A Study of Marketing Strategy and Performance of Airtel Industry New
Transcript of A Study of Marketing Strategy and Performance of Airtel Industry New
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A STUDY OF MARKETING STRATEGY
AND PERFORMANCE OF AIRTELINDUSTRY
SUMMER TRAINING PROJECT REPORT
SUBMITTED TOWARDS THE PARTIAL
FULFILLMENT OF
BACHELOR OF BUSINESS ADMINISTRATION(Affiliated To I.P.U, New Delhi)
Academic Session
[2006-2009]
SUBMITTED BY:-
SUSHANT GILL
Roll no:BBA V Semester
UNDER THE GUIDANCE OF:External supervisor Internal supervisorMr.Chetan Kumar Dr. SharmaBHARTI AIRTEL ltd FACULTYOkhala Industrial Estate, BLSIM,New Delhi Ghaziabad
B.L.S INSTITUTE OF MANAGEMENT,
MOHAN NAGAR Ghaziabad-201009
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CONTENTS
ACKNOWLEDGEMENT -- 1
PREFACEPREFACE ---- 22
EXECUTIVE SUMMARYEXECUTIVE SUMMARY ---- 33
OBJECTIVE OF THE STUDY -- 4
RESEARCH METHODOLOGY -- 5-12
INTRODUCTION -- 13-24
COMPANY PROFILE -- 25-46
FINDINGS AND ANALYSIS -- 47
SUGGESTIONS -- 55
SWOT ANALYSIS -- 57-58
RECOMMENDATION -- 58
LIMITATIONS -- 59
CONCLUSION -- 60
BIBLIOGRAPHY -- 61
QUESTIONNAIRE -- 63
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ACKNOWLEDGEMENTACKNOWLEDGEMENT
I am sincerely thankful to all those people who have been giving me
any kind of assistance in the making of this project report.
I express my gratitude to Dr. SHARMA as through her vast experience
and knowledge has been able to guide me, both ably and successfully towards
the completion of the project. I express my gratitude, B.L.S.INSTITUTE OF
MANAGEMENT, Ghaziabad. I would hereby, make most of the opportunity
by expressing my sincerest thanks to all my faculties whose teachings gave
me conceptual understanding and clarity of comprehension, which ultimately
made my job more easy. Credi t a lso goes to al l my f riends whose
encouragement kept me in good stead. Their continuous support has given
me the strength and confidence to complete the project without any difficulty.
Last of all but not the least I would like to acknowledge my gratitude
to the respondents without whom this survey would have been incomplete.
I am also thankful to authority of Airtel for providing me the information.
SUSHANT GILL
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PREFACEPREFACE
I, SUSHANT GILL, being a student of BBA, of B.L.S.INSTITUTE OF
MANAGEMENT, Mohan Nagar .
The project title Market performance of Airtel industry is the analysis of the
big scale sector of communication. This project involves the big scale level
provided by Airtel to its customers. The survey was conducted so as to
analyze the big scale sector prevail ing in the current industry and the
improvement that can be made upon it.
Market research study has been conducted in order to bring out the picture of
big scale sector that exists in this industry. The differences in service quality
that exists in the market. What the customers preferences are provided by the
Airtel?
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EXECUTIVE SUMMARYEXECUTIVE SUMMARY
The project is an extensive report on how the Airtel Company
markets its strategies and how the company has been able in tackling the
present tough competition and how it is cooping up by the allegations of the
quality of its products. The report begins with the history of the products and
the introduction of the Airtel Company. This report also contains the basic
marketing strategies that are used by the Airtel Company of manufacturing
process, technology, production policy, advertising, collaboration, export
scenario, future prospect and government policies. The report includes some
of the key salient features of market trend issues.
In todays world of cutthroat fierce competition, it is very essential to
not only exist but also to excel in the market. Todays market is enormously
more complex. Hence forth, to survive in the market, the company not only
needs to maximize its profit but also needs to satisfy its customers and should
try to build upon from there.
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OBJECTIVE OF THE STUDY
1. To identify the difference in market performance of Airtel industry.
2. To study the market of Airtel Industry in big scale sector.
3. To compare various parameters of manufacturing process, technology,
production policy, advertising, collaboration, export scenario, future
prospect and government policies.
4. To study the level of customer satisfaction in Airtel.
5. To study customer purchase decision behaviour and factor influence the decision
process.
6. To study consumer preferences.
7. To study the consumer trend in telecommunication sector.
8. To study competitive marketing strategies adopted by Airtel.
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RESEARCH METHODOLOGY
Achieving accuracy in any research requires in depth study regarding the subject.
As the prime objective of the project is to compare Airtel with the existing
competitors in the market and the impact of WLL on Airtel, the research
methodology adopted is basically based on primary data via which the most recent
and accurate piece of first hand information could be collected. Secondary data has
been used to support primary data wherever needed.
Primary data was collected using the following techniques
Questionnaire Method
Direct Interview Method and
Observation Method
The main tool used was, the questionnaire method. Further direct interview method,
where a face-to-face formal interview was taken. Lastly observation method has been
continuous with the questionnaire method, as one continuously observes the
surrounding environment he works in.
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TYPE OF RESEARCHTYPE OF RESEARCH
EXPLORATORY:EXPLORATORY:
TYPE OF RESEARCH CARRIED OUT WAS EXPLORATORY IN NATURE; THETYPE OF RESEARCH CARRIED OUT WAS EXPLORATORY IN NATURE; THE
OBJECTIVE OF SUCH RESEARCH IS TO DETERMINE THE APPROXIMATEOBJECTIVE OF SUCH RESEARCH IS TO DETERMINE THE APPROXIMATE
AREA WHERE THE DRAWBACK OF THE COMPANY LIES AND ALSO TOAREA WHERE THE DRAWBACK OF THE COMPANY LIES AND ALSO TO
IDENTIFY THE COURSE OF ACTION TO SOLVE IT. FOR THIS PURPOSE THEIDENTIFY THE COURSE OF ACTION TO SOLVE IT. FOR THIS PURPOSE THE
INFORMATION PROVED USEFUL FOR GIVING RIGHT SUGGESTION TO THEINFORMATION PROVED USEFUL FOR GIVING RIGHT SUGGESTION TO THE
COMPANY.COMPANY.
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DATA COLLECTIONDATA COLLECTION METHODMETHOD
THERE TWO TYPE OF METHOD OF DATA COLLECTION.THERE TWO TYPE OF METHOD OF DATA COLLECTION.
PRIMARY DATAPRIMARY DATA
SECONDARY DATASECONDARY DATA
DATA USED FOR THE RESEARCH WORK WAS PRIMARY IN NATURE.DATA USED FOR THE RESEARCH WORK WAS PRIMARY IN NATURE.
PRIMARY DATAPRIMARY DATA ::
PRIMARY DATA IS THAT WHICH IS THE COLLECTED FOR THEPRIMARY DATA IS THAT WHICH IS THE COLLECTED FOR THE
FIST TIME AND THUS HAPPEN TO BE ORIGINATED IN CHARACTER.FIST TIME AND THUS HAPPEN TO BE ORIGINATED IN CHARACTER.
QUESTIONNAIRE SURVEYQUESTIONNAIRE SURVEY ::
IN THE STUDIES A QUESTIONNAIRE IS PREPARED. THEIN THE STUDIES A QUESTIONNAIRE IS PREPARED. THE
QUESTIONNAIRE CONSISTS OF 20 QUESTIONS.QUESTIONNAIRE CONSISTS OF 20 QUESTIONS.
SECONDARY DATASECONDARY DATA ::
SECONDARY DATA REFER TO THE DATA THAT HAS BEENSECONDARY DATA REFER TO THE DATA THAT HAS BEEN
ALREADY COLLECTED .THE SECONDARY DATA, WHICH HAS BEENALREADY COLLECTED .THE SECONDARY DATA, WHICH HAS BEEN
USED TO CARRY OUT THIS STUDY, ARE AS FOLLOW:USED TO CARRY OUT THIS STUDY, ARE AS FOLLOW:
BOOKS, JOURNALS, MAGAZINES, NEWSPAPERSBOOKS, JOURNALS, MAGAZINES, NEWSPAPERS
INDUSTRY REPORTSINDUSTRY REPORTS
COMPANYS INTERNET SITECOMPANYS INTERNET SITE
OTHER RELEVANT STUDIES MATERIAL AND WEBSITES.OTHER RELEVANT STUDIES MATERIAL AND WEBSITES.
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SAMPLE UNITSAMPLE UNIT : - NEW DELHI: - NEW DELHI
THE RESEARCH PROCESS WAS DONE BY INTERACTING WITH NUMBER OFTHE RESEARCH PROCESS WAS DONE BY INTERACTING WITH NUMBER OF
CUSTOMERS DURING THE ACTIVITIES PERFORMED, WHICH INCLUDED,CUSTOMERS DURING THE ACTIVITIES PERFORMED, WHICH INCLUDED,
MARKETS, COLD CALLING, CANOPIES, ETC. SAMPLE DESIGN CONSISTSMARKETS, COLD CALLING, CANOPIES, ETC. SAMPLE DESIGN CONSISTS
OF RANDOM SAMPLING.OF RANDOM SAMPLING.
SAMPLE SIZESAMPLE SIZE : -: - 100 PEOPLE100 PEOPLE
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METHOD OF COLLECTIONMETHOD OF COLLECTION : -: -
FIELD PROCEDURE FOR GATHERING PRIMARY DATA INCLUDEDFIELD PROCEDURE FOR GATHERING PRIMARY DATA INCLUDED
OBSERVATION AND INTERVIEW SCHEDULE IN WHICH THEOBSERVATION AND INTERVIEW SCHEDULE IN WHICH THE QUESTIONNAIRES WERE FILED BY THE INTERVIEWER.QUESTIONNAIRES WERE FILED BY THE INTERVIEWER.
PERSONAL INTERVIEWS THROUGH SELF ADMINISTERED SURVEY WASPERSONAL INTERVIEWS THROUGH SELF ADMINISTERED SURVEY WAS
DONE TO COLLECT THE DATA, MARKET RESEARCH WAS UNDERTAKEN,DONE TO COLLECT THE DATA, MARKET RESEARCH WAS UNDERTAKEN,
THAT WAS ACCOMPLISHED BY PERFORMING VARIOUS ACTIVITIESTHAT WAS ACCOMPLISHED BY PERFORMING VARIOUS ACTIVITIES
DESIGNED.DESIGNED.
RESEARCH INSTRUMENTRESEARCH INSTRUMENT ::
QUESTIONNAIREQUESTIONNAIRE
THE QUESTIONNAIRE WAS FORMULATED BY KEEP IN MINDTHE QUESTIONNAIRE WAS FORMULATED BY KEEP IN MIND
THE FOLLOWING POINTSTHE FOLLOWING POINTS : -: -
GIVING THE RESPONDENTS CLEAR COMPREHENSION OF THEGIVING THE RESPONDENTS CLEAR COMPREHENSION OF THE
QUESTION.QUESTION.
INDUCING THE RESPONDENTS TO CO-OPERATE.INDUCING THE RESPONDENTS TO CO-OPERATE.
GIVING INSTRUCTIONS AS TO WHAT IS WANTED.GIVING INSTRUCTIONS AS TO WHAT IS WANTED.
IDENTIFYING THE NEEDS TO BE KNOWN.IDENTIFYING THE NEEDS TO BE KNOWN.
LIMITATIONS:LIMITATIONS:
The following were the limitations that were there during the course of the study:
1. Limited time period.
2. Less number of respondents.
Biasness of the respondents.
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Primary data was collected using the following techniques
Questionnaire Method
Direct Interview Method and
Observation Method
The main tool used was, the questionnaire method. Further direct interview method,
where a face-to-face formal interview was taken. Lastly observation method has been
continuous with the questionnaire method, as one continuously observes the
surrounding environment he works in.
Procedure of research methodology
# To conduct this research the target population was the mobile users, Who are using
GSM technology.
# Target geographic area. Sample size of 100 was taken.
# To these 100 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.
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Sources of secondary data
Used to obtain information on, Bhartis history, current issues, policies, procedures etc,
wherever required.
# Internet
# Magazines
# Newspapers
# Journals
# Bharti Circulars
# Bharti News Letters
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INTRODUCTION
In the early 1990s, the Indian government adopted a new economic policy aimed at
improving India's competitiveness in the global markets and the rapid growth of
exports. Key to achieving these goals was a world-class telecom infrastructure.
In India, the telecom service areas are divided into four metros (New Delhi, Mumbai,
Chennai and Kolkatta) and 20 circles, which roughly correspond to the states in India.
The circles are further classified under "A," "B" and "C," with the "A" circle being the
most attractive and "C" being the least attractive. The regulatory body at that time
the Department of Telecommunications (DOT) allocated two cellular licenses for
each metro and circle. Thirty-four licenses for GSM900 cellular services were
auctioned to 22 firms in 1995. The first cellular service was provided by, Modi Telstra
in Kolkatta in August 1995. For the auction, it was stipulated that no firm can win in
more than one metro, three circles or both. The circles of Jammu and Kashmir and
Andaman and Nicobar had no bidders, while West Bengal and Assam had only one
bidder each.
In 1996, the Telecom Regulatory Authority of India (TRAI) bill was introduced in the
Lok Sabha, and the president officially announced the TRAI ordinance on 25 January
1997. The government decided to set up TRAI to separate regulatory functions from
policy formulation, licensing and telecom operations. Prior to the creation of TRAI,
these functions were the sole responsibility of the DOT.
High license fees and excessive bids for the cellular licenses put tremendous financial
burden on the operators, diverting funds away from network development and
enhancements. As a result, by 1999 many operators failed to pay their license fees and
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were in danger of having their licenses withdrawn. In March 1999, a new telecom
policy was put in place (New Telecom Policy [NTP] 1999). Under this new policy, the
old fixed-licensing regime was to be replaced by a revenue-sharing scheme whereby
between 8-12 percent of cellular revenue were to be paid to the government.
1.1 INDIAN CELLULAR MARKET - EARLIER ROADBLOCKS AND
THEIR RESOLUTION
Indian Cellular market immediately after the first round of licensing in 1994-96 was
beset by several problems for 3 - 4 years till the New Telecom Policy of 1999 was
announced. Some of these roadblocks / current position is tabulated below:
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ROADBLOCKS
CURRENT POSITION
High license fees
Migration to revenue sharing mode in 1999 mitigates high initial fund requirements for
payment of license fees.
Inadequately funded businesses / weak and fragmented promoters
Businesses that have since been adequately funded growing at over 60% per annum,
while businesses with weak promoters continuing to languish - spate of acquisitions /
mergers, with 4/5 major groups emerging in the last one/two years.
Regulatory authority not in place
Telecom Regulatory Authority of India (TRAI) firmly in place, and its role being
accepted by all operators; Deptt of Telecommunications (DOT) restructured, withoperations and policy making roles vested in different bodies.
Issues relating to unfavorable interconnect terms for private operators, pass through
income, intra circle long distance, spectrum availability and allocation and the like
remained unresolved for long periods.
Interconnect terms since rationalized, risks on pass through income to DOT / BHARTI
(Mahanagar Telecom Nigam Ltd.) resolved to the satisfaction of all parties with
changes in methodology / revenue sharing, intra circle long distance allowed, spectrum
availability cleared with vacation of frequencies for usage by GSM operators.
Problems in Financial closures due to:
Licensing tenure of 10 years
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Large up front cash requirements from promoters due to heavy license fee
burden in initial stages of deployment Asset based financing approach by Indian
Financial Institutions.
Licensing tenure increased from 10 to 20 years
Large up front cash requirements for license fee payments mitigated with
migration to revenue sharing mode allowing promoters to deploy more capital
for capital expenditure; project financing being considered by most financial
institutions.
Foreign ownership / change of partner limitations
Foreign ownership norms clarified, and change of partners allowed as a matter of
routine allowing ease of entry / exit - paves the way for full control of businesses by
foreign companies.
Inadequate growth of market / subscribers
Roadblocks spelt out earlier resulted in low market / subscriber growth, but with
corrective measures taken, market / subscriber base expected to zoom
1.2 DEVELOPMENTS IN THE CELLULAR INDUSTRY
The interconnection regime between cellular operators and fixed-line operators is still
biased against the former.
Despite the recent gains of the cellular industry, not everything is rosy. The cellular
penetration rate is still very low at 0.8 percent in a nation of over one billion people.
In recent years, many foreign companies had pulled out from their cellular joint
ventures in India due to the difficult operating environment and bureaucracy. In 1999
alone, Swisscom pulled out from Sterling Cellular, Telstra from Modi Telstra and both
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the Telecom Organization of Thailand and Jasmine International from JT Mobile. In
2000, Telecom Malaysia sold its stake in Usha Martin Telecom, and both Shinawatra of
Thailand and Bezeq exited from Fascel. In June 2001, British Telecom exited from
Bharti Cellular. Bell South International has also indicated its intention to pull out from
Skycell Communications, and Hong Kong-based Distacom is seeking to sell its stake in
Spice Communications. First Pacific's (based in Hong Kong) continued commitment to
Escotel is uncertain, and the former is reviewing various options.
The string of sell-outs notwithstanding, there has been a merger and acquisition wave
sweeping across the Indian cellular industry in recent years. Hong Kong-based
Hutchison Whampoa, via Hutchison Telecommunications (HK), acquired major stakes
in Sterling Cellular (December 1999), Usha Martin Telecom (mid-2000) and Fascel
(September 2000). Through a partnership with local company, Kotak Mahindra
Finance, Hutchison Whampoa practically controls Fascel and Usha Martin Telecom,
thus circumventing the 49 percent limit on foreign ownership in Indian cellular
operators. Hutchison Whampoa is also the controlling shareholder of Hutchison Max
Telecom. Not to be outdone, Bharti Enterprises another major cellular player
acquired control of JT Telecom, which was later renamed Bharti Mobile (December
1999), and Skycell Communications renamed Bharti Mobinet (August 2000). Bharti
also acquired the Punjab license of Essar and started operations, giving competition tothe lone operator there, Spice Communications. Going forward, Bharti is likely to
merge all its cellular companies into one entity.
Five companies together bid Rs16.3 billion to bag the licenses for the fourth operator
slots in four metros and 13 circles. Bharti emerged as the No. 1 bidder with eight new
licenses, followed by Escotel with four, Hutchison with three, and Reliance and Idea
cellular with one each. Bharti and Hutchison have already commenced operations in all
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the circles while Idea is set to launch in Delhi. Escotel and Reliance have not made any
headway.
BHARTI, the third cellular operator for Delhi and Mumbai, started services in March
2001. BSNL, as the third nationwide cellular operator, launched services in Kolkatta
and Bihar in January 2002. This was followed by Tamil Nadu in July 2002. A
nationwide launch was scheduled for 2 October 2002. However, this has been
postponed until after mid October. Once BSNL rolls out its service, most telecom
circles will have four cellular operators. There will be tremendous competitive
pressure, which will result in lower tariffs. Future rate cuts are expected, which will
drive demand, together with falling handset prices and the introduction of prepaid
services.
In the midst of declining interest in technology stocks, Bharti came out with its long-
awaited initial public offering (IPO) in January 2002. Leveraging on the success of its
cellular service, the company got a very good response from the primary market. The
total size of the IPO was 185 million shares at a floor price of Rs10. The issue was
oversubscribed by more than 2.5 times, netting Rs8.3 billion. This will be used to fuel
its investment in long-distance, basic and cellular services.
As of October 2002, only BPL Mobile has launched commercial general packet radio
service (GPRS) in Mumbai. However, large-scale uptake remains elusive. While both
Bharti and Idea have GPRS-enabled networks, there is caution on their part to launch
the service. With hardly any applications, the success of GPRS remains a question.
Building visibility and awareness
Deviating from competing on the price platform, cellular operators are actively
promoting their brand and service portfolio through high-visibility advertising and
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promotional campaigns. Cellular operators like Bharti, Orange and BPL Mobile have
been advertising aggressively on hoardings and kiosks. Public transport like the city rail
system and cabs are used widely to carry the message of mobility.
Customer-focused activities are gaining traction among cellular operators with the
establishment of longstanding consumer benefit programs. Orange in Mumbai offers
"Orange Holidays" and "Orange Monsoon Offers" at very attractive rates and added
benefits like discounts on airfare, food and beverages, among others. Others offer
special privileges in retail outlets, cinemas and music shops.
Enterprise mobile applications promising revenue stream
All along, customer acquisition and the top line have been the focus. Few operators
have concentrated on offering differentiated services for businesses. However, as
operators realize that offering basic voice and Short Message Service (SMS) will get
them the numbers but not the margins, some are now seriously looking at the enterprise
segment for provisioning superior services.
Cost-centered solutions like closed user group (CUG), value-adds like unified
messaging and instant alerts are being offered.
A variety of mobile applications are finding takers among the enterprise segment.
Bharti is in the process of introducing a facility to fleet management companies so that
they can improve the efficiency of trucks or buses by tracking movement and ensuring
higher-use, accurate route planning. Premium automakers are also installing a global
system for mobile communications inside a vehicle to help trace lost vehicles and track
down stolen cars.
Corporations can choose enhanced services like user-defined call routing to prevent
misuse. Calls can be barred, limiting access to select numbers and diverting calls to one
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single number. Broadcasting services are also quite popular, especially among fast food
centers that have a central number. Group SMS is quite popular, especially among
enterprises both in the service as well as the fast-moving consumer goods (FMCG)
segment that have a large field force and need to provide regular updates on inventory
status, discount schemes and movement of goods from warehouse to the retail outlet.
Banks too find bulk SMS service very useful to forward transactional alerts to their
customers.
1.3 FUTURE TRENDS AND DEVELOPMENT
There will be more competition, forcing operators to constantly focus on
differentiations to maintain their lead.
The implementation of enhanced networks like 2.5G will enable operators to
offer data services. This is an opportunity to customize and differentiate better.
The entry of state-run operators like BSNL and BHARTI means that prices will
no longer be controlled, thus there is less chance of a cartel being formed.
Network coverage in terms of geographic spread and quality of coverage is
crucial especially for the business subscriber.
The bigger the service provider's national presence, the better it is for
businesses. On the roaming front, signing up with a national operator is
advantageous.
Limited mobility wireless in local-loop services (by fixed network service
providers) will be a disadvantage for cellular operators in the short term.
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Consequently, operators need to streamline their customer relation activities and
adopt aggressive subscriber acquisition and retention strategies.
1.4 REGULATORY ISSUES
The operations of this sector are determined as under the Indian Telegraph Act of 1885.
A document buried in the sands of time. The next major policy document, which was
produced, was the National Telecom Policy of 1994, a consequence of the on going
process of liberalization.
Year Event
1851 First telephones in India
1943 Nationalization of telephone companies
1985 DoT was created
1986 Creation of BHARTI and VSNL
1991 Telecom equipment liberalized
1994 Licenses for paging
1994 Telecom policy announced
September 1994 Guidelines for private sector participation in basic services
November 1994 Cellular licenses issued for metros
December 1994 Tenders for cellular licenses in 19 cities apart from 4 metros
January 1995 Tenders for 2nd operator in basic services apart from DoT on
circle basis.
August 1995 VSNL launches Internet services
January 1996 TRAI formed
November 1998 Internet policy announced
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The National Telecom Policy of 1994 document, which laid out broad policy guidelines
rather than a series of action points. Like other policies, it sought to achieve the
impossible in finite time like improve quality of service and its availability, wide
coverage (a phone in every village), at reasonable rates, etc. The targets in quantifiable
terms were installation of 9.5mn additional lines, telephone on demand by 1997, and a
PCO pop of 500. The Eighth Plan had also allowed private operators in value added
services. To facilitate licensing, the nation was divided into 20 circles (akin to a state)
for basic and 21 circles for cellular telephony. Mumbai falls in Maharashtra circle and
Delhi in itself a circle.
The basic premise on which competition has been introduced is that every circle will
have one private operator apart from DoT/ BHARTI for basic and two operators for
cellular. DoT/ BHARTI have the option to become the third cellular operator in future.
Government did not achieve most of its stated targets. The basic theme, which was
broadening the reach of telephony in India, has not been met. Even liberalization
policies were not implemented properly. The regulator TRAI was set up after delays
and confusion and even after its creation, DoT continued to fight with it in courts. It
was also affected by the resource crunch, and financing options like BOT, BOOT and
BOLT was not used at all. The major policy direction it showed was to allow private
sector entry in both basic and value added services. The intention, though noble failed
to achieve its goals because of improper implementation, the economic costs are still
borne by the end user.
The telecom sector has witnessed some fundamental structural and institutional reforms
in the past decade. telecom equipment manufacturing was completely deregulated in
1991. Value-added services (including cellular services) were thrown open to private
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sector participation in 1992. Basic services were opened to private participation in 1994
by dividing the country into 21 telecom Circles and allowing one private operator per
Circle to compete with DoT. An independent telecom regulatory Authority of India was
set up in 1997. A new Policy for Internet Service Policy Providers (ISPs) was
announced in 1998 allowing independent service providers to enter the sector ending
the earlier monopoly of VSNL. Reorganization of DOT, separating policymaking
function and service provision and corporatization of DOT's operational network are
two major institutional reforms, which need to be implemented.
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COMPANY PROFILE
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."
These are the premise on which Bharti Enterprises has based its entire plan of action.
Bharti Enterprises has been at the forefront of technology and has revolutionized
telecommunications with its world-class products and services.
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
Delhi, 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,
Delhi, 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 a fixed-line operations in the states of Madhya
Pradesh and Chattisgarh, Haryana, Delhi, Karnataka and Tamil Nadu and nationwide
broadband and long distance networks.
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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.
The Company is also implementing a submarine cable project connecting Chennai-
Singapore for providing international bandwidth.
Bharti Enterprises also manufactures and exports telephone terminals and cordless
phones. Apart from being the largest manufacturer of telephone instruments, it is also
the first telecom company to export its products to the USA.
Bharti Tele-Ventures' strategic objective is
to capitalise on the growth opportunities that the Company believes are available in
the Indian telecommunications market and consolidate its position to be the leading
integrated telecommunications services provider in key markets in India, with a focus
on providing mobile services.
The Company has developed the following strategies to achieve its strategic objective:
Focus on maximizing revenues and margins;
Capture maximum telecommunications revenue potential with minimum
geographical coverage;
Offer multiple telecommunications 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 of customer
satisfaction;
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Leverage strengths of its strategic and financial partners; and
Emphasize on human resource development to achieve operational efficiencies.
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Businesses
Bharti Tele-Ventures current businesses include -
Mobile services
Fixed-line
National and international long distance services
VSAT, Internet services and network solutions
Competitive Strengths
Bharti Tele-Ventures believes that the following elements will contribute to the
Company's success as an integrated telecommunication services provider in India and
will provide the Company with a solid foundation to execute its business strategy:
Nationwide Footprint - approximately 92% of India's total mobile subscribers
resided in the Company's fifteen mobile circles. These 15 circles collectively
accounted for approximately 56% of India's land mass;
Focus on telecommunications to enable the Company to better anticipate
industry trends and capitalize on new telecommunications-related business
opportunities;
The strong brand name recognition and a reputation for offering high quality
service to its customers;
Quality management team with vision and proven execution skills; and
The Company's strong relationships with international strategic and financial
investors such as SingTel, Warburg Pincus, International Finance Corporation,
Asian Infrastructure Fund Group and New York Life Insurance.
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Brand Architecture:
Bharti is working on a complex three-layered branding architecture to:
Create specific brands for each service,
Build sub-brands within each of these services and
Use Bharti as the mother brand providing the group its corporate identity as
well as defining its goal to become a national builder of telecoms infrastructure.
AirTel - The flagship brand for cellular operations all across the country.
BHARTI
AIRTEL(CellularOperations)
TOUCHTEL(Basic ServiceOperations)
INDIA ONE(National Long
Distance)
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Touchtel - The brand earmarked for basic service operations.
India One - The brand for national long distance (NLD) telephony
Though the costs of creating new brands are heavy but the group wants to create
distinct independent brands to address different customers and profiles.
Brand Strategy:
To understand the brand strategy, lets first look at the brand building exercise
associated with AirTel a brand that had to be repositioned recently to address new
needs in the market.
When the brand was launched seven years ago, cellular telephony wasnt a mass market
by any means. For the average consumer, owning a cellular phone was expensive as
tariff rates (at Rs 8 a minute) as well as instrument prices were steep sometimes as
much as buying a second-hand car.
Bharti could have addressed the customer by rationally explaining to him the economic
advantage of using a mobile phone. But Sachdev says that such a strategy would not
have worked for the simple reason that the value from using the phone at the time was
not commensurate with the cost.
Instead of the value-proposition model, we decided to address the sensory benefit it
gave to the customer as the main selling tack. The idea was to become a badge value
brand, he explains.
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So the AirTel leadership series campaign was launched showing successful men with
their laptops and in their deluxe cars using the mobile phone. In simple terms, it meant
AirTel was positioned as an aspirational brand that was meant for leaders, for
customers who stood out in a crowd.
Did it work? Repeated surveys following the launch showed that there were three core
benefits that were clearly associated with the brand leadership, dynamism and
performance.
These were valuable qualities, but they only took AirTel far enough to establish its
presence in the market. As tariffs started dropping, it became necessary for AirTel to
appeal to a wider audience. And the various brand-tracking exercises showed that
despite all these good things, there was no emotional dimension to the brand it was
perceived as cold, distant and efficient.
Sachdev and his team realized that in a business in which customer relationships were
the core this could be a major weakness. The reason? With tariffs identical to
competitor Essar and roughly the same level of service and schemes, it had now
become important for Bharti to humanize AirTel and use that relationship as a major
differentiation.
The brand had become something like Lufthansa cold and efficient. What they
needed was to become Singapore Airlines, efficient but also human. A change in tack
was important because this was a time when the cellular market was changing.
The leadership series was okay when you were wooing the crme de la crme of
society. Once you reached them you had to expand the market so there was need to
address to new customers.
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By that time, Bharti was already the leading cellular subscriber in Delhi with a base of
3.77 lakh (it now has 1.2 million customers). And with tariffs becoming more
affordable as cell companies started cutting prices it was time to expand the
market.
How could Bharti leverage this leadership position down the value chain? Surveys
showed that the concept of leadership in the customers minds was also changing.
Leadership did not mean directing subordinates to execute orders but to work along
with a team to achieve common objectives it was, again, a relationship game that
needed to be reflected in the AirTel brand.
Also, a survey showed that 50 per cent of the new customers choose a mobile phone
brand mostly through word-of-mouth endorsements from friends, family or colleagues.
Thus, existing customers were an important tool for market expansion and Bharti now
focused on building closer relationships with them.
That is precisely what the brand tried to achieve through its new positioning under the
AirTel Touch Tomorrow brand campaign. This set of campaigns portrayed mobile
users surrounded by caring family members. Says Sachdev: The new campaign and
positioning was designed to highlight the relationship angle and make the brand softer
and more sensitive.
As it looks to expand its cellular services nationwide to eight new circles apart from
the seven in which it already operates Bharti is now realizing that there are new
compulsions to rework the AirTel brand, and a new exercise is being launched to this
effect. Right now, the company is unwilling to discuss the new positioning in detail.
But broadly, the focus is on positioning AirTel as a power brand with numerous
regional sub-brands reflecting customer needs in various parts of the country.
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If AirTel is becoming more humane and more sensitive as a brand, Bharti has also
understood that one common brand for all cellular operations might not always work in
urban markets that are now getting increasingly saturated.
To bring in new customers, the company decided that it needed to segment the market.
One such experiment, launched last year, is Youtopia, a brand aimed at the youth in the
14 to 19 age bracket and for those who are young at heart. With its earlier
positioning, AirTel was perceived as a brand for the well-heeled older customer; there
was nothing for younger people. With Youtopia, AirTel hoped to reverse that.
In order to deliver the concept, AirTel offered rock bottom tariff rates (25 paise for 30
seconds) at night to Youtopia customers a time when they make the maximum
number of calls. It also set up merchandising exercises around the scheme like a
special portal for young people to buy things or bid for goods.
The company is now looking at offering other services at affordable prices to this
segment which include music downloads on the mobile and bundling SMS rates with
normal calls to make it cheaper for young people to use.
The other experiment that Bharti has worked on is to go in for product segmentation
through the Tango brand name. The brand was created to offer mobile users Internet-
interface services or what is known as WAP (Wireless Application Protocol).
The idea was to bring Internet and mobile in perfect harmony. The name was chosen
from the popular movie title It Takes Two To Tango : basically, you need the two
services to tango to offer customers a new choice, says Sachdev.
This, however, had less to do with the branding exercise as with inefficiency of service
(accusingly slow download speeds) and the limited utility of WAP services.
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Subsequently, the ads were withdrawn, but the company re-iterated that the branding
exercise could be revived because Tango will be the brand to offer GPRS services or
permanent Internet connectivity on the mobile phone which AirTel is expected to
launch soon.
The Magic:
Perhaps the more ambitious experiment has been with Magic the pre-paid card. The
idea was to make the brand affordable, accessible and, most importantly, feasible as a
means of expanding the market even faster.
PHASE I
Magic was aimed at bringing in infrequent users of a mobile phone into the market and
assure him that he would have to pay only if he made a call. Such a customer used the
phone sparingly mostly for emergencies and was not willing to pick up a normal
mobile connection with its relatively high rentals (pre-paid cards do not include rental
charges).
To achieve its objectives Bharti did three things.
One, the product was made available at prices ranging from Rs 300 to Rs
3,000 with no strings attached and was simple to operate.
Two, the product was made accessible and distributed through small
stores, telephone booths and even kirana shops so that the offering was well
within arms reach.
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Third, to make the product more approachable to the customer, the
company came with vernacular ad campaigns like Magic Daalo Se Hello
which appealed to local sensibilities.
This apart, the company roped in Karisma Kapoor and Shah Rukh Khan for a major ad
campaign all across Delhi, a ruse that saw the number of subscribers go up from 5.47
lakh to 12 lakh today, overtaking Essars branded pre-paid card Speed , which was
launched much ahead of Magic. The company is now re-working its Magic strategy
even further.
Earlier, the branding strategy was aimed at roping in only interested customers that
is, customers who were already inclined to opt for mobile services. But now, with basic
service providers having been allowed limited mobility at far cheaper rates, mobile
service providers could find themselves under threat again.
That is why the new exercise is aimed at co-opting non-adopters. While the exact
strategy is under wraps, insiders say the new branding strategy would be aimed at
offering them value which they had not perceived would be available from using a pre-
paid card.
PHASE II -
Bharti used AirTel Magic to build a strong value proposition and accelerate market
expansion through Indias first national pre-paid card TV brand campaign
First time ever in India - any pre-paid card brand goes on TV
A combination of the film genre exposed through the TV medium designed to
connect with the masses of India
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Youth based - romance driven strategy platform makes the value proposition of
AirTel Magic - Mumkin Hai come alive
All elements - user imagery, context, tone & language created to connect the
category to the lives of the SEC B & SEC C segment the middle class non-mobile
user.
AirTel Magic positions itself on the platform of being excellent for emergency
situations - increasing productivity as a part of everyday life.
Sharukh Khan makes everything in life possible while romancing pretty Kareena
Kapoor with AirTel Magic, Indias leading pre-paid mobile card.
AirTel today unveiled its strategy for market expansion with the launch of its new
AirTel Magic pre-paid card brand campaign Magic hai to Mumkin hai. The
strategy is targeted at the non-user segment defined as young adults, 15-30 years of
age; in the Sec B & C segment is aimed at accelerating market expansion. The value
proposition is centered around a persons desire to make all his / her dreams, ambitions
& aspirations instantly possible. The new campaign for AirTel Magic is all about
empowering millions of Indians to be on top of their lives.
The brand is positioned to be relevant to the mass-market who want to make all their
dreams, hopes & desires come alive instantly. (At just Rs.300/- per month AirTel
Magic is so easy to buy.) Improving productivity, letting you befriend the world and
opening up new horizons. It gives you the freedom to control your life in a way never
possible before. Indeed, anything that you think is possible is possible with AirTel
Magic. The new brand slogan Magic hai to Mumkin hai has been specially created to
capture this effectively.
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This strategy is designed to help us talk to this segment directly in the tone, manner &
language of the masses. The Mumkin hai value proposition will help us expand the
market and gain a higher percentage of market shares in the process.
The brand ambassadors Shahrukh Khan and Kareena Kapoor embody this can do or
Mumkin Hai spirit (infact that is the reason they were selected as brand
ambassadors). Sharukh rose from a TV actor to become Indias top film star and
national heartthrob. Kareenas success is due to her attitude, talent, hard work and
the sheer ability to make a mark in such a short time. Both these stars have said
Mumkin hai and made it happen for themselves.
The genre of this new strategy & campaign is Hindi cinema led. This genre connects
millions across India. The spirit of romance, dancing the Indian cinema, well known
to most as Bollywood, holds millions of Indians together as one.
The new TV campaign of AirTel Magic crafted in the Hindi film idiom, magnifies the
empowering optimism of Mumkin Hai, in the endearing situation of a boy-girl
romance. Where Sharukh Khan, sets his eyes on Kareena Kapoor and wins her love
with the help of AirTel Magic. (Poignantly conveying that special feeling we all get
when a dream is made possible and a victory of the heart is won).
The strategy & new brand campaign is targeted at the large untapped base of intending
mobile customers from Sec A, B & C. The estimated addressable market of such
customers in the next two years is around 25 million in AirTels 16 states. The new
strategy aims at correcting the perception that the mobile category is useful mainly for
business or work related scenarios.
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The new strategy, brand positioning & brand slogan is an outcome of an extensive
nationwide research and is an integral part of AirTel Magics new multi-media
campaign. The campaign has been created by Percept Advertising.
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PHASE III -
Bharti used AirTel Magic to build a strong value proposition and accelerate market
expansion through Indias first national pre-paid card TV brand campaign
First time ever in India - any pre-paid card brand gives such freedom to recharge
any value
A combination of the film genre exposed through the TV medium designed to
connect with the masses of India
Youth based - romance driven strategy platform makes the value proposition of
AirTel Magic - Aisi azaadi aur kahan? come alive
Sharukh Khan makes everything in life possible AirTel today unveiled its strategy
for market expansion with the launch of its new AirTel Magic pre-paid card brand
campaign Magic hai to Mumkin hai. . The value proposition is centered around
a persons desire to make all his / her dreams, ambitions & aspirations instantly
possible. The new campaign for AirTel Magic is all about empowering millions of
Indians to be on top of their lives.
The brand is positioned to be relevant to the mass-market who want to make all their
dreams, hopes & desires come alive instantly .At a amount of your choice you can
recharge your account with available validity time .Improving productivity, letting you
befriend the world and opening up new horizons. It gives you the freedom to control
your life in a way never possible before. Indeed, anything that you think is possible is
possible with AirTel Magic. The new brand slogan Aisi azadi aur kahanhas been
specially created to capture this effectively.
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Amount Service Processing Talk
Time
Validit
y(Rs.) Tax
(8%)
Fees(Rs.) (Rs.) (Days)
324 24 150 150 30350 25.93 150 174.07 30360 26.67 150 183.33 30375 27.78 150 197.22 30400 29.63 150 220.37 30425 31.48 150 243.52 30475 35.19 150 289.81 30
500 37.04 150 312.96 30525 38.89 150 336.11 30540 40 150 350 30600 44.44 150 405.56 30650 48.15 150 451.56 30700 51.85 150 498.15 30775 57.41 150 567.59 30800 50.36 150 580.74 30
( Rs.)
Tax
(8%) Fees(Rs.) (Rs.) (Days)850 62.96 150 637.04 60900 66.67 150 683.33 60
1000 74.07 150 775.93 601080 80 150 850 601200 88.89 150 961.11 601300 96.3 150 1053.7 601400 103.7 150 1146.3 601500 111.11 150 1238.89 601800 133.33 150 1516.67 602000 148.15 150 1701.85 60
2160 160 150 1850 603000 222.22 150 2627.78 605000 370.37 300 4329.63 3666000 444.44 300 5255.56 3667000 518.52 300 6181.48 3668000 592.59 300 7107.41 3669000 666.67 300 8033.33 3669999 740.67 300 8958.33 366
Other Brand Building Initiatives:-
Amount Service Processing
Talk
Time
Validit
y
(Rs.)
Tax
(8%) Fees(Rs.) (Rs.) (Days)54 4 25 25 560 4.44 25 30.56 575 5.56 25 44.44 5
100 7.41 25 67.59 5
125 9.26 50 65.74 10150 11.11 50 88.89 10175 12.96 50 112.04 10200 14.81 50 135.19 10216 16 85 115 20225 16.67 85 123.33 20250 18.52 85 146.48 20275 20.37 85 169.63 20300 22.22 85 183.78 20
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The main idea is to stay ahead of competition for at least six months. Working on the
above game plan Bharti is constantly coming up with newer product offerings for the
customers.
The focus, of course, is to offer better quality of service.
To make the service simpler for customers using roaming facilities,
Airtel has devised common numbers for subscribers across the country for
services like customer care, food services and cinema amongst others.
It will also launch a unified billing system across circles so, customers
moving from one place to another do not have to close and then again open new
accounts at another place.
To assist customer care personnel to deal with subscriber queries, a
storehouse of 40,000 frequently asked questions and their answers have been
stored on the computers.
Bharti expects that most of its new customers (one estimate is that it
would be 60 to 70 per cent of the total new subscriber base) would come from
the pre-paid card segment. So, they must be given value-added products and
services which competitors dont provide.
Bharti, for the first time for a cellular operator, has decided to offer
roaming services even to its pre-paid customers, but the facility would be
limited to the region in which they buy the card. To ensure that customers dont
migrate to other competing services (which is known as churn and ranges from
10 to 15 per cent of the customer base every month), the company is also
working on a loyalty program. This will offer subscribers tangible cash benefits
depending upon their usage of the phone.
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The loyalty program will not be only for a badge value, it will provide
real benefits to customers. The idea is to create an Airtel community.
Another key area which Bharti is concentrating its attention upon is a
new roaming service launched in Delhi under which calls of a roaming
subscriber who is visiting the city will be routed directly to his mobile instead of
traveling via his home network.
The company also offers multi-media messaging systems under which
customers having a specialized phone with a in-built camera can take pictures
and e-mail it to friends or store it in the phone. The cost per picture is between
Rs 5 to Rs 7.
Bharti is also aware that it has to make owning a ready-to-use cellular
service much easier than it is today. A key area is to increase the number of
activation centers. Earlier Bharti had 250 Airtel Connect stores which were
exclusive outlets (for its services) and about 250 Airtel Points which were
kiosks in larger shops. Now activation can be done by all of them, and not only
by Connect outlets, all within 15 to 20 minutes. In comparison, the competition
takes two to four hours.
Pre- paid cards are really catching up with the mobile phone users and it
is actually helping the market to increase. First, they are easier to obtain and
convenient to use. Unlike post-paid, one need not pay security deposits for
picking up a pre-paid card. It is often available even with paanwalas. As befits a
fast-moving consumer service, the game is now moving beyond price to
expanding distribution reach and servicing a well-spread-out clientele with
technology and strategic alliances. Bharti is focusing on two factors to make
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pre-paid cards more attractive. Keeping the entry cost low for consumers and
making recharging more convenience.
Bharti is in the process of launching a new system in alliance with
Mumbai-based company Venture Infotech which will enable a pre-paid card
user to renew his subscription by just swiping a card. The system will not only
save users the hassle of going out and buying a card every time it expires but
also enable mobile companies to reduce the cost of printing and distributing
cards.
Bharti Televentures has tied up with 'Waiter on wheels,' a company
delivering food at home, to reach its Magic pre-paid cards to subscribers'
doorsteps. The company is also joining hands with local grocery shops which
will enable users to recharge their cards by just making a phone call to the shop.
Apart from improving the convenience of recharging, mobile operators are
beefing up their distribution channels. The company is constantly innovating to
enhance the value proposition for its pre-paid service. They are leveraging
technology to expand their distribution network and deliver round-the-clock
recharge options to its MOTS (Mobile On the Spot) subscribers.
Bharti Cellular has also launched a special service, CareTouch, for high-
value, corporate customers, providing them with instant, single-point access for
any assistance they require. Customers can dial 777 and enjoy a slew of
services, which includes easier payment of bills, service on priority basis, and
value-added services without any additional paper work. Bharti Cellular is
offering a range of services without going through an interactive voice recorder
ensuring that they save time. Dedicated CareTouch executives are expected to
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assist customers with any service on priority basis. Besides the regular proactive
reminder calls for bill payment, customers can also call CareTouch for bill
payments at free of cost.
AirTel presented MTV Inbox; the first on-air SMS based interactive
music dedication show exclusively for AirTel and AirTel Magic customers.
Highly interactive VJ based show with real-time feedback mechanism. Both
brands joined hands to target the high growth youth segment.
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Bhartis View on its Branding strategy:-
First, brand building efforts in todays context have to be seen in a more holistic
manner. Delivering value on a sustained basis is perhaps the most potent key to build a
brand that lasts.
Unflinching orientation to customer needs is the second key success factor. Customers
(be it for industrial products or consumer goods and services) across the world are more
informed and, at the same time, becoming more individualistic in their needs and far
more demanding with the passage of time.
Pro-active tracking of shifts in consumer behavior, anticipating redefined or emerging
customer needs, and then reacting in real-time are essential to attract and retain
customer loyalty a key element of creating brand equity in the present situation.
Customizing the product (and communication of its benefit) to meet the specific needs
of various consumer/customer sub-segments is the third element in creating brand
appreciation.
As far as allocation of time and financial resources are concerned, too many companies
mistakenly allocate a disproportionate amount on mere advertising and promotion. This
is not to say that advertising and promotion are less relevant. On the contrary, with
more choices and higher media clutter, businesses need to budget for an increasingly
higher spend on their brand promotion but this has to be undertaken in tandem with
enterprise-wide reengineering of the business philosophy and core design,
production, and delivery operations for the product itself.
The positive spin to this argument is that by first addressing the fundamentals, the
enterprise itself becomes more competitive. This can be the beginning of a virtuous
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cycle wherein brand equity continues to increase as the enterprise sustains delivery of
an appropriate product or service at an ever increasing value.
It is, however, crucial to note that in the years to come, not only will the cost of
building a regional or a national (or an international) brand will continue to rise but also
the time taken to do so will be longer and will need sustained and focused efforts.
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FINDINGS AND ANALYSIS
Age Group Graph
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.
Occupation Graph
AGE GROUP
15-21
15%
21-28
65%
28-35
20%
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As the above graph shows that 55% of the total people interviewed are working. So,
these people are the ones who are the maximum users of mobile phones. They are the
young executives, managers, Tele - callers etc. who require mobile for their official
purposes. The next category is the households, who are either housewife, small units
which operate from their homes etc. They are 20% of the whole. The next segment is
the students. They are 15% of the whole. And 10% of the whole is categories who are
the professionals.
Service Provider Graph
OCCUPATION
15%
55%
20%
10%
STUDENTS EXECUTIVES HOUSEHOLDS OTHERS
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The above graph shows a slice of 50%. These are the total no. of people who are using
Airtel. It seems that people are more aware of Airtel than any other brand. The next
popular brand is Hutch. 305 of the people interviewed had Hutch connections. The next
popular brand was Idea. 15% people had Idea connections. As it came very late in the
market when Airtel had established it self very well. So, that could be one of the
reasons of such a low percentage. The remaining 5% had trump connections.
Customer Service At Airtel Graph
SERVICE PROVIDER
15%
30%
5%
50%
IDEA AIRTEL HUTCH OTHERS
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As the above graph clearly shows that customer services at Airtel seems poor. 60% of
the people are dissatisfied with the customer services provided by Airtel. They are the
ones who have the maximum share in the market but they are lagging behind in the
customer services. 10% of the people were fully dissatisfied with the customer services
of Airtel. This could leave an impact on the mind of the consumer. He can even switch
over his brand. 20% of the people seemed partially satisfied with the customer services
and only 10% seem to be fully satisfied with Airtels customer services, which is a very
small amount.
Type Of Card Graph
CUSTOMER SATISFACTION LEVEL
20%
10%
60%
10%
FULLY PARTIALLY
DISSATISFIED FULLY DISSATISFIED
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Cash cards seemed quite popular among the people interviewed. 85% of the total
mobile users were having cash card connections. This means that the cash cards should
be easily and readily available in the local markets. Airtel should make sure that Magic
is available in each and every nook and corner of the market. 15% of the people were
having sim connections which is the regular bill.
TYPES OF CARDS
CASH
CARD85%
SIM
CARD
15%
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Monthly expense graph
People on an average spend RS 500 per month as their mobile phone expense. 64%
people spend this amount. 24% people spend RS 300 per month as their monthly
mobile expense. And the remaining 12% had an expense more than RS 1000, they
could the ones having sim connections or having cash cards and having a lot of
business calls on their mobiles.
Monthly Expense
12%
64%
24%
Rs 600
Rs 450Rs 200
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Awareness About WLL Graph
WLL seemed to be a new word for many of the people. 45% of the people were not at
all aware of such a technology. So, in order to get the answer for this question they
were first explained the concept. Only, 55% people knew what WLL is all about.
AWARENESS ABOUT WLL
YES
55%
NO
45%
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Awareness of WLL Players Graph
Reliance was the brand which was popular amongst the interviewed people. As
Reliance had done so much advertising and has it banners and hoarding spread all over
Delhi. So, this could be one the reasons of its popularity. Tata was hardly a known
brand in this new field. Possibly, because of less promotions done by them as compared
to Reliance.
On the basis of analysis of the questionnaire I have found that the maximum no. of
people who use mobile phones is in the age group of 20 to 28. Who are the young
executives and other office goers?
They spend a maximum of RS. 500 as their mobile expense.
AWARENESS OF WLL PLAYERS
RELIANCE
85%
TATA
INDICOM
15%
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There is more no. of prepared cards than post paid cards. The mobile users want to
spend money side by side than to spend money at the end of the month on a big bill.
Now when I compared Airtel with its competitor from the point of view of the
consumer I found that on the basis of Tariff plan, value added services and billing
accuracy Airtel is at par or ahead of its competitor but in the case of customer care and
availability they lag behind there competitors. As, Airtel has a hold in the market
because it has the maximum no. of connections, so it must improve upon it customer
services. As far as WLL is concerned people are aware about it but not many people
are aware about Tata. They only know more about Reliance. People at this point of
time are not interested to switch over from GSM to WLL.
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SUGGESTIONS
Following are the few suggestions to AIRTEL for improving the market share andimage of the products concerned.
1. PRODUCT
*Modification must be brought about in AIRTEL, in terms of quality. Its
demand should be increased.
2. PLACE
* The brands must be made available easily in, PCO & general stores.
3. PROMOTION
*Company must undertake extensive promotional activities like advertisements
must be released in different Medias to create brand awareness.
*Free samples should be distributed among the prospects. Sales promotion tools
like gifts, contests and coupons must be given to retailers as well as customers
and prospects.
* Catalogues should be distributed among customers.
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SWOT ANALYSIS
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.
I t has a clear and well-defined organizat ion structure and l imits 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.
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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.
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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RECOMMENDATION
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 makes 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
biger 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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LIMITATIONS
No project is without limitations and it becomes essential to figure out the various
constraints that we underwent during the study. The following points in this direction
would add to our total deliberations:-
1. During the study, on many occasions the respondent groups gave us a cold
shoulder.
2. The respondents from whom primary data was gathered any times displayed
complete ignorance about the complete branded range, which was being studied.
3. Lack of time is the basic limitation in the project.
4. Some retailers/whole sellers refuses to cooperate with the queries.
5. Some retailers/wholesellers gave biased or incomplete information regarding the
study.
6. Money played a vital factor in the whole project duration.
7. Lack of proper information and experience due to short period of time.
8. Some retailers did not answer all the questions or do not have time to answer.
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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 inspite of so
many competitor in the market Airtel is having a good position just because every time,
it tries its best to understand the need of its important customer.
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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.
Books :
Principles of Marketing Philip Kotler
Market Research D.D. Sharma
Research Methodology C.R. Kothari
Websites:
www.airtelworld.com
www.google.com
www.india.com
Magazines:
Airtel (2 July to 10 July 2004)
Airtel India page of HT paper (Thursday 1December 2004)
Cowards India (26 December to 4 Jan. 2004)
http://www.airtelworld.com/http://www.google.com/http://www.india.com/http://www.airtelworld.com/http://www.google.com/http://www.india.com/ -
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QUESTIONNAIRE
Dear Sir/Madam
I am a student of BBA of Institute of management studies doing my summer training
project on consumer behavior from Airtel. Please give your precious time for filling
these details.
Q.1 For how long you have been using Airtel Product?
0-2 Years2-5 Years5-10 YearsMore than 10 years
Q.2 Are you using other product instead of Airtel?
Yes No
Q.3 Among them, which Brand you, prefer most?
IdeaHutchAirtel
Q. 4 How would you rate the experience with Brand?
IdeaHutchAirtel
Q.5 Do you collect any information search before making purchase?
Yes No.
Excellent Good Average Below Average
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Q.6 If yes, which sources are used?
MagazinesDealersSales ExecutivesOperators referencePamphlets and catalogueReference from friends and relativesAny other
Q.7 What are the features you look for in a product before making purchase
decision? Give preferences (1-Highest, 6- least)
Brand credibilityPrice and DiscountAfter sales services and parts, network Value for moneyVehicle performanceAdd on features or ergonomics of design
Q.8. Which of these marketing / sales schemes attracts you while purchasing anyconnection?
Good Network Discount schemeService packageAny other
Q.9 If you have to purchase a new connection or product in near future, whichBrand will you go for and why?
_________________________________________________ _________________________________________________ _________________________________________________
Q.10 Are you aware of various promotional activities being run by Airtel, if yesthen how? Are you satisfied with these promotional activities?
Customer CareBy Ad FilmsBy Camp24 hrs call center services
VerySatisfied
Satisfied SomewhatSatisfied
Notsatisfied
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Q.11 How would you rate Airtel performance as your expectation on 5 pointsscale (5 Highest)
1 2 3 4 5After Sale serviceMaintenanceProduct as per expectation
Q.12 What are you suggestions for improving the product quality, service availabilityand parts availability?
________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ____
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DECLARATIONDECLARATION
I hereby declare that I have carried out Summer Training Project on the topic entitled
Market performance of Airtel Industry from New Delhi
I further declare that this project work is based on my original work and no part of this
project has been published or submitted to anybody.
SUSHANT GILL
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Acknowledge
ment
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Preface
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Executive
Summary
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Objective
of the
Study
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Research
Methodology
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Introducti
on
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Company
Profile
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FindingsandAnalysis
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Suggestions
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SWOT
Analysis
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Recommendation
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Limitations
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Conclusion
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Bibliography
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Questionnai
re