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DESIGN OF THE STUDY

I.

OBJECTIVE OF THE STUDY


Every organization has to achieve its organization goals. For this it is very essential for an
organization to know about the view of consumers and their competitive products. This
survey research may be also aimed as to estimate potential buyer for the product. The
objective of the study is as under:-

1. To identify the difference between market performance of Airtel industry and Vodafone.
2. To study the market of Airtel Industry and Vodafone on big scale telecommunication sector.
3. To compare various parameters of marketing strategies, manufacturing process,
technology adopted production policy, advertising, collaboration, export scenario,
future prospect for the two companies and government policies.
4. To study customer buying behavior and factors which influence the purchase decision
process.
5. To know how the company has been successful in encountering the aggressive marketing
strategies of competitors.
II.

SCOPE OF THE STUDY


To conduct this research the target population was the mobile users, Who are using GSM
technology.
Targeted geographic area of Mumbai. Sample size of 10 persons was taken.
To these 10 people a questionnaire was given, the questionnaire was a combination of both
open ended and closed ended questions.
The date during which questionnaires were filled.
Some dealers were also interviewed to know their prospective. Interviews with the managers
of GSM service providers were also conducted.
Finally the collected data and information was analyzed and compiled to arrive at the
conclusion and recommendations given.

III.

LIMITATIONS
There are some limitations in this project, limitations are as follows

Time Limitation.

Many telecom companies provide Telecom Services but only two companies are
considered.

IV.

Telecom company do not provide with its internal information or circular.

Non availability of sample size.

RESEARCH METHODOLOGY

There two type of method of data collection.

Primary data

Secondary data

PRIMARY DATA
1. Questionnaire method
2. Direct interview method and
3. Observation method

SECONDARY DATA
Refer to the data that has been already collected .the secondary data, which has been used to
carry out this study, are as follow:

Books, journals, magazines, newspapers

Industry reports

Companys internet site

Some other relevant study material and websites.

PRODUCT RESEARCH
CHAPTER 1
OVERVIEW
1.1 INTRODUCTION OF TELECOM SECTOR
Than 125 million telephones network is one of the largest communication networks in
world, which continues to grow at a blistering pace.
The rapid growth in the telecom sector can be attributed to the various pro-active and
positive policy measures taken by the government as well as the dynamic and
entrepreneurial spirit of the various telecom service providers both in private and public
sector. The telecom sector has shown impressive growth during the past decade. Today,
more
Two striking features of this growth viz. increasing preference for mobile phones and
higher contribution of private sector in the incremental growth have predominated the
telecom sector. The share of mobile phones (including WLL mobile) has overtaken the
share of landlines with 62% in the total number of phones. The private sector's
contribution is also increasing rapidly. Currently more than 30 lakh phones are being
added each month and it is targeted that by the end of 2010 the total number of phones
may reach a level of 350 million taking the tele-density to more than 30% which is
currently at 24.63%.
India's telecom sector has shown massive upsurge in the recent years in all respects of industrial
growth. From the status of state monopoly with very limited growth, it has grown in to the level
of an industry. Telephone, whether fixed landline or mobile, is an essential necessity for the
people of India. This changing phase was possible with the economic development that followed
the process of structuring the economy in the capitalistic pattern. Removal of restrictions on
foreign capital investment and industrial de-licensing resulted in fast growth of this sector. At
present the country's telecom industry has achieved a growth rate of 14 per cent.

1.2 HISTORY OF TELECOM SECTOR


The history of Indian telecom can be started with the introduction of telegraph. The
Indian postal and telecom sectors are one of the worlds oldest. In 1850, the first
experimental electric telegraph line was started between Calcutta and Diamond Harbour.
In 1851, it was opened for the use of the British East India Company. The Posts and
Telegraphs department occupied a small corner of the Public Works Department,[17] at
that time.
The construction of 4,000 miles (6,400 km) of telegraph lines was started in November
1853.

These

connected

Kolkata

(then

Calcutta)

and Peshawar in

the

north; Agra, Mumbai (then Bombay) through Sindwa Ghats, and Chennai (then Madras)
in the south; Ootacamundand Bangalore. William O'Shaughnessy, who pioneered
the telegraph and telephone in India, belonged to the Public Works Department, and
worked towards the development of telecom throughout this period. A separate
department was opened in 1854 when telegraph facilities were opened to the public.
In 1880, two telephone companies namely The Oriental Telephone Company Ltd. and
The Anglo-Indian Telephone Company Ltd. approached the Government of India to
establish telephone exchange in India. The permission was refused on the grounds that
the establishment of telephones was a Government monopoly and that the Government
itself would undertake the work. On 28 January 1882, Major E. Baring, Member of
the Governor General of India's Council declared open the Telephone Exchanges in
Calcutta, Bombay and Madras. The exchange in Calcutta named the "Central Exchange"
had a total of 93 subscribers in its early stage. Later that year, Bombay also witnessed the
opening of a telephone exchange.

1.3 INDIA, EMERGING AS A MAJOR PLAYER


In 1975, the Department of Telecom (DoT) was separated from P&T. DoT was responsible for
telecom services in entire country until 1985 when Mahanagar Telephone Nigam Limited
(MTNL) was carved out of DoT to run the telecom services of Delhi and Mumbai. In 1990s the
telecom sector was opened up by the Government for private investment as a part of
Liberalisation-Privatization- Globalization policy. Therefore, it became necessary to separate the
Government's policy wing from its operations wing. The Government of India corporatised the
operations wing of DoT on October 01, 2000 and named it as Bharat Sanchar Nigam Limited
(BSNL). Many private operators, such as Reliance India Mobile, Tata Telecom, Vodafone, BPL,
Bharti, Idea etc., successfully entered the high potential Indian telecom market.

1.4 LIBERALIZATION OF TELECOMMUNICATIONS IN INDIA


The Indian government was composed of many factions (parties) which had different ideologies.
Some of them were willing to throw open the market to foreign players (the centrists) and others
wanted the government to regulate infrastructure and restrict the involvement of foreign players.
Due to this political background it was very difficult to bring about liberalization in
telecommunications. When a bill was in parliament a majority vote had to be passed, and such a
majority was difficult to obtain, given to the number of parties having different ideologies.
Liberalization started in 1981 when Prime Minister Indira Gandhi signed contracts with Alcatel
CIT of France to merge with the state owned Telecom Company (ITI), in an effort to set up
5,000,000 lines per year. But soon the policy was let down because of opposition from leaders of
the opposite political party. She invited Sam Pitroda a US based NRI to set up a Center for
Development of Telematics(C-DOT), however the plan failed due to political reasons. During
this period, after the assassination of Indira Gandhi, under the leadership of Rajiv Gandhi, many
public sector organizations were set up like the Department of Telecommunications (DoT) ,
VSNL and MTNL. Many technological developments took place in this regime but still foreign
players were not allowed to participate in the telecommunications business.

1.5 INTRODUCTION OF AIRTEL


Airtel is a brand of telecommunication services in India operated by Bharti Airtel. Airtel is the
largest cellular service provider in India in terms of number of subscribers. Bharti Airtel owns
the Airtel brand and provides the following services under the brand name Airtel: Mobile
Services (using GSM Technology), Broadband & Telephone Services (Fixed line, Internet
Connectivity(DSL) and Leased Line), Long Distance Services and Enterprise Services
(Telecommunications Consulting for corporates). It has presence in all 23 circles of the country
and covers 71% of the current population. Leading international telecommunication companies
such as Vodafone and SingTel held partial stakes in Bharti Airtel.

1.6 INTRODUCTION OF VODAFONE


Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 16 telecom
circles in India Despite the official name being Vodafone Essar, its products are simply branded
Vodafone. It offers both prepaid and postpaid GSM cellular phone coverage throughout India
and is especially strong in the major metros.
Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM
technology, offering voice and data services in 16 of the country's 23 license areas.
Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 16 telecom
circles in India . Despite the official name being Vodafone Essar, its products are simply branded
Vodafone. It offers both prepaid and postpaid GSM cellular phone coverage throughout India
and is especially strong in the major metros.
Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM
technology, offering voice and data services in 16 of the country's 23 license areas.

CHAPTER 2
COMPANY PROFILE
2.1 AIRTEL
Vision
"As we spread wings to expand our capabilities and explore new horizons, the
fundamental focus remains unchanged: seek out the best technology in the world and put
it at the service of our ultimate user: our customer."
A. HISTORY
Established in 1985, Bharti has been a pioneering force in the telecom sector. With many
firsts and innovations to its credit, ranging from being the first mobile service in Jaipur,
first private basic telephone service provider in the country, first Indian company to
provide comprehensive telecom services outside India in Seychelles and first private
sector service provider to launch National Long Distance Services in India. Bharti had
approximately 3.21 million total customers nearly 2.88 million mobile and 334,000
fixed line customers.
Its services sector businesses include mobile operations in Andhra Pradesh, Chennai,
Jaipur, Gujarat, Haryana, Himachal Pradesh, Karnataka, Kerala, Kolkata, Madhya
Pradesh circle, Maharashtra circle, Mumbai, Punjab, Tamil Nadu and Uttar Pradesh
(West) circle. In addition, it also has fixed-line operations in the states of Madhya
Pradesh and Chhattisgarh, Haryana, Jaipur, Karnataka and Tamil Nadu and nationwide
broadband and long distance networks.
Bharti has recently launched national long distance services by offering data transmission
services and voice transmission services for calls originating and terminating on most of
India's mobile networks.

B. PROFILE

AIRTEL
TYPE

PUBLIC

INDUSTRY

TELECOMMUNICATIONS

FOUNDED

7TH JULY 1995

FOUNDER

SUNIL BHARTI MITTAL

HEADQUARTERS

NEW DELHI

KEYPEOPLE

SUNIL BHARTI MITTAL(CHAIRMAN)

PRODUCTS

FIXED LINE AND MOBILE


TELEPHONY, BROADBAND AND
FIXED LINE INTERNET SERVICES

NET INCOME

$966.21 BILLION

NUMBER OF EMPLOYEES

24,868(2016)

PARENT

BHARTI ENTERPRISES

C. SERVICES PROVIDED BY AIRTEL

Mobile services with GSM technology

Fixed-line connections

National and international long distance services

VSAT, Internet services and network solutions

Broadband services

2.2 VODAFONE
Vision
Mobile technology is already a vital tool in peoples lives and our ambition is for Vodafones
mobile services to further improve peoples livelihoods and quality of life.
A. HISTORY
In 1980, Sir Ernest Harrison OBE, the then chairman of Racal Electronics, agreed to a
deal with Lord Weinstock of the General Electric Company to allow Racal to access
some of GEC's tactical battle field radio technology. The head of Racal's military radio
division, Gerry Whent, was briefed by Ernest Harrison to drive the company into
commercial mobile radio. Whent visited a mobile radio factory run byGeneral
Electric (unrelated to GEC) in Virginia, USA the same year to understand the commercial
use of military radio technology.
Vodafone was launched on 1 January 1985 under the new name, Racal-Vodafone (Holdings)
Ltd, with its first office based in the Courtyard in Newbury, Berkshire, andshortly thereafter
Racal Strategic Radio was renamed Racal Telecommunications Group Limited. On 29 December
1986, Racal Electronics issued shares to the minority shareholders of Vodafone worth
GB110 million, and Vodafone became a fully owned brand of Racal.

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B. PROFILE

VODAFONE
TYPE

PUBLIC

INDUSTRY

TELECOMMUNICATIONS

FOUNDED

1991

FOUNDER

RACAL MILLICOM

HEADQUARTERS

LONDON, UNITED KINGDOM

KEYPEOPLE

GERARD KLEISTERLEE, VITTORIO


COLAO

PRODUCTS

FIXED LINE AND MOBILE


TELEPHONY, BROADBAND AND
FIXED LINE INTERNET SERVICES

NET INCOME

EURO40.97 BILLION

NUMBER OF EMPLOYEES

107667(2016)

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C. SERVICES PROVIDED BY VODAFONE


Mobile services with GSM technology
Fixed-line telephone services
Universal Internetworking
Voip (Voice over Internet Protocol)
Interactive Television

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CHAPTER 3
COMPARISON OF MARKETING STRATEGIES
3.1 PURPOSE OF COMPARISON

The sub main purpose of this report is to compare the marketing Strategies adopted by Bharti
Airtel and its rival Vodafone.

The comparison shows how both of the companies have been challenging each other to gain
market shares.
Bharti Airtel is the leader in telecommunication sector.
Bharti Airtel holds the lion share of market of communication sector.
However, Vodafone has been giving tough competition to Bharti Airtel.
Vodafone is the second largest player and share holder in Communication sector.
Since its launch Vodafone has been adopting aggressive marketing strategies.
The comparison shows how Hutchison Essar Telecom. Captured 22% market share in one month
of its first launch of postpaid subscription in 2002.AD.
With a different technology Vodafone creates its own market.
Vodafone odafone. Today deals in every business of communication sector.
Vodafone making and changing the strategies to capture the market shares.

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3.2 AIRTEL MARKETING STRATEGIES


SEGMENTATION- Airtel has done their segmentation in terms of geographic and
demographic

Geographic: Urban/City areas

Demographic: Middle Income earners in the age group of 20 to 28 years

TARGETING- According to Airtels chief executive officer, Airtels main target market is
the middle income level youth who are living in the city areas. (Beckett)

SUCCESSFUL MARKETING STRATEGY FOLLOWED- In late-2002, Bharti Cellular


Ltd. (Bharti), India's largest cellular telephone company released a television commercial
(TVC), which despite using the 'oft-repeated' celebrity endorsement route was unusual in
terms of its celebrity selection. Instead of using the usual movie stars/sports celebrities, it
chose one of the country's most successful music composers, A.R Rahman (Rahman) to
promote its brand. The campaign attracted considerable media attention because this was the
first time Rahman had agreed to do a television commercial and also because, Rahman had
been paid Rs. 10 million for the campaign, a sum usually unheard of, for celebrity endorsers
in India. The campaign received brickbats as well as bouquets in the media, both for the
selection of Rahman and the TVC's execution. However, Bharti claimed to have scored an
ace in terms of getting Rahman to compose five exclusive symphonies downloadable as ring
tones for Airtel users.

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THREAT
Airtel however is one of the most trusted telecommunication companies in India simply due
to the fact that it is one of the oldest companies in India. Also the fact that Airtel is solely an
Indian company serves well for Airtel as people would prefer what is theirs over a foreign
company. The brand image created by Airtel still keeps them in the forefront of the market
which Vodafone has not been able to reach until today. Analyzing Airtels strategy deeply we
need to understand that the strategic decisions taken by Airtel in 2002 have really pushed
them forward. The music composed by A. R. Rahmen in 2002 for Airtels television
commercial has been so catchy that it is even heard today in Airtels new television
commercials. This again is due to the fact that Airtel has focused on the cultural aspect of
India in their marketing.

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3.3 VODAFONE MARKETING STRATEGIES


SEGMENTATION- Vodafone has done their segmentation in terms of geographic and
demographic

Demographic- Vodafone uses the occupation aspect in the demographic category of


segmentation. They divide their users as consumer and business. On their website these
two segments are catered to by two completely different web pages. The business users
are offered company solutions, machine to machine solutions and all other end to end
business connectivity solutions. The consumers on the other hand are again segmented as
follows

Geographic: The company provides different plans, tariffs and offers to different
customers depending on the state that they come from.

TARGETING- Vodafone is adopting a multi segment targeting. They are targeting the high end
user, low end user, the business professional as well as the common man.

SUCCESSFUL MARKETING STRATEGY FOLLOWED- Vodafone in order plan for the


future and in wake of mobile number portability decided to distinctly identify its value added
services by launching the Zoozoos campaign during the Indian Premier League 2 (IPL-2).
Cricket is considered to be a religion in India, and Zoozooz captured attention of nearly two
billion people during the IPL. People eagerly waited for breaks between matches to see more
stories about Zoozoo. Zoozoos have been successful in giving Vodafone a makeover and
establishing maximum brand presence. It is an excellent example of a well-laid out marketing
strategy. It was a fresh and innovative concept and Vodafone wonderfully promoted their
services by creating different stories featuring Zoozoos. There were no celebrity endorsements.
The charm of the Zoozoo was itself a great self-marketing strategy and they were instant success
among masses. Within few days, Zoozooz created a huge audience for them, giving a boost to
the Vodafone brand.

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THREAT
This question was raised in 2007 to Sunil Mittal and he responded very confidently about Airtel.
He said that they dont expect Vodafone to be no different from Hutch. He also mentioned
Vodafone had in 2005 picked up around 10% stake in the Bharti group and that they were
released within minutes when requested by Vodafone. (Mookerji) However Mittal forgot to
realize that by Vodafone selling the 10% stake of Airtel back to Airtel, Vodafone got the
opportunity to re-invest at Hutch where knowledge and technology previously available to Airtel
moved into the hands of one of its competitors. Also it is understandable that Mittal took
Vodafone lightly and actually is starting to pay the price. It was reported this year that Vodafone
has overtaken Bharti Airtel in the rural areas of India. Vodafones total of 82.24 million rural
customers now just outstrips Bharti Airtels 82.16 million. However Vodafone has a long way to
go to catch up to Indias market leader; as of March 2013 Vodafone and Bharti have 152.3
million and 188.2 million respectively. That said, Vodafones growth is encouraging, with 2.47
million additions across the same month. Bharti meanwhile gained 1.57 million customers in this
period.

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CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

4.1 AGE GROUP

As we can see from the above graph, the people who are in the age group of 21-28 years are the
ones who are the maximum users of mobile phones. This segment is the one which gives
maximum business to the mobile operators. This segment constitutes the young executives and
other office going people. They are 65% of the total people who were interviewed. The next age
group are the people who are 28-35 years old. They are 20% of the total. They are those who
are at home or have small business units etc. And the next age group is the youngest generation
who are 15-21 years old. They are school and college going students and carry mobile phones to
flaunt. They are 15% of the total interviewed people.

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4.2 SUBSCRIBER NUMBERS IN (MN) HELD BY VODAFONE AND


AIRTEL

2011

2012

2013

2014

2015

2016

3.19

4.62

5.50

6.54

10.98

14.07

Vodafone 1.82

4.19

6.24

7.26

10.45

12.99

Airtel

16
14
12
10
8

airtel
vodafone

6
4
2
0
2011

2012

2013

2014

19

2015

2016

4.3 SERVICE PROVIDER GRAPH

These are the total market share of mobile user or people captured by the mobile provider
company. There two major company in mobile phone service sector Vodafone and Airtel who
respectively hold the market share with other company as 23.01% and 28.18% of total market
user segment of mobile customer.

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4.4 CUSTOMER SATISFACTION

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4.5 SWOT ANALYSIS OF AIRTEL


STRENGTHS

Being one of the largest companies in India the company has achieved a degree of
focus in its core business of its products.

It has a strong brand name, superior quality products and an enviable distribution
network.

It has a clear and well-defined organization structure and limits of financial authority.

Increase in advertisement spends affect the companys margins.

The companys bottom line falls victim to the bloated and highly paid workforce,
which affects its margins.
WEAKNESS:

Little efforts over the Advertising of products.

Distribution channel is not accurately categorized.

Premium priced products, hence cant compete in low price segment.

No separate strategy for rural market.


OPPORTUNITIES:

The company's financial performance can receive a major boost from its cost
reduction efforts.

There is a lot of scope of product and market diversification.

Exports of products will also have huge chances in the coming years.

Airtels business has ample scope for gaining market share from the unorganized
sector. Rural penetration too holds vast potential to bring about growth.

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THREATS

The slowdown in the economy has restricted topline growth of most FMCG majors
and for Airtel also it will be difficult to maintain historical growth rates in such a
depressed scenario.

Companys major raw materials are influenced by government policies / controls as


well as vagaries of the monsoons. Fluctuations in the prices of raw materials would
have significant impact on costs and margins of the company.
Moreover, inordinate hike in Broad Band Internet products would also
increases companys production and distribution cost.

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4.6 SWOT ANALYSIS OF VODAFONE


STRENGTHS

Worlds second largest mobile service provider by subscribers Vodafones customer base of
435 million in various parts of world is its biggest asset. It is either the market leader or is among
the top 3 service providers in every country. Such strong position often implies financial
leverage, larger capacity to absorb risks and greater capability to steer the market direction.

Geographically diversified business Looking closely at the countries listed above, it is easy to
conclude that Vodafone has a presence in all kinds of mobile markets. Developed markets like
Germany and UK bring bulk of revenue. Then there are markets like India that have immense
growth potential both in voice and data. So declining business in one region can be compensated
by growth in another.

WEAKNESS

Sluggish economic conditions in Europe The continent brings in about two-thirds of the
revenue for Vodafone. Consequently, the operator suffered when the European economy was
weak over the past few years. Some of the worst hit nations were Greece, Spain, Portugal,
Ireland and Italy. Incidentally,.

Cut throat competition everywhere In its homeland, Vodafone is pitched against EE (Orange
and Deutsche Telekom), Telefonicas O2 and Hutchisons 3 (Three) network. In Spain, it is up
against Telefonica owned Movistar and Orange. Telecom New Zealand and 2degrees are rivals
in New Zealand.

OPPORTUNITIES

Project Spring After returning money to shareholders and paying taxes, Vodafone still made a
net profit of about $40 billion from selling its Verizon share. The telco plans to spend the bulk of
that windfall or about 19 billion ($32.3 billion) on upgrading its European networks to 4G and
LTE and enhance its networks in developing markets to 3G or faster speeds. The LTE coverage
has been achieved in more than half of Europe. This investment is a tremendous long term

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opportunity for Vodafone to position itself as the leader of high speed and reliable wireless
services.

Emerging markets like India Regions where people still either dont have mobile phones or use
2G feature phones offer a lot of potential for business development. Vodafone has about 170
million voice subscribers in India and less than 10% of those use 3G data. The companys India
service revenue grew 10% in the latest quarter. Turkey still hasnt reached 100% mobile phone
penetration and more than one-third of its population has not used 3G. Likewise, Africa has a lot
of untapped market.

THREATS

Market saturation in Europe Europes share of subscribers is 30%, but it brings in more than
two-thirds of the revenue for Vodafone. This demonstrates the extent of its dependence on the
continent. Since the mobile phone penetration in most of its European markets is about 100%,
the scope of growth, apart from services like LTE, is limited. Not surprisingly, its service
revenue from the region declined by 7.9% in the recent quarter. The trend has been downwards
for a few years now. If a companys profits are decreasing in its most important region, it is a big
threat.

Uncertain regulatory climate Telecom policy and regulation has been a challenge for the
industry in many parts of the world. In Europe, the big issues are falling mobile termination rates
and reduced roaming charges. Remember, what is good for the customer is not necessarily great
for the service provider. A friendly M&A policy would be a big boost for established players like
Vodafone. EU has been looking at consolidation norms and may allow 3 operators in its member
countries. Regulatory framework looks better in India too, but is still far from being industryfriendly.

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RECOMMENDATIONS
I have made following recommendation to the company after doing the summer training there:

The company should modify its credit policy as they only target the cash paying customers who
are not easy to trace.

The company should emphasis more on the quality of Pharmaceuticals Products it was mostly
claimed by the exporters that their receipts from company doesnt matches with the samples
quality shown before giving orders.

The company should make its marketing strategy flexible enough in order to face competition.

The company should keep an eye on the proper delivery of the goods to exporter on time, as it
has been recommended by exporters to make the delivery on time.

The company rate policy must be flexible enough to catch new customers because if company
offers lower price to a new customer then he may continue buy the goods and can be a
permanent customer for the company.

The company should offers such rate in the market so that it may able to catch a bigger market
share and it should be able to compete with the local traders and commission agents while having
a brand name.
The company should take the opinion of exporters from time to time to know what problems
they are facing from the companys side. And if any change they require in present supplying
condition?

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CONCLUSION
After analyzing the findings of the research, I can conclude that Airtel lagged behind its
competitors as far as customer service and availability is concerned. The maximum no. of people
who use the mobile is in the age group of 20 to 28. Cash cards are the most popular type of
mobile connections, as they are consumer friendly and recharging the connection is not a
problem.
Maximum no. of people spends RS 500 on their connections. As Airtel is the only company
having the maximum no of mobile connections so it must seriously look into the loop holes of
the existing customer service department.
As we know that now Airtel has already launched its product with logo Aisi azaadi aur
kahan has already became popular in market. So we can say that in spite of so many
competitors in the market Airtel is having a good position just because every time, it tries its
best to understand the need of its important customers.
From the comparison and deep analysis of every aspect of business of both the companies we
can conclude that bharti Airtel has to more work in every field of communication business.
It is the time not only to survive but to sustain in the market for a long time.
For this Airtel has to work on its all marketing strategies, marketing, promotion, brand image.etc.
Airtel has to take Vodafone. Very seriously and update its own strategies from time to time and
when the need arises.
With aggressive marketing strategies Airtel has to target rural India as 70% of population of
India lives in these areas.
The other segment may be costumers of all age groups.

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BIBLIOGRAPHY
In this project report, while finalizing and for analyzing quality problem in details the following
Books, Magazines/Journals and Web Sites have been referred. All the material detailed below
provides effective help and a guiding layout while designing this text report.
Websites:
www.Airtelworld.com
www.google.com
www.india.com
www.Vodafone.in

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QUESTIONNAIRE
Q.1 Name those companies which provide telecom services now a days?
Airtel
Vodafone
Reliance
TATA
Idea

Q.2 which mobile company services you are using now a days?
Airtel
Vodafone
Reliance
TATA
Idea

Q. 3 Among them, which Brand you, prefer most?


Airtel
Vodafone
Reliance
TATA
Idea

Q.4 How long you have been using this Product?


0-2 Years
2-5 Years
5-10 Years
More than 10 years

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Q.5 Are you using other product instead of Airtel and Vodafone?
Yes
No

Q.6 Do you collect any information search before making purchase?


Yes
No

Q.7 What are the features you look for in a product before making purchase decision? Give
preferences (1-Highest, 6- least)
Brand credibility
Price and Discount
After sales services and parts, network
Value for money
Vehicle performance
Add on features or ergonomics of design

Q.8

If you have to purchase a new connection or product in near future, which Brand will you
go for and why?

_________________________________________________
_________________________________________________
_________________________________________________

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Q.9 How would you rate Airtel and vodafone performance as your expectation on 5 points
scale (5 Highest?)
1

4 5

After Sale service


Maintenance
Product as per expectation

Q.13 What are you suggestions for improving the product quality, service availability and parts
availability?
______________________________________________________________________________
______________________________________________________________________________
________________________________________

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