A Report on


Submitted by : ANKIT KUMAR (2007-09) Final Sem. Marketing and Sales

Institute of Productivity and Management, Ghaziabad


The greatest challenge for any organization today is to survive in this era of cut throat competition. Any industry can not sustain itself in such competitive environment unless or until trying Something new which can not only be helpful in alluring new customers but to sustain existing customers also. It has become essential part for the upper level management to come up with the Strategies which can increase the market share and fetch revenues in long run. But it should always be kept in mind that business runs for profit and not for charity. Giving additional discounts, trade incentives can increase sales but keeping proper track, on these strategies is also very necessary so that the ultimate objective of the Organization is achieved.

Institute of Productivity and Management, Ghaziabad


S.no 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Content Introduction Evolution of Telecom In India Technology used Telecom ecosystem Top players Regulatory Framework Industry Analysis Vision Mission Organization Structure Company History Financials Growth rates Strategies adopted Porter’s generic model BCG Matrix SWOT Analysis Future Strategies Conclusion Bibliography Page No. 4 5 6 7 8 9 9 10 10 11 12-14 15-16 16-21 22-23 24-29 30 31 32-35 35 36

Institute of Productivity and Management, Ghaziabad



The Indian telecommunications industry is one of the fastest growing in the world and India is projected to become the second largest telecom market globally by 2010. In April 2008, India overtook the US as the second largest wireless market, and as a pointer to the increasing global influence of Indian telecom companies, seven Indians have featured in the list of the world's 100 most influential telecom leaders, compiled by Global Telecoms Business, an industry magazine. According to CRISIL Research estimates, eight infrastructure sectors, which include the telecom sector, are expected to draw more than US$ 345.28 billion investment in India by 2012. With the rural India growth story unfolding, the telecom sector is likely to see tremendous growth in India's rural and semi-urban areas in the years to come. By 2012, India is likely to have 200 million rural telecom connections at a penetration rate of 25 per cent. And according to a report jointly released by Confederation of Indian Industry (CII) and Ernst & Young, by 2012, rural users will account for over 60 per cent of the total telecom subscriber base. Telecommunications industry deals with the activities and services of electronic systems for transmitting messages through cables, telephone, radio or television. Components and factors responsible behind the growth of telecommunications industry Two major factors responsible for the growth of telecommunications industry are use of modern technology and market competition. One of the products of modern technologies is optical fibers, which are being used as a medium of data transmission instead of using coaxial or twisted pair cables. Optical fibers can carry a high volume of data and are easier to maintain and install. Use of communication satellites make this telecommunications industry a booming industry. The use of mobile network has a crucial role behind the growth of an improved telecommunications industry. Leading companies are showing their interest to invest in this telecommunications industry. Telecommunications industry is going to be a digitized one. Use of ISDN (Inter Services Digital Network) makes this telecommunication industry a total digitalized system and eventually enhanced the speed and quality of digital communication.

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Evolution of Telecom In India
BSNL was ILD services Number Intra-circle Independent establishe was opened to portability was Private regulator, Calling Party merger d by DoT competition Attempted proposed players were TRAI, was Go-ahead Pays (CPP) was guidelines were boost to (pending) allowed in implemented established established to the Rural Value Added CDMA 1999 2007 1994 2002 2005 2003 2004 telephony Services technology 2006 2000 Unified Access 1992 Internet 1997 Licensing telephony (UASL) regime Broadband initiated Decision on was introduced policy 2004 National NTP-99 led to Reduction Reference FDI limit 3G services was Telecom migration from (awaited) of licence Interconne formulated was Policy (NTP) high-cost fixed fees ct order —targeting increased was license fee to was issued 20 million from 49 to 74 formulated low-cost revenue subscribers percent sharing regime by 2010 Department of Telecommunication (DoT) is the main body formulating laws and various regulations for the Indian telecom industry.


Institute of Productivity and Management, Ghaziabad


Cha nging De ogra m phics
De and for VAS & Broad m ban d se rvice Am s ong Y outh 28 % Urban Population Rapid Urban ization Rising Incom le l e ve
Sou : Mckinse Re rce y port

Te chnologie s
CDMA – Alre dy the a big a re re pla rs in this se e ye gm nt Re liance , Ta ta 3G – Va lue a dde se d rvice s pote ntia still to be ta l ppe d fully 2G/3G – GSM Curre ntly com and 70% of m m s obile subscribe in India rs

Institute of Productivity and Management, Ghaziabad


Indian TelecomIndustry Framework Indian TelecomIndustry Framework
Indian Government Bodies
Independent Bodies

WirelessPlanning and Coordination (WPC) Department of Telecommunications

Handles spectrum allocation and management

TelecomRegulatory Authority of India (TRAI) TelecomDisputes Settlement and AppellateTribunal (TDSAT)

Independent regulatory bo

DoT – Licensee and frequency management for telecom
Exclusive policy making body of DoT

Telecom disputes settlem body

Telecom Commission
Groupon Telecom and IT (GoT-IT)

Handles ad hoc issues of the telecom industry

Association of Unified Telecom Service Providers(AUSPI)

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The top players in the industry are:
1-Bharti Airtel Limited 2-Reliance Communications Limited 3-BSNL 4-MTNL 5-Hutchison Essar 6-Ericsson 7-Nokia 8-Siemens Communications 9-Idea Cellular Limited 10-Tata Teleservices

Re gula tory fra e m work
 74% FDI Inve stm ent  La of Tran ck spare ncy in Spe ctrum & Lice se n Alloca tion  3G Policy & MNP still Pe nding



Institute of Productivity and Management, Ghaziabad


• • • • Sub scribe ba - 330m r se Wire ss pe tra le ne tion- 14.7% CAGR (wire ss)- 68% le Se cond La st Te com Ma t rge le rke – Lowe ta st riff cha s in the world rge – Wire ss Sub le scribe – 315.3 Mn rs – Wire lineSub scribe – 38 Mn rs .4 – Te de le nsity – 30.6 – Sha in Asia Pa re cific m ile phone m rke 6 ob a t- .4 – Mob subscrib r b se g ile e a rowth ra - 82 te .2%, 42% of the popula tion be low 20 9 GSM a 5 CDMA pla rs in 19 circle a 4 m tro citie conne nd ye s nd e s cting 2000 towns Bha Airte la st pla r with p se rti l rge ye re nce in a 23 circle ll s

• •

Vis ion 2 1 0 0
• By 2 1 Airt l w 0 0 e ill b t e m s a m e h o t d ire b n d ra d in In ia d :
– Lov d b m re cu t e y o s om rs e – Ta e e b t p t le t rg t d y o a n – Be ch a n m rke b m d y ore b s e s s u in s e

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Vision 2 020
• To build India fine b ine cong 's st us ss lom ra e te by 20 20 • Sup porting e uca d tion of un rprivile e de g d childre throug Bha Found tion n h rti a • S ra e ic In e t t t g t n:
– To cre te a con a glom ra of th fu e te e ture by bringing a bou “Big Tra sform tion th t n a s rough Bra ve Action s.”

Mis ion s
• “ We a Airte a a s th k in fre h a d t l lw y in s n in o t n va ive w y a o t th n e s o o r a s b u e e d f u cu to e a d h w we w n t e to fe l. We s m rs n o a t h m e d live w a w p m e a d g o t o o r w y e r h t e ro is n o u f u a to d lig t t e cu to e w e h h s m r ith a lit tle b m re it o ”

Institute of Productivity and Management, Ghaziabad


Organization Structure

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Com ny History pa
• 1995 – m obile se rvice bra in De nd lhi a HP a BT nd nd a cquire a sta s ke • 1996-97 – Form d Bha BT VSAT Ltd e rti • 1999-2000 Acquire J T Mobile in Ka taka AP a s s rna , nd Punja b • 2001-02 – La unche IndiaOne , 8 ne lice s w nse in the s Ea be st, com s la st ope tor, la e rge ra unche Airte tune s l • 2003-04 – Associa tion with Ericsson, IBM, RIM • 2006-07 – Forays into Sri La nka a US, tie up with nd Google a Microsoft nd

Subsidia Com nie ry pa s
• • • • • • • Bha He com rti xa Bha Com l rti te Bha Aqua t rti ne Bha Broa rti dba nd Bha Infra l rti te Bha Te m dia rti le e Bha Airte rti l(UK,US,Ca da Hongkong USA, na , , La nka )

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Airte SBUs lMobile • Se rvice a cross 23 circle s • 4676 ce nsus town a d 207327 non nsus town a d villa s s n -ce s n ge cove ring 59% of popula tion • Ma t sha - 22.9% rke re • 85m subscribe from 25m in J ul 2006 n rs

Airte SBUs contd. lBroa a d & Te ph e Se db n le on rvice (B&TS) s • Se rvice a cross 94 citie a s cross 16 circle s • 1.75 m voice a d 0.59 m b n roa a d custom rs db n e

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Airte SBUs contd. lEn rprise Ne te twork -Ca rrie rs • 49000 km of fibe s r • Subm rin ca a e ble la din sta n g tion a Ch nn i t e a • Associa tion with SEA-ME-WE-4 with 15 m ore op ra e tors

• • De p dom in kn e a owle dge e xploita tion for Ba king, BFES, n IT/ITES, Me , Educa dia tion Re il , ta In gra d se te te rvice for ke corpora a s y te ccoun ts

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Fin n a cia ___Sh re Ca it l ls a p a
• Rs 8 4 .1 m ,3 0 5 illion ra ise th ug th IPO d ro h e • 2 0 We t Pu lic 0 2 n b • Sh re in is ue a s s
– 1 9 ,1 1 0 a a Se t m e 3 , 2 0 ,8 8 0 ,6 4 s t pe b r 0 0 8

• Ma rke Ca itiliza t p tion
– Ap ro . Rs 1 7 b p x . ,3 1 illio n

• P/E
– 1 .9 9 8

– 3 .1 6 6

Som K e hig e y hlig hts…
Ba n eS e t la c h e To l Sha ta re Ca pita l Ne Wo t rth To l De t ta b Ne Blo t ck Inve stm nts e Ne Curre t Asse t n ts To l Ass ts ta e Am u t in Rs Cr o n . 1 7 1 89 .9 2 24 .4 0 1 9 6 0 4 57 .3 1 03 .6 9 0 5 1 95 .8 0 2 5 -5 2.9 92 4 26 1 4 81 .8 In o e c m Sae e t t t mn Ne Sa s t le Othe In r com e PBDIT Ne Pro t fit (S p '0 ) e 8 Qu rte a rly 8 4 7 27 .3 2 8.4 3 3 1 6 15 .0 1 4 8 60 .7 (Ma '0 ) r 8 An a nu l 2 70 .5 5 3 1 23 5.8 6 1 73 .8 0 6 9 6 4 0 24 .2

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K e Ra y tios
Ke Ra io - Airt l y t s e De t-Eq ity Ra b u tio Lo ng Te rm De t-Equ b ity Ra tio ROCE (%) RONW (% ) Ma r-0 Ma 8 r-0 Ma 7 r-0 Ma 6 r-0 5 Ma r-0 4 0.3 8 0.3 5 3 4.8 8 3 9.5 3 0 .54 0.5 34 7 .0 43 4 .0 0 .83 0 .76 2 .5 2 5 3 .8 1 2 0 .6 0 .5 23 6 .9 23 8 .8 20 04 0 .34 0 .29 8 .43 6 .76 0 7 .0 0 3 .0 0 6 .1 -0 .27 2 3 00 0.3 6 0.3 3 3.0 7 0.1 8

Ke Ra s - In stry y tio du De bt-Eq ity Ra u tio Lo g Te n rm De t-Eq ity Ra b u tio ROCE (%) RONW (% )

20 7 0 0.3 5 0.3 9.7 2 1 0.1 1

20 06 20 05 0 .21 0 .27 0 .19 0 .24 10 8 8 .2 .25 10 2 1 .6 0.8 7

Su scrib r Growth b e
Group Company wise % market share - Nov'2008 Sr, No. 1 2 3 4 5 6 7 8 9 Name of Company Bharti Airtel Vodafone Essar BSNL IDEA Aircel Reliance Telecom Spice MTNL BPL All India Total Sub Figures 8,29,20,593 5,87,64,164 4,04,87,511 3,28,09,720 1,53,75,258 95,82,695 37,05,894 38,21,277 18,82,324 24,93,49,436 % Market Share 33.25% 23.57% 16.24% 13.16% 6.17% 3.84% 1.49% 1.53% 0.75% 100.00%

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Cu tom r Growth a s e cros th ye rs s e a
Year Mar-04 Mar-05 Mar-06 Mar-07 Mar-08 Overall Subscriber Base 2,61,54,405 4,10,25,940 6,91,93,321 12,14,31,166 18,44,13,702 Airtel Subscriber Base 42,16,317 1,04,78,585 1,95,79,208 3,71,41,210 6,19,84,721 Market Share 16.12087 25.54136 28.29638 30.58623 33.61178

Incom a Expe e nd nditure (Rs. Cr)

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Op ra e tin Pro g fit (Rs Cr.) .

Stock Move e m nt

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Sha Price Com titors Diffe ntia re pe re ls
Co pa m ny Na e m Bh rti Airte a l Re nce Com lia m Ide Ce a llula r Ta Com ta m MTNL Ta Te se ta le rvice Spice Com m Tulip Te com le HFCL I nfote l La t Price s 722.30 249.20 53.50 495.15 74.85 20.15 36.00 501.20 7.45 % Ch g -2.69 4.18 0.09 0.53 -2.54 2.03 10.43 15.66 6.28 5 w 2 k Hig h 1,063.00 844.00 148.90 783.00 219.45 65.00 77.30 1,225.00 59.70 5 w 2 k Lo w 484.00 148.60 34.05 320.00 51.75 12.50 23.25 385.00 5.55 Ma e Ca rk t p (Rs cr) . 137,10 7.31 51,435.5 5 16,585.5 1 14,111.7 8 4,715.55 3,822.84 2,483.73 1,453.48 391.51

Ne Sa s Y e r End 2008 t le a
Co p n m a y Na e m Bha Airte rti l Re nce lia Com m Ide Ce a llula r MTNL Ta Com ta m Ta Te se ta le rvi ce Tulip Te com le Spice Com m HFCL Infote l La t Price s 722.30 249.20 53.5 0 74.8 5 495.15 20.1 5 501.20 36.0 0 7.45 Ch n e a g -20.00 10.0 0 0.05 -1.95 2.60 0.40 67.8 5 3.40 0.44 % Ch n e a g -2.69 4.18 0.09 -2.54 0.53 2.03 15.6 6 10.4 3 6.28 Ne S le t a s (Rs c . r) 2 ,7 1 1 5 6 .1 1 ,7 2 5 4 9 .0 6 1 .9 ,7 9 9 4 2 .5 ,7 2 2 3 8 .3 ,2 3 0 1 0 .1 ,7 7 9 1 1 .4 ,2 6 4 9 78 5 . 5 2 88 4 . 8

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Ne Sa s(Rs. Cr) t le

Ne Profit t
Company Name Bharti Airtel Reliance Comm Idea Cellular MTNL Spice Comm Tata Comm Tulip Telecom Goldstone Infra Northeast Sec TataTeleservice HFCL Infotel Last Price 722.30 249.20 53.50 74.85 36.00 495.15 501.20 17.55 12.08 20.15 7.45 Change -20.00 10.00 0.05 -1.95 3.40 2.60 67.85 -0.40 0.57 0.40 0.44 % Change -2.69 4.18 0.09 -2.54 10.43 0.53 15.66 -2.23 4.95 2.03 6.28 Net Profit (Rs. cr) 6,244.19 2,586.45 1,044.36 406.82 380.13 304.46 187.27 10.01 5.25 -125.74 -142.54

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Ne Profit(Rs. Cr) t

• • • • • • • • Ele ctronic re cha rge He llo tune s Airte Live l ! Portfolio m na r a ge Song ca tche r Ea m sy usic Bla be ck rry ha ndse ts M-che que s

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First Move Adva r nta e g

• Airte follows “ l Ma c -b x s ra e y th o t tg” • The firm e xpa ds re ula n g rly in Biha r, pig yba g cking o 3 0 dis n 0 trib utors a d m n ore tha 5 ,0 0 re il ou ts s lling Airte pre id n 0 0 ta tle e l pa ca rds • Cove ove 4 0 0 villa e a d hope to rs r ,0 ,0 0 g s n s e xpa nd to othe 1 0 0 by 2 0 r ,0 ,0 0 0 9

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Ma s s ive a ve d rtis g t ro g in h u h • Go g Ad o le Se s n e • Bid Ve rtis rs e • Sp n o o lin g m s a Za a o s r n e a e t p k.co m

Y outopia
Spe l ta cia riff pla for you n th- Y ou topia Re ce ta du d riffs, a cce to ce phon s ss ll e 14-19 ye rs of a e a g Expa d cu n stom r ba (lim d to th olde a e e se ite e r g grou till n ps ow) • De tion from e rlie positioning for olde pe via a r r ople sym bolizing dignity a d powe n r • Re 0.25 for 30 se con ds- night!, spe l bidding cia porta m sic downloa fa l, u d cilitie SMS a s, t a fforda ble price s • • • •

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Sponsore e nts d ve • De lhi ha m ra lf a thon • De lhi golf tourna e m nt Sponsore TV shows d • Big Boss • KBC • India Idol n

Porte Ge ric Stra gy rs ne te
Narrow Market Scope

Broad Market Scope

Diffe n l Stra g re tia te y

Cost Le de ip a rsh

Uniqueness Competency

Low Cost Competency

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Porte r’s 5 force s

1. Thre t from Com tition a pe
Wire s Ma le s rke – To 4 g rn rin 7 % m rke t p a e g 5 a t s a h re HIGH

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Com titor Ana pe lysis

Be t OP Ma in & s rg s Ne Pro Ma in t fit rg s a o g Pe rs mn e

Source CMIE Nove be 2008 : m r

2. Custom r Ba ining Powe e rga r
• La of diffe n tion am ck re tia ong Se rvice Provide rs • Cut throa Com tition t pe • Low Switching Costs • Attra ctive Sch m s for n w conne e e e ction • Availa bility of all ope tors e rywh re ra ve e • Difficulty to diffe n te Bran re tia d • Num r Porta be bility will h ave –Ve Im ct pa • Busin sse & Con e s sum rs e

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Market Scenario

Po stpaid VsPre paid

Custo e & Marke Sha m rs t re











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3. Suppliers Bargaining Power

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4 Thre t of Sub . a stitu s te
• • • • • • Landline CDMA World Phone Video Conferencing VOI P - Skype, Gtalk, Yahoo Messenger e-Mail & Social Networking Websites

5 Th a of Ne En n . re t w tra ts
Lo Be a s w c ue • Hu e Lice se Fe s to b p id u g n e e a pfron & Hig t h g sta e tion p riod e • En try of MVNOs & WiMAX op ra e tors Pre io s v u ly • Sp ctru Ava bility & Re u tory Issu s e m ila g la e Lo , No w w Hig h • In stru fra ctu Se p Cost - High re tu • Ra idly ch n in te n p a g g ch olog y

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5. Thre t of Ne Entra a w nts
Hig Be u e h ca s • En try th rough 3G • Ne En w tran a re dy to e r with Hug Ca ts re a nte e pital Conside ring th a e ttra ctive e of th m n ss e arke t • In a Of FDI to 76% bringing com titon from cre se pe Fore ign playe rs • Ne En w tran from Non te com com ts le panie with th s e e se of Ou a tsourcing
Pre io s Lo , v u ly w No Hig w h

BCG Ma trix for Bha Airte rti l

Mobile Se rvice s DTH & IPTV Bro d Ba d a n




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Stre ths ng
• • • • • • • • • Large Te com Playe in India st le r ~ 80Mn, 22.6% Ma t Le r rke ade Strong Le rship – Sunil Bha ade rti Mitta l Recognize Globally d Pa India Pre nce n se Strong Fina ncia ls Focus on Core Activitie – s Outsource the re st Strong Bra Im nd age – Ma ting rke Te am Strong Ne Busine w ss Deve lopm nt te m e a

We kne s a s • Outsourcing of Core System s • Ne twork Cove rage (e rlie a r)

Op rt po unit s ie • Bha Infra l – Cutting rti te Down cost in Rura a a l re • Ma tch Box Stra gy – Scale te of Pe tra ne tion • Curre Te -De nt le nsity – 30.6 is still low a ong m d ve e loping countrie s • Low Broa ba Pe tra d nd ne tion, Rura Te phone l le y

Thre t as • India ce ntric – Ma jor re nue from India ve s • Fa lling ARPU & AMOU • Inte nse Com tition & pe Shorta of Ba ge ndwidth • Ne Pla rs com w ye ing in India • Unce in Econom rta ic conditions

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Airtel – Strategy
MANTRA : Focus on Core Competencies and Outsource the rest!

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Stra g te y
• Pa rtn r w e ith le d g p y rs in a in la e te co m n le m u ica tio a n cro s t e g b . s h lo e • Ma a e to w rk w n g d o ith t e b s o d m in h et f o a s e p cia ts g b lly a d e e e a a w rld lis lo a n m rg s o cla s e tity s n . • Op ra e tio a co tra ts w n l n c ith m rq e ve d rs a u e n o a ds n tra g te ic in s rs ra g g fro ve to n in mp riva te e u q ity in s rs to g b l te co ve to lo a le m g n . ia ts

Ou s u in d a in 2 0 t o rc g e ls 0 4
• Erics o w s g s n a ive t e m n a e t p vid , n h a d t o ro e m n g a d m in a a a e n a t in t e e u m n a we a h q ip e t s ll s p vid q a y a s ra ce in Airt l‘s t e 1 ro e u lit s u n e h n 3 m b o ile circle . s • IBM w s g a ive t e m n a e t h n le t e b c n h a d t o a d h a k o ffice re u q ire e t o Airt l’s p s n m ns f e re e ce in In ia d

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Ope tiona Stra gie ra l te s.
• Highe e pha r m sis on ARPU/m – sta contra in rk st with othe ope tors who conce r ra ntra on ARPU te only. • Aim to be be com a one stop shop for a e ll te com unica le m tion se rvice unde the Bha s r rti um lla bre . • Exploring opportunitie in inte s rna tiona m rke l a ts. • Hive off towe infra d r structure into a se ra pa te e ntity.

Pe rform nce till da a te
• Bha Airte ha e rti l s njoye a e d n xce nt run e r lle ve since the te com se le ctor ope d. ne • It ha m na d to hold on to its le de s a ge a rship position inspiteof the pre nce of othe se r pla rs with de p pocke – Am ni’s, Ta ’s, ye e ts ba ta Birla a Voda ’s nd fone . • Ha cope we with re s d ll gula tory cha e ng s. • Continue to a s ttra a de ct nd light custom rs. e

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Future Stra g s te ie
• Tra sla its e n te xpe rtis in Ind n m rke to othe e ia a ts r e e ing e nom s m rg co ie . • This co uld ca for a ll cqu isition g s loba lly. • Te chnolog le de y a rship is a m st – Airte m st u l u e su th t its re nce on GSM te nolog doe n re a lia ch y s not re de it ob n r sole . te • India m rke in pite of b ing the world la e n a t s e s rg st is s till not m ture . Opportun a d itie a u d in the s bo n hin rla d wh te n ich m st b e u e xploite d.

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. The mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 94 cities. The Enterprise services provide 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. The Company compliments its mobile and broadband & telephone services with national and international long distance services. It has over 35,016 route kilometers of optic fibre on its national long distance network. For international connectivity to east, it has a submarine cable landing station at. For international connectivity to the west, the Company is a member of the South East Asia-Middle East-Western Europe – 4 (SEA-ME-WE-4) consortium along with 15 other global telecom operators. "The players that will be amongst the successful 20 per cent will be the ones that provide a consumer-centric experience, for example, through interactive TV, where users will be able to chat online while watching their favourite TV programmes," "To uncover adjacent markets, carriers must leverage their unique assets, in areas such as billing, secure authentication and quality of service, and develop multiple partnerships to add creative talent to existing operational expertise," "The telecom industry in 2012 will be very different from the one we know today. Developing strong partnership skills, focussing on customer user groups, embracing Internet services and starting to talk the language of Web 2.0 will enable the carriers to thrive well into the future,"

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Marketing Management -- Philip Kotler Strategic Management -Marketing of Services -www.airtel.in www.ibef.org www.google.com www.expresspharma.com www.slideshare.net

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