airtel. As the FSEs also complained that the retail outlets prefer !dea and Vodafone rather than Airtel.They were pushing !dea and Vodafone new sims rather than Airtel. So, I did a job of Retailers analysis with a team of 3 after consulting with territory manager and with his proper guidance. Our objectives are Finding out the top (Airtel Navaranta awarded) retail outlets and also some other outlets in the prime locations of Cuttack region. Extracting information from them about At what cost they are selling Airtel sim. What the retailer prefers to sale (which sim they are trying to push out) by what information providing to the customer These are the thing that I have to extract from the retailers. We worked in team covered up maximum retailers possible in the given time period (2 days) after making a list of top retailer outlets. Our approach towards retail out lets to extract information. Directly going to the shop and asking the sales person about Airtel sim cost with life time validity and about the tariff chart of Airtel as customer. Meeting the shop owner and showing them as we are students of the Revenswa University and doing a survey on SSO in Cuttack market. Through this way we extracted the information about the retailers preference. Got the information on which brand the retailer is trying to push out. 32

Going to the shop as a customer and asking for a brand of the sales persons choice as I need cheep network with more talk time. (All the procedures are informal in nature, no prior questions were made a informal approach was taken to get the information) Suggestions after the analysis report to the Territory Manager: Spread the information among public about the cost of the sim. Put canopy and sale sim after consulting with retailers. Sale sim in coaching institutions at cost to company. Recommendations and Actions on my suggestions: Put canopy in some prime locations of Cuttack and selling the sim at the cost of Rs 40/- cost to company with special recharge voucher(power plus) of Rs 39/- which is valid for 3 months instead of 1 month. Some retailers were taken into consideration and they allowed us to go with the above proposal. During the promotion we are saying this offer is from the Particular Retailer who has agreed with the proposal. That later that Retailer can have customers and will sale the sim and voucher at this proposed scheme. Outcomes: In the 4 prime locations canopy was setup for 7 consecutive days. 94 SIMs were sold out during this period. Maximum of the Sims were recharged with Rs 39/- power plus and the retailer got a benefit of Rs. 10/- on each recharge. Overall outcome: Some Sims were sold out during this period but the overall market remained same as this project were done only for 7 days and can not be continued for more period because of high atmospheric temp.(over 42 degree centigrade) and high humid condition in Cuttack town. 33 (Details of the Analysis is provided Bellow) Overall Report 123 Consumer Preference 51 Airtel 14 !dea 31 Vodafone 6 Aircel 12 Smart 7 BSNL 2 60 50 40 30 51 20 31 10 0 Consumer Preference 51 14 Airtel 14 !dea 31 6 Vodafone 6 Series1 12 Aircel 12 7 Smart 7 2 BSNL 2 Series1 Special Scheme Promotion & Analysis: Looking at the present situation the company has made a special offer for Orissa circle. This offer is for retailers. The main reason for this offer is to push the retailers to sale Airtel.Airtel announced that if any retailer will be able to sale more than 1000 sim within 90 days then that retailer will be awarded with a Hero Honda Passion Plus bike, which costs Rs. 49,000/- in the market. The company was not going to provide any financial help or promotional help to the retailers. The cost of a new Airtel sim with Life time is Rs. 40/-. It is cost to the company. The retailers can sale a life time sim maximum Rs 200/- and minimum amount that they want to sale depends upon them. But they have to pay Rs.40/- to the company. No product sold to the retailers in credit. So it depends upon the retailer at what price that they can sale but they have to achieve that target within 90 days. They can only get the help from Territory Manager. After this scheme the territory manager informed the elite retailers as well as other retailers and assured them to help. In the Cuttack region 4 elite retailers at first were 34 interested in this new scheme. I had a task to talk to the retailers behalf of their plan how to sale the sim with this span of time. To help them in their decision making and for their sales promotion, distribution, helping them to sale the sim, informing public in that locality on this scheme and to help the retailer to make their advertisement. Finally informing the Territory manager on the retailers activities. With the team, I managed to convince 4 retailers to accept this scheme. From these 4 outlets 2 were awarded with Airtel Navaranta. The pricing decision of the SIM was taken by the retail outlet owner and with Territory, Zonal Manager. My team was in the task of outlets advertisement about their offer in the near by areas and to handle their sales for the initial days. Strategy followed for the scheme: Objective: To convince maximum to maximum numbers of retail outlets to accept this scheme. Methodology Secondary data: The data was colleted from the Airtel head office in Bhubaneswar. They provided all the list of top 18 retail outlets under PK Agency. These outlets are Navaratna awarded. Primary Data: Data collected from all the top retail outlets. Through conducting an informal interview. Methodology: 1. The entire 18 outlets previous 6 months sales were analyzed. 2. The locations of those outlets were properly studied. 3. Made one strategy how to help the retailer for their sales promotion. (The Territory Manager, PK Agency staffs were cooperated and provided necessary advice for this schemes successful implementation) 35 Strategy followed to convince the retailers: 1. The scheme was properly informed to the retailer. 2. Company provided the guaranty of sales promotion for the retailer during initial period. 3. Company provided the assurance to help the retailer how to implement the scheme that the retailer will incur minimum loss and will have the maximum profit. Outputs of the Strategy 1. The ZSM & Territory Manager helped the retailer for their planning and implementation. 2. The distributor provided the SIMs, documents in proper time and collected the documents twice per day. 3. Company provided canopy to the concerned outlets that they could sale the SIM at near by locations. 4. The company provided the help of Summer Interns to assist the outlets for their sales promotion during initial days. The sales promotion method started with brand name of Airtel. Following steps are followed in the entire project. STEPS FOLLOWED 1. Putting advertisement boards and hording near by locations and putting some posters near by shop with their acceptance. 2. Informing coaching institutions on this offer. 3. Putting Canopy from 5PM to 10 PM near by prime locations. 36 Analysis Report in Graphical Presentation: 1. For New SIM holders: Less Cost Number of subscribers 400 300 200 100 0 Series1 SA 318 A 212 N 134 approval Regular users 300 Subscribers 200 100 0 Series1 SA 213 A 178 N 273 Approval Dis 67 S Dis 131 Dis 109 S Dis 89 37 Use it during tim e of need 500 Subscriber 0 Series1 SA 409 A 189 N 188 Approval future propose Dis 71 S Dis 5

Subscribers 400 200 0 Series1 SA 234 A 198 N 134 approval Dis 187 S Dis 109 Service 250 S b cib r u s r es 200 150 100 50 0 Series1 Airtel 209 Aircel 187 !dea 11 BSNL 168 Smart 198 Vodafone 89 Service profider Network Coverage 400 300 200 100 0 Series1 Airtel 287 Aircel 123 !dea 16 BSNL 234 Smart 151 Vodafone 51 38 VAS 250 200 150 100 50 0 Series1 Airtel 201 Aircel 151 !dea 8 BSNL 158 Smart 176 Vodafone 168 Tariff 400 300 200 100 0 Series1 Airtel 35 Aircel 179 !dea 309 BSNL 49 Smart 123 Vodafone 167 Availability 200 150 100 50 0 Series1 Airtel 150 Aircel 167 !dea 123 Overall 300 200 100 0 Series1 BSNL 142 Smart 156 Vodafone 124 Airtel 256 Aircel 140 !dea 58 BSNL 196 Smart 171 Vodafone 41 39 Analysis and interpretation of survey of new Airtel subscribers: Objective of the study is to know the new subscribers acknowledgement towards the preference for Airtel. Why a customer is interested to be an Airtelsubscriber? What a new subscriber thinks about Airtel was the inherited reasons for interpretation. (Reason for buying a new Airtel sim) A. COST of SIM: Though the SIMs were sold under a special scheme, so the cost of SIM was less compared to other outlets.61% persons agreed that they are buying Airtel sim because the cost of the sim is very less* and this is the only reason that they are interested not to miss a chance of buying a new sim at this special cost with offer. Where 22% agreed that they need to subscribe Airtel sim and 15% stand neutral. So the overall outcome interoperated as the low cost is the main reason for the sales of SIMs. B. Regular Uses: From the total sample size that I had taken only 45% of them were agreed that they will regularly use the Airtel sim and 46% said that they will keep it and 69% of subscribers were agreed that they will have the sim with them and will only use at the time need. From this above analysis the outcome is that maximum of the new subscribers will keep the sim with them and will use it when it would be needed. Only 45% accepted that they will be a regular user ofAirtel. (Where Airtel stands as per new subscribers perception) A. Service: Airtel is not considered as a better back door service provider for its subscribers in the market though it got a response of 24% (highest response) but its near by competitors are not so far behind from it as response for Aircel 21%, 19% for BSNL, 22% for Smart were there. So overall interpretation is that Airtel must have to be more customer oriented and to provide better customer care facility. B. Network Coverage: 33% of subscribers accepted that Airtel provides the best networking in Cuttack and its near by interior areas thats why they have to keep a Airtel sim that they can use it at the time of need. Except BSNL (27%) others are not a competitor of Airtel. 40 C. Tariff and VAS: When this particular sector was analyzed Airtel is lagging behind (Tariff). In the month of April 2009 !dea entered the market with lots of offer and it was responded highly as they were providing (New SIM with Life Time + Rs 50 talk time + power plus(valid for 6 months) + Unlimited free talk time !dea to !dea) @ Rs 50. As the tariff was considered Airtel got only . 04% response where !dea got a response of 35%. Its overall outcome was that subscribers were not happy with Airtel tariff as they said it very costly. As VAS is consideredAirtel is better than its comparators. Airtel got a response of 23% but Vodafone produced a grate challenge as its extensive and expressive promotion during this period of April and mid May as the IPL was going on. D. Availability: In this category all the network providers were all most nearly as the maximum responses were went to 19% against Airtels 17%. The overall out come of this analysis was that either the Airtel distributors provide more FSE or increase their salary by a small margin. (OVERALL outcome from these analysis is that Airtel is a market leader no doubt about it as it received 29.64% of responses. But it must have to look in certain areas like Tariff and distribution system and customer cares to gain a better margin than its competitors.) 41 Analysis for opening New Outlets Satisfied w ith Distribution System 23% Agreed 50% Neutral Disagreed 27%

Maxim um Num ber of Subscribers 6% 26% Agreed Neutral Disagreed 68% 42 Less Margin 30% Agreed Neutral Disagreed 57% 13% Dem and in the Market 20% 43% Agreed Neutral Disagreed 37% Reasons for a retailer to be an Airtel outlet 1. Demand in the market for Airtel sim and vouchers as the outlets agreed maximum persons are asking for Airtel vouchers. 2. Maximum of the retailers also accepted that in market Airtel has maximum number of subscribers. 3. Airtel is proving fewer margins compared to other network service providers but most subscribers are attached with Airtel a biggest reason for a retail outlet to start this business. 43 4. Many of the present outlets are not happy with the FSE as they are providing the vouchers and other products in proper time (distribution problem). 5. Airtel Company is trying to open more and more outlets but FSEs are not so interested to open in a large number as their work load will be more and they have to achieve more target. 6. In some areas there is significant number of outlets that the individuals business is affected by this steep competition. 7. Some outlets demands electronic add board but distributors are unable to providing in time. 8. The overall outcome depends upon the Demand in the market for Airtel which is driving customers towards Airtel. 9. Maximum of retailers accepted that I. Maximum numbers of working professionals are interested for Airtel. II. Though Cuttack market is full of business men they also keep an Airtel for their emergency use, not a regular use. III. Students are not showing any interested in Airtel, very few responses from them. 10. Retailers agreed that Airtel is no mort pulling product. Strategy for Sales of PCO and iBox Objective Airtel is a market leader in Cuttack in terms of prepaid subscribers. But it faced a real tough competition in sales of iBox and PCO sets. I had taken to maximize the iBox and PCO sales as an challenge. I had followed certain strategy to sale my products 1. Scan the market. 2. Made a comparative analysis for Airtel product. 3. Made a SWOT analysis of iBox and PCO. 4. Collected primary data from outlets (iBox and PCO) 5. Spread the information among the outlets about Airtels iBox and PCO offer. Methodology Primary data: 1. Two types of questionnaires were designed for surveying outlets. 2. 1st Reliance and TATA Indicom coin box holders were surveyed. 3. 2nd PCO holders were surveyed. 4. Airtel iBox and PCO holders were surveyed. 44 Methodology: Three different types of surveys were made and their results were properly analyzed then I had made my strategy how to maximize the sales. A. 50 TATA Indicom coin box & PCO holders were surveyed. B. 34 Reliance coin box holders were surveyed. C. 78 BSNL PCOs were surveyed. The survey was conducted as an Informal interview process to extract the information from the outlets. The main purpose was to make conformation why retail outlets are interested in Airtel iBox & PCO. The interpretation of survey and analysis 1. TATA Indicom provides better margin. Its calling charges are less compared to others. Better quality product and service facility is better. It also provides life time offer. (Though it first introduced this operation so it has nearly captured the market leaving little space for the competitors) 2. Reliance is not so famous among retailers but its profit margin is better. 3. BSNL pco holders earn maximum profit as per the retailers point of view. Reason of low sales for Airtel iBox / PCO 1. Less margin 2. Late entry into the market. 3. Inactive sales force.(FSEs are not so much interested to maximize this sales) 4. Airtel PCO facing the worst competition from its competitors as only 26 PCO was in the market during last 17 moths. 5. Some retailers were interested in Airtel iBox as its profit margin is better. 6. Because of special offer during April 2009 some iBox were sold. 7. Though Airtel is a market leader in terms of prepaid GSM service, this is the only major reason taken to be considered for sales maximization of Airtel iBox. 45 CHAPTER VII CONCLUSION & RECOMMENDATIONS 46 Conclusion Airtel facing a steep competition in Cuttack Market. It is that Cuttack is the toughest market in the Eastern Part of the country. It is difficult to maximize the sale as maximum consumers are local business men and they prefer more talk time in their usual tariff. Airtel has a good reputation as a telecom brand in Cuttack. People prefer Airtel in Cuttack because of its network coverage all over the state including rural areas. .Only high tariff cost matters in sales maximization. Competitors selling strategy becoming a biggest problem for sales maximization. Retailer benefit schemes as they achieve the target can push more subscribers and maximize sales. Retailer margin is not a problem for Airtel in Cuttack. Some retailers bringing in the Vouchers and easy from rural area to Cuttack region to get more margins comparatively to urban areas. Retailers are unhappy with Airtels advertisement offers because the company is not providing them the Electronic Boards in time (for new outlets), banners etc. . . . Where others (new entrants) are doing it. So, the other entrants are capable of pushing their sales. 47 Recommendations There are following suggestions for marketing strategies for Airtel1. Bharti Airtel needed to maximize its future flexibility and growth potential by adopting a business-driven framework for integration, allowing it to implement and deliver new services rapidly. With competition intensifying in the Indian telecom services market, Bharti Airtel needed to find a way to focus on developing new services that could set it apart from the competition and strengthen its customer relationships. 2. Improved cross-selling and targeting and a more seamless, efficient total customer experience through end-to-end integration of customer-facing processes. 3. Optimization of business processes and infrastructure, through flexible, standardized integration

framework, is needed. 4. Outsourcing of technology will provide Bharti Airtel to focus resources on growing the business. Flexible pricing model will enable Bharti Airtel to avoid major increases in capital expenditures 48 ANNEXURE 49 Appendix-A Questionnaires for opening new outlets 1. Are you selling Airtels products? (SIM: y/n) (Vouchers: y/n) (Easy recharge: y/n) SIM Y 2. 3. VOUCHER N Y N EASY RECHARGE Y N (If no then) Are you interested to be an Airtel Retail Outlet? Y / N (if no then) You must be aware of Airtel Business.(Requesting the retailer to know the business) If I got a positive response then: Complete information provided on Airtel business If no: Requested for another time if there is no response I have to leave that outlet. 4. If interested for then : Complete information provided on Airtel business (If the outlet shows interest for the business. At 1st the information regarding the business provided to the retailer in details and after that this questions were asked to analyze why these retailers are showing interest in this business) 5. Do you think Airtel provides less margin compared to other service providers. A N Dis 6. Do you think maximum people are asking for Airtel? A N Dis 7. 8. 9. Do you know that Airtel has maximum numbers of customers in Cuttack market? Y / N Are you satisfied with Airtel distributors service procedure? Are you happy with FSEs service? A/N/Dis 10. Do you think is it easy to push Airtel. A/Dis 11. Does the customers ever pulled towards Airtel, Airtel is PUSHING/PULLING 12. I am not interested with Airtel because Low margin: A / N / Dis Unsatisfied with FSE: A / N / Dis So many retail outlets near by : A / N / Dis No credit facility:A / N / Dis Airtel does not provide Add boards or support regarding advertisements in time: A / N / Dis Selling Vodafone !dea, RIM, Smart, BSNL is more profitable. 13. I am only interested for sim / lapu / vouchers only in coming period. Why _______________________________________________________________________ Appendix-B Questionnaires for New SIM holders: While selling new SIM I did a comparative analysis on different network service providers regarding customer interest. It 50 was also required for my project under market analysis why one buy Airtel. A few questions were asked to new SIM buyers. Questions: Rate from 1 to 5. Where 5 are minimum and 1 is the maximum value. (Ranking methodology) Service Network Coverage Airtel Aircel !dea BSNL Smart Vodafone VAS Ease of availability Tariff Reliability Overall 1. Are you buying now because: a. SIM cost is very less comparatively with other ones? SA A N Dis S Dis b. I will use this SIM regularly. SA A N Dis S Dis c. I will keep it for future purpose. SA A N Dis S Dis d. I will use it only at the time of need, not regularly. SA A N Dis S Dis Appendix-C