INTERNAL AUDIT OF

AIRTEL
 Bharti Airtel Ltd
 Bicycle parts Business (1976-1980).
 Bharti Telecom Ltd (1985).
 Conglomerate with Siemens AG (1985).
 Bharti Tele Venture
 Bharti Cellular Ltd (1995)
 Touchtel (2001)
 IndiaOne
 Mantra
 Discontinuation of Multi Branding strategy(2004). Telecom
services under ‘Airtel’.
 BTV renamed to BAL(2006).
 INTRODUCTION
 Bharti Enterprises is one of India’s leading business
groups with interests in telecom, agri business, financial
services, retail and manufacturing.
 In the area of financial services, Bharti has been
partnering with AXA of France to offer life insurance,
general insurance and asset management services.
 Bharti Retail, a wholly owned subsidiary of Bharti
Enterprises operates multiple format consumer friendly
stores, while Bharti Walmart is a B2B joint venture with
-Walmart, for wholesale cash and carry and back-end
supply chain management operation.
 Other businesses in the group are Beetel for
communication and media devices, and
FieldFresh Foods Private Limited, a joint venture
with Del Monte Pacific Limited to offer fresh
fruits and vegetables, and processed food in India
as well as international markets.
 STRENGTHS
  Bharti Airtel has more than 65 million customers
(July 2008). 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.
 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.
  The company has covered the entire
Indian nation with its network. This has
underpinned its large and rising customer
base.
 WEAKNESSES
  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.
 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.
 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.