See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/333882125

Bharti Airtel Strategy

Article · June 2019

CITATIONS READS

0 1,282

1 author:

Rishoo Mittal
EU Business School
8 PUBLICATIONS   0 CITATIONS   

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Intrinsic Factors in Impulsive buying behavior of branded apparel products View project

All content following this page was uploaded by Rishoo Mittal on 29 June 2019.

The user has requested enhancement of the downloaded file.



7th June, 2019

Business Policy & Strategy Report



Bharti Airtel Strategy

Rishoo Mittal
Student Id-03905

Business Policy & Strategy – MBA301-MUC04001

Prof. Zama Nkosi

Bharti Airtel Business Policy & Strategy

1. INTRODUCTION ....................................................................................................................... 3
1.1 BACKGROUND ................................................................................................................................... 3
1.1.1 Current Scenario ................................................................................................................ 3
Vision Statement ......................................................................................................................................................... 3
Objective ..................................................................................................................................................................... 3
1.2 THE PURPOSE, SCOPE & METHOD OF INVESTIGATION ....................................................................... 3
2. STRATEGIC ISSUES IDENTIFICATION & FIRMS KEY RESOURCES ................................................. 3
2.1 SWOT ANALYSIS ........................................................................................................................ 3
STRENGTHS ............................................................................................................................................ 3
WEAKNESS ............................................................................................................................................. 3
THREATS ................................................................................................................................................ 3
OPPORTUNITIES ...................................................................................................................................... 4
2.2 PESTEL ANALYSIS ...................................................................................................................... 4
POLITICAL & LEGAL .................................................................................................................................. 4
ECONOMIC ............................................................................................................................................. 4
SOCIAL & ENVIRONMENTAL ...................................................................................................................... 4
TECHNOLOGY .......................................................................................................................................... 4
2.3 PORTER 5 FORCES ...................................................................................................................... 5
THREAT OF NEW ENTRANTS ...................................................................................................................... 5
POWER OF BUYERS .................................................................................................................................. 5
POWER OF SUPPLIERS ............................................................................................................................... 5
DEGREE OF RIVALRY ................................................................................................................................. 5
THE SUBSTITUTE THREAT ........................................................................................................................... 5
2.4 CSF, KEY RESOURCES, CAPABILITIES & ADDRESSING CUSTOMER NEEDS - MITIGATING ISSUES (STRATEGY) 5
3. CORPORATE LEVEL STRATEGY ................................................................................................. 7
4. RESULTS & STRATEGY (SAFE , COMPETITIVE ADV.) - VALUE CHAIN ANALYSIS .......................... 9
Financial Results Discussion ........................................................................................................................................ 9
SAFe ........................................................................................................................................................................... 10

5. RECOMMENDATIONS ............................................................................................................ 10
6. CONCLUSION ......................................................................................................................... 11
7. BIBLIOGRAPHY ...................................................................................................................... 11
8. APPENDIX ............................................................................................................................. 13

pg. 2

Bharti Airtel Business Policy & Strategy

1. Introduction
1.1 Background
Bharti Airtel Ltd. a global telecommunication company operates in 16 countries with major
presence in Asia and Africa. With 413 million subscribers, the company is among top three
global mobile service providers (Annual17-18, 2019). The company is headquartered in India
and there it offers wireless services, cell phone commerce, internet, DTH (AnithaRajathi and M,
2018). The company covers almost 95.3% Indian population. The company presents itself with
brand name “Airtel” (Annual17-18, 2019).

1.1.1 Current Scenario

The telecommunication industry in India has taken a disruptive trend in Green Telecom,
Expansion to Rural Areas, launch of BWA Technologies, Internet of things, increase in
investment, mobile banking and more (AirtelWebsite, n.d.). These trends have brought rising
competition and hence, to serve the large consumer base, the companies have to take in more
debt burden and high operating cost. Airtel has brought in a certain set of mission and Goals
to build and maintain its existing market share (India Brand Equity Foundation, 2017).
Vision Statement
“Our vision is to enrich the lives of customers. Our obsession is to win customers for life
through an exceptional experience” (Annual17-18, 2019).
Objective
Increase Market Share, increase revenue and build new revenue streams, reduce cost, provide
a good quality network, be more sustainable (Annual17-18, 2019).
1.2 The Purpose, Scope & Method of Investigation
The disruptive trend discussed in current scenario of telecommunication industry has created
huge amount of turbulence for Airtel. Its Profits have fallen and debts have increased (Annual17-
18, 2019). It has to go for continuous tariff plan price revisions and establish new strategies to
fight heavily competitive landscape (Bushaus, 2018). Hence, we look into external and internal
environment, capabilities of the company, which push it towards the corporate and business
strategies taken to curb current market challenges. We use secondary sources, relevant
models and theories to investigate and build recommendations.
2. Strategic Issues Identification & Firms Key Resources
2.1 SWOT Analysis
Strengths
Airtel is market leader and had 24.31 percent market share whereas other competitors had
below it (India Brand Equity Foundation, 2017). It has highest revenue, market share and
presence in India (FFUniversity, n.d.). It has wide distribution platforms such as: Mobile money,
Airtel TV (Annual17-18, 2019). It has huge placements of its Network towers and base stations,
hence, better customer support and quality (AirtelSWOT, 2019).
Weakness
As there are increased account receivables hence, Improper Credit Management can impact
company’s financial position in case of any default or economic slowdown (AirtelSWOT, 2019).
Threats
Increased competition in industry (decreasing Average revenue per user), currency
fluctuations and regulations bring in potential threats. They could be seen with PESTEL and
Porters Model discussed ahead (Annual17-18, 2019).
pg. 3

Bharti Airtel Business Policy & Strategy

Source : (India Brand Equity Foundation, 2017) Source : (Lakshman, 2016)

Opportunities
The Government of India planned Digital Drive to bring opportunities for data consumption
growth, Digital payments (expected to grow by 5 folds in 2023), More penetration in new
customers. The other revenue stream of “sharing infrastructure” is also big opportunity
(Annual17-18, 2019).

2.2 PESTEL Analysis

Political & Legal
As India in recent years had been under civil disturbances and unrest, this impacts Airtel
business as investors get concerned related to regional stability. The India’s Department of
Telecommunications regularizes and amends the National Telecom Policy frequently and
hence, the company has to be always ready to abide by it (AirtelShareholderLetter, 2019). The
company faces risks of increasing spectrum price, retribution for call drops, compliance to
Electromagnetic Field norms (Annual17-18, 2019).
Economic
Airtel has borrowings in foreign currencies and floating interest rates hence, this involves high
market risk and impacts it. Also, if economic slowdown occurs the consumer spending can
reduce and can bring slowdown in telecom sector (AirtelShareholderLetter, 2019). The
interconnection charges to be paid 6 paise/min will be zero from 1st January, 2020, this will
impact Airtel revenue (Dua, 2018).
Social & Environmental
As Airtel is becoming more digital, to understand features of company’s products, the
company needs good literacy rate of customer base in market penetration (Bushaus, 2018).
The Department of Telecommunication of India has put up measures to push
telecommunication industry towards green telecom. It demands for all infrastructure and
services in telecom industry should be energy assessed (DOT, 2019).
Technology
The continuous change in business environment demands Airtel for quick adaptation. The
company has to rapidly come out with new products and services. To be competitive in a short
span company had to upgrade itself from CDMA=>WCDMA=>3G=>4G technology (AirtelSWOT,
2019).

pg. 4

Bharti Airtel Business Policy & Strategy

2.3 Porter 5 Forces

Threat of New Entrants
Airtel is struggling to achieve its economies of scale, this would be tough for new entrants too.
There are huge cost of infrastructure investment and certain government regulations to abide
too. This decreases the threat of new entrants (India Brand Equity Foundation, 2017).
Power of buyers
With Mobile number portability in place, least ways to differentiate in services a, more quality
dependency and less switching cost for customers leads to high customer bargaining power
(India Brand Equity Foundation, 2017).
Power of suppliers
High Cost to switch from one supplier to another and less supplier availability in the market.
But, with shared infrastructure technology coming in place, reduces the burden of Airtel
operating expenditure (India Brand Equity Foundation, 2017).
Degree of rivalry
The competition is huge and there are big players in each region. As the customer is price
sensitive and switching cost is low and the exit barriers for companies are high hence,
provokes intense competition (India Brand Equity Foundation, 2017).
The substitute threat
The threat of substitute products can be seen with Voice over ip technology gaining market.
The customer is making less use of telecom services and using more internet services. Hence,
this pose a big threat to Airtel (India Brand Equity Foundation, 2017).
We can summarize - New entrant’s threat is Low, Threat of substitute products & Supplier
power is Medium, Rivalry & Buyer Power is High

Source : (India Brand Equity Foundation, 2017)

2.4 CSF, Key Resources, Capabilities & Addressing Customer needs -

Mitigating Issues (Strategy)
The major critical success factors for Airtel - cost of product, service provided to consumer,
establishing & maintaining brand image, providing better connectivity and calling quality,
establishing more ways to reach consumers and provide more products with differentiation
(Annual17-18, 2019).
To mitigate certain issues and achieve success factors the company has built strategies to
engage proactively with its stakeholders & shareholders (Mankotia and Guha, 2018). It helps in
country’s socio economic growth by providing good service to customers, efficient
pg. 5

Bharti Airtel Business Policy & Strategy

connectivity and employing people (Annual17-18, 2019). The company also has good CSR
initiative in place, which has good impact in field of education. The company has regulatory
team which keeps compliance with regulations and laws.
For economic risk mitigation Airtel serves wide range of customer base with help of wide
portfolio in voice, data, digital services, value added services, Airtel money (Telenet, 2014).
Hedging mechanism is followed for securing cash flows, interest rate risk (Annual17-18, 2019).
The pricing strategy is followed to maintain margins at time of inflation and market share at
time of market contraction (AirtelPresentation, 2013). Airtel has well-equipped Network
operations center to help monitor network activity and maintain proper network uptime
(Bushaus, 2018). To solve issues of congestion, call drops, data speeds, the company has in-
house network planning infrastructure. To manage information security company has IT
Professional management (Annual17-18, 2019).
With help of technology and tools of business intelligence, price concepts - Airtel studies the
customer behavior for managing customer lifecycle. For non-wireless the company offers
them annual plans, which can help them in customer retention. Also, company tries to provide
differentiated products. By partnering with handset manufacturers, Airtel has Launched “My
First Smart Phone” campaign which offers customers Airtel network with smartphone, hence,
building the market share. With other business, digital innovations and unique portfolio of
Home Broadband, Airtel Business and DTH Service company is able to generate more sources
of revenue. To reduce its capital expenditure, Airtel is looking into ways of cost reduction and
efficiencies with help of tower sharing, fiber sharing. By its “WoW initiative” company, it is
able to manage online recharges, customer interaction, paper-less acquisition, e-billing.
To monetize strategic investments a Strategic Investment Group has been Setup (Annual17-18,
2019).
To progress further in digital growth company has launched an online store and building up
its own Digital innovations such as Airtel TV, WynkMusic, WynkGames (Khan, 2018). For
building the Data Lake, Company has partnered with SKT. To provide seamless connection and
strengthen the LTE footprint, company is putting more LTE sites. Company has launched
VOLTE services for customers to have a good call experience. Airtel is also looking forward to
be ready for 5G future deployment (Annual17-18, 2019).

Airtel Share in Major Segments Revenue And Cumulative Aggregate Growth Rate
Source : (India Brand Equity Foundation, 2017)

pg. 6

Bharti Airtel Business Policy & Strategy

Airtel Download Speed Postpaid Plans priced at Mid-Range

Source: (airtelHindustan, 2018) Source: (businessToday, 2018)

3. Corporate Level Strategy

In existing market the company is transforming itself into the digital service provider. The
company is going for market consolidation and the future of telecom industry would be - big
three major private telecom giants (Airtel, Jio, Vodafone) and one public sector giant (BSNL)
to dominate the market. To Capitalize the emerging opportunities company is consolidating
the market by recent huge acquisitions (Cisco, 2012). By offering new products and services in
existing market, company looks into making the customer stick to it and also increase average
revenue per user. The company is steadily developing it’s b2b services market by offering
cloud based, digital media, network, voice services and Data Centre Based services (Annual17-
18, 2019).

Existing Market Consolidation & Penetration
• Acquires Competitors - Telenor India, Tikona, Tata
Teleservices Ltd.
• Launched 111000 mobile sites to strengthen 4g business.

Offering Enhanced Exisitng & New Product Content, Services
• Enhanced Data Capabilities, Airtel TV content library, Digital
TV Services, Telemedia Services
• New products - Airtel Payment Bank, Wynk Movies.
• Strategic Partnerships

Existing Market Development
• Providing rural areas with more digital access.
• E-Shakti a digital literacy Initiative
• Providing B2B services to existing market players.
• Sategic partnership with Symantec.

Ansoff Matrix

pg. 7

 Bharti Airtel Business Policy & Strategy

The company has also come up with strategic partnerships with SK Telecom to improve its
network connectivity and also innovate on future network.
As part of Network transformation program Airtel has partnered with Huawei
Telecommunication (businessToday, 2018). The company has launched “Project Next” to
improve customer experience with help of innovations. Signed agreements with Department
of Telecommunication to establish provision in providing mobile connectivity to uncovered
villages and national highways (Annual17-18, 2019).

Stars Question Marks

• Digital Services - Airtel • Fixed Landlines
Payment Bank,
WynkMusic,
High

WynkGames, Airtel TV
• B2B Services -
Infrstructure Sharing,
Cloud Services
• Voice over IP, VOLTE
Growth %

Cows

• 4G Network
• Internet Service Provider
• Value Added Services
Low

Dogs

High Market Share Low

Airtel BCG Matrix

Source: (Gupta et al., n.d.)

pg. 8

 Bharti Airtel Business Policy & Strategy

4. Results & Strategy (SAFe , Competitive Adv.) - Value Chain Analysis

Infrastructure
Internal Customer relationship tools, Enterprise resource planning, Airtel Infratel

Human Resources
Uses Oracle HCM Cloud, Win With People Strategy. Has a skilled workforce and train its 19523 Indian
workforce to add to value to brand. Launched learning programs "Sales Mindset in Changing Times.

Technology
4G spectrum, DTH spectrum, Telemedia portals, B2B Services using various IT technologies and
infrastructure.

Procurement
A supply chain network is built to have a good partnered network. Has Core team for supply chain
matters.

• Network Infrastructure – Siemens, CISCO, Intel And Bharti Infratel. Buy

Inbound Software – IBM, Infosys, Tata, Financial Investment, Purchase Licenses

• Build Infrastructure, Integrate The Network, Right Supplier, Innovation

Process

• Global System For Mobile Communication, Broadband, Value Added

Output Services, DTH, B2B Services, Digital Innovations.

• Build Enhanced Distribution Network, Pioneer In Market, Build Brand Story

Marketing And Advertise.
& Planning

• Customer Service Support And Build Brand Loyalty

After Sale

Source: (oracle, n.d.), (Annual17-18, 2019)
Financial Results Discussion
Airtel has paid out good dividends (Appendix - exhibit 1.1), keeping the confidence of
shareholders. They have given highest dividend last year, after implementing certain
strategies (Annual17-18, 2019). The Value Chain has also been structured with good business

pg. 9

Bharti Airtel Business Policy & Strategy

partnerships and processes in place. The company has made itself more customer specific and
looking over to win over war of market share (Duvvuri, 2012).
The company’s assets have increased (Appendix - exhibit 1.2) but, the liabilities have increased
too (Annual17-18, 2019). As Airtel has focused on increasing its market share and presence,
they have borrowed debts from equities and financial institutions. Airtel is pitching itself to be
known as innovator in Indian Telecom industry. It is hoping that the expenditure now will be
a roadmap for future success. But, as discussed earlier, company has taken several measures
to be more efficient in Opex and Capex (Annual17-18, 2019). With increase in assets and
liabilities we can see that company is looking into the growth face.

Airtel had a loss (Appendix - exhibit 1.3) in year ending 2017 and after implementing and
taking some strategic decisions, we can see company heading towards profit of 792 million
Indian Rupees. The exceptional costs have been reduced significantly, which has helped it to
be a bit profitable. The revenue has decreased, as because of competition company has to
reduce its prices and build tariff plans with discounted prices to customers.

SAFe
Suitable – As we see Airtel has built a strategy, keeping in mind all prospects of value chain
and the critical success factors have been studied and implemented well in its strategy.
Company is focused towards efficiency in all segments.
Acceptability –Airtel strategy is oriented towards its stakeholders, but, as we see the revenue
is also going down. The company is focused on providing quality but, customers are also
looking into cheaper price options provided by competitors (Chakravarthy and singh, 2018).
Hence, reducing cost of services is a step towards acceptability and Airtel is doing that. The
results of this will be assessed in the long run.
Feasibility – In terms of resources, company is leveraging itself and making equipped with all
new future technologies which can help it to bring innovations and cater future customer
demand.
5. Recommendations
To be a market leader Airtel has to look into following aspects:
Pricing Strategy – Customer is more price focused, hence, Airtel need to come with tariff plans
which could look attractive and generates impulse for switching to Airtel.
More Market Penetration Especially Rural Markets - This will help it to build more customer
base and higher market share, hence, more Average revenue per user. It can be achieved with
a good marketing plan which has a good core creative idea.
Build More Strategic Partnerships and Distribution Channels – To serve its customers better
a well-established distribution channel can help Airtel to increase its market presence. The
strategic partnerships in technology and infrastructure could help it to innovate and minimize
cost.
Better Sales Offer – Airtel should provide certain offers which could help them retain
customers for long term. Hence, customer has to give a second thought before, heading
towards competitors. Also, they need to add moments of delights to their sales strategy.
Just in Time Customer Service- Today’s customer demands issues to be resolved real time.
Hence, a customer support which is highly customer focused and providing in time solutions
should be the goal of company.

pg. 10

Bharti Airtel Business Policy & Strategy

Study Competitors strategy – As competitors are coming with new strategies, hence, Airtel
needs to proactive in understanding the customer demand and competitor’s strategy to fulfill
it. It needs to position and orient itself a step ahead of competitors.
Reduce Debt– As debt because of borrowings are also increasing. Hence, Airtel need to
monitor expenditure being invested in providing productivity.

6. Conclusion
Airtel is an old pioneer in the telecom industry and to transform itself for more revenues and
growth in digital space will take effort and right strategic decisions. The competition surfacing
is at a rapid pace. Hence, to be a market leader it has to be on its toes and face the competition
with emergent strategies.
As method of investigation in this report is secondary basis and industry has a very dynamic
change, hence, we cannot say how the presented recommendations will act in the real time
scenario.
The future of Airtel looks bright but, will it be able to survive the disruptive turbulence of
industry and what new strategies it will develop?
7. Bibliography
1. Gupta, B., Kumar, R., Ekram, M. and Mahboob, E. (n.d.). STRATEGIC ANALYSIS OF
BHARTI AIRTEL. [online] Lovely Professional University, pp.1-27. Available at:
https://www.academia.edu/22215103/PROJECT_REPORT_STRATEGIC_ANALYSIS_OF_BHART
I_AIRTEL [Accessed 1 May 2019].
2. Bushaus, D. (2018). Bharti Airtel's Harmeen Mehta on facing India's unique challenges
- TM Forum Inform. [online] TM Forum Inform. Available at:
https://inform.tmforum.org/digital-transformation-and-maturity/2018/01/bharti-airtels-
harmeen-mehta-facing-indias-unique-challenges/ [Accessed 1 May 2019].
3. Khan, D. (2018). Bharti Airtel says content to play a larger role in its long-term strategy
to drive data growth - ET Telecom. [online] ETTelecom.com. Available at:
https://telecom.economictimes.indiatimes.com/news/bharti-airtel-says-content-to-play-a-
larger-role-in-its-long-term-strategy-to-drive-data/62804726 [Accessed 4 May 2019].
4. Telenet (2014). Bharti Airtel: Strategic moves to maintain its lead. [online] Tele.net.in.
Available at: http://www.tele.net.in/index.php?option=com_k2&view=item&id=14533
[Accessed 4 May 2019].
5. Mankotia, A. and Guha, R. (2018). Aiming to beat Jio by March, Airtel could tie up with
rival Voda Idea for fibre network. [online] The Economic Times. Available at:
https://economictimes.indiatimes.com/industry/telecom/telecom-news/airtel-looks-at-jv-
with-vodafone-idea-for-fibre/articleshow/66929912.cms?from=mdr [Accessed 4 May 2019].
6. bt (2018). Sunil Mittal readies cash to fight Reliance Jio! Airtel to issue fresh shares to
raise Rs 15,000 crore. [online] Businesstoday.in. Available at:
https://www.businesstoday.in/sectors/telecom/sunil-mittal-readies-cash-to-fight-reliance-
jio-airtel-to-issue-fresh-shares-to-raise-rs-15000-crore/story/295306.html [Accessed 4 May
2019].
7. ResearcherHub (n.d.). To identify the overall impact of Jio on the telecom industry of
India - A study on Reliance Jio. [online] Theresearchershub.com. Available at:
http://theresearchershub.com/wp-content/uploads/2018/08/Dissertation-on-Telecom-
Industry.pdf [Accessed 4 May 2019].
8. Cisco (2012). Bharti Airtel Rural Strategy. [online] Cisco.com. Available at:
https://www.cisco.com/c/en/us/solutions/collateral/service-provider/vni-service-adoption-
forecast/Cisco_BhartiAirtel_CS.pdf [Accessed 4 May 2019].
pg. 11

Bharti Airtel Business Policy & Strategy

9. FFUniversity (n.d.). Airtel SWOT Analysis Matrix [step by step] Weighted SWOT.
[online] Fern Fort University. Available at: http://fernfortuniversity.com/term-
papers/swot/1433/1204-airtel.php [Accessed 4 May 2019].
10. Dua, G. (2018). Outlook 2019: Competitive intensity to continue in telecom; fittest will
survive. [online] The Economic Times. Available at:
https://economictimes.indiatimes.com/markets/stocks/news/outlook-2019-competitive-
intensity-to-continue-in-telecom-fittest-will-survive/articleshow/67307635.cms?from=mdr
[Accessed 4 May 2019].
11. India Brand Equity Foundation (2017). TELECOMMUNICATION. [online] India Brand
Equity Foundation, pp.1-55. Available at:
https://www.ibef.org/download/Telecommunication-January-2017-D.PDF [Accessed 4 May
2019].
12. Annual17-18 (2019). Airtel. [online] Airtel.in. Available at: https://s3-ap-southeast-
1.amazonaws.com/bsy/iportal/images/Annual-report-2017-
18_324BCC06D8C6765F2F6C750DD9CD8C63.pdf [Accessed 4 May 2019].
13. AnithaRajathi, V. and M, S. (2018). A Study on Service Quality and Customer
Satisfaction in Bharti Airtel at Tiruchirappalli Region. International Journal of Trend in Scientific
Research and Development (ijtsrd), [online] 2(IJTSRD11313), pp.2150-2153. Available at:
https://www.ijtsrd.com/management/marketing/11313/a-study-on-service-quality-and-
customer-satisfaction-in-bharti-airtel-at-tiruchirappalli-region/dr-v-m-anitharajathi
[Accessed 4 May 2019].
14. AirtelSWOT (2019). Bharti Airtel Limited SWOT Analysis. [online]
Connection.ebscohost.com. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=134872960&site=ehost-
live [Accessed 4 May 2019].
15. Danish Khan (2018). Bharti Airtel says enterprise becoming growth engine. [online] The
Economic Times. Available at:
https://economictimes.indiatimes.com/industry/telecom/telecom-news/bharti-airtel-says-
enterprise-becoming-growth-engine/articleshow/65219217.cms?from=mdr [Accessed 4 May
2019].
16. AirtelShareholderLetter (2019). PRIVATE CIRCULATION TO THE ELIGIBLE EQUITY
SHAREHOLDERS OF BHARTI AIRTEL LIMITED. [online] Goldmansachs.com. Available at:
https://www.goldmansachs.com/worldwide/india/documents/bharti-airtel-limited/letter-
of-offer.pdf [Accessed 4 May 2019].
17. Lakshman, R. (2016). Retailers receive PPTs comparing Jio 4G v/s Airtel,Vodafone,Idea;
Claiming incumbents have better fallback networks - Telecom Talk. [online] Telecom Talk.
Available at: https://telecomtalk.info/jio4g-vs-airtel4g-vodafone4g/156874/ [Accessed 6 May
2019].
18. DOT (2019). Green Telecom | Department of Telecommunications | Ministry of
Communication | Government of India. [online] Dot.gov.in. Available at:
http://dot.gov.in/green-telecom [Accessed 6 May 2019].
19. businessToday (2018). Reliance Jio PostPaid plan vs Airtel vs Vodafone postpaid.
[online] Businesstoday.in. Available at:
https://www.businesstoday.in/technology/news/reliance-jio-postpaid-plan-airtel-vodafone-
postpaid/story/276701.html [Accessed 7 May 2019].
20. airtelHindustan (2018). Airtel beats Reliance Jio in average 4G download speed:
OpenSignal report. [online] https://www.hindustantimes.com/. Available at:
https://www.hindustantimes.com/tech/airtel-beats-reliance-jio-in-average-4g-download-
speed-opensignal-report/story-MOAOCkxkEoPxWjukJTXz6J.html [Accessed 7 May 2019].

pg. 12

Bharti Airtel Business Policy & Strategy

21. pal (2010). Strategic Analysis of Airtel Limited in Indian Telecom Sector. [online]
Slideshare.net. Available at: https://www.slideshare.net/rajinderpal_12/strategic-analysis-of-
airtel-limited-in-indian-telecom-sector [Accessed 7 May 2019].
22. Gupta, V. and Imran, M. (n.d.). REPORT ON BHARTI AIRTEL LIMITED. [online] Academia.
Available at:
https://www.academia.edu/8373205/REPORT_ON_BHARTI_AIRTEL_LIMITED_Submitted_to
[Accessed 7 May 2019].
23. katuwala, D. (n.d.). Comparison of Airtel's and Vodafone's marketing strategy in India.
[online] Academia. Available at:
https://www.academia.edu/5324363/Comparison_of_Airtels_and_Vodafones_marketing_st
rategy_in_India [Accessed 7 May 2019].
24. AirtelWebsite (n.d.). Airtel 4G - Prepaid | Postpaid | Broadband | Payments Bank|
DTH. [online] AIRTEL. Available at: https://www.airtel.in/ [Accessed 7 May 2019].
25. AirtelPresentation (2013). Management Presentation. [online] S3-ap-southeast-
1.amazonaws.com. Available at: https://s3-ap-southeast-
1.amazonaws.com/bsy/iportal/images/Bharti_Management_Presentation_vfc_1__16F5835
3A0A08504A3061EA37B3E2377.pdf [Accessed 7 May 2019].
26. oracle (n.d.). Bharti Airtel Transforms HR with Oracle HCM Cloud | Oracle India.
[online] Oracle.com. Available at: https://www.oracle.com/in/customers/bharti-airtel-7-hcm-
cl.html [Accessed 7 May 2019].
27. Chakravarthy, C. and singh, A. (2018). “A Study on Scope of Airtel’s Landline And
Broadband At Bharti Airtel Services Ltd, in Siwan(Bihar)”. [online] Acadpubl.eu. Available at:
https://acadpubl.eu/hub/2018-119-12/articles/2/354.pdf [Accessed 7 May 2019].
28. Duvvuri, G. (2012). BHARTI AIRTEL Take the Forbidden Call. [online] Edelresearch.com.
Available at:
https://www.edelresearch.com/rpt/showPdf.aspx?id=20714&reportname=/BRAVEHEART_S
ERIES_-_Bharti_Airtel_PPT.pdf [Accessed 7 May 2019].
29. HDFCAirtel (2018). Bharti Airtel Challenging Times. [online] HDFC Securities. Available
at: https://www.hdfcsec.com/hsl.docs/Bharti%20Airtel%20-%203QFY18%20-
%20HDFC%20sec-201801201904458304793.pdf [Accessed 7 May 2019].

8. Appendix

Exhibit 1.1

Dividend Payout by Airtel Source : (Annual17-18, 2019)

pg. 13

Bharti Airtel Business Policy & Strategy

Exhibit 1.2

Balance Sheet of Airtel Source : (Annual17-18, 2019)

pg. 14

 Bharti Airtel Business Policy & Strategy

Exhibit 1.3

Profit/Loss Statement of Airtel Source: (Annual17-18, 2019)

pg. 15

View publication stats