Final Project Report on Marketing Strategy of

“Bharti Airtel Ltd.”

SUBMITTED TO SUBMITTED BY
CEO Business Marshal Avneesh Sharma
School Of Businesss Marshals (SBM ID: - 09BM001011A007)
Indore Madhya Pradesh (PGP, SPRING, 2009-11)

UNDER GUIDANCE OF
Prof. Monica Bhatia
School Of Business Marshals
Indore Madhya Pradesh
 ACKNOWLEDGEMENT

I am extremely thankful to our institution School of Business Marshals for

giving me such an opportunity to undergo training in BHARTI AIRTEL LTD. ,
our Placement Co-ordinator Prof. Vikas Singh Chauhan for the sincere assistance
and Mentor Prof. Monica Bhatia and all faculty members for their continuous
support, supervision motivation and guidance throughout the tenure of my training,
in spite of their hectic schedule whom truly remained driving spirit in my project
and their experience gave me the light in handling the project and helped me in
clarifying the abstruse concepts, requiring knowledge and perception, handling
critical situations an in understanding the objective of our work.

I would also like to express my heartiest thanks to Mr. Mayank Shah (Zonal
Manager, Bharti Airtel -Indore Zone) for the sincere assistance providing me as
a trainee and to Mr. Kartikey Upadhya (Territory Manager) for making my stay
at AIRTEL a memorable learning experience.

I would also like to express my heartiest thanks to all the respondents who took
time for answering our questions.
 EXECUTIVE SUMMARY

The project aims at understanding the Marketing strategies at Airtel and its
impact on the perception of Airtel Cellular Services. Research has demonstrated
conclusively that it is far more costly to win a new customer than it is to maintain
an existing one. And there is no better way to retain a customer than to exceed his
expectations. For this purpose it is essential to know the level of customer
satisfaction. The focus of my research was the measurement of customer
satisfaction level for the services provided by Bharti Airtel. The research was done
for the corporate clients of Bharti Airtel. My job was not only to represent the
Corporate Sales Dept. and collect the feedback from the clients but also to get the
major complaints resolved through internal counseling. There can be no better
opportunity to interact with the external as well as the internal customers of an
organization. Finally the results of the research verify the fact that keeping the
customer satisfied is the best strategies to not only retain the existing customers but
also to expand the business to new horizons.
 TABLE OF CONTENTS

1. TELECOMMUNICATION MARKET IN INDIA

2. GSM MARKET IN INDIA

3. INTRODUCTION

4. TARIFF STRUCTURE

5. PROMOTIONAL STRATEGY

6. MARKET SITUATION

7. COMPETITIVE SITUATION

8. MARKETING STRATEGY ADAPTED BY BHARTI

9. OBJECTIVE

10. RESEARCH METHODOLOGY

11. LIMITATION

12. SWOT ANALYSIS

13. CONCLUSION

14. BIBLIOGRAPHY

15. QUESTIONNAIRE
TELECOMMUNICATION MARKET IN INDIA

The Indian telecommunications Network with 250m telephone connections is

the fifth largest in the world and is the second largest among the emerging
economies of Asia. Today it is the fastest growing market in the world and
represents unique opportunities for UK companies in the stagnant global scenario.
Tele-density, which was languishing at 2% in 1999, has shown an impressive jump
to 9.5% in 2006 and 10.5% in 2007 and is set to increase to 20% in the next five
years beating the Govt. target by three years. Accordingly, India requires
incremental investments of USD 20-25 bln for the next five years.

Private operators have made mobile telephony the fastest growing (over 164%
p.a.) in India. With more than 33 million users (both CDMA and GSM), wireless is
the principal growth engine of the Indian telecom industry. Given the current
growth trends, cellular connections in India will surpass fixed line by late
2004/early 2005. Intense competition between the four main private groups -
Bharti, Vodafone, Tata and Reliance and with the State sector incumbents-BSNL
and MTNL has brought about a significant drop in tariffs. There has been almost
74% in cell phone charges, 70% in ILD calls and 25% drop in NLD charges,
resulting in a boom time for the consumers.

The Government has played a key enabling role by deregulating and

liberalising the industry, ushering in competition and paving the way for growth.
While there were regulatory irregularities earlier, resulting in litigation, these have
all been addressed now. Customs duties on hardware and mobile handsets have
been reduced from 14 percent to 5 percent. The Indian government has merged the
IT and Telecom Ministries to speed up reforms and decision on the
Communication Convergence Bill to enable the common regulation of the Internet,
broadcasting and telecoms will be taken after the new Government assumes
responsibilities in may this year. An independent regulatory body (TRAI) and
dispute settlement body (TDSAT) is fully functional.

INDIAN CELLULAR MARKET

The Bharti Group, which operates in 23 circles, continues to be the country's

largest cellular operator, with 50 lakh subscribers. BSNL, which operates in 22
circles, has a subscriber base of 37 lakh subscribers. Thus BSNL stands second
largest cellular operator in terms of subscriber base at the end of the fiscal ending
March 31, 2007, displacing Vodafone from the second position. Vodafone, which
operates in only eighteen circles, is the third largest operator with a subscriber base
of 32 lakh. Unlike fellow public sector undertaking, MTNL, which operates in
Mumbai and Delhi, BSNL has been a very aggressive player in the market.

"Cellular operators who expected BSNL to go the MTNL way, were taken by
surprise and did not take effective steps to counter it, till it was too late in the day,"
said a telecom analyst. Belying fears of a slowdown in cellular subscriber
acquisitions, the cell club has reported a 7.92% growth, the highest growth in
any month so far, during March 2005. Year-on-year, the cellular subscriber base in
the country has almost doubled in March 2005, and is expanding at the rate of 25%
per year thereafter. The cellular subscriber club expanded by 21.31 lakh last
month. This is much higher than 5.9 lakh subscribers added in February 2005 and
2.13 lakh in January 2005. Idea, which operates in Seven circles, is the fourth
largest operator with a subscriber base of 17.80 lakh, higher than BPL's 11.31 lakh
subscribers across four circles. The subscriber numbers per operator drop sharply
with the sixth largest operator, Spice Communications, having a subscriber base of
9.40 lakh, followed by Reliance. Telecom's 8.9 lakh subscribers.

MTNL is the ninth largest operator, with a base of 8.32 lakh subscribers. While
the subscriber base-jumped by 3.38% to 44.39 lakh in the metros, subscriber base
of category A circles of Maharashtra, Gujarat, Andhra Pradesh, Karnataka and
Tamil Nadu jumped by 10.18 % to reach 43.64 lakh. Category B circles of Kerala,
Punjab, Haryana, Uttar Pradesh (West), Uttar Pradesh (East), Rajasthan, Madhya
Pradesh and West Bengal recorded a jump of 10.69%, with a total base of 33.74
lakh subscribers. Circle C has reported 12.74 % growth with subscriber numbers
jumping to 5.08 lakh. Among the metros, while Mumbai added 1,63,180
subscribers, higher than the 1,58,646 added by Delhi, the Capital's cellular
subscriber base of over 80 lakh is still higher than Mumbai's 66.89 lakh. While the
cellular industry has been on roll for the first three quarters of the previous
financial year with an average of 16.75 lakh monthly additions in the third quarter,
the first two months of 2007 had seen the growth slowing down.
GSM MARKET IN INDIA
With a population of around 1.1 billion growing at roughly 1.7 percent a year,
India is potentially one of the most exciting GSM markets in the world. After two
rather difficult years, the past 12 months have seen the region's promise beginning
to come to fruition. Much of this success can be attributed to the stabilisation of the
licensing and regulatory environment. India's telecommunications have undergone
a steady liberalisation since 1994 when the Indian government first sought private
investment in the sector. More significant liberalisation followed in 1996 with the
licensing of new local fixed line and mobile service providers. However, it has
been the government's New Telecom Policy (1999) that has had the most radical
impact on the development of GSM services. 'The policy's mission statement is
'affordable communications for all', There is a genuine commitment to creating a
modern and efficient communications infrastructure that takes account of the
convergence of telecom, IT and media. In addition, the policy places significant
emphasis on greater competition for both fixed and mobile services.'

Competition in the mobile sector has already had a visible impact on prices
with calls currently costing less than 9 cents per minute. This means that service
costs have fallen by 60 per cent since the first GSM networks became live in 1995.
It also helps explain why a recent Telecom Asia survey revealed that more than 70
per cent of Indian mobile subscribers felt that prices were now at a reasonable
level. One of the challenges facing GSM operators in India is the diversity of the
coverage regions -from remote rural regions to some of the most densely populated
metropolitan areas in the world. India has more than 40 networks, which cover the
seven largest cities, over 7000 towns and several Lacs villages. Such depth of
coverage has required enormous investment from India's operators. It is estimated
that more than Rs200 billion had been invested in India's GSM industry by mid-
2000, a figure that is set to be supplemented by a further Rs. 300 billion over the
next five years.

The good news is that subscriber growth is beginning to look healthy. With
India's low PC penetration and high average Internet usage -at 14-20 hours a month
per user it is comparable to the US -the market for mobile data and m-commerce
looks extremely promising. WAP services have already been launched in the
subcontinent and the first GPRS networks are in the process of being rolled out. In
the year ahead, GSM India will
work with its members to realise the potential of early packet services in
anticipation of the award of 3GSM licences.
India is the third largest GSM market in the world

India is one of the fastest growing mobile markets in the world and the GSM
subscriber base in the country has just crossed the 100-million landmark. With this
India has become the third largest GSM market after China and Russia. The
country saw 5 million new GSM customers last month and the total number of
GSM technology users now stands at 101.7 million.

Bharti (Airtel) alone saw an addition of as many as 1.65 million new users
during the month. They now have more than 30 million customers in the country.
Hutch too added more than a million customers during the same period and now
has a total of 22.2 million customers.

BSNL is the second largest GSM player in the market and they added just under
a million new subscribers in November.
COMPANY PROFILE OF BHARTI AIRTEL
Vision and Promise
By 2010 Airtel will be the most admired brand in India:

• Loved by more customers

• Targeted by top talent
• Benchmarked by more businesses

To realize its vision, Bharti Airtel has identified eight business focus areas

• Ensuring a consistently delightful brand experience at every touch point.

• Aligning internal as well as customer facing processes
• Harnessing IT for both customer & internal benefit
• Leading industry innovation through user friendly products and services
• Extending our network while ensuring a world class customer experience.
• Building a best in class leadership team that nurtures talent at every level.
• Creating benefit through economies of scale.
• Building one integrated business, leading to higher synergies and
efficiencies

About Airtel

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 Chhattisgarh, Haryana, Delhi, Karnataka and Tamil
Nadu and nationwide broadband and long distance networks. Bharti has recently
launched national long distance services by offering data transmission services and
voice transmission services for calls originating and terminating on most of India's
mobile networks.

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;
 Leverage strengths of its strategic and financial partners; and
 Emphasize on human resource development to achieve operational
efficiencies.

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.

Brand Strategy

 To understand the brand strategy, let’s 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 wasn’t
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.
 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 enoughto
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.
 In a business in which customer relationships were the core this could be a
major weakness. The reason? With tariffs identical to competitor Reliance
Infocomm. 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 crème de la
crème of society. Once you reached them you had to expand the market so
there was need to address to new customers. 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 customer’s 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. 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).

TARGET MARKET SEGMENT

Airtel has targeted the premium and upper, middle class and now the lower
class. The rationale behind it is that only those segments should be targeted who
value time and have the paying capacity. It Is also planning to target the business
tourists during their stay in the Capital About 60% of the client are top executives
of corporate houses. About 15% are foreign organisations and the rest are
professionals and small businessmen. During the introduction stage there was
intense pressure to get consumers across to hook up with their brand, because
getting them to switch brand loyalty later would be hard So far Airtel marketers
have been concentrating totally on the business executive class but now that the
basic viable volumes has beer) built up and prices have declined to a certain extent
they are planning to venture further a field.

POSITIONING

The product is sought to be positioned as a business efficiency tool. a lifestyle

revolution and a status symbol The emphasis is to remove misconception that the
cellphone is an expensive means of communication and drive home the point that
the cellphone is actually a day-to-day utility

PRODUCT POLICY AND PLANNING

The product or service is the heart of the marketing mix. Without a product or a
service customers' needs cannot be satisfied.
The basic product promise by Airtel is mobility. Airtel's main marketing strategy
is to be a first mover all the time. It has recognised the significance of making the
first move-- because in the field of Communication & Information Technology
changes occur at a tremendous pace. Effective product segmentation has to be
carried on continuously because basic services can be and will be copied and in
time become expected component of the product. Airtel seeks to carry out this
segmentation through provision of new information services and making new
facilities available. The product policy and planning depends on the stage of the
product life cycle. At present the cellular phone market has reached the maturity
stage. Since, the premium segment is nearing saturation the company targeting the
upper middle and middle-middle class. In order to do so Airtel is trying to optimise
the price performance package by offering suitable "product bundling".

This involves the selection of the suitable hardware (handset) and its software
(its services.) with reasonable price in order to deliver maximum price
performance to its customers. In addition, it offers free Airtime services and other
concessions to make the prices and thus the product more attractive. It has also
opened a 24 hours customer service. Only price doesn't serve as an effective
differentiator, value added services become the effective differentiator.

AIRTEL'S MARKETING ORIENTATION.

Since this is a high-involvement expensive product, the service provider has to

fully take care of the customers.
a) They take personal responsibility to "get" the answer for any problem faced by
the customer.
b) They anticipate customers' problems and take pro-active steps to prevent them
c) They give answers to the questions & requests, quickly & efficiently.
d) They have a positive tone & manner while interacting with customers.
e) They end the interaction on a positive or a humorous notemaking the last 30
seconds count.

Airtel realises that attracting people 'Is easy but converting them into loyal
customers is hard, hence emphasis is on maintaining a 'Smiling and a Friendly
Atmosphere' to please and retain the customer.

PRICE AND PRICING POLICY

AIRTEL has realised that the Indian market is price sensitive. Therefore it care
of the has come up with various innovative tariff schemes to take needs of different
category of customers- Generally, the cellular services are more expensive than the
land line based telephone services. This is due to the reason that the operating
companies are required to pay a fee to the government for using airtime.

MARKETING STRATEGY ADOPTED BY BHARTI

Bharti has spent a considerable amount on advertising its mobile phone service,
Airtel. Besides print advertising, the company had put up large no of hoardings and
kiosks in and around Delhi. The objective behind designing a promotion campaign
for the ‘Airtel’ services is to promote the brand awareness and to build brand
preferences.
It is trying to set up a thematic campaign to build a stronger brand equity for
Airtel. Since the cellular phone category itself is too restricted, also the fact that a
Cellular phone is a high involvement product, price doesn't qualify as an effective
differentiator. The image of the service provider counts a great deal. Given the Cell
phone category, it is the network efficiency and the quality of service that becomes
important. What now the buyer is looking at is to get the optimum price-
performance package. This also serves as an effective differentiator Brand
awareness is spread through the' campaigns and brand preference through brand
stature. Airtel's campaign in the capital began with a series of 'teaser' hoardings
across the city,' bearing just the company's name and without explaining what
Airtel was. In the next phase the campaign associated Airtel with Cellular only
thereafter was the Bharti Cellular connection brought up. Vans with Airtel logos
roamed the city, handing out brochures about the company and its services to all
consumers. About 50,000 direct callers were sent out. When the name was well
entrenched in the Delhiites’s mind, the Airtel campaign began to focus on the
utility of Cellphone. In the first four months alone Airtei's advertisement spend
exceeded Rs. 4 crores. As of today the awareness level Is 60% unaided. This
implies that if potential or knowledgeable consumers are asked to name a Cellular
phone service provider that is on the top of his/her mind 60% of them would name
Airtel. As for aided it -is 100% (by giving clues and hints etc.).

Brand strength of a product or the health of a brand is measured by the

percentage score of the brand on the above aided and the unaided tests. The figures
show that Airtel is a healthy and a thriving brand.

Every company has a goal, which might comprise a sales target and a game
plan with due regard to Its competitor. Airtel 's campaign strategy is designed
keeping in mind its marketing strategy. The tone, tenor and the stance of the visual
ads are designed to convey the image of a market leader in terms of its market
share. It tries to portray the image of being a "first mover every time" and that of a
"market leader". The status of the product in terms of its life cycle has just reached
the maturity stage in India. It is still on the rising part of the product life cycle
curve in the maturity stage.

Airtel, keeping in mind the importance of the customer retention, values its
heavy users the most and constantly indulges in service innovation. But, since
heavy users comprise only 15 - 20% of the population the other segment cannot be
neglected. The population which has just realised the importance of cellular phones
has to be roped in. It is for this reason that the service provider offers a plethora of
incentives and discounts. Concerts like the "Freedom concert" are being organised
by Airtel in order to promote sales. The media channel is chosen with economy in
mind. The target segment is not very concrete but, there is an attempt to focus on
those who can afford. The print advertisements and hoarding are placed in those
strategic areas which most likely to catch the attention of those who need a cellular
phone. The product promise (which might cost different 1 higher) is an important
variable in determining the target audience.

DISTRIBUTION

The company whose operations are concentrated in and around Indore. It have
total 14 Distributors are approved by the Airtel authority. Each franchises has to
invest Rupees Ten Lakhs, to obtain a franchise and should employ an officer
recruited by Airtel. This person acts as an liaison between the company and the
franchises. The franchises can it any number of dealers as long as their territories
do not overlap. But unfortunately Airtel has not been very successful in controlling
territorial overlaps of dealers. The franchises can carry out his/her own
promotional strategy. For this the company contributes Company.

The franchises and the dealer obtain the feedback from the customers and they
are sent through the liaison officer on a day-to-day basis to Airtel. The dealer has
to invest Rupees. The consumer on providing the bill of purchase for the handset
and proof of residence has only to wait an hour before getting connected. The staff
of the dealers and the franchisees are provided training by the Airtel personnel.
The complaints encountered by the franchisees and dealers are either handset being
non-functional or the SIM Card not getting activated. Anything more complicated
is referred to the main Airtel office in Indore.
SWOT ANALYSIS
STRENGTHS

• Cost advantage
• Current leaders in quality service
• Largest distribution network
• Ability to constantly innovate
• Highly skilled workforce
• Entrepreneurial zeal
• Airtel’s increased equity and market cap.

WEAKNESSES

• To prove credibility
• Price pressures
• Need for Government support
• Awareness
• Sales and Marketing

OPPORTUNITIES

• To sustain passion and commitments

• Airtel’s market share increasing at other service provider expense. Thus
opportunity to wipe it out.
• Attain higher value services
• Collaborative business needs to be explored
• Vertical repeatable solutions.
• Low penetration level in rural markets.

THREATS

• Foreign investment.
• Global trends moving from GPS to WLL.
• Lack of global parity in telecom tariff.
• Other competition.
RECOMMENDATIONS
I have made following recommendation to the company after doing the Winter
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 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 bigger market share and it should be able to compete with the local
traders and commission agents while having a brand name.
 The company should take the opinion of exporters from time to time to
know what problems they are facing from the company’s side. And if any
change they require in present supplying condition.

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 18 to 30. Cash
cards are the most popular type of mobile connections, as they are consumer
friendly and recharging the connection is not a problem. As Airtel is the only
company having the maximum no of mobile connections so it must seriously look
into the loop holes of the existing customer service department.

As we know that now Airtel has already launched its product with logo “’ Aisi
azaadi aur kahan”’ has already became popular in market. So we can say that in
spite of so many 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
customers. From the comparison and deep analysis of every aspect of business of
both the companies we can conclude that bharti Airtel has to more work in every
field of communication business. It is the time not only to survive but to sustain in
the market for a long time. For this Airtel has to work on its all marketing
strategies, marketing, promotion, brand image etc.

Airtel has to take Reliance info. Very seriously and update its own strategies
from time to time and when the need arises. With aggressive marketing strategies
airtel has to target rural India as 70% of population of India live in these areas.
The other segment may be costumers of all age groups.
BIBLIOGRAPHY
While making this project following resources have been used for various
information –
 Books (Marketing Kotler)
 Internet Websites
All the material provides effective help and a guiding layout while designing this
report.